Cal SAWS Project Steering Committee Meeting January 16

Cal. SAWS | Project Steering Committee Meeting January 16, 2020 Cal. SAWS | Project Steering Committee Meeting 1

Agenda 1. Call Meeting to Order 2. Agenda Review 3. Public Opportunity to speak on items NOT on the Agenda. Public comments are limited to no more than three minutes per speaker, except that a speaker using a translator shall be allowed up to six minutes. NOTE: The public may also speak on any item ON the Agenda by waiting until that item is read then requesting recognition from the Co. Chair to speak. Cal. SAWS | Project Steering Committee Meeting 2

Action Items Cal. SAWS | Project Steering Committee Meeting 3

Action Items 4. Approval of the Minutes of the December 19, 2019 PSC Meeting and review of Action Items. Cal. SAWS | Project Steering Committee Meeting 4

Informational Items Cal. SAWS | Project Steering Committee Meeting 5

Status of Cal. SAWS Schedule Change Cal. SAWS | Project Steering Committee Meeting 6

Status of Cal. SAWS Schedule Change Schedule Cal. SAWS | Project Steering Committee Meeting 7

Status of Cal. SAWS Schedule Change Status § § § § § Reviewed with JPA on 12/13/2019 Reviewed with PSC on 12/19/2019 Discussed with State Partners on 1/7/2020 Reviewed with CMS on 1/8/2020 Reviewed with Cal. WIN Counties at WCDS Subcommittee meeting on 1/10/2020 Completed draft budget analysis Completed review of draft estimates Completed draft Amendment package review Submitted Amendment packet to OSI for review on 1/8/2020 Cal. SAWS | Project Steering Committee Meeting 8

Status of Cal. SAWS Schedule Change Next Steps § Respond to State questions on Amendment package § Respond to Federal questions on the schedule change and amendment package § Begin preparing IAPDU and necessary briefing materials Cal. SAWS | Project Steering Committee Meeting 9

GA/GR • • • Requirements and Scope of Work Updated Technical Approach Funding Strategy Cal. SAWS | Project Steering Committee Meeting 10

Cal. SAWS GA/GR Status Agenda • Background • 57 County Solution • Third Party Analysis • County Impact Cal. SAWS | Project Steering Committee Meeting 11

Cal. SAWS GA/GR - Background Existing Systems Capabilities § The LRS System includes comprehensive GR functionality specific to LA County’s business processes for serving more than 60, 000 active GR cases § The C-IV System has a minimalist shared solution for issuing and managing GA/GR benefits • C-IV supports caseload of ~9, 000, 7% or California GA/GR Cases, 75% Yo. Y growth § Cal. WIN has a configurable, highly automated solution tailored for the 18 Counties • Cal. WIN supports caseload of ~35, 000, 27% of California GA/GR Cases Cal. SAWS | Project Steering Committee Meeting 12

Cal. SAWS GA/GR - Background Assumptions- 57 County Solution § Counties to retain today’s program administration capabilities depending upon the System in use today. These may include: q Manual Processing q County Table changes q County defined and administered notices and forms q Multiple payments in a month q Integrate with other programs § Los Angeles/LRS functionality will be retained for Los Angeles § Leverage existing LRS and Cal. WIN functionality for 57 counties Cal. SAWS | Project Steering Committee Meeting 13

Cal. SAWS GA/GR - Background Requirements – Functional Design History § 11 GA/GR Requirements initially, elaborated into § 20 GA/GR Requirements based on Cal. WIN input (April 2019) • Most requirements were confirmed and further detailed • - 4 requirements removed (duplicates or not required) • +12 requirement added (The most significant addition - GA/GR sub-program) § 28 GA/GR Requirements validated in July-August 2019 FDS sessions Cal. SAWS | Project Steering Committee Meeting 14

Cal. SAWS GA/GR – 57 County Solution Accenture and DXC Collaboration § Following the Requirements Gathering sessions and GA/GR Summit, Accenture reviewed the requirements and came to the conclusion that collaborating with DXC would be the only reasonable approach to meeting the needs of the 18 Cal. WIN Counties in a cost-effective and timely manner § Accenture and DXC have worked together to develop a technical solution that leverages existing investments: based on modified LRS/Cal. SAWS functions for common purposes (data collection, fiscal, employment services, interfaces) re-platforming the Cal. WIN GA/GR eligibility with notices functionality to be accessed from LRS/Cal. SAWS | Project Steering Committee Meeting 15

Cal. SAWS GA/GR – 57 County Solution Reuse Cal. SAWS Rules Engine, while leveraging Cal. WIN Noticing Architecture Cal. SAWS | Project Steering Committee Meeting 16

Cal. SAWS GA/GR – 57 County Solution GA/GR Technical Solution Diagram – EDBC and Automated NOA Approach Cal. SAWS | Project Steering Committee Meeting 17

Cal. SAWS GA/GR – Third Party Analysis • Cal. SAWS QA- Clear. Best • OSI 3 rd Party Advisor Objectives Decision Drivers Solution and estimate review Costs • • Activities Market research, case studies of prior conversions Development (near term) Operations (long term) Schedule Collaborative sessions with DXC and Accenture Risks Maintainability Reliability Features Performance/Scalability Viability of COTS products Cal. SAWS | Project Steering Committee Meeting Consider Multiple Options 1. Notices and Rules as called service 2. Rules converted to Cal. SAWS, call Noticing Service 3. Rules and Noticing converted to Cal. SAWS 18

Cal. SAWS GA/GR – Third Party Analysis Sample Considerations What is the best functional solution to support the counties? Can we leverage existing solutions to contain costs and reduce risk? • Can correspondence cross-program be combined for mailing purposes? • LRS/Cal. SAWS Architecture • Cal. WIN Rules Design and Notices • Is there support for notice and threshold updates by County, per current Cal. WIN approach? What is the vendor coordination model? What are the support and cost impacts for long term operations? Will the approach support existing project timeframes? What is the most viable technical solution? • Promote scalability, maintainability • Minimize developer training Cal. SAWS | Project Steering Committee Meeting 19

