1. SHARE Michael Chmura, SHARE Special Projects Leader
SHARE Special Project General Services Department SHARE Benefits Optimization – Closeout August 27, 2014
General Services Dept.
Karen Baltzley, CIO
Gayle Kenny, Bureau Chief, Employee Benefits Bureau
SHARE
Michael Chmura, SHARE Special Projects Leader

2. SHARE Benefits Optimization Project Justification
Oracle was contracted by GSD in FY2011 to conduct a Health Assessment for the SHARE Benefits Module
The assessment identified findings related to:
Benefits Administration errors
Data Clean Up to Address Data Integrity Risks
Business Process Issues
Training
System Configuration
Automation
SHARE System Security
Implementation of Self-Service

3. SHARE Benefits Optimization Funding Source
Cert. Date
Cert. Amount
Funding Sources
6/26/2013
$46,000.00
Laws 2013, Chapter 227, Section 7(5)
7/24/2013
$711,200.00

4. SHARE Benefits Optimization Goals
Update and re-define security roles and permissions
Implement Security roles for State and TPA staff. Employee Benefits was outsourced to Erisa, Inc. in April 2013
Down-size Benefits Administration security for State staff in lieu of the TPA
Create security and IDs for State employee end-users for Self Service
Define Business Process Requirements and workflows for State Human Resources (HR) and Employee Benefits Bureau (EBB) staff to take effect after Benefits Administration for State Employees have been transitioned to TPA
Implement Employee Self Service in SHARE related to Benefits Administration
Resolve technical issues that contribute to inefficiencies in work flow processes, data processing errors, and system performance
Reduce or eliminate manual processes related to Benefits Open Enrollment
Implement other high-medium rated priority assessment recommendations as defined during planning phase
11/22/2018

5. SHARE Benefits Optimization System Fixes/Changes
The following tasks were successfully completed. These changes have increased efficiency and more accurate/streamlined processing for employee benefits within the SHARE module. The changes have also helped to prevent/reduce the number of common data entry errors causing incorrect benefit coverage to occur.
Over 40 benefits-related business processes were updated and documented for reference and training of new staff
Chronic and recurring errors on the benefits enrollment file sent to carriers were fixed which improved processing time and elimination of recurring errors
Modified application security reducing HR access to benefits-related tasks to mitigate the number of data entry errors by centralizing input via the GSD/RMD third party administrator.
Reconfigured system to support increased efficiency and accurate processing
Created analysis reports to monitor transactional activity
Adjusted and implemented controls in support of State Life Insurance mandates
Established nightly batch processing to ensure proper process sequencing and reduce errors

6. SHARE Benefits Optimization System Fixes/Changes
Addressed data integrity errors
Cleaned up tens of thousands of rows
Implemented numerous “hard stops” to prevent erroneous data entry
SHARE reports and queries were created to allow identification of data and processing errors and to provide ability to conduct regular quality assurance activities
Developed processes and related procedures to handle overage dependents (26)
Terminated coverage for inactive employees
Developed solution to allow cross-agency access to terminated employees
Automated the new hire benefits enrollment process
Developed and configured a solution in support of the State’s Domestic Partner benefits processing
Trained staff on new and revised processes to improve processing of employee benefits and reduce data entry errors

7. Project Success and Accomplishments
Project Successes
Factors That Supported Success
Dedicated business owners and business process re- engineering
System and Business Process Changes significantly impacted these stakeholders requiring them to be very flexible and involved in the project.
Business Process Re-engineering
Over 40 Business Processes were re-engineered, staff was trained and process changes were implemented
Knowledgeable contractor staff with expert knowledge of People Soft Ben Admin
Supportive, flexible and PeopleSoft skilled project team (functional and technical)
Significant edits to system have helped reduce data entry errors
Implementation of system “stops”
Significant funds were saved as a result of the State and vendor project teams utilizing and implementing the Oracle Health Assessment roadmap and recommendations with little variation
Existing FY11 Oracle Health Assessment provided a foundation for business and technology requirements and allowed for the quick implementation of the roadmap
to meet recommendations from Oracle assessment
GSD project team was able to provide automated online enrollment capabilities by GSD Technical & System Support IT staff developing a web form and backend database in-house.
Due to the change in direction received by the Project team to put the SHARE e-benefits on hold, the project team was able to implement an alternative solution. Although the web application is not 100% efficient because it is not integrated into SHARE, the application does provide for greater levels of data input accuracy into SHARE due to increased clarity of enrollment forms, forced formatting and data capture.

8. Lessons Learned
Ensure Governance Structure is followed and there is active participation by all members. Follow documented communication plan and define escalation plan to address project issues/concerns.
• Define the Change Management Plan as it relates to system and business process changes.
• Automate the current SHARE manual required paper and forms process with a more consolidated approach by developing an online system with workflows to help track the approvals and manage development effort and progress.
• Allocate a SHARE Project Manager as the single point person who will be engaged in the project and will actively manage code migration and changes to improve process and provide a quicker turnaround for system changes to be tested and implemented. More collaborative effort between the SHARE PM and Project Vendor PM is needed to mitigate risk, overcome obstacles and provide higher levels of project management.
• Ensure there are adequate functional and technical resources allocated to the project to avoid single person dependencies and turn over which caused communication issues and delays in the review and approval process for changes to be implemented.
• The existence of important competing SHARE initiatives conflicted with the Benefits Optimization project schedule, (i.e., re-platforming and payroll (court ruling) effort) and was not communicated well with Project team.
• Build and account for SHARE initiatives in the overall State portfolio of projects to ensure accommodation of schedules, reduce resource contention and synchronization of projects can be accomplished.
• A SHARE project of this size requires consultants with a high level of PeopleSoft knowledge and expertise during initial certification and planning phases.

9. SHARE Benefits Optimization Project Budget
Description
Appropriation
Expense
Balance
Appropriation Amount
$757,200.00
Project Management, Technical/Functional Implementation & Consulting
$611,654.70
IV&V
$23,260.31
TOTAL SPENT
$634,915.01
BALANCE
*allocated for eBenefits when approved to complete full implementation and roll out to end users
*$122,284.99

10. SHARE Benefits Optimization
Requesting Approval For Project Closeout