New Jersey Department of Labor

New Jersey Department of Labor Unemployment Insurance Modernization Program Executive Overview July 2003

Agenda… Executive Summary Outline • Acknowledgement • Project Background • Schedule • Baseline Description • Business Conceptual Design • Technical Architecture • Strategic Plan

Project Background… Acknowledgement • This document and the detailed documents from the project phases, reflect a significant effort on the part of everyone involved with modernizing Unemployment Insurance. This group represented the broad spectrum of DOL employees from Commissioner Kroll, agents in the Regional Call Centers and One Stops, to the Divisions that interact with UI. • Modernizing Unemployment Insurance was a “team” effort and truly reflects the needs of thousands of customers in making New Jersey’s UI Modernization the best in the country.

Project Background… Executive Summary document purpose • The purpose of this document is to provide a broad view of the UI Modernization effort through July of 2003. Since its inception in November of 2002, the State has developed the following plans: • Baseline description • A review of current UI processes and technology • Business process conceptual design • The UI business processes, objectives, and measurements needed for the future state • Technical architecture and interfaces • The technical architecture (and interfaces) needed to support the future business processes • The Strategic Plan • A proposed plan, timeline, resources, organization and associated challenges for the UI Modernization program

Project Background… Executive Summary document purpose • We encourage the reader to use this document as a starting point in looking at UI Modernization. Detailed information is available in the specific deliverable and appendices for each phase. These documents constitute over 1500 pages of additional information. • We hope that this document gives you an understanding of the State’s approach to Modernizing Unemployment Insurance.

Executive Summary… The project plan and schedule • The project (to date – July 2003) has consisted of four phases: • Baseline description: 11/18/02 – 1/24/03 • Business process conceptual design: 1/28/03 – 5/04/03 • Technical architecture and interfaces: 1/6/03 – 6/23 • The Strategic Plan: 6/9/03 – 7/31/03

Baseline Description… Baseline Description Purpose The Baseline Description was designed to inform and provide a fundamental view of the Unemployment Insurance existing processes and technologies. This baseline was critical to the next step, creating the Conceptual Business Architecture – or our blueprint for future service delivery of Unemployment Insurance. In order to ground the blueprint in the reality of service delivery today – but not constrain it – we focused on identifying: • A high-level summary of existing NJDOL UI operations • The major challenges facing UI staff in the course of their work • What is working and what needs improvement – We have highlighted the areas of opportunity in this document • Identifying opportunities for “Quick Wins”. Those efforts that we could start now, not waiting for the completion of this project – We have included a page that describes this effort

Baseline Description… Baseline Description - Opportunities for Improvement NJDOL UI contains committed and hard working people; however it is not able to meet its time-lapse and quality targets or to reconcile its finances fully We have found many opportunities to modernize NJ UIto work efficiently and effectively and to improve its overall performance and customer service Strategy needs to be clearly defined – with a change program agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness

Baseline Description… Baseline Description Opportunities - Strategy Strategy needs to be clearly defined – with a change program agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness There are multiple visions, potentially diverging A clear vision is needed to steer the change program Strategy is not a component of UI culture No overall UI IT strategy driving architecture

Baseline Description… Baseline Description Opportunities - Processes Strategy needs to be clearly defined – with a change program agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness Payment control could be tightened Early process inaccuracies create undiscovered rework Process hand-offs not sufficiently addressed Similar processes are undertaken across UI Customer access is constrained

Baseline Description… Baseline Description Opportunities - People Strategy needs to be clearly defined – with a change program agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness Staff ‘make the system work’ Impact of early retirement incentive has highlighted human resource management issues Mixed culture of old and new wave of employees

Baseline Description… Baseline Description Opportunities – Organization Strategy needs to be clearly defined – with a change program agreed Processes can be made more efficient and accurate People make the system work, but need more support Organization does not fully align or enable the strategic vision Technology constrains Division business effectiveness Organization aligns to a number of visions UI management is historically centralized

Baseline Description… Baseline Description Opportunities - Technology Strategic vision is not supported by a thorough implementation strategy Processes have evolved over time, becoming sub-optimal People have made the system work, but need more support Organization does not fully align, enable strategic vision Technology constrains Division business effectiveness No overall IT strategy; unclear IT ownership and accountability Current IT applications and architecture are inflexible Information is in more than one place and inconsistent IT projects have inadequate governance, control and alignment

Baseline Description… Baseline Description - Quick Wins • Starting with the Baseline Description effort, many participants in UI Modernization have suggested ‘quick win’ changes that could be implemented immediately and thereby start improving the work environment. • In order to give these ideas their full due, the Division created a parallel work stream to the main UI Modernization process. • Potential quick wins are assessed with the expectation that the cost-effective and appropriate opportunities will be implemented as soon as is possible, and need not be encumbered by the UI Modernization implementation timeline. • Examples of quick wins include: • Posting ranges of social security numbers being serviced by the RCC on a board next to One Stop courtesy phones, so that claimants do not waste time on the phones only to learn that their SSN is blocked • Communicating to claimants that they do not qualify for a particular UI benefit check more simply and clearly than sending a non-negotiable check • Providing voicemail for certain staff positions, so that they are more accessible for claimants and employers (for example, adjudicators) • Using existing scheduling software to set up Interstate adjudication sessions