Cal. SAWS GA/GR – County Impact Benefits q EDBC for all programs in Cal. SAWS q Leverage existing LRS and Cal. WIN EDBC rules q Leverage existing Notices from Cal. WIN q Pricing Improved by $688 K q Level of effort is estimated at approximately 140, 000 hours of combined effort Ø DXC- Noticing/Rules Mining = 68 k hours Ø Accenture- Rules/Online/Architecture = 74 k hours Cal. SAWS | Project Steering Committee Meeting 20

Cal. SAWS GA/GR – County Impact Functionality Available at Migration § C-IV • • Data Collection Fiscal Employment Services Reports Interface Resource Databank Correspondence § Cal. WIN, all of above plus • Automated EDBC • Correspondence Administration Cal. SAWS | Project Steering Committee Meeting Manual Multi-Month EDBC Annual Renewal Periodic Reporting (SAR 7) Hearing Tracking Issuance Methods: Rush/Routine Warrants Split Payments Vendor/Customer payments GR 237 Report Appointment Tracking Case Flag Management Supportive Services Activity tracking Deregistration SCI MEDS EBT 21

Cal. SAWS GA/GR – County Impact Implementation options for C-IV Counties 1. Opt-in to existing data elements, rules and generic notices • • • Analysis: Meet with a county to assist map county rules to existing, automated GA/GR rules, batch processes, and form triggers. Output of this analysis would be documented requirements, use cases, and appropriate Cal. SAWS System Change Request documentation Development and testing: Turn on rules, batch processes, and form triggers. Joint testing with county staff prior to updates being deployed in production Training: Delivery training on rules administrator pages Post Implementation Support: Optional support if desired by the county Estimated effort: 400 hours per county Effort would reduce if post implementation support is not required or Consortium staff deliver training If multiple counties opt in at the same time, there may be some economies in development, training and support for example 2. Opt-in with new data elements, rules, and county notices • Estimated effort to be documented after discussion with the county Cal. SAWS | Project Steering Committee Meeting 22

Committee Escalation Process Cal. SAWS | Project Steering Committee Meeting 23

Committee Escalation Process - Draft Introduction § § Through the committee decision process, it is the goal that issues can be resolved through discussion within the committee RCMs. However, there are times when significant county business process change, business impacts, etc. contribute to a lack of consensus among committee members. Escalations are an expected process to assist with resolving lack of consensus within committees. As the consortium counties continue to learn to work together, there are differences that arise and the escalation process is designed to assist counties with reaching resolution. Escalations need to be managed quickly and efficiently in order to provide resolution to the committee and provide direction on SCRs as needed. Completion of the escalation form by a committee RCM/SME with the assistance of the Sponsor RMs, begins the process. The Regional Manager(s) follow the escalation steps until resolution is reached. • • If the escalation is the result of an approved SCR vote, the SCR will move forward to be prepared for CCB while the escalation is conducted (which is approximately a 3 -week window) If the escalation is not related to an SCR approval, the escalation form includes a suggested timeline for resolution. Cal. SAWS | Project Steering Committee Meeting 24

Committee Escalation Process - Draft Who can Escalate? Any RCM/SME may work with the Sponsoring RM to complete and submit the escalation form. The Sponsoring RM will initiate the escalation and, if it cannot be resolved at the first step, the Escalating Region’s RM will take over the escalation to complete the process. What can I Escalate? Any issue/SCR can be escalated. If the escalation is the result of a committee vote that has met the 7 votes/5 regions voting requirement, the approved SCR will move forward through the CCB process while the RM is managing the escalation through resolution. Why do I Escalate? Reasons to escalate could include committees unable to reach consensus, a significant negative impact to county business processes, business implications, etc. Once Resolved - The RM will provide the response to the committee and project in order to close out the escalation. Cal. SAWS | Project Steering Committee Meeting 25

Committee Escalation Process - Draft Steps 1. Attempt to resolve issue at committee level with the support of the committee’s Sponsor Regional Manager 2. Seek resolution by discussion with RMs and Project Staff 3. Seek resolution with the Region’s PSC member(s) 4. Seek resolution through the PSC 5. Seek resolution through the JPA Cal. SAWS | Project Steering Committee Meeting 26

Committee Escalation Process - Draft Escalation Form Completion § § § Some considerations to consider before escalating an issue: • Has a reasonable effort been made to gain consensus between Regions? • Is it a “Significant Negative Impact” to the Counties? • Is it easily configurable? • Is a policy clarification needed? (Policy escalations are managed through the Consortium Request for Policy Clarification (CRPC) process sent to the State for response. ) When completing the Escalation Form: • Descriptions must clearly define the specific escalated issue, in a way in which someone not familiar would understand or at an Executive Summary level. • The writer needs to be clear and concise in explanation. For example, if we don't do ‘x’ then the county must do ‘y’. Or if we don't do ‘x’ then the negative consequence is ‘y’. If the issue is a lack of consensus, a pro/con list or other explanation may be helpful. • Whenever possible, proposed resolutions should be for 58 counties. The RMs are responsible for managing the escalation process in an expedited manner to allow as much time as possible to make resulting design updates and remain on schedule. Cal. SAWS | Project Steering Committee Meeting 27

Updated PSC Priorities • Updates to draft PSC Charter Cal. SAWS | Project Steering Committee Meeting 28

PSC Priorities Introduction § The Cal. SAWS Project Steering Committee (PSC) is responsible for balancing the priorities and resources of the Cal. SAWS Consortium. § The document provides guidance to the Cal. SAWS Consortium on the priorities of the PSC Members. • • • Timely Automation for Policy Change Disaster Preparedness Improve County Worker and Customer Experience Change Management Reports, Analytics, Support and Dashboards Cal. SAWS | Project Steering Committee Meeting 29

