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Q&A about One Washington

General questions

One Washington is a comprehensive business transformation program. The 2018 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 first enterprise administrative system modernization will replace AFRS functionality. Thus, OFM Statewide Accounting and its stakeholders will be the focus of the initial modernization efforts. Procurement, HR, budget and payroll stakeholder audiences will be engaged where it makes business sense and to provide all administrative stakeholders with broad opportunities to have input. The remaining administrative functions will be implemented to deliver value incrementally in future project efforts.

The state has decided to pursue cloud-based software as a solution (SaaS) to meet its needs. A new business 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, are supported by a shrinking pool of resources, 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.

Finance functionality will be released to agencies incrementally. Business intelligence will be deployed in waves of functionality that align with the deployment of the business functions. Additional information will be provided as available.

The state has selected Deloitte for its expertise and leadership in organizational change management. In consultation with Deloitte, the people, process, and technology elements of change will be supported by: a) industry best practices that will be adopted across the enterprise, and b) change readiness activities which will be conducted with agencies so that leaders know in what ways, to whom, and how to target change activities.

Under the OCM umbrella, work streams will include: stakeholder engagement and communications, including with state labor partners, training, readiness and progress assessments, and continuous improvement where there are progress gaps. We’ll support agency leaders in managing the human side of change by helping reduce organizational disruption, providing tools to communicate the benefits of the change, and methodology to promote sustained adoption of the new business tool and processes.

The current strategy significantly reduces the number of administrative staff who will be impacted to 1,800 finance employees. OCM efforts will help each agency be postured for success. Small agencies that receive finance services from the Department of Enterprise Services will continue to be served by DES in the new finance system.

One Washington’s role is to invite and encourage agencies to collaborate in the adoption of the new systems. At the point of go-live, these systems will become the official enterprise systems of record for Washington state’s financial, procurement, budget, HR and 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.

At present, scope for the One Washington modernization is the replacement of AFRS functionality. The remaining administrative functions will be implemented to deliver value incrementally in future project efforts. Timelines for the various phases of implementation will be developed as additional industry expertise is procured and we’ll publish more details as available. 

Yes. The state's enterprise function owners, in collaboration with their stakeholders, will complete a comprehensive review of business processes to prepare for the 21st century. This includes a focus on people, processes, policies and technology under the umbrella of improving business outcomes. The state is procuring a number of industry experts to guide enterprise function owners, agencies, and One Washington through all the aspects of modernization and business process transformation.

You can learn more by contacting us directly at onewa@ofm.wa.gov, by visiting our website here at one.wa.gov or by subscribing to our email list to receive program updates.

Our website contains a variety of program information, including updates specific to each work stream, governance and previous program newsletters.

An executive steering committee provides strategic oversight and direction for the state's modernization efforts. Because the modernization includes aspects of information technology the legislature designated the project as part of the Office of the Chief Information Officer's IT investment pool, which maintains a dashboard for One Washington activities here. Additionally, One Washington benefits from the services of an independant quality assurance contractor, bluecrane, which produces monthly reports that are also available at the OCIO's One Washington dashboard.

Yes. Funding for One Washington has been supported since 2013.

We appreciate your feedback and are happy to answer any questions you may have. The best way to contact us is by emailing onewa@ofm.wa.gov.

Technical

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.

The cloud is a network of offsite computer servers, hosted by a vendor, which contain, operate, store and back up data.

Collaborative analysis between agencies and the enterprise indicates the functionality of many current agency systems can be replaced by modern systems, while many others will be retained and need new interfaces. An initial effort to identify systems that can be retired or which will be retained and interfaced, was completed in the spring of 2018, and published as the Integration Plan. Additional work will be required of agencies to finalize systems identification, impacts, the appointment of data stewards and data custodians for each system, and system roadmaps.

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, budget, HR, payroll 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 instructions published by the Office of Financial Management.

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 implementation phases for each enterprise system modernization.

During the spring of 2019 agency stakeholders began identifying agency-level points of contact. These contacts receive all enterprise requests for work efforts and agency deliverables, so that resources can be managed and quality of deliverables maintained.

One Washington team members will be solely dedicated to the modernization effort. Agency staff will participate in workgroups where the time commitment will vary, depending on what phase is underway.

Personal impact

During the implementation of the new finance system, which is the first system in scope: If you are an AFRS user, your business processes will change. In consultation with Deloitte, the people, process, and technology elements of change will be supported by: a) industry best practices that will be adopted across the enterprise, and b) change readiness activities which will be conducted with agencies so that leaders know in what ways, to whom, and how to target change activities.

Under the OCM umbrella, work streams will include: stakeholder engagement and communications, including with state labor partners, training, readiness and progress assessments, and continuous improvement where there are progress gaps. We’ll support agency leaders in managing the human side of change by helping reduce organizational disruption, providing tools to communicate the benefits of the change, and methodology to promote sustained adoption of the new business tool and processes.

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.

We appreciate your feedback and are happy to answer any questions you may have. The best way to contact us is by emailing onewa@ofm.wa.gov.