Conceptual Design… Conceptual Design – drivers • Having reviewed the current state-of-affairs through the Baseline Description, we started the Conceptual Design process. As part of the Conceptual Design process, we reviewed the drivers for change. These included: • New Jersey demographics are changing rapidly - tides within the workforce employer base are shifting and substantial numbers of New Jersey’s current workforce are “baby-boomers”, including a huge number of the agency’s own employees. This shift in demographics is also shifting customer service needs. These needs are substantially different from the last State UI modernization effort (mid -1980s). • Impacted by the counter-cyclical effects of the first major economic downturn in over a decade, the agency is currently suffering with a substantially increased workload, an increasingly frustrated staff, and greater employer and claimant demands. • The US congress, through the Reed Act has provided substantial funds to the States (including New Jersey), to streamline and modernize their Unemployment Insurance services.

Conceptual Design… Conceptual Design – drivers (continued) • The UI Division recognizes the need and possesses the commitment (and the funding) to improve UI customer service by combining industry best practices, redesigning workflow effectively and efficiently, and by updating supporting technology. • In recent years, legacy systems and associated business processes, some of which are more than two decades old, have been updated with patchwork ingenuity. However, investments in replacement infrastructure were cost-prohibitive, so these systems have sadly fallen far behind in their ability to serve today’s workload demands and customer expectations. As a result, all stakeholders suffer.

Conceptual Design Summary… Conceptual Design - the emphasis on business design • A basic business tenet is that SYSTEMS MUST SUPPORT BUSINESS PROCESSES. So, before a modern UI system is designed and built, the Division took the critical step of reviewing and redesigning its business processes through this step (the Conceptual Design). • Leadership has also recognized that the best approach to developing business processes requires a collaborative effort – input from across the Department of Labor and OIT (from front-line staff through to senior managers) and from its customers (claimants, employers and partner agencies).

Conceptual Design… Successful Projects need a framework • As part of the Business Process Conceptual Design, the team used an approach that built and expanded on a vision oriented framework. This framework sets the foundation for the UI Modernization blueprint • The first step in creating the creating the Business Process Conceptual Design was the development of the vision

Conceptual Design… Conceptual Design – The Vision for UI Modernization • We will deliver revolutionized unemployment insurance services, while maintaining the integrity of the Trust Fund • At each point of customer contact, we will provide a fair, friendly and high quality service to every member of the workforce community • For claimants, we will help them to focus on reemployment by making the claims process timely, efficient, and informative. We will also help them to access related government services by improving referrals from UI, in partnership with the workforce community • For employers, we will simplify correspondence and improve our responsiveness. We will treat employers as partners in the provision of unemployment insurance • For staff, we will empower them to deliver superior service by ensuring a stable work environment, creating equal opportunities for career growth and providing appropriate tools and training to do the job. We will treat our employees with the same professionalism and respect they are expected to share with every UI customer.

Conceptual Design… Conceptual Design - UI Modernization objectives • In order to communicate, manage and monitor achievement of our UI Modernization vision, the team developed a comprehensive set of objectives. These include: • The business architect in the Program Management Office (see the Strategic Plan slides for more details on the PMO) will be responsible for monitoring delivery against objectives and measures • For NJ SUCCESS (the name of the new UI Modernization program), we will link every use case (requirements scenario) to delivery of one or more objectives • All UI Modernization projects will need to be justified in terms of how they help to deliver our objectives • Optimize staff resources by balancing workload across the state • Communicate clearly, in a way the customer will understand – including the language they understand wherever possible • Streamline communications using modern tools and encourage customers to use the same tools, particularly employers

Conceptual Design… Conceptual Design - Objectives for UI Modernization (continued) • Where needed, redirect inquiries to the right person to resolve a problem, first time • Improve responsiveness to customer (whether claimant, employer, or internal agency) needs • Treat our customers with respect and not as numbers • Get accurate data from the start – and reuse it to avoid rekeying • Employees will have access to all of a customer's non-confidential data (via their case file) • Apply rules fairly and consistently and maintain regard for due process • All new processes and systems must be flexible and easy to change • Access to UI is available 24/7 • Ensure that staff have the tools and training they need to succeed • Make the Division of UI a fulfilling place to work • Provide a career path to employees

Conceptual Design… Conceptual Design - Objectives for UI Modernization (continued) • Use tools effectively to enable performance management, development and policy improvement • Ensure that our staff have the knowledge, tools and support necessary to deliver the best service they can • Maintain equally the integrity of systems, processes and finances • Maintain the integrity of the trust fund • Support initiatives led by our workforce partners through close co-operation and data-sharing • Ensure that claimants are aware of reemployment and other related services as early as possible • Prevent incorrect payments, before they happen • Allow our UI employees to create their own management reports • Promote customer self-service (via phone, web or email), while preserving in-person service for those who need it • Deliver timely, seamless service without sacrificing quality • Provide superior customer service

Conceptual Design… Conceptual Design - Creating the Blueprint • With a framework established (vision and objectives), we created a blueprint that described the UI of the future. • We started with the acknowledgement that certain processes are necessary to delivering UI services, both today and in the future. These processes include: • Claim intake • Adjudication • Certification • Appeals • Payments • Controls • Revolutionizing UI is not about replacing these processes but rather making them more efficient, timely and, in