PSC Priorities 1. Timely Automation of Policy Change § The top priority of PSC is to implement legislative, policy and technical changes that enable counties to serve all Californians. § This initiative will keep the Cal. SAWS Consortium’s resources focused on ensuring that the Cal. SAWS Application supports policy changes on time and with quality. • Cal. Fresh QC Error Rate Reducing the Cal. Fresh QC error rate is imperative to providing the best service possible to county customers, critical for program funding, and a focal point with our State and Federal Partners. This initiative will focus on data driven analysis of QC errors across the State to identify solutions that can be implemented in the Cal. SAWS Application. Cal. SAWS | Project Steering Committee Meeting 30

PSC Priorities 2. Disaster Preparedness § The State of California has experienced an increase in natural disasters that have caused devasting destruction to our communities. § This priority focuses on identifying solutions in the Cal. SAWS Application that will empower counties to proactively serve county customers experiencing natural disasters. § The immediate focus of this initiative is the automation of the Disaster Cal. Fresh Program. Cal. SAWS | Project Steering Committee Meeting 31

PSC Priorities 3. Improve County Worker and Customer Experience § Californians are increasingly demanding self-service options that enhance and simplify their experience with county government services. § This initiative will identify solutions in the Cal. SAWS Application that will empower county workers and customers with information and functionality to self-direct their experience. § The imminent focus of this initiative will be the Design, Development and Implementation (DD&I) of the Cal. SAWS Web Portal. Cal. SAWS | Project Steering Committee Meeting 32

PSC Priorities 4. Change Management § Government services is a continuously changing environment that requires change management solutions that increase rapid adoption of functionality by county workers and customers. § This initiative will identify solutions at the Cal. SAWS Consortium that will provide counties with the information and resources to effectively adopt changes. Cal. SAWS | Project Steering Committee Meeting 33

PSC Priorities 5. Reports, Analytics, Support and Dashboards § Counties depend on data to ensure compliance with State and Federal reporting requirements, drive informed decision making, and enhance business operations for county customers. § This initiative prioritizes the re-platforming of the existing reporting solution to a high performing cloud platform. § The re-platforming will securely unlock capabilities that will help counties realize the potential of data. Cal. SAWS | Project Steering Committee Meeting 34

Mock Conversion • Strategy & Methodology • Timeline Cal. SAWS | Project Steering Committee Meeting 35

Mock Conversion Strategy and Methodology § Represents a rehearsal of the Cal. SAWS Data Migration Cutover Checklist including legacy personnel, project teams, and county participation; § Confirms sequences and dependencies, performance, duration, and accuracy of all cutover processes between the legacy data and the Cal. SAWS System are complete and acceptable; § Results in a side-by-side comparison of the legacy system data to the converted data. Cal. SAWS | Project Steering Committee Meeting 36

Mock Conversion Timeline Cal. SAWS | Project Steering Committee Meeting 37

ABAWD Impact to Counties Cal. SAWS | Project Steering Committee Meeting 38

ABAWD Impact to Counties The county action and automation impacts for the tentative April 1, 2020 ABAWD implementation are unknown at this time. Next Steps: § Continue to work with CDSS/CWDA regarding system impacts for a April, 1 2020 effective date. § Provide the counties with a list of their ABAWD population. § Schedule a functionality click though for counties. § Inform the counties of existing ABAWD system training materials. § Cal. SAWS finalize the design for Phase III ABAWD changes. Cal. SAWS | Project Steering Committee Meeting 39

Amazon Connect Update Cal. SAWS | Project Steering Committee Meeting 40

Update of the 39 County Solution Not started On or ahead of schedule Behind Schedule At risk Monterey Mar 20 Web Chat Design Butte & Shasta Kings Jan 31 Mar 27 Jun 17 Reporting Decision Jun 17 Project Kickoff March Marin Nov 25 Jun 24 May Feb 21 Jan 10 CCP Approved Mar 4 San Bernardino Kern July September November Sutter & Yuba Jan 24 Merced & San Joaquin Apr 10 Humboldt & Stanislaus Mar 6 2020 March Riverside Apr 10 2020 Today Planning Marin - Design Build Test Riverside - Design Build Kern - Design Build Test Sutter & Yuba - Design Build Test Butte & Shasta - Design Build Test San Bernardino - Design Build Humboldt & Stanislaus - Design Build Monterey - Design Build Kings - Design Build Merced & San Joaquin - Design Build Cal. SAWS | Project Steering Committee Meeting Test Test 41

FCED Overview & Next Steps • Requirements overview • Status of the estimate process • Scope of the estimate Cal. SAWS | Project Steering Committee Meeting 42

FCED Background (from the August 2019 PSC) § What has already been decided? Cal. SAWS | Project Steering Committee Meeting 43

FCED Background (from the August 2019 PSC) § FCED Governance Process was created in 2017, but has yet to be convened Cal. SAWS | Project Steering Committee Meeting 44

FCED Background (from the August 2019 PSC) § Committee Structure 4 County Executive representatives with Foster Care eligibility knowledge FCED Committee is a bridge between CARES and SAWS Foster Care Eligibility Subject Matter Experts: one from each Children’s Services region – Bay Area, Mountain Valley, Los Angeles, Northern, Southern, and Valley (in process) CARES ELT: CWDA, CDSS, Becky OSI Advisory members may include: SAWS Consortia, FCED Core Team Workgroup Members, Representatives of research organizations, such as the California Child Welfare Indicators Project at U. C. Berkeley, the Children’s Data Network, and/or the CDSS Research Services Branch, OSI Project Staff for SAWS and CWDS, CDSS Program Staff for SAWS and CWDS Cal. SAWS | Project Steering Committee Meeting 45

FCED Background (from the August 2019 PSC) § Because CWS-CARES will not be ready to interface with SAWS when the Cal. SAWS migration begins in September 2021, California is now looking to pursue a phased approach to FCED. Cal. SAWS | Project Steering Committee Meeting 46

