March 25, 2010

Digitizing DataGovernment’s Growing IT Management Challenge

SPONSORED BY

Opening Remarks

Tod Newcombe

EditorEditor

GOVERNING

Today’s Agenda

Opening RemarksModerator, Tod Newcombe, Moderator, GOVERNING

Sponsor Remarks

– Shail Trivedi, Senior Government and Utilities Business Consultant, Experian QAS

Panel Panel

– Tod Newcombe, Editor, GOVERNING

– Steve Towns, Executive Editor, GOVERNING

– Michelle Leach, Project Manager, Paperless Workflow Project, California Department of Insurance

Q & A

Closing RemarksModerator, Tod Newcombe, Executive Editor, GOVERNING

Sponsor Remarks

Shail Trivedi

Senior Government and Utilities

Business ConsultantBusiness Consultant

Experian QAS

• Address data quality software and services provider • Capture, validate, cleanse and standardize customer contact information at point of capture• Deliver a real-time customer data verification solution (business or consumer) in order to:

Cut costs•Billing/Mailing

•Call Center

•Rework

•Training

Improve data quality•Standardization

•Eliminate typos

•Eliminate guesswork

•Eliminate incomplete

Improve customer

service•Reduce call volume

•Reduce talk times

•Increase 1st contact

Experian QAS

• Over 11,000 customers globally– Working with both State and Local Government Agencies

•Training •Eliminate incomplete

information•Increase 1st contact

resolution

•Increase accuracy

GOVERNING

Tod Newcombe

EditorEditor

GOVERNING

Digitizing Data Trends in Government

•Capturing data from paper still predominates

•Paperwork continues to grow

•Managing information on paper is costly

•What drives the use of paper in government

•The goal: enterprise content management

•The barriers to digitizing data

GOVERNING

Steve Towns

Executive Editor

GOVERNING

Digitizing Citizen Service

Question View &

Download

(Print & Fill)

Submit

Online*

Transact

Online**

Building Permits

(county)

46% 20% 28%

Building Permits

(city)

60% 22% 22%

Tax filing and 32% 31% 62%Tax filing and

payment (county)

32% 31% 62%

Tax Filing and

Payment (city)

17% 11% 42%

Parking tickets or

traffic citations

(county)

16% 12% 35%

Parking Tickets or

Traffic Citations

(city)

21% 19% 67%

Sharing, Storage and Management

Sharing Digital Information

•About 50 percent of city and county governments have

adopted information and data standards that promote data

sharing.

•About 20 percent said they currently are working on this.

Storage and Management

•About 50 percent of respondents have developed city- or

county-wide approaches for knowledge resource

management.

•Roughly 20 percent are working this.

California Department of Insurance

Michelle Leach

Project Manager, Paperless Workflow

ProjectProject

California Department of Insurance

Paperless Workflow Initiative

When the California Insurance Commissioner Steve Poiznertook office in January 2007, one of his top priority initiatives was to make the department as Paperless as possible.

The Project Vision is:

Improve services and reduce waste of State resources by eliminating the large volume of paper-based transactions and recordkeeping that exists

throughout the department.

Install an Electronic Document Management System (EDMS) and transform to using electronic-based transactions and recordkeeping

Paperless Workflow Feasibility Study

In December 2008, the CDI completed a Feasibility Study to determine a solution for the Commissioner’s Initiative. In summary, the business case for approval of the project is based on the following benefits to the State:

• Reduces staff time for maintenance of paper files.

• Saves office storage space.

• Eliminates staff time to manually process paper forms.

• Reduces staff time to locate, retrieve, version, and archive documents.

• Increases staff time for handling their regulatory workload.

• Provides quality on-line services to consumers and industry.

• Aligns with efforts to operate using “green” methods to support a cleaner environment.

Paperless Workflow Project Funding

By May 2009, the CDI got approval from the State Department of Finance to

procure an Enterprise-wide Electronic Document Management System

(EDMS).

• The total budget for the fully implemented system is $10M.•

• The budget would be divided over three fiscal years.

• The California Legislature approved the project and funding, with

conditions that the CDI submit a request for budget approval each

fiscal year, and provide an annual report on the progress of the project.

Paperless Workflow Procurement

In September 2009, the CDI awarded a contract to a solution vendor.

• There were some delays during procurement, resulting in 11 months to

complete the process.

• The CDI released a Request for Offer and Statement of Work defining

the requirements for a solution and asked vendors to submit a proposal.the requirements for a solution and asked vendors to submit a proposal.

• The CDI received and evaluated five proposals based on criteria for

technical requirements, vendor experience, and cost.

Project Phasing

The project is divided into three fiscal year phases:

Phase One: All hardware and software will be purchased and installed during this phase in support of the full three year project implementation. This phase will provide a limited release production deployment of seven key processes and validate technology, security and system integration within the CDI infrastructure.

Phase Two: Deployment of the full enterprise document repository and implementation of the solution for selected high-value processes (beyond the seven Phase Two: Deployment of the full enterprise document repository and implementation of the solution for selected high-value processes (beyond the seven key processes deployed in Phase One) which will be determined by conducting a business process analysis.

Phase Three: Deployment of scanning capabilities to capture incoming documents into the repository and route to the appropriate users/processes. Replacement of CDI’s existing document management systems will also be accomplished. The phase will include further implementation of remaining high-value business processes. And, public access to CDI documents stored in the repository will be provided.

Paperless Workflow Project Team

The Project Team is organized into sub-teams, and consists of the following vendor and CDI staff resources*:

– Project Office• (1) Vendor Staff; (1) PM Consultant; (1) CDI Project Manager

– Technical Team• (3) Vendor Staff; (4) CDI IT Staff

– Functional Team• (1) Vendor Staff; (5) CDI IT Staff

Training Team• (1) Vendor Staff; (5) CDI IT Staff

– Training Team• (1) Vendor Staff, (2) CDI Program Staff. (1) CDI IT Staff

– Testing Team• (2) Vendor Staff, (2) CDI IT Staff

– Communications and Organizational Change Team• (1) PM Consultant, (1) Vendor Staff, (3) CDI Program Staff

– Records Management/Taxonomy Team• (8) CDI Program Staff

– Legal Support Team• (2) CDI Program Staff

*resources are not based on full time

Paperless Workflow Project Timeline

The Project milestones are scheduled as follows:

• Phase One

• Project Kick-off November 16, 2010

• Planning/Analysis/Requirements February 05, 2010

• Design April 30, 2010

• Development June 14, 2010

• Testing July 05, 2010• Testing July 05, 2010

• Training July 19, 2010

• Production July 26, 2010

• Phase Two

• Production June 17, 2011

• Phase Three

• Production June 17, 2012

California Department of Insurance

Thank you

Michelle LeachDepartment of Insurance

Information Technology Division(916) 492-3362

Q & A

Moderator, Tod Newcombe, Editor, GOVERNING

Shail Trivedi, Senior Government and Utilities Business Consultant, Experian QASConsultant, Experian QAS

Steve Towns, Executive Editor, GOVERNING

Michelle Leach, Project Manager, Paperless Workflow Project,

California Department of Insurance