Business Transformation Steering Committee Enterprise Data Strategy Technology

Business Transformation Steering Committee Enterprise Data Strategy; Technology Assessment and Readiness Plan; Website Redesign; Workers’ Compensation; Provider Credentialing; Workers’ Compensation Business Case June 15, 2018

Safety Tip – Extension Cord Safety Washington State Department of Labor & Industries 2

Getting Grounded – Meeting Purpose Provide executive level oversight for Business Transformation projects • Steering – provide strategic direction • Problem solving – remove barriers, mitigate risks, balance conflicting priorities and resources • Commitment – express interest in projects and advocate for outcomes • Communicate – be a change champion for the projects and program Washington State Department of Labor & Industries 3

BT Strategic Overview Program Level Update, Quality Assurance, Change Management Washington State Department of Labor & Industries 4

Business Transformation Program – Issue • No Funding for Change Resources on Projects • High Impact / Medium+ Likelihood • Description: The current resources on the EDS, Website Redesign, Workers' Comp, Credentialing, and in IT, run out of funding on their current contract in October 2018. The vendors needs about 60 days notice if we are not keeping resources so they can reassign them. Removing the current change management resources from the project would be a huge impact to the projects and negatively impact the work going forward. • Mitigation Plan: A one-pager was submitted to LT but it was not approved, unclear when the next meeting to discuss funding options will occur. Washington State Department of Labor & Industries 5

BT Change Control Background • QA finding requested a Change Control process • From QA: “A change control process to identify, manage and communicate changes to scope and to help the program and projects understand when additional resources may be needed…” • OCIO granted authorization of the Investment Plan with the condition: • “L&I will obtain approval from the OCIO if the approved investment’s scope, schedule or budget is modified during this planning and discovery stage. ” Washington State Department of Labor & Industries 6

BT Change Control Status • BTO has drafted Change Control Process. Meeting is scheduled to approve process within BTO. • A change from the Technology Assessment and Readiness Project is being used as a pilot. • Once feedback from the pilot is integrated with the process, Steering Committee approval will be sought. Washington State Department of Labor & Industries 7

Change Reviewed for Impacts • Review change summary • Impact of change on scope, schedule, budget • Change risk assessment (program and project) • Additional change management • Funding impacts Washington State Department of Labor & Industries 8

TARP Phase 4 Deliverable Modification *Complete impact analysis attached • Scope for Phase 4 of TARP: Previously Stated Deliverables ($202, 630. 00) Current Deliverables ($202, 630. 00) • Develop business cases for Business and IT • • Develop business cases/concept papers (~5 -8 pages each) for the top 5 -7 projects identified in the Plan phase to determine viability prior to kickoff (top project selected by steering committee) Vet business cases with key stakeholders and determine recommended approach for each business case • Overall Implementation Plan • IT Steering Committee Kickoff IT Strategy KPIs Development (5 -10 KPIs) IT Portfolio Management & Governance IT Leadership Coaching/Mentoring Kickoff Enterprise Prioritization Write-up (5 -7 of the one pagers) Update the implementation timeline that considers required timing, resource constraints, and dependencies • High Level Communications Plan • Develop IT Strategy Control and Management team and determine meeting cadence and communications methods. Washington State Department of Labor & Industries 9

Quality Assurance Findings High Impact Risks • Decision making is taking a substantial time • Programs and projects require nimble decision-making processes • Thresholds should be identified for scope, schedule and budget changes so that decisions can be made at all levels of the organization • New recommendation: Develop a decision-making and documentation process that includes roles, responsibilities and thresholds for making program and project decisions. • The OCM strategy is not as tactical as it needs to be at this stage of the project • Enterprise resources are developing the strategy that L&I will use in the future • Tactical plans are needed at the Program level and OCM work should be directed by the BT Project Director • New Recommendation – Create an OCM management position within the BT Program Office to develop and implement tactical OCM efforts. Washington State Department of Labor & Industries 10

Quality Assurance Findings High Impact Risks • There is significant disagreement on the level of detail needed for the functional requirements • L&I does not have extensive experience with COTS implementations • Staff do not have a shared understanding about what functional requirements should look like for a COTS product • Staff do not understand the system lifecycle of a COTS implementation • Some staff do not agree with the decision to implement a COTS product • This is one area that is in critical need of OCM tactical plans • Risks – with overly detailed requirements • Lack of vendor responses to the RFP • Increase costs as vendors will assume customizations are required • Risks – with minimally detailed requirements • Misunderstandings regarding the meaning of higher level requirements may result in suboptimal implementation Washington State Department of Labor & Industries 11

Washington State Department of Labor & Industries 12

BT Change Management Strategy Accomplishments: • Change Leadership Workshop delivered to LT on 6/8 • Current stakeholder information collected in Version 1. O of stakeholder impact tool • Weekly Change Management/Communications Integration meetings underway Next Steps: • Collaborate with ECRO, BTO, Thought Ensemble to examine current and upcoming BT-related work to define vision, identify gaps, plan time to address with LT, and identify roles and responsibilities • Continued work and integration with LOB Strategy development • Phase 1 Communication messaging campaign: in development (Eddie and Christine) • Partner with ECRO to: • Define (and potentially expedite) timing for cascading Change Leadership development to all levels of leadership • Shape EPCOT standards development • Set dates for key milestones; establish detailed project plan and measures for success Barrier/Issue: Need to dedicate full-time resource to strategy execution and detailed planning Washington State Department of Labor & Industries 13

Communication Matrix • Presented monthly at BT Steering Committee meeting. • Available any time on BT Share. Point. • Beginning in July I will give a quick recap of communications from the previous month and what is on tap in the upcoming month. Washington State Department of Labor & Industries 14