FCED Background (from the August 2019 PSC) § Phase 1 of FCED will leverage the existing LRS functionality to begin building towards a CCWIS compliant eligibility determination process. This will include enhancements to the automation of eligibility determination, using data available from the CWS/CMS data download (information about the child, the placement, and protective custody) as well as data available from, and where necessary entered in, Cal. SAWS. The work done by the FCED workgroup to document a statewide eligibility determination process will be used to inform the necessary changes to LRS to support a single statewide eligibility determination process. Timing: This phase will be implemented in time to support the migration of the C-IV counties to Cal. SAWS, scheduled for September 2021. Cal. SAWS | Project Steering Committee Meeting Funding: OSI has indicated that this effort will be funded without any additional county contribution. Procurement: This phase will be incorporated into the existing Cal. SAWS scope of work with Accenture, subject to state approvals. 47

FCED Background (from the August 2019 PSC) § Phase 2 of FCED will build upon the statewide process established in Phase 1, and will incorporate a two way, real time interface with CARES that will provide the necessary data to remove the need for duplicate data entry in CARES and SAWS, and to support a fully CCWIS compliant eligibility determination process, as well as providing CARES with the required data about eligibility results and benefit issuances. Timing: This phase will be implemented after completion of the Cal. SAWS migration and stabilization period, and the completion of the CARES development, at a mutually determined date. Cal. SAWS | Project Steering Committee Meeting Funding: OSI has indicated that this effort will be funded without any additional county contribution. Procurement: This phase will be incorporated into the Cal. SAWS M&O procurement’s scope of work, subject to federal and state approvals. 48

FCED Current Status § Consortium and Accenture staff have been meeting with OSI, CWS/CMS executives and IBM to discuss phase 1 scope as it relates to an interface between the CWS/CMS System and the Cal. SAWS System § Consortium staff have drafted Foster Care requirements based on prior documented requirements and a review of LRS Forms and Notices § Accenture staff are developing estimates based on the requirements. Target due date: 1/13/2020 Cal. SAWS | Project Steering Committee Meeting 49

FCED Solution Overview § Phase 1 Solution Overview - Draft • LA County retains their current CWS/CMS interface and data mart process • 57 Counties have the option to leverage a new CWS/CMS interface based on the LA County interface. The interface will be sent directly from the CWS/CMS System to the Cal. SAWS System • Update a subset of Cal. SAWS Foster Care eligibility rules • Update online data collection pages to additional data elements • Utilize existing Cal. SAWS FC NOAs, forms, and reports Cal. SAWS | Project Steering Committee Meeting 50

FCED Solution Overview § Requirements Summary Functional Area Count of Requirements Eligibility 6 Online 6 Interface 3 Fiscal 1 OCM/Training for the LA and C-IV Counties (Cal. WIN Counties OCM and training 2 TOTAL 18 Cal. SAWS | Project Steering Committee Meeting 51

FCED Next Steps § Consortium and QA to review estimates § Package Foster Care Amendment for Consortium, FCED Governance Committee and State review Cal. SAWS | Project Steering Committee Meeting 52

Procurement Update • Portal/Mobile • Cal. WIN OCM & Training RFP • Central Print Cal. SAWS | Project Steering Committee Meeting 53

Cal. SAWS Statewide Portal/Mobile Application Timeline § Timeline PROCUREMENT EVENT DATE Released RFP November 4, 2019 Conducted Bidder’s Conference Sacramento County Department of Human Assistance November 20, 2019 10: 30 am - 12: 00 pm Published RFP Addendum 1 Based on 14 Vendor Questions and Answers November 26, 2019 Published RFP Addendum 2 and Responses to 141 Vendor Questions December 12, 2019 Published RFP Addendum 3 Based on Advocate Recommendations January 9, 2020 Contractor Proposal Due Date January 22, 2020 Evaluate Proposals and Prepare Vendor Selection Report January 23 – April 21, 2020 Consortium Issues Notice of Intent to Award April 22, 2020 Contract Negotiations April 27 – May 5, 2020 State, Federal and JPA Board of Directors Approval of Agreement May 7 – August 7, 2020 Start Date of Statewide Portal/Mobile App Vendor August 10, 2020 Portal/Mobile App Go-Live September 2021 Cal. SAWS | Project Steering Committee Meeting 54

Cal. WIN Training, OCM & Implementation Support Timeline PROCUREMENT EVENT DATE Released RFP Conducted Bidder’s Conference Sacramento County Department of Human Assistance 4450 East Commerce Way Sacramento, CA December 17, 2019 Contractor Proposal Due Date February 19, 2020 Evaluate Proposals and Prepare Vendor Selection Report February 20 – May 18, 2020 Consortium Issues Notice of Intent to Award May 19, 2020 Contract Negotiations May 21 – June 2, 2020 State, Federal and Consortium JPA Board of Directors Approval of Agreement June 5 – August 28, 2020 Planned Start Date of Cal. WIN Contractor August 31, 2020 Cal. SAWS | Project Steering Committee Meeting January 7, 2020 10: 30 am – 12: 00 pm 55

Central Print Procurement Timeline PROCUREMENT EVENT DATE Develop Requirements and RFP January 21 – March 19, 2020 Consortium RFP Review and Approval March 20 – April 1, 2020 State RFP Review and Approval April 2 – 20, 2020 Federal RFP Review and Approval April 21 – June 22, 2020 RFP Release June 23, 2020 Bidder’s Conference July 1, 2020 Contractor Proposal Due Date August 21, 2020 Evaluate Proposals and Prepare Vendor Selection Report August 24 – October 23, 2020 Consortium Issues Notice of Intent to Award October 26, 2020 Contract Negotiations October 28 – November 4, 2020 State, Federal and Consortium JPA Board of Directors Approval of Agreement November 6, 2020 – February 12, 2021 Planned Start Date of Central Print Contractor February 20, 2021 Cal. SAWS | Project Steering Committee Meeting 56

Cal. SAWS Analytics Po. C Update Cal. SAWS | Project Steering Committee Meeting 57

