COUNTY OF RIVERSIDE ENTERPRISE SOLUTIONS FOR PROPERTY TAXATION

Size: px

Start display at page:

Download "COUNTY OF RIVERSIDE ENTERPRISE SOLUTIONS FOR PROPERTY TAXATION"

Peregrine Francis
6 years ago
Views:

1 COUNTY OF RIVERSIDE ENTERPRISE SOLUTIONS FOR PROPERTY TAXATION PRESENTERS PANEL GUESTS DON KENT RIVERSIDE COUNTY TREASURER- TAX COLLECTOR LARRY WARD ASSESSOR - COUNTY CLERK - RECORDER KAN WANG PROPERTY TAX SYSTEMS IT OFFICER JIM STEWART THOMSON REUTERS SR PROJECT MANAGER DEBBIE BASHE TREASURER- TAX COLLECTOR IT OFFICER JUNE 11, 2014

2 Riverside Property Tax Profile Tax Year Potential Revenue Statistical Basis $2.265 Billion general levy $529 Million special assessment $ Billion property tax roll 906, 329 secured assessments 34,356 unsecured assessments $2.244 Billion general levy $516 Million special assessment $ Billion property tax roll 904,479 secured assessments 34,711 unsecured assessments $2.246 Billion general levy $513 Million special assessment $ Billion property tax roll 903,905 secured assessments 36,578 unsecured assessments

3 Riverside Challenges Mainframe System from Year old technology Diminishing expertise Increase cost of ownership Inability to facilitate changing processes Many ancillary and manual systems

services to the public ACO ACR TTC Mission: Unite and

4 Program Vision & Mission Vision: Modernize solutions that empower the county to deliver exceptional services to the public ACO ACR TTC Mission: Unite and collaboratively implement a new integrated property tax system

5 Program Sponsorship

6 Executive Steering Committee Elected Officials - Sponsors Departmental Executives Executive Stakeholders County IT CIO & ACIO County Executive Office CREST Program Manager Thomson Reuters Project Manager Steering Committee with Team Leads Elected Officials - Sponsors Departmental Executives - Executive Stakeholders CREST Program Manager CREST Project Team Leads Sponsors Status Meeting Elected Officials - Sponsors Thomson Reuters Managing Director & Project Manager CREST Program Manager Executive Status Meeting Departmental Executives Executive Stakeholders Thomson Reuters Executives & Project Manager CREST Program Manager Program Governance

7 CREST Team Structure

8 Program Approach 2 Step Approach First Step: Process Analysis & Design Ensure the project is People and Process driven, not technology driven Second Step: System Development & Implementation Ensure system selection and development aligns and fulfills defined business requirements

9 Step 1 Analysis & Design To-Be Design As-Is Analysis 6,775 Business Requirements

10 Step 1 Analysis & Design Business Requirements ACO 1,752 General 82 TTC 1,451 ACR 3,490 TTC ACR ACO General 6,775 Business Requirements

Step 1 Analysis & Design Release Version Target Dates * 10.00.

11 Step 1 Analysis & Design Release Version Target Dates * * February August 2014 Post Go- Live Release Total February 2016 Notes Gap Fit/ Complete Customer Integration Testing - CIT (Test 1/3) Pre UAT (Test 2/3) Final UAT (Test 3/3) Process Change CREST 1,485 3, Post Go-Live Release 392 5,810 (965 closed) 6,775 Business Requirements

12 Step 2 Development & Implementation Source: Rational Edge Dec 2002

13 Program Management Competing Constraints Quality Failure is not an option! Assess, Collaborate, Mitigate Risk Scope ~6,775 Requirements CREST ~40 staff Plus vendor teams Staff Budget 10 years ~$90 million Time Contractual Go-Live Feb 2015

14 Program Management Execution Strategy Work Streams (Sub-Projects) Data Conversion Infrastructure Build-Out Quality Assurance E-Gov Vendor Development & Configuration Reports Development User Training Communications System Integration Post Go-Live M & O