Communicaton Vehicle Target Audience Email all stakeholders Meeting Key Stakeholders Email Key Stakeholders Meeting Governance Representatives Meeting All stakeholders Email All stakeholders Talking Points - Workers' Comp. Replacement Talking Points - Credentialing Meeting Insurance Services Description/Purpose Inform all stakeholders of project status and events Inform on the status of the project Review / document meeting details; Request for governance representatives Inform governance representatives of their duties Awareness of the project and understanding of stakeholder concerns Demonstrate how data is collected Monthly talking points/updates Governance Educate on web content Representatives governance best practices ASD Leadership Team BT status updates Insurance Services Meeting Facilities All-Staff Email Key Stakeholders Email Governance Representatives Meeting Project team BT status updates Setup division-level meetings to review IA Inform on status of governance workshops Keep project resources informed of upcoming plans and events Date Distributed Owner/Sender Distribution Type No. of Recipients (Estimate) 3/5/18 Ron email 3/7/18 Ron Meeting 3/7/18 Ron email 3/28/18 Ryan Meeting 4/3/18 Ron Meeting 4/3/18 Ryan email Comments 4/10/18 Eddie Macsalka/Sally Handout at Elliot ISLT/Share. Point Monthly updates and look-ahead 4/10/18 Eddie Macsalka/Nancy Handout at Ramsden ISLT/Share. Point Monthly updates and look-ahead 4/10/18 Jason Meeting Met with Web Services individually 4/16/18 Eddie Macsalka/Eric Brooks/Sidse Nielsen Updates 18 Project status updates Updates 15 Project status updates 4/19/18 Ryan email 4/20/18 Ryan Meeting 4/17/18 Washington State Department of Labor & Industries 15

Meeting COHE Team Meeting Governance Representatives Email From Vickie's Desk Meeting Inside L&I Email Talking Points - Workers' Comp. Replacement Talking Points - Credentialing Meeting From Vickie's Desk Meeting Inside L&I Meeting BT status updates Ensure that governance reps are champions Followup to example tree All stakeholders study Exciting update about our Insurance Services workers' compensation replacement project Inform on the status of the Project sponsors OCM component of the project Inform L&I of project status L&I and events Inform all stakeholders of L&I project status and events Insurance Services Monthly talking points/updates Inform on the status of the Project sponsors OCM component of the project The merits of buying vs. Insurance Services building our new workers' compensation tool Inform on the status of the Key Stakeholders project Inform on the status of the Project sponsors OCM component of the project Keep project resources Project team informed of upcoming plans and events The merits of buying vs. All L&I building our new workers' compensation tool Inform all stakeholders of the All stakeholders result of the governance work Web & Communications BT status updates Division Meeting Insurance Services 4/25/18 Eddie Macsalka/Eric Brooks/Sidse Nielsen Updates 16 4/25/18 Ryan Meeting Late - we should get this up ASAP 4/27/18 Ryan email Late - we should get this up ASAP 5/2/18 Vickie (Eddie & Amy) email Announcement that Employer Services will be first to implement new system 5/3/18 Ryan Meeting 5/7/18 Donn Intranet Article Didn't cover the LT meeting - we're not ready yet 5/7/18 Ryan Email Project status updates 5/8/18 Eddie Macsalka/Sally Handout at Elliot ISLT/Share. Point 25 Monthly updates and look-ahead 5/8/18 Eddie Macsalka/Nancy Handout at Ramsden ISLT/Share. Point 25 Monthly updates and look-ahead 5/17/18 Ryan Meeting 5/25/18 Vickie (Eddie & Amy) Email 5/25/18 Ron Meeting 5/31/18 Erica Meeting 6/4/18 Ryan Meeting 6/5/18 Eddie Macsalka Article Targeting 3 K 6/7/18 Ron Meeting 6/7/18 Amy Reynolds Meeting 35 Washington State Department of Labor & Industries 16

Inside L&I Email L&I Talking Points - Workers' Comp. Replacement Talking Points - Credentialing Insurance Services Meeting L&I Meeting LT Meeting Project sponsors Meeting Key Stakeholders Meeting Project sponsors Inside L&I All L&I Inside L&I Email L&I Meeting Project team Inform L&I of project status and events Inform all stakeholders of project status and events Monthly talking points/updates Inform L&I of project status and upcoming events Review governance recommendation Inform on the status of the OCM component of the project Governing your own data and keeping it safe Support for initial Data Stewar activities (CIO Thought Leadership series) Inform L&I of project status and events Inform all stakeholders of project status and events Keep project resources informed of upcoming plans and events 6/11/18 Donn Intranet Article 6/11/18 Ryan Email 6/12/18 Eddie Macsalka/Sally Handout at Elliot ISLT/Share. Point 25 Monthly updates and look-ahead 6/12/18 Eddie Macsalka/Nancy Handout at Ramsden ISLT/Share. Point 25 Monthly updates and look-ahead 6/12/18 Kim Meeting 6/14/18 Ryan Meeting 6/22/18 Ron Meeting 6/28/18 Ryan Meeting 6/28/18 Colin Ceperich Inside L&I 7/9/18 Colin Ceperich/Dave Marty Email 7/9/18 Donn Intranet Article 7/9/18 Ryan Email 7/24/18 Ryan Meeting Targeting 3 K Data stewards are collecting metadata Email from Dave Marty announcing Data Stewards that are collecting employee data elements. Washington State Department of Labor & Industries 17

Internal Tactics • Project-specific focus. • Associating individual projects with Business Transformation. • Treatments and designs are currently in process; will be shared with BT Steering Committee before printing. • Working with Facilities on locations. Washington State Department of Labor & Industries 18

Revamp of BT Share. Point & Intranet • Use similar set-up as DSHS; scope out • Charter, Project Timeline, Project Structure, Transition Summary, Upcoming Changes, FAQS, Inside Business Transformation Washington State Department of Labor & Industries 19

Proof of Concept/Performance Posters • Showcase project’s overview or recap • Keep employees informed on milestones and project lifecycles Washington DSHS utilizes wall posters to show project effectiveness. Washington State Department of Labor & Industries 20

Proof of Concept/Performance Posters • WHAT WE FOUND • WHAT WE CHANGED • WHAT WE PLAN TO CHANGE • HOW WE CHANGED IT • WHO WE HELPED This tactic gives us the opportunity to proactively establish a project’s intention or reactively celebrate the successes of completed projects. Washington State Department of Labor & Industries 21

Wall Wraps • Display word clouds or high-level project timelines that help define BT and/or project vision Washington State Department of Labor & Industries 22

Wall Monitors • Repurpose poster creative • Used to reveal upcoming BT milestones (per project) Washington State Department of Labor & Industries 23