Analytics Proof of Concept (POC) Background One of the objectives of Exhibit W was to conduct a proof of concept (POC) to confirm the solution and implementation estimate to re-platform the State and canned reports based on Oracle BIP. POC Objectives • Confirm the architecture and tools required to re-platform the reports • Confirm effort / actuals to re-platform reports and breakdown of key activities (e. g. reverse engineering, development – ingestion / curation / visualization, testing) • Define guiding principles to implement enhancements associated to reports being re-platformed • Create timeline to re-platform reports Cal. SAWS | Project Steering Committee Meeting 58

Analytics Proof of Concept (POC) Status Report Status Eligibility Workload Inventory Export Report Systems Test Skip Issuance Report Systems Test Pending Application Report Systems Test STAT 47 Build & Systems Test CA 237 CW Build & Systems Test Re-Platform Guiding Principle § If the re-platform for the report has started • Enhancement will be made to the report in the new platform following the completion of the replatform § If the re-platform for the report has not started • Minor enhancements will be reviewed by the Analytics team to determine feasibility of making • • change during the re-platform (i. e. minimal effect to the ‘like for like’ re-platform approach) or Enhancement will be made to the report in the new platform following the completion of the replatform and/or Enhancement will be made to the report in the existing platform prior to the re-platform Cal. SAWS | Project Steering Committee Meeting 59

Lunch Cal. SAWS | Project Steering Committee Meeting 60

Cal. SAWS Staffing Update Cal. SAWS | Project Steering Committee Meeting 61

Cal. SAWS Staffing Update CIT 0084 -19 Recruitment of Cal. SAWS Project Staff Extended to Friday Dec. 20, 2019 § Project Management Office (PMO) • Fiscal/Contract Manager (1 long-term) • Fiscal/Contract Analyst (2 long-term) • PMO Analysts (2 long-term) § Common Services/PMO • Procurement Manager (1 long-term) • Procurement Analysts (2 limited-term through January 2023) § Technical & Operations • Cloud Analyst (1 long-term) • Conversion Analyst (4 limited-term through January 2023) § Application Development & Test • Release Coordinator (1 long-term) • Release Coordinator (1 limited-term through January 2023) § Policy, Design & Application Development • Business Analysts (4 limited-term through September 2021 or January 2023 depending on specific assignment) § Customer Engagement • Implementation Manager (1 limited-term through January 2023) • Implementation Coordinators (3 limited-term through January 2023) • Trainers (3 limited-term through January 2023) Cal. SAWS | Project Steering Committee Meeting 62

Cal. SAWS Staffing Update Applicants as of December 20, 2019 Team Position Applicants Policy, Design, Governance and Application Development Business Analyst 19 Application Development Release Coordinator 16 Customer Engagement Trainer Implementation Manager Implementation Coordinator 23 11 Cloud Analyst Conversion Analyst 11 Fiscal/Contract Analyst Procurement Analyst PMO Analyst Fiscal/Contract Manager Procurement Manager 10 9 Technical Operations PMO/Common Services Total Cal. SAWS | Project Steering Committee Meeting 15 15 12 8 5 154 Note: 69 individual candidates applied for multiple positions 63

Cal. SAWS Staffing Update Next Steps § § § Complete Candidate Interviews and Finalize Selections Notify Directors and Receive Director Confirmation Notify Candidates Accept/Reject Candidates Transition Cal. SAWS | Project Steering Committee Meeting 64

M&O Application and Policy Update Cal. SAWS | Project Steering Committee Meeting 65

Policy Update Homeless Assistance – Remove 16 Consecutive Day Requirement Policy Effective Date & State Policy Reference C-IV/LRS Status Cal. WIN Status Implementation Details TBD SCRs CIV 105386; CA 211293 New Release TBD PPM #52113 Design Release TBD SB 80 repealed the rule that the 16 days of temporary HA benefits must be used on consecutive days and instead authorizes families to receive 16 cumulative days of temporary HA benefits within a 12 -month period. SB 80 ACL 19 -118 Cal. SAWS Update: This change does not impact the C-IV System. However, a system change is required for LRS. A CIT for an interim process is in progress. Cal. SAWS County Business Impact: Unknown pending design completion for SCRs CIV-105386 and CA-211293. Cal. WIN Update: Proposal opened, pending design. Cal. WIN County Business Impact Unknown pending finalization of policy. - Cal. SAWS | Project Steering Committee Meeting 66

Policy Update Able-Bodied Adults Without Dependents (ABAWD) Policy Effective Date & State Policy Reference C-IV/LRS Status Cal. WIN Status Implementation Details 1/1/2017 Fixed Clock SCRs CIV 7215; CA 57971 Phase II Implemented Release 19. 09 PPM #46539 Implemented 8/2018 FNS is working with the Western Region to discuss planning and preparation for the publication of the final rule on ABAWDs. SCRs CIV 103743 CA 207637 Phase III Design Release 20. 09 PPM #51360 Implemented 8/19 8/31/2019 Waiver Expires PPM #47411 Implemented 8/2018 ACIN I-11 -16 ACIN I-88 -16 ACL 18 -08 ABAWD Handbook ACL 19 -93 ABAWD Handbook 2. 0 PPM #52397 Design R 60 (2/20) PPM# 53992 New FNS did not provide any information specific to what changes will be implemented in the final rule, but they did share that the Administration still has a December release date on the rulemaking calendar. When released, a relatively aggressive implementation timeline may be required by States. FNS mentioned that this timeline could be as little as 60 -90 days from release of the final rule. This means that States could be expected to be in compliance as early as March 2020. California may be required to submit an updated waiver request under new waiver criteria. FNS has confirmed that our current waiver will be valid until final approval of the new waiver is received. If this is the case, CDSS will take the lead on submitting an updated waiver and will keep impacted counties in the loop. CDSS encourages counties to begin planning for implementation, but would limit these activities to planning that can occur ahead of a final rule as additional details will only come to light once the rule is finalized. -Continued on Next Slide- Cal. SAWS | Project Steering Committee Meeting 67