15 Program Streams

16 Program Key Phases Aug-Sept 2014 V10.01 Pre-UAT Nov-Dec 2014 V10.01 UAT Jan-Feb 2015 Go-Live Jan 2015 V10.02 Release Apr-Aug 2014 Conversion Round 13 Jun-Jul 2014 Train-the- Trainer Jan-Jun 2013 Schedules Revised Aug-Nov 2013 Conversion Round 11 Aug-Feb 2014 Workshops Nov-Apr 2014 Conversion Round 12 Mar-Jun 2014 V10.00 CREST Integration Testing (CIT)

17 Program Current Status Where are we today Dev & Config: v 10.0 Release & Baseline Configuration Data Conversion: Conversion Round 12 / 15 Quality Assurance: CREST Integration Testing (CIT) Round User Training: Training Curriculum Development System Integration: EMC Documentum & GIS Integration Implementation & Testing Reports Development: Development Infrastructure: Production Environment Build Out & Performance Benchmarking E-Gov: Integration & Content Development Post Go-Live M&O:IT Service Management Planning & Design

18 Test Strategy TR Engineering TR TFS TR Product/Design 5 Defects 6 Resolution Status TFS ID File Share Statuses New Manatron = (2/3) CREST confirmed new issue for TR BA triage Pending Manatron = (4/5) TR BA confirmed and triaging Open CREST = (7) CREST & TR BA confirmed back to CREST Open TFS = (6) TR BA confirmed defect TFS item Escalation - CCB = Change Control Board for decision/change order File Share 7 Sync 2 Load Issues CREST HP-QC 4 Resolution Disposition Status 3 Triage Issues 1 - Log Issues Status 8 Track and Verify TR BA Teams C o l l a b o r a t e CREST Teams

operations and mitigation during blackout period Mainframe to

19 Go-Live Strategy Downtime Currently the plan is to target 4 weeks of blackout period Analyzing mission critical operations and mitigation during blackout period Mainframe to be in Read-Only state Decisions on posting payments during blackout period

20 Go-Live Strategy Process Considerations Billing in old system and collecting in new system Which processes are typically done in February that may have to be delayed? IPP Notices Addenda Additional requirements to be delivered post go-live Developing workarounds for post go-live functionality

21 Recommendations Key Success Factors ACO Three departments elected officials united and committed to the success of the project ACR TTC Dedicated and focused CREST team throughout the whole program life cycle CREST Team PM Leads Leads Leads

Recommendations Key Success Factors 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000,000 500,000 - Additional NCC Funding Requirement Use of Existing Property Tax

22 Recommendations Key Success Factors 5,000,000 4,500,000 4,000,000 3,500,000 3,000,000 2,500,000 2,000,000 1,500,000 1,000, ,000 - Additional NCC Funding Requirement Use of Existing Property Tax System Designation FY 2017 Funding Required FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY ,000,000 5,000,000 4,000,000 Committed multi-year budget throughout the project life FY 2015 Funding Required Additional NCC Funding Requirement Use of Existing Property Tax System Designation PTAF Scenario 3,000,000 2,000,000 1,000,000 - FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020

23 Recommendations Phased vs Big Bang

24 Recommendations Balance of time in Step 1 between As-Is and To-Be As-Is To-Be

25 Recommendations Vendor & County Operational Frameworks County Project Lifecycle Vendor Product Release Lifecycle Analysis Analysis Design Develop Design Test Analysis Design Develop Develop Test Analysis Design Develop Test Test time time

26 Screen Demonstration Info Center

32 Screen Demonstration Payment Plan

42 Thank You! Questions? Contact Information Kan Wang Tel: Debbie Bashe Tel:

ISO STANDARD IMPLEMENTATION AND TECHNOLOGY CONSOLIDATION

ISO STANDARD IMPLEMENTATION AND TECHNOLOGY CONSOLIDATION Cathy Bates Senior Consultant, Vantage Technology Consulting Group January 30, 2018 Campus Orientation Initiative and Project Orientation Project