News Flash • Monthly project-specific “news packages” (2 -3 minutes) • Provides behind-the-scenes look at project progression • Not just “talking heads” or generic work shots • Allows SMEs and “boots-on-the-ground” employees to speak about projects • Provides realistic job preview (WIIFM and “making it real) The California Department of Transportation (Caltrans) produces a weekly News Flash that is utilized both internally and externally. Fronted by the PIOs, these are produced to have a similar look to a news package. It gives a behind-the-scenes, transparent look at projects impacting the public. This could be utilized for BT projects, as well as division projects. Washington State Department of Labor & Industries 24

Projects Review Washington State Department of Labor & Industries 25

OCIO Status Business Transformation Overview Scope Program Rollup Budget Schedule Potential impact Change Resources Management �� �� ⬛↑ Enterprise Data Strategy & Governance �� �� �� Technology Assessment and Readiness Plan �� �� �� ↓ �� �� Website Redesign �� �� �� Workers’ Compensation �� �� �� Workers’ Comp Replacement Business Case �� �� �� ↑ �� �� Provider Credentialing �� ↓ �� �� ↑ �� �� (The rollup does not include Provider Credentialing) KEY: No impact-�� ; Potential impact-�� ; Critical risk-⬛; Not started-m; increase in risk ↑ ; decrease in risk ↓ Washington State Department of Labor & Industries 26

Overall Status Website Redesign Project Potential impact Schedule = Yellow �� ➨ • Team has determined additional time will be needed to complete the design workstream. These tasks were initially planned to be completed at the end June. The team is now targeting mid-July. There should be no downstream impacts to other dependencies from a larger project perspective. • Evaluation team selected an apparent successful bidder for the web content management system RFP • Questions from Steering on status Washington State Department of Labor & Industries 27

Website Content Governance Review • Interviews with the business showed broad agreement that formal website content governance is required • Governance framework goals: • Our content should serve our customer, and our customer is the external user • Governance processes should be understandable and transparent • Governance framework includes: • • Goals and guiding principles Roles and responsibilities Processes for content creation, change, and removal Content standards and guidelines Washington State Department of Labor & Industries 28

Guiding Principles for Content Governance Cross-Agency Perspective Customer Focused Transparency Problem-Solving Mindset Washington State Department of Labor & Industries 29

Content Governance Committee Name • Chosen by the ADs Division Doug Rohr Administrative Services • Represented all areas of the business Paul Marsh Division of Occupational Safety & Health (DOSH) Larry Vance Field Services & Public Safety (FSPS) • Met seven times for a total of 12 hours Karen Peterson Insurance Services Jennifer Schoonmaker Fraud Prevention & Labor Standards • Started with industry best practices Sarah Nelson Human Resources Eileen Harris Information Services Ron Langley Director’s Office/Govt. Affairs & Policy Connie Rus Web Services • Used fist to five to drive consensus Washington State Department of Labor & Industries 30

Ongoing Governance Committee Core Responsibilities Member Characteristics • Accountable for on-going governance optimization & sustainability • Management-level decision makers • Resolves escalated & content specific issues • Cross-agency thinking and good grasp of both business and web objectives • Meets as needed – recommended at least monthly during the first year of the rollout • Provide consultation, direction and decisions regarding adaptations to governance model • Open-minded • Balance of members between the web domain and the program areas • Web fundamentals / best practices training required to join the committee • Measurement and success of governance model Washington State Department of Labor & Industries 31

Ongoing Governance Committee If… 1. The web team or program team feels content doesn’t meet standards or 2. We agree we don’t have standards to address a certain content issue, then the Content Governance Committee will have the final say on the resolution Washington State Department of Labor & Industries 32

New Content Creation Workflow Any new pages or significant content changes to the site. Content Creation Program Area(s) Content Need Content Update Content Owner Collaboration Creator/Editor(s) Content Owner SME(s) Legal Program Content Manager Publish Content Program Content Manager Notified of Publishing Content Owner Content Creator Program Content Manager Publisher dependent on workload Any time content is published, Web Services and the necessary roles from the Program Area are notified Review Web Services Team Accessibility / Usability Content Need Collaboration Agency Content Manager Style Guide Publish Content Notified of Publishing Agency Content Manager Graphic Designer Washington State Department of Labor & Industries 33

Overview of Processes • New Content Creation – for new pages or significant content changes • Removal – for removal of content • Minor / Frequent Update – for minor modifications to existing content or for content that is frequently updated • No approval process with Web Services • Urgent – for urgent / immediate creation, modification, or removal of content with limited approval • Limited approval process with the Agency Content Manager • Prioritized above other content

Standards and Guidelines • Content standards • Up-to-date, complete, relevant • Web standards • Writing for the web, including plain talk • Exceptions to plain talk were negotiated - Technical language for Specialist audiences OK, but still must meet web writing standards • Other web requirements (e. g. images, links, etc. . ) • Policies • Reviewed existing policies with the committee • Accessibility, Privacy & security, Retention & archive, Plain Talk Washington State Department of Labor & Industries 35

Overall Status Technology Assessment and Readiness Plan No impact • The Phase 3 Implementation Plan deliverable was approved by the Executive Sponsor on 5/11/18. • The Phase 4 Readiness scope change was approved on 5/25/18 and Thought Ensemble has launched work in the following areas: • • IT Steering Committee IT Strategy (TARP) KPIs Portfolio Mgmt. & Governance IT Leaders Mentoring Washington State Department of Labor & Industries 36

Overall Status Workers’ Compensation Project No impact • Plan for reporting out on claim work sessions • Project team along with Web and Communications will begin working on charter and identifying functional requirements for the Web Portal • Questions from Steering on status Washington State Department of Labor & Industries 37

Overall Status Provider Credentialing Project Potential impact Budget / Schedule • Reviewed Final Offer internally, then with HCA • Submitted questions assumption corrections to CNSI - in preparation for Monday review meeting • Document potential schedule/budget alternatives with CNSI for final decision by leadership Working internally and with HCA for changes/corrections June 6 Final Estimate from CNSI rec’d Final budget and schedule options presented to leadership for consideration June 18 Review requested changes/options with CNSI Washington State Department of Labor & Industries July 5 L&I response due 38

Overall Status Workers’ Compensation Business Case Project Potential impact Schedule = Yellow �� • It has taken longer than anticipated to lock in the primary elements of the “Core Solution” providing less certainty for section content to be written assertively. • Provides less time to finish authoring that content to hit milestones and fine tune. • Strategy to move back to green • Scheduled focused working sessions with Sheryl to get more targeted identification of gaps, needed clarity and or questions early on by combining the document • Work is continuing on the cost estimation • Questions from Steering on status Washington State Department of Labor & Industries 39