Policy Update Able-Bodied Adults Without Dependents (ABAWD) Policy Effective Date & State Policy Reference C-IV/LRS Status Cal. WIN Status Implementation Details 1/1/2017 Fixed Clock SCRs CIV 7215; CA 57971 Phase II Implemented Release 19. 09 PPM #46539 Implemented 8/2018 Alameda, Contra Costa, Marin, San Francisco, San Mateo, and Santa Clara are the counties that have implemented the ABAWD policy. The remaining counties are on waiver until 8/31/20. The ABAWD Handbook version 2. 0 was published on 9/12/19. PPM #47411 Implemented 8/2018 Cal. SAWS Update: • Provide a list of the ABAWD population to the counties • Schedule an onsite functionality click through for counties • Provide existing system training materials – Job aids and functional presentation. • Finalize the design for Phase III changes. 8/31/2019 Waiver Expires ACIN I-11 -16 ACIN I-88 -16 ACL 18 -08 ABAWD Handbook ACL 19 -93 ABAWD Handbook 2. 0 SCRs CIV 103743 CA 207637 Phase III Design Release 20. 09 PPM #51360 Implemented 8/19 Cal. SAWS County Business Impact: Train staff on changes to system functionality. PPM #52397 Design R 60 (2/20) -Continued on Next Slide- Cal. SAWS | Project Steering Committee Meeting 68

Policy Update Able-Bodied Adults Without Dependents (ABAWD) Policy Effective Date & State Policy Reference C-IV/LRS Status Cal. WIN Status Implementation Details 1/1/2017 Fixed Clock SCRs CIV 7215; CA 57971 Phase II Implemented Release 19. 09 PPM #46539 Implemented 8/2018 Cal. WIN Update: • ABAWD functionality enabled for Alameda and Contra Costa as of 9/1/2019. • Suppress the FX 60 transactions until new criteria for starting the ABAWD time clock is programmed. • Modify Cal. WIN to start the ABAWD time clock for non-exempt ABAWD individuals. Run special job to re-transmit FX 20 and FX 60 MEDS transactions once change is implemented. 8/31/2019 Waiver Expires ACIN I-11 -16 ACIN I-88 -16 ACL 18 -08 ABAWD Handbook ACL 19 -93 ABAWD Handbook 2. 0 SCRs CIV 103743 CA 207637 Phase III Design Release 20. 09 PPM #47411 Implemented 8/2018 PPM #51360 Implemented 8/19 PPM #52397 Design R 60 (2/20) Cal. WIN has opened one proposal for the new Federal Rule changes and anticipates others to support the new changes. Cal. WIN County Business Impact Counties will not have ABAWD information in MEDS when FX 60 is suppressed. Receiving ABAWD counties will have to obtain Countable/Consecutive clock information from sending counties for ICTs. PPM# 53992 New Cal. SAWS | Project Steering Committee Meeting 69

Cal. SAWS Risks and Issues Reporting Cal. SAWS | Project Steering Committee Meeting 70

Cal. SAWS Risk & Issues Executive Summary Legend Risk 102: Lack of Annual Project Funding may cause schedule delay or reduction in scope for Cal. SAWS M&O, and all existing projects Risk 104: Functionality gaps between the 3 systems may result in a loss of functionality for some counties during migration to Cal. SAWS Risk 201: Pace of Policy Changes may exceed capacity of App-Dev team, resulting in less automation Risk 202: Not all functionalities related to imaging, GA/GR, non-state forms, task management, and API are identified yet, which may impact schedule and cost once more information is known Risk 203: Project communications must be enhanced, otherwise stakeholder / audience needs will not be met Risk 204: Volume of changes to baseline code may cause degradation in quality & increase in defects Risk 206: Delays in staffing the Consortium and/or Accenture teams may delay the project schedule Risk 208: Cal. HEERS release readiness delays may negatively impact Cal. SAWS delivery timelines, slowing critical updates to counties Risk 209: Cal. WIN Counties may not be adequately supported for change readiness prior to 2020 until the Cal. WIN Change Management Procurement vendor starts P Overall Project Risk 211: Delay in consolidated portal procurement and implementation may impact C-IV and Cal. WIN go-live dates Risk 213: Number of staff assigned from DHCS might not have the bandwidth to support the Cal. SAWS project needs Risk 214: If counties are not able to adapt to the regional governance structure, the project schedule is at risk regarding decision making Risk 217: Talend Curation and Database Connection Issues Risk 219: Facilitation across Committees is inconsistent, which may impact the project schedule and quality of decisions Risk 221 (Downgraded Issue 117): The instability of the Oracle security software causes LRS production performance degradation -------------------------------------------------------------------------------Issue 118: Some non-production environments using Delphix software do not have the desired responsiveness Cal. SAWS | Project Steering Committee Meeting 71

