Advisory Committee Meeting January 18, 2019 1 P RESENTATION O - PowerPoint PPT Presentation

Advisory Committee Meeting January 18, 2019 1

P RESENTATION O VERVIEW Introductions Approve December Meeting Minutes Technology Update Operations Update Ombuds Update Open Comment 2

I NTRODUCTIONS ► Advisory committee ► In-person attendees (Note: We will use the conference call feature to identify who is on the phone rather than announce during meeting) 3

A PPROVE D ECEMBER M INUTES ► Discussion 4

TSB – Subcommittee Presentation 1/10/2019 Paid Family and Medical Leave Program Summary “Having the ability to take time “It is important for my staff to “ Paid Family and Medical off allows employees to come have access to extended leave Leave helps the employees , back and be productive and medical leave. Paid Family helps the business and it helps knowing everything is taken and Medical Leave is a great the community at large and it care of.” new benefit for our state.” is something I am proud to be a part of.” – Carlos Rodriguez Vega, – Phuong Tran, owner of Lava – Jed Fowler, owner of H.D. Grocery Outlet store owner in Java in Ridgefield Fowler, 12 locations across WA Vancouver 5

What is Paid Family and Medical Leave?  Insurance program for Washingtonians who need time to care for themselves or their loved ones.  Position WA as a leader in a globally Military- Birth or Your own Care for competitive economy . related placement medical family events of a child condition  All Washingtonians have access to critically important paid leave during major life events. Small business assistance WA is 1 of 5 $1,000 to $3,000 6

A whole new program – from the ground up Operations & Care Team Technology Establish a new operating division  Build out all necessary supporting  Establish a Customer Care Team  technology for employer, Develop all standard operating employee, and internal customer  facing service administration. procedures. Outreach & communications Rules & policies Conduct outreach statewide to   Promulgate WACs and program employers, third party policies to implement the law administrators, accountants, employees and health care providers. Finance & accounting Establish financial accounting  procedures and secure banking relationships.

Technology project update Build out all necessary supporting technology for program administration. 8

Technology Budget Technology Budget Approved in March 2018 Investment Plan Implementation Costs $57,989,493* Maintenance Costs $25,568,376* Current Budget Projections Implementation Costs $49,978,000 Maintenance Costs $13,147,000 * Approved budget includes contingency. 9

Technology platform Public facing system customers use—this can be accessed via External 4 System components desktop or mobile device. Portal + Deloitte custom development. 3 System partners, QA and OCIO Centralized business rules engine; = data interfaces; and routing, job and batch processing control. 1 Cohesive team Deloitte custom development. Integration Customer Accounting Administration System used by ESD Finance to track System used by ESD Staff to support and manage financial transactions. customers and program administration. Microsoft Dynamics/AX. Microsoft Dynamics CRM. 10

Project schedule update Done Today Ongoing 9/17/2018 8/1/2018 5/26/2019 10/19/2017 5/15/2018 Voluntary plan Collect Q1 premiums All technology RFPs Release plans and applications issued backlog developed 7/5/2017 Paid Family and Medical Leave bill signed 6/15/2018 1/1/2019 1/1/2020 Operating division Employers begin Benefit claims resources in training collecting premiums begin Tech contracts signed 3/2018 Care Team #4 starts 2/1/2019 “I am truly impressed with (the) responsiveness, professionalism and customer service. (The) expertise, guidance and support deserve a top 5-star rating…If your goal is to be the best state agency for customer service, you’ve nailed it! Keep up the good work.” – 11 Customer e-mail 12/13/2018