Overall Status Enterprise Data Strategy & Governance No impact The project was set out to accomplish the following items which were broken out into 3 work streams: • • Discovery (understanding L&I’s data sprawl) Current state data assessment of L&I Development of L&I’s data strategy (living document) Development of L&I’s data governance framework (model, roles, responsibilities, procedures and policy) Washington State Department of Labor & Industries 40

The project accomplished the following: • Current state data assessment of Insurance Services to support WC replacement • Creation of an Enterprise Data Strategy (living document) • Create a data governance framework (model, roles, responsibilities, procedures and policy) • Business Case support to help draft section 12 related to Data and System Architecture In collaboration with stakeholder at L&I and with the help of our vendor partner Cap. Tech we have captured this information which is stored on Share. Point. Washington State Department of Labor & Industries 41

Data Assessment Mitigation • Data assessments were reduced from all divisions to focus in on Workers’ Comp • Reason: The volume of work to complete all data assessment exceeded the budget, resources, time and is more relevant if done closer to the system replacement. What did we get? • Despite the reduction the team still developed or collected the following items: Enterprise focus • Reporting Inventory • Data Dictionary? All programs under Insurance Services • Entity Relationship Diagrams and Conceptual Models • Data Flow Diagrams • Data Quality Profile (baseline) Washington State Department of Labor & Industries 42

Next Steps Include: • Continuing with the Data Governance workstream lead by Robyn Garcia • Continue discussion with a smaller stakeholder group to map out the next pieces of work. More to come next steering… Washington State Department of Labor & Industries 43

Review Decisions/ Assignments Washington State Department of Labor & Industries 44

Thank you Next meeting: July 20, 2018 Washington State Department of Labor & Industries 45

Additional Resources Issues/Risks Log; Change Control workflow; Website Content Governance Project status reports for: Enterprise Data Strategy; Technology Assessment and Readiness Plan; Website Redesign; Workers’ Compensation; Provider Credentialing; Workers’ Compensation Business Case; Change Management Washington State Department of Labor & Industries 46

Issue/Risk Log – QA Findings ISSUE LEVEL MITIGATION PLAN QA. BT-01 - Overall Vendor Management expertise needed in the BT program �� -Medium QA. BT-02 - Reset roles and responsibilities at program & project level �� -Low The BT Program Governance is in process of being updated and should be ready for signature at 5/14/18 steering meeting. -Program framework is underway. -Strategic partner roles and responsibilities have been documented. QA. BT-03 - Budget management spreadsheet �� -Medium Finalizing template with budget analyst for ongoing budget management. QA. BT-04 - Develop change control process �� -Medium TARP change making its way through the pilot. QA. PC-01 - Technical work team for requirements 1. The technical and business team representing both L&I and HCA has been working together closely for the last several months to define requirements. The requirements identified include a. Provider. One being the system of record; and, b. Provider. One pushing data to MIPS every 15 minutes. 2. The team has identified technical and business issues. The issues were presented to the executive sponsor and are in the process of being worked out. 3. The Business Key Staff Committee is made up of multiple representatives of business and technical support from both HCA and L&I. The Committee Charter has a select group from both agencies as voting members, but there are many more technical and business participants in the meetings. Four participants represent the technical team from L&I. 4. Issues and decisions are identified and logged. HCA created a Share. Point site for both agencies to utilize and share documentation (L&I does not have the ability to do this). L&I also has a separate Share. Point site, that QA has access to, where that documentation is also stored. QA. PC-02 - Consult with IS division on decisionmaking process on requirements 1. CNSI was not a part of the requirements sessions for the first couple of months because HCA felt that their technical staff was knowledgeable enough about the system and did not need CNSI, and that CNSI was too expensive to include in the beginning. When CNSI did finally participate they commented that they should have been included earlier in the process, but the draft Change Request and Requirements documents were developed, and delivered on March 23 rd for an initial review by L&I, HCA and CNSI prior to submission of the formal Change Request. 2. There was an issue with the initial Change Management contractor on the project, but that issue was mitigated with new Organizational Change Management support. Since then stakeholder interviews were conducted and a stakeholder analysis and Communication Plan are being drafted. Washington State Department of Labor & Industries 47

Issue/Risk Log ISSUE LEVEL MITIGATION PLAN *NEW* No Funding for Change Resources on Projects �-High The current resources on the EDS, Website Redesign, Workers' Comp, Credentialing, and in IT, run out of funding on their current contract in October 2018. The vendors needs about 60 days notice if we are not keeping resources so they can reassign them. Removing the current change management resources from the project would be a huge impact to the projects and negatively impact the work going forward. A one-pager was submitted to LT but it was not approved, unclear when the next meeting to discuss funding options will occur. Overall Communication Strategy & Plan �� -Medium Eddie has completed a draft BT communication plan. Overall Organizational Change Management (OCM) Strategy & Plan �� -Medium Current resource assigned to do this work is over capacity and is behind schedule on this work. Currently looking for additional contractor resources to assist; however, that requires additional funding which has not been approved by LT RISK LEVEL STATUS / CHANGES IN CURRENT MONTH LT members don’t have time needed time to dedicate to the projects �� -Medium Standing Risk / Assigned to Rachel and moved to Risk Facility resources �� -Medium Standing Risk / Assigned to Sidse and moved to Risk Washington State Department of Labor & Industries 48

Change Control Process Overview Project Process Project States Change BTO Processes BTO documents change and performs impact analysis BTO Round Tables Change Executive Summary and Recommendation Steering Committee Authorizes change OCIO Authorizes change Updates Investment Plan Washington State Department of Labor & Industries 49

BT Steering: Website Content Governance Review

Removal Workflow Identify Need Program Area Removal Need Content Owner Review and assess impact to other content Program Content Manager Publish Removal Notified of Removal Program Content Manager Content Owner Program Content Manager Any time content is removed, Web Services and the necessary roles from the Program Area are notified Web Services Team Removal Need Identify Need Agency Content Manager Collaborate on sitewide changes Agency Content Manager Publish Removal Content Manager Notified of Removal Content Manager

