Q&A about One Washington
One Washington is a comprehensive business transformation program. The Program Blueprint describes a phased implementation plan to modernize and improve the state’s aging administrative systems and related business processes common across state government. The administrative business systems in scope include finance, procurement, budget and HR/payroll. These functions will be supported by a business intelligence solution.
The state has decided to pursue cloud-based software as a solution (SaaS) to meet its needs. Public sector enterprise resource planning (ERP) systems are a strategic tool that organizations need to successfully navigate challenges they face. A new ERP system and redesigned business processes enabled by integrated technology systems will provide many benefits, including:
- Accurate and timely data for decision makers
- Reduced risk of major system failures
- More staff time devoted to delivering the mission rather than maintaining systems
- Critical capabilities maintained without having to own all the technology
- Process efficiencies as routine tasks are automated
- Business value delivered incrementally and continually over the course of the program
Washington State’s financial accounting systems (such as AFRS and TRAINS) are obsolete, expensive to maintain and expose the state to risk of failure. Procurement systems are fragmented and not integrated, causing extra work and hindering the state’s ability to take advantage of procurement leading practices. Likewise, budgeting systems are not well integrated, compromising the ability to analyze data and information. The HR/payroll system (HRMS) will soon be 15 years old, which is why we are planning now to examine evolving business needs.
The finance and procurement functions will be released to all agencies in two waves. The HR/payroll and budget systems will be implemented in a single release and business intelligence will be deployed in waves of functionality that align with the deployment of the business functions.
One Washington has developed a change management strategy. In addition to agency interviews and targeted communications, leadership, business, technical and communications, agency staff will be contacted and involved in planning, training and implementation support. A change management plan is scheduled for development with agency input.
One Washington’s role is to invite and encourage agencies to collaborate in the adoption of the new system. Importantly, the ERP will become the official system of record for Washington state’s financial, procurement, budget and HR/payroll data, so agencies will need to participate. The program’s vision is to provide timely, accurate and complete data, so enterprise participation is critical. Updated business processes will benefit the state as an enterprise and replace numerous legacy systems that agencies struggle to maintain.
All of this information can be found in the Program Blueprint.
Yes. We are taking a comprehensive approach to transform and enable the state’s administrative functions for the 21st century. This includes a focus on people, processes, policies and technology under the umbrella of improving business outcomes.
Our website is a great resource and is where you will find a wide variety of program information, including the One Washington Program Blueprint, which details the approach for the entire program over the next eight years. Our website also contains information and updates specific to each work stream, governance and previous program newsletters.
Accenture is a respected consulting firm across the globe, with expertise in helping public-sector entities transform business operations to meet high-performance expectations with state-of-the-art technology solutions. Accenture has helped implement 12 state-level ERPs.
Accenture will provide expertise to help One Washington prepare and execute business transformation through the design, configuration, test and deployment phases of the ERP system implementation.
The One Washington program team has a lead responsibility to work with state agencies to develop the business and technical capabilities and select the ERP software. For the implementation phase of work, we plan a “two-in-a-box” approach, whereby each work unit has a One Washington state employee partnered with an Accenture consultant. This approach will improve the state’s ability to understand, implement and administer the new system.
During the planning phase of the program, there has been a 16-member executive steering committee, led by an executive sponsor (the Governor’s chief of staff) and a project sponsor (the deputy director of the Office of Financial Management). The executive steering committee is supported by the program director, Stacey Scott and multiple advisory groups for business, technical and change management, and the Office of the Chief Information Officer.
During the summer of 2018, the program began activities that will lead into the competitive procurement process for an ERP vendor. This progression in project maturity is driving the development of a new governance structure that will be responsible for executive level decision making. The program will soon release information about the new governance structure.
Yes. Funding for One Washington has been supported since 2013. This is the third biennium that the Governor has included One Washington in his budget. He also included a supplemental request for FY19 in his supplemental budget.
ERPs are defined as common business practices across the enterprise and the technology that supports them. A complete ERP system combines data on an organization’s main resources – its people, money, information and assets – and provides decision makers with real time, enterprise information. By implementing an ERP and transforming the processes that support the state’s business, One Washington will help ensure decision makers have access to data that is accurate and timely, standardize common business processes across agencies and enable improvements to citizen service delivery.
Business intelligence combines a broad set of data analysis applications, including ad-hoc analytics and querying, enterprise reporting and online analytical processing.
SaaS, which is short for "sofware as a service," is a business model in which a third-party provider hosts applications and makes them available to customers via the Internet.
Collaborative analysis indicates the functionality of many current agency systems can be replaced by the new ERP, while many others will be retained and interface with the ERP. The effort to identify which systems have been recommended for retirement and which will be retained and interfaced, was completed in the spring of 2018, and published as the Integration Plan.
After an ERP solution is identified, One Washington will provide information to agencies to update their interfaces to accomplish application interoperability and data exchange. A modern system will include APIs, web services and an integration layer.
Access will be from any device enabled to access the Internet (e.g. your personal computer, smartphone, or tablet).
Resources (time, staff and cost)
The cost to modernize and implement finance, procurement, HR/payroll, budget and business intelligence business processes is projected to be $303.9 million over the course of eight years. The estimate does not include agency costs or maintenance and operation.
During implementation, agencies are responsible to identify potential impacts, associated costs and follow budget process guidance. To be considered for the Governor’s December 2018 budget, agencies will submit a short form request directly to One Washington. Information about the program’s 2018 budget guidance is available here.
After deployment, the maintenance and operations costs will be shared by agencies but approach options are still being considered.
The implementation of the enterprise administrative systems will happen over the course of eight years. The Program Blueprint illustrates the overall timeline.
The One Washington program will be funded and staffed. If subject matter experts join the program team, from either agency business or technical divisions, agencies will retain funding to backfill those vacant positions. We will also ask agencies to provide staff to participate in workgroups to help with defining business capabilities, technical specifications, user testing and training. We will clarify resource needs as we work through the implementation timeline.
One Washington team members will be solely dedicated to the transformation effort. Agency staff will participate in workgroups where the time commitment will vary, depending on what phase is underway in the transformation.
During the implementation of finance and procurement: If you use an enterprise fiscal system, have responsibility for purchases, contracts, or receive reporting from either a finance or procurement system, your business processes will change. Our change management strategy will help agencies build awareness to understand the specific changes, have opportunity to get the training they need, so staff are ready to adopt and commit to the modernization of our business processes and implementation of modern software.
Training will be delivered in a variety of formats. Agency users will be trained by user role in the new system prior to the go-live date of that system. One Washington will lead the coordination of end-user and super-user training for the new systems. We will communicate and post the training schedules well in advance to provide opportunity for all users to be trained.