Key activities to support schedule February 2019 to April 2018 to September 2018 September 2018 to April 2019 January 2020 Operating Division Operating Division Onboard operations team Operating Division Continue onboarding operations team Set up facilities and telephony Continue onboarding operations team Continue developing business processes/SOPs Develop business processes/SOPs Continue developing business processes/SOPs Process Waivers (manual process) & Elective Coverage Onboard Project Manager Process benefit claims Accept employer wage reporting & premium payments Accept Voluntary Plan payments (Check only) Issue benefit payments Rules and Policies Rules and Policies Conduct audit and quality assurance activities Write WAC and policies to support Employer reporting, Write WAC and policies to support Voluntary Plans Rules and Policies premium collection and begin Benefits-related rule- Communication and Outreach Write WAC and policies to support Benefits, making Onboard communications team Appeals, etc. Communication and Outreach Develop Communications plan/strategy Communication and Outreach Conduct communications and outreach to prepare Establish communication tools and products Conduct communications/outreach to prepare for employers for wage reporting/premium collection Branding/marketing development benefit claims Financial Accounting Conduct outreach activities Financial Accounting Refine accounting procedures Financial Accounting Build accounting procedures/banking operations to Monitor and refine banking operations to process Establish accounting procedures support benefit payment issuances payments Establish banking operations to process payments Build Technology to Support Program Operations Build Technology to Support Program Operations Build Technology to Support Program Operations Enhance/maintain technology platform; add new Build test and deploy features for employer reporting and Onboard ESD development team & Vendor teams functionality premium collections to the technology platform Conduct discovery Build/refine backlog for benefit processing, QA, etc. Enhance and maintain technology platform and add new Obtain customer input on design and usability Build, test & deploy features--benefit processing, functionality Establish product backlog QA, etc. Continue building and refining backlog for employer Develop a release plan and product roadmap reporting, premium payments 12 Build, test and deploy technology platform

Technology C hallenges Challenge Response Result Technology platform was not Enacted contingency plan to use Voluntary Plans launched ready to deploy by August 2018 manual processes and alternate successfully 9/17/2018 technical tools Microsoft CRM 8.2 not compatible Microsoft upgraded to CRM 9.0 Upgrade completed successfully with State ADFS and technology platform rebuild complete in Dev-Test-Int. Test Environments 12/31/2018 10/2018 assessment: Current Revised system architecture Rate of completion for software software development speed development increased by 100% would not yield on-time delivery Established bulk-processing team Timelines for delivery are tight Project status will remain red Next checkpoint 1/18/2019 Team will continually monitor progress and move quickly to address new challenges 13

Technology Go-No Go Readiness Scorecard Criterion Feature Platform Security & Organizational/ ESD System Cutover complete readiness Performance End-User Financial & Operations Activities Readiness Readiness Accounting & ITSD Readiness Readiness Status   At risk High risk At risk On target On target At risk At risk 14

Key lessons  Building an entire program in parallel creates gaps/slows technology development  Teams need time to form and organize  ESD’s highly qualified and experienced technical team members are a key to successful technology deployment  People need time to familiarize themselves with new technology products in order to successfully design, build, deploy and maintain them  There is a learning curve to transition from Waterfall to Scaled Agile software development  Comprehensive documentation from Vendors is necessary to guide timely deployment of technology products  Strong, collaborative vendor relationships are a critical ingredient to success  Establishing and driving to MVP early results in more rapid development  Adaptive/nimble culture supports change required to improve outcomes 15

Project status Quarterly Trending Status Risk Associated Risks Highlights Assessment Category November December January 12/31/2018 12/31/2018 - - Integration Management - QA04, QA25 Scope Management Decreased QA05 QA28 ( assessing ) Schedule Management QA28 ( NEW ) - QA24 Cost Management - - Quality Management - QA18 Human Resource Management - QA10b Communications Management - - Risk Management - QA26 Procurement Management - QA23 Stakeholder Management Decreased 16 Technical Management QA22, QA27 QA27

Critical success factors (as of 12/31/2018) 17

O PERATIONS U PDATE ► End of the Year - Voluntary Plans Received & Processed (as of 1/4/2019) Initial Application Application Processed Approved Denied Withdrawn Received received (Payment Received) 257 Medical Family 188 136 119 6 11 37 15 Oldest completed application not processed 12/11/18 18

O MBUDS U PDATE ► Website Review 19