Minor Content Change • A change that can be made by a content manager. • It is NOT adding or removing content or images or changing the meaning of specific content. • Use will be monitored by the Agency Content Manager. Issues will be escalated to the Content Governance Committee. • Examples: – – Formatting (e. g. correcting capitalization, adding bolding) Spelling, grammar, punctuation Obvious errors (e. g. changing “initiative 1633” to “initiative 1433”) Fixing hyperlinks Washington State Department of Labor & Industries 52

Frequent Updates • Certain types of content are straightforward and need regular updates or changes. • It is NOT adding or removing content or images or changing the meaning of specific content. • “Frequent updates” are a list of types of content updates that can follow a streamlined workflow where the approval is completed by the Program Content Manager. • Program Areas will collaborate with Web Services to determine content that is considered a frequent update in order to leverage this workflow. Washington State Department of Labor & Industries 53

Minor Content Update / Frequent Changes Workflow Minor modifications to existing pages and content that already exists on the site. Content Update Content Owner Program Area Update Need Review Request Content Owner Creator/Editor(s) SME(s) Legal Program Content Manager Web Services Team External Publish Content Program Content Manager Publisher dependent on workload Review Request Update Need Publish Content Agency Content Manager Update Need Email or Web Form Communicating Need Notified of Publishing Content Owner Content Creator Program Content Manager Any time content is published, Web Services and the necessary roles from the Program Area are notified Notified of Publishing Content Manager

Urgent Updates • What is considered “urgent” in the context of content governance? • Any content that needs to be added, removed, or changed (and isn’t minor) and requires immediate action or attention. The business cannot afford to wait one or even two days for this change to be made. • Should not be used regularly (if it is, that indicates a process issue within a program area or a particular piece of the website) Washington State Department of Labor & Industries 55

Urgent Workflow Urgent creation, modification, and removal of content. Content Creation/Update Program Area Update Need Review Request Content Owner Notified of Publishing Creator/Editor(s) Content Owner SME(s) Content Creator Legal Program Content Manager Content Owner Program Content Manager Web Services Team External Update Need Review Request Agency Content Manager Email or Web Form Communicating Need Publish Content Manager * oved r p p A Any time content is published, Web Services and the necessary roles from the Program Area are notified Notified of Publishing Content Manager *- Approved urgent updates that are “quick fixes” may require follow up work and additional content updates. Request may also be denied because it does not meet urgent criteria.

Overview of Governance Roles • Content Owner – Assigned to specific content. Accountable for the completeness and accuracy of assigned content • Content Creator/Editor – responsible for creating and updating content (Program Area) • Content Manager – Responsible for publishing content to production environment, after it’s approved (Program Area and Web Services) • Content Manager (Agency) – Responsible for approving new pages and significant modifications. Takes a cross-agency perspective (Web Services) • Team Leader – Accountable for Web Services team (Web Services) • Content Analyst – Responsible for reporting and analysis of web and content analytics (Web Services) Washington State Department of Labor & Industries 57

Content Owner Program Area Core Responsibilities Keys to Success • Assigned the content in the web content management system • • Accountable for the completeness and accuracy of web content Adherence and adoption of governance model • Ensures content is relevant, up to date and adheres to legal policies • Proper utilization of workflow and issue management • Collaborates with Agency Content Manager on new content creation and ideation • Leads content creation process with Creators, Subject Matter Experts & Program Content Managers • Coordinates with content creators/editors to update content when needed • Communicates issues to Governance Committee members • Consults web team for ad-hoc requests and enhancements • Responsive to action items from content audits and reports Washington State Department of Labor & Industries 58

Content Creator/Editor Program Area Core Responsibilities Keys to Success • Responsible for creating and updating content • Adherence of governance standards • Manages content changes and edits • Writing for the web training (required) • Collaborates with subject matter experts and other team members during creation and editing processes • Plain talk training • Content management system training • Produces content that follows governance model & web standards Washington State Department of Labor & Industries 59

Content Manager Program Area & Web Services Core Responsibilities Keys to Success • Responsible for publishing content to production environment • Technical expertise • Collaborates with content owners, creators, and Web Services for content creation and edits • CMS training • Writing for the web training (required) • Plain talk training • Champion of governance standards and framework across the agency • Ensures completeness and adherence to standards • Ensures accuracy and completeness of: • – Page titles, meta descriptions, taxonomy, image attributes, categorization, link attributes – Semantic markup – Structured data Manages user permissions and CMS access Washington State Department of Labor & Industries 60

Content Manager (Agency) Web Services Core Responsibilities Keys to Success • Responsible for approving new pages and significant content modifications to website • Deep knowledge of governance standards • Ensures that content follows governance model & standards • Clear communication with program areas • Coordinates and consults other web team members • Cross agency thinking • Represents web team as main point of contact • First notified of urgent content updates • May update and publish content to website • Raises issues on content standards with team leader • Notified of content edits • Acts as CMS administrator • Knowledge of technical aspects of content (metadata, etc…) Washington State Department of Labor & Industries 61

Team Leader Web Services Core Responsibilities Keys to Success • Accountable for Web Services team • • Tracks and coordinates prioritization Must be a governance committee member • Escalates issues to Governance Committee • • Reviews special requests, exceptions & ad-hoc treatments Effective communication of issues and resolutions Washington State Department of Labor & Industries 62

Content Analyst Web Services Core Responsibilities Keys to Success • Reporting and analysis of web & content analytics • • Monitor SEO performance, provide recommendations and improvements Advocate, educator and liaison between program areas and web services • Experience and knowledge of data driven marketing and communications • Facilitates content audits • Provides data to inform issues Washington State Department of Labor & Industries 63

Project Status Reports Enterprise Data Strategy; Technology Assessment and Readiness Plan; Website Redesign; Workers’ Compensation; Provider Credentialing; Workers’ Compensation Business Case Washington State Department of Labor & Industries 64