Cal. SAWS Project High Risks RISK NAME 201: Functionality Pace of Policy Changes may 3 104: Gaps between exceed capacity of the project systems resulting in loss of teams, resulting in less automation. functionality for counties 202: Not all of the estimates related to Functional Design Sessions have been completed yet. Until the FDS estimates have been completed, cost and schedule impacts to Cal. SAWS are not known. There is a risk that the pace of policy changes could exceed the capacity of the project teams during the Cal. SAWS DD&I Phase. This may result in a reduction of required automation and increased work arounds. Not all of the estimates related to imaging, GA/GR, non-state forms, task management, and API have been completed yet. Until the complete set of FDS estimates have been completed, cost and schedule impacts to Cal. SAWS are not known. MITIGATION PLAN/ STATUS This risk may be real, but the project has continued to coordinate, collaborate, and communicate with State partners, CWDA, State legislature, and advocates on the implementation timeline of policy changes. Approximately 300 new requirements were identified by the Functional Design Sessions. Scope, budget, & proposed alternative schedule for FDS have been submitted to Consortium for review. Project will continue communication with JPA and PSC December through January. RISK LEVEL Probability (70%) * Impact (5) = 3. 5 Probability (70%) * Impact (4) = 2. 8 Karen Rapponotti, Lisa Salas, Rocky Givon, DHCS Project Leadership DESCRIPTIO N OWNER(S) Risk Trend Legend Remains same Trending to Issue Cal. SAWS | Project Steering Committee Meeting 203: Project communications must be enhanced, otherwise stakeholder / audience needs will not be met. Unless the Cal. SAWS Project scales up and enhances Project communications, stakeholder needs for timely, tailored, and accurate information, as well as the needs of many diverse audience groups, may not be met. Communications continues to be an evolving effort with constant improvement as the goal. Review and approval of project communications (CIT/CRFIs) prior to distribution is continuing with that goal. Improvements to Cal. SAWS. org are continuing, including adding subscription services and improving topic areas. The project has also completed system navigation webinars for RCMs. Items in process are a new issue of the Cal. SAWS Buzz, and gathering information from Counties for targeted topics demos are some of the communication efforts in process. Communication with Stakeholders specifically includes walkthrough of proposed subscription service functionality and advocate validation planned for February 2020 Probability (70%) * Impact (4) = 2. 8 Holly Murphy, Lulu Fou Trending to Medium Trending to Low Realized into an Issue Retired Risk 72

Cal. SAWS Project High Risks 204: Volume of changes to baseline code may cause degradation in quality & increase in defects. 211: Delay in consolidated portal procurement and implementation may impact C-IV and Cal. WIN go-live dates. 217: Talend Curation and Database Connection Issues. DESCRIPTIO N The volume of changes introduced to the baseline code from LRS M&E, DDCRs, and Cal. SAWS Migration may cause degradation in quality and increase in defects. If the consolidated portal procurement is not completed timely, the statewide portal may not be implemented in time for the C -IV and Cal. WIN go-live dates. MITIGATION PLAN/ STATUS The first Cal. SAWS DD&I Release 19. 11 indicates the code quality remains high. Development demand increasing significantly with addition of Functional Design Work. Team will remain diligent to monitor and increase Test Automation. Automated Regression Testing scripts now cover 90% of top production transaction volumes as of Dec 2019. The next prioritized enhancement for ART is SCR CA -212006: to improve Transaction Coverage Reporting by Business Area. This SCR is targeted for Summer 2020. Discussing ART enhancements for Batch Infrastructure, NOA Snippet Verification, and Ongoing Case Maintenance Scenarios (Continuing vs. Intake) The Consortium released the Statewide Portal RFP on November 4, 2019. A vendor conference occurred on November 20, 2019. Proposal is due January 22, 2020. Two contingency plans have been developed for C-IV and Cal. WIN that are within budget. Talend Curation and Database Connection issues are impacting Development and System Testing Phases putting the State and BIP POC (Release A) and the OBIEE Dashboards assigned to Release B At-Risk of meeting the Baselined Schedules, November 29, 2019 and December 30, 2019, respectively. Probability (50%) * Impact (5) = 2. 5 Jo Anne Osborn, Lisa Salas, Dan Dean Probability (70%) * Impact (4) = 2. 8 Probability (90%) * Impact (3) = 2. 7 Tom Hartman Keith Salas, Luz Esparza RISK NAME RISK LEVEL OWNER(S) Risk Trend Legend Remains same Trending to Issue Cal. SAWS | Project Steering Committee Meeting Trending to Medium Trending to Low Realized into an Issue The state/BIP Estimating and Planning will complete in January instead of December, pending completion of POC and successful deployment of Release B. Continue to monitor this risk until January to assess impact. Retired Risk 73

Cal. SAWS Project High Risks RISK NAME 221: The instability of the Oracle security software causes LRS production performance degradation. DESCRIPTIO N After the migration of LRS to the AWS Cloud, there were performance and stability issues with two products in the Oracle security stack. These problems have mostly been controlled by tuning, additional servers, and scheduled restarts of specific servers, but the underlying root cause has still not been identified. MITIGATION PLAN/ STATUS The last performance degradation incident caused by the instability of the Oracle security stack occurred on October 18, 2019 (for 92 minutes). In November, LA County ISD has made changes to Active Directory infrastructure and storage array to improve stability. The tech team is continuing to follow Oracle recommendations for a permanent solution. This risk will be reassessed when the suggested OS patching is complete in December 2019 and the OAM upgrade is complete as part of release 20. 01 (January 2020). RISK LEVEL Probability (50%) * Impact (5) = 2. 5 OWNER(S) Risk Trend Legend Laura Chavez, Scot Bailey Remains same Trending to Issue Cal. SAWS | Project Steering Committee Meeting Trending to Medium Trending to Low Realized into an Issue Retired Risk 74

Cal. SAWS Project Medium Risks RISK NAME 104: Functionality Gaps between 3 systems may result in a loss of systems resulting in loss of functionality for some counties during functionality counties migration to for Cal. SAWS 104: Functionality gaps between the 3 206: Delays in staffing the Consortium and/or Accenture teams may delay the project schedule 208: Cal. HEERS release readiness delays may negatively impact Cal. SAWS delivery timelines, slowing critical updates to counties DESCRIPTIO N The risk of functionality gaps between the 3 systems and the ancillary systems of the counties may result in a loss of functionality for some counties during migration to Cal. SAWS. The project team, both Consortium and Accenture, have been working to staff in accordance with the work plan. If either team experiences delays in achieving the target staff levels, there is a risk that the schedule may be impacted. There have been persistent delays in Cal. HEERS achieving release readiness during the system test cycle, introducing risk to the dependent Cal. SAWS production release date. Any Cal. SAWS delay will impact the timely delivery of business functionality, receipt of which is critical to the counties. Additionally, date slips cause negative downstream planning and scheduling churn. MITIGATION PLAN/ STATUS The committee reviewing designs is made up of resources from Cal. WIN, CIV and LRS, who try to ensure that designs do not create unnecessary gaps. Consortium Section Directors are completing the second recruitment phase, and expect to fill remaining open positions in early February. 19. 09 successfully implemented without impact to the DD&I schedule. Analysis of the Next CH major release 20. 02 and collaboration continues. Cal. SAWS will continue to collaborate with the Cal. HEERS team as they transition to a New M&O Vendor focusing on potential release impacts. Cal. HEERs has combined 20. 06 and 20. 07 to a single release of 20. 06 on June 29, 2020, cancelling a release in July, 2020 RISK LEVEL Probability (50%) * Impact (4) = 2. 0 Probability (50%) * Impact (3) = 1. 5 Karen Rapponotti, Laura Chavez Holly Murphy, Chris Paige Jo Anne Osborn, Anna Chia, Fei Collier OWNER(S) Risk Trend Legend Remains same Trending to Issue Cal. SAWS | Project Steering Committee Meeting Trending to Medium Trending to Low Realized into an Issue Retired Risk 75