Enterprise Data Strategy & Governance Model Business Transformation Office Executive Monthly Status Period End Date: ACCOMPLISHMENTS Data Governance • Established and trained initial 12 data stewards; began creating Data Steward procedures • Started Planning for Data Governance Proof of Concept • Data Governance Training: • Training plan complete • Completed initial version of training materials Enterprise Data Strategy • Published Version 2 of the Enterprise Data Strategy • Identified BT 3 as interim owners of Strategy and documents; continued collaborating with BT 3 and vendor partners to refine business case chapter 12 • Delivered and reviewed data strategy discussion topic #11 – Roadmap, Decisions, and Impacts with extended BT 3 and Technical Stakeholder teams • Ohio visit generated insights around WC upgrades • Completed SOW B 6 • Drafted Data Architecture sections of Business Case document Next Steps Data Governance • Continue communications with L&I executives and other groups to introduce data governance concepts and plans • Continue refining Data Governance training materials Continue developing Data Steward procedures • Complete Data Governance Proof of Concept Training Materials and schedule venues Enterprise Data Strategy • Publish final (version 3) Enterprise Data Strategy master document • Finalize Roadmap (consolidated view) and sections of Business Case document • Catalog assessment and strategy artifacts and facilitate handoff • Create OCIO summary deliverable • Continue knowledge transfer to Mukesh and Manoj and the EDS Committee • Continue refining EDS version 3 – final to be delivered 06/30 • Incorporate / analyze feedback for the Operational Charter and produce the final version MILESTONES (Upcoming Key Dates) Description Health Completion Date Data Governance – Initial 12 Data Stewards Trained �� April 10 Data Strategy SOW B 6 �� May 31 Data Strategy Final Delivery and Transition �� June 30 Data Governance – Proof of Concept �� October 30 Description Impact & Mitigation Priority Risk: The first phase of EDS is wrapping up, there needs to be clearly defined next steps related to the Data Strategy work. Impact: If Data Strategy loses momentum; L&I EDS knowledge base reallocated to other projects and is not continually engaged in operationalization of strategy High Mitigation: Plan next phase of Enterprise Data Strategy KEY DECISIONS MADE KEY DECISIONS NEEDED • • What EDS work can L&I be doing from 7/1 onward? Interim EDS ownership and handoff process defined Cap. Tech will provide support to the Business Case and to LT post 6/30 on a T&M basis. Health �� PROJECT SUMMARY OVERALL �� SCOPE �� BUDGET �� SCHEDULE �� RESOURCES �� CHANGE MGMT �� EXEC. SPONSOR Resolution Open Dave Marty BUS. SPONSOR Annette Taylor L&I PM Melany Leavitt VENDOR PM RISKS, ISSUES, & DEPENDENCIES May 31, 2018 CHANGE RESOURCE Ben Harden Colin Ceperich PROJECT START 8/28/2017 PROJECT FINISH 6/30/2019 STAGE Execution OVERALL BUDGET $1, 691, 300 PAID TO DATE $1, 170, 000

Key Data Governance Learnings from WSDOT How WSDOT Does It -- Types of data stewards There are managerial stewards – equivalent to our divisional data stewards – and SMEs who know the most about the data and are in it day-today. Especially for their safety data (crash, roadway, traffic) there’s a data steward for each section that deeply understands the systems, the data and the structure to the point where they have the ability to navigate the data marts. Lesson 1 -- choosing a data steward If you select people whose bread and butter is having quality data (consumers of reports) you risk that the operational units are not engaged. ID stewards that typically try to be innovative. Lesson 2 – where to put initial focus First, get mission-critical system in sync. Also, set up data stewards to work closely with IT data modelers. Other tips for success? Have at least a once-a-year retrospective from the data council. Integrate data work with Kaizen events. Also, work on getting data steward language into their PD/classification. Measures of success WSDOT keeps track of the percentage of data that is actively stewarded vs. data where stewards have been ID’d vs data not stewarded. Challenge – getting top-level leadership to the table WSDOT started with program-level data councils and then attempted to get an enterprise-level effort going, but so far that has not taken hold. Part of the challenge is having an executive-level sponsor. Washington State Department of Labor & Industries 66

Enterprise Data Strategy Elements es Agency-wide Data Access om Data Integration and Migration Data Exploration utc Real-time Monitoring Interactive Dashboards O ed Efficient Ad Hoc Reporting ect Exp Predictive & Prescriptive Analytics Conversion and Migration Data Governance Current State Assessment Data Governance Roadmap and Investment Plan Washington State Department of Labor & Industries ts en Data Management Practices Data Hub and Ingestion Data Catalog Interface and Metadata Documentation lem Master Data Management al E on Data Architecture ati ODS and Warehouse nd Fou Data Services / API Management

Technology Assessment and Readiness Plan Business Transformation Office Executive Monthly Status ACCOMPLISHMENTS Status Period End Date: • Approved Phase 3 Implementation Plan deliverable – 5/11/18. • Continued planning rebranding campaign to go from Information Services (IS) to Information Technology (IT) division, targeting July 1, 2018. • Rescoped Phase 4 Readiness to support the Enterprise Prioritization one-pager development and head starts on four key elements. PROJECT SUMMARY Next Steps • Complete Phase 4 Readiness deliverables for Executive Sponsor approval. • Continue planning rebranding campaign to go from Information Services (IS) to Information Technology (IT) division, targeting July 1, 2018. • Planning 6/6/18 IT Forum and other change management activities. MILESTONES (Upcoming & Key Dates) Description Health Completion Date Phase 1 Assessment deliverable �� 2/1/18 (Actual) Phase 2 Vision deliverable �� 3/21/18 (Actual) �� 5/11/18 (Actual) Phase 3 Implementation Planning deliverable Phase 4 Readiness deliverables �� 6/27/18 RISKS, ISSUES, & DEPENDENCIES Description Impact & Mitigation Priority Issue: Resources available in June for Phase 4 deliverables Impact: Key stakeholder participation Mitigation: Arrange for specific participants Medium Issue: IT Portfolio mgmt coord with other agency portfolio processes Impact: Lack of support for agency processes Mitigation: Arrange for specific participants Medium Health �� �� KEY DECISIONS MADE KEY DECISIONS NEEDED 5/11/18 Approval of Phase 3 Implementation Plan deliverable 5/25/18 Approval of updated scope for Phase 4 • Phase 4 Readiness deliverable approval May 31, 2018 OVERALL �� SCOPE �� BUDGET �� SCHEDULE �� RESOURCES �� CHANGE MGMT �� EXEC. SPONSOR BUS. SPONSOR L&I PM VENDOR PM CHANGE RESOURCE Dave Marty Karen Peterson Lise Yale John Justice (lead) Steve Berens Resolution PROJECT START 12/18/17 Identified specific stakeholders to arrange PROJECT FINISH 6/30/18 Arranging specific stakeholders to review STAGE Execution OVERALL BUDGET $685, 000 PAID TO DATE $482, 370 SCHEDULE 75% COMPLETE

Business Transformation Office Executive Monthly Status Website Redesign Status Period End Date: ACCOMPLISHMENTS • • The evaluation team for the Web Content Management System solicitation completed written and oral evaluations, as well as a two week proof of concept Completed four Web Content Governance Workshops with full participation of division representatives – finalized roles, responsibilities, and workflows Finalized new information architecture for website and currently communicating the new navigation structure to divisions Finished initial wireframes and currently wrapping up future state usability testing and analysis to help inform the visual designs NEXT STEPS • Select apparent successful bidder for the web content management system RFP, conduct contract negotiations • Finalize Content Governance framework • Finalize and execute content re-write implementation plan, including resources needed by program area to support content review and rewrite, timing for resource needs MILESTONES (Upcoming & Key Dates) Description Health Completion Date Final Content Governance Workshops and Deliverable �� June Visual Designs �� Mid – July Web Content Management System RFP – Apparent successful bidder determination, contracting process �� June RISKS, ISSUES, & DEPENDENCIES Impact & Mitigation Priority Risk: Content Governance Impact: Buy in from business owners & programs key to success of the project Mitigation: Change Manager conducting audits of stakeholders in each program are to ensure communications are flowing from representatives. Medium �� Monitoring effectiveness of governance workshops to support buy-in Risk: Design workstream will need to extend into mid-July Impact: Initial estimates did not allocate enough time for conceptual designs and reviews, which caused delays to the high fidelity designs that were scheduled to be completed throughout June. Potential downstream impact to CMS workstream in that design templates will be needed for portions of the CMS vendor's work. Mitigation: Updated schedule should allow team to deliver the needed templates and avoid causing further impacts, but team continues to monitor. Medium �� Monitoring KEY DECISIONS MADE • Content Governance representatives finalized role, responsibility, and workflow recommendations PROJECT SUMMARY OVERALL �� SCOPE �� BUDGET �� SCHEDULE �� RESOURCES �� CHANGE MGMT �� EXEC. SPONSOR Kim Contris BUS. SPONSOR Ron Langley L&I PM VENDOR PM CHANGE MANAGER Description KEY DECISIONS NEEDED Health Resolution May 31, 2018 Erica Carlson Trey Ellington Ryan Labrecque PROJECT START 1/8/2018 PROJECT FINISH 6/30/2019 STAGE OVERALL BUDGET INVOICED TO DATE Planning $552, 000/$140, 000 (CMS) $138, 000

Web Redesign Roadmap – Working Draft DESIGN Jan 2018 Feb Mar Apr May June Jan 2018 – Jun 2019 Jun July Jul Sep Aug Oct Nov Dec Jan 2019 Feb Mar Apr May June Information Architecture Initial Design Handoff User Experience End User Validation User Interface Design Ongoing Design / Accessibility Check-Ins / Branding on Web Applications Solution Identified RFX for Web CMS Platform BUILD Product Demos Installation Admin Training Architecture Minimum Viable Product Environments Development Rollout Prep CONTENT Final UAT Training Workshop Content Freeze Sample / Top Pages Prep Work / Training New Content Creation and Re-Write Process Add Content to CMS GOVERNANCE Content Migration Translation Content Strategy Design Content Governance Implement Governance Adjustments LAUNCH

Workers’ Compensation Business Transformation Office Executive Monthly Status ACCOMPLISHMENTS Status Period End Date: • Completed Insurance Services stakeholder interviews for change management • Completed all work sessions for claims • Completed site visits to Ohio and Toronto regarding system implementation and lessons learned PROJECT SUMMARY Next Steps • • • Continue to work on business case deliverables Begin change management interview for Admin Services, DOSH, FS&PS, FP&LS, and IT Complete Change Management strategy and communication plan Report outs for Claims and Self-Insurance Complete final report and close out project MILESTONES (Upcoming & Key Dates) Health Completion Date Complete work sessions and obtain final approval for Claims Process Group 4 (3 outstanding requirement documents) 5/31/2018 Final report �� 6/30/2018 Conduct report outs for Claims and Self-Insurance �� 7/31/2018 RISKS, ISSUES, & DEPENDENCIES Description Impact & Mitigation Issue: Disconnect between business and IT’s expectations for business requirements Impact: Continual conversations regarding the level of detail needed for the business requirement documents prevent us from focusing on other priorities KEY DECISIONS MADE OVERALL �� SCOPE �� BUDGET �� SCHEDULE �� RESOURCES �� CHANGE MGMT �� EXEC. SPONSOR Description Priority Health High Mitigation: Business SMEs, BT tech team, and Linea will meet and review the claims intake document and provide a porotype on business requirement document for sponsors to review and provide direction KEY DECISIONS NEEDED �� Resolution May 31, 2018 Vickie Kennedy BUS. SPONSOR Mike Ratko L&I PM Sally Elliott VENDOR PM CHANGE RESOURCE Terrane Holt Kimm Nasser-Fenn PROJECT START 7/15/2017 PROJECT FINISH 6/30/2018 STAGE Execution OVERALL BUDGET $3, 156, 469 PAID TO DATE $2, 112, 876