Cal. SAWS Project Medium Risks RISK NAME 209: Cal. WIN Counties may not be 104: Functionality Gaps between 3 adequately supported for change systems resulting in loss of readiness prior to August 2020 until the functionality for counties Cal. WIN Change Management 214: If counties are not able to adapt to the regional governance structure, the project schedule is at risk regarding decision making. 219: Facilitation across Committees is inconsistent, which may impact the project schedule and quality of decisions. Procurement vendor starts. DESCRIPTIO N Given the scope of the change for Cal. WIN counties migrating to Cal. SAWS and that the procurement for Change Management, Training and Implementation services for the Cal. WIN counties is targeting June 2020 for a vendor to begin supporting Cal. WIN, there is a risk that the Cal. WIN Counties may not feel adequately supported or informed regarding change readiness prior to late 2020. MITIGATION PLAN/ STATUS RISK LEVEL With the creation of the Cal. SAWS regional structure, committees will now be represented by a regional governance model. This is new to some counties, and a change for some counties, and no change for some counties. If the counties are not able to adapt to or work well in the regional structure, the project is at risk regarding decision making. Consistency of facilitation across all committees is critical for all committees and the success of the Project. With staffing changes and the addition of new committee members, consistency across the committees has been a concern that has been escalated to the Regional Managers from RCMs and SMEs. Cal. WIN OCM RFP is currently in Federal Review, and is scheduled to be released on December 17, 2019. RMs will continue to visit the counties and provide information and support. Targeted topic sessions are being held and others scheduled as needed. Further updates will be provided once funding has been approved. Joint effort between the Project and RMs to support the counties in the adoption of the regional governance structure. The Project is currently in the process of holding monthly training sessions on LRS for staff. This is a joint effort between App Dev and Policy/Design sections. In December, the Project provided three webinars (also recorded) to all counties' SME/RCM on system navigation. Probability (30%) * Impact (4) = 1. 2 Probability (50%) * Impact (3) = 1. 5 Karen Rapponotti, June Hutchison Karen Rapponotti, Regional Managers OWNER(S) Holly Murphy, Jo Anne Osborn, June Hutchison, Diane Alexander, Tom Hartman Risk Trend Legend Remains same Trending to Issue Cal. SAWS | Project Steering Committee Meeting Trending to Medium Trending to Low Realized into an Issue Retired Risk 76

Cal. SAWS Project Low Risks 102: Lack of Annual Project Funding 213: Number of staff assigned from DHCS might not have the bandwidth to support the Cal. SAWS project needs RISK NAME 104: Functionality Gaps between 3 may cause schedule delay or systems loss of reductionresulting in scopeinfor Cal. SAWS M&O, functionality for counties and all existing projects DESCRIPTIO N The Project is subject to state funding approval each year. State General Fund payments may be deferred or budget cuts may cause schedule delays, scope reductions, or staff reductions. The number of staff assigned from DHCS might not have the bandwidth to support the Cal. SAWS project needs. MITIGATION PLAN/ STATUS Consortium PMO continues to monitor status of all funding requests. Cal. SAWS June 2019 is pending federal approval with no comments received at this time. All premise updates that are currently known were submitted to OSI for the January Governor's Budget, and comments and questions addressed. DHCS has hired new staff that are starting in January 2020. Recommend retiring this risk at the next RMG meeting. RISK LEVEL Probability (10%) * Impact (5) = 0. 5 Probability (10%) * Impact (3) = 0. 3 Holly Murphy, Lulu Fou Karen Rapponotti OWNER(S) Risk Trend Legend Remains same Trending to Issue Cal. SAWS | Project Steering Committee Meeting Trending to Medium Trending to Low Realized into an Issue Retired Risk 77

Cal. SAWS Project Issues ISSUE NAME DESCRIPTIO N RESOLUTION PLAN/ STATUS OWNER(S) 118: Some non-production environments using Delphix software do not have the desired responsiveness. Delphix is a third party tool used to mask data, decrease the time needed to refresh data, and reduce storage costs for nonproduction environments in the cloud. This tool has not performed as expected for the system test environments and is causing the project to use more AWS compute resources than planned. The project has continued to tune the existing version of Delphix based on recommendations from Delphix and AWS. Delphix has provided access to the beta version of the next release. Although the beta version did address the performance problem, it had other issues. The project is waiting for Delphix to provide an updated patch to resolve those outstanding issues, before using it for System Test. Scot Bailey, Shankar Padmanabhuni Cal. SAWS | Project Steering Committee Meeting 78

State Partner Update on Cal. SAWS Activities • OSI • CDSS • DHCS Cal. SAWS | Project Steering Committee Meeting 79

Cal. SAWS Regional Updates Cal. SAWS | Project Steering Committee Meeting 80

JPA Board & Member Representatives January 24, 2020 Meeting Agenda Review Cal. SAWS | Project Steering Committee Meeting 81

Adjourn Meeting Cal. SAWS | Project Steering Committee Meeting 82