Provider Credentialing Business Transformation Office Executive Monthly Status ACCOMPLISHMENTS Status Period End Date: • Received high-level estimate from vendor, CNSI on May 22 nd • Presented options to leadership based on high-level estimate on May 24 th • Received final estimate from vendor on June 6 th PROJECT SUMMARY Next Steps • Review the final estimate to ensure the assumptions are in alignment with the requirements we identified. MILESTONES (Upcoming & Key Dates) OVERALL �� SCOPE �� BUDGET �� SCHEDULE �� RESOURCES �� CHANGE MGMT �� Description Health Completion Date Submit all changes or edits identified by the team to CNSI for an update to the Final Offer �� 6/14/2018 EXEC. SPONSOR Final LNI go/no decision from LT due to vendor �� 7/5/2018 BUS. SPONSOR L&I PM VENDOR PM RISKS, ISSUES, & DEPENDENCIES Description Impact & Mitigation Priority IT needs 2 weeks to review data elements from HCA to make the most accurate estimate of work required by LNI and Wa. Tech for the P 1 implementation. We received the draft DSA for signature on May 9. The expectation is that the data will be provided on June 11, which doesn’t allow IT the 2 weeks required, but may allow enough time. 6. 12. 18 The delay by HCA in response to data requests has caused internal delays in creating our estimation reports. This has put a burden on the team as we attempt to identify all internal costs associated with the project. This will continue to be a known risk until we get access to P 1. High Health Resolution Risk On April 9 LNI requested provider data from HCA to make accurate IT estimate on May 22. HCA responded over 2 weeks later by requiring a new data sharing agreement be drafted, further delaying receipt of data. 6. 12. 18 We continue to struggle with delays getting data from HCA. The most recent request took 2 months and only provided half of the data requested. KEY DECISIONS MADE KEY DECISIONS NEEDED �� Pending April 30, 2018 CHANGE RESOURCE Vickie Kennedy Mike Ratko Nancy Ramsden Terrane Holt Kimm Nassar-Fenn PROJECT START 11/1/2017 PROJECT FINISH 6/30/2019 STAGE OVERALL BUDGET PAID TO DATE Initiation $90, 000

Business Transformation Office Executive Monthly Status Workers’ Compensation System Replacement Business Case ACCOMPLISHMENTS Status Period End Date: • Core Solution Review completed 5/9/18 • Complete Section crosswalk (Core, Dependent, Independent) completed 5/24/18 and 5/31/18 PROJECT SUMMARY Next Steps • Focused working level sections with Sheryl, Brett & Sherrie • Edits, questions to section owners from review by Sheryl and other section owners MILESTONES (Upcoming & Key Dates) 5/31/18 OVERALL �� SCOPE �� BUDGET �� SCHEDULE �� RESOURCES �� CHANGE MGMT �� Description Health Completion Date Focused working sessions with Sheryl �� 06/07/18 Final drafts of Core Sections ready for final review/edits �� 06/06/18 Final drafts of dependent & independent content sections due �� 06/12/18 Initial finalized version to Sheryl �� 06/12/18 LT Offsite Meeting �� 06/11/18 L&I PM Sherrie Young WCAC Meeting �� 06/19/18 VENDOR PM Brett Petruzzi EXEC. SPONSOR BUS. SPONSOR Liz Smith/Randi Warick Vickie Kennedy, Kim Contris, Dave Marty CHANGE RESOURCE RISKS, ISSUES, & DEPENDENCIES Description Impact & Mitigation Priority Health Resolution Risk: Many Content Sections are owned by Vendor resources creating risk that key findings may not understood by L&I resources by Project’s end Impact: If unmitigated, L&I could have difficulty replicating the development of similar Business Case documents in the future Mitigation: L&I resources have been named for each section of content as Knowledge Transfer targets and will have opportunity to learn the process being employed through this Project High �� In Progress KEY DECISIONS MADE KEY DECISIONS NEEDED PROJECT START 2/1/2018 PROJECT FINISH 8/31/2018 STAGE OVERALL BUDGET PAID TO DATE SCHEDULE % COMPLETE Execution

Executive Monthly Status Change Management Strategy: Overall BT Status Period End Date: ACCOMPLISHMENTS • • Basic framework is drafted and in progress Change Leadership Workshop delivered to LT on 6/8 Current stakeholder information for Website Redesign and EDS projects collected in Version 1. O of Stakeholder impact tool Weekly Change Management/Communications Integration meetings underway PROJECT SUMMARY SCOPE RISKS, ISSUES, & DEPENDENCIES Priority Health Issue: This effort needs a fully dedicated Impact: Progress is slower than desired, focus is resource, current resource is only 30% allocated. only on basic needs. Mitigation: Proposal has been made to dedicate a full-time resource to this work. High ⬛ Risk: LT focus is required for vision and roadmap definition—many competing priorities in the coming months will delay this work. Impact: Vision definition workstream will likely be delayed. Mitigation: Identify current work that contributes to this purpose and begin there. Medium Impact: Collaboration and partnership necessary to success are not currently present. Medium KEY DECISIONS MADE �� ⬛ BUDGET • Identify plan to dedicate a full time resource to the execution and further development of this strategy • Schedule discussion with ECRO, BTO, Thought Ensemble to examine current and upcoming BT-related work to define vision, identify gaps, plan time to address with LT, and identify roles and responsibilities. • Continued work and integration with LOB Strategy development • Phase 1 Communication messaging campaign: in development (Eddie and Christine) • Work with ECRO to define (and potentially expedite) timing for cascading Change Leadership development to all levels of leadership • Partner with ECRO to shape EPCOT standards development • Set dates for key milestones; establish detailed project plan and measures for success Risk: Change Readiness Office and BTO are not strongly aligned. ⬛ OVERALL Next Steps Description June 13 th, 2018 Impact & Mitigation �� �� KEY DECISIONS NEEDED • Dedicate full time resource to strategy execution Resolution SCHEDULE �� ⬛ RESOURCES CHANGE MGMT �� EXEC. SPONSOR None BUS. SPONSOR None L&I PM None VENDOR PM Christine Knecht CHANGE RESOURCE Christine Knecht PROJECT START April 2018 PROJECT FINISH Ongoing (BT) STAGE Initiation OVERALL BUDGET N/A PAID TO DATE N/A

Recommended BT CM 2018 Roadmap Component Vision and Roadmap Work Communications Strategy and Execution Activities Workers Compensation Business Case and Phasing BT Change Definition: Pre-work BT Change Definition: Other Roadmap Elements Beyond WC LOB Vision, Strategy and Role definition Initial Development with Eddie Refine Plan Details Ongoing refinement and iteration Initial Messaging Development Launch Communications: Execution and continuous development Goal: Raise awareness, Build agency commitment, Provide linkage for BT Projects Divisional Leadership/Middle Management OLT LT Change Leadership Development Ongoing refinement and iteration Supervisors Plan ongoing curriculum/follow-up development, Integrate into Leadership Development work stream Weekly Meetings: CM Team Bi-weekly Vendor Integration Meeting Updates Project Alignment and Integration Monthly Meetings: CM Team, PM Team, BTO and ECRO Leadership Develop Guidelines: Engagement, Training , Comms CM EPCOT Standards and Framework Development Ongoing refinement and iteration Build out RACI Apr May Jun Jul Aug Sept Oct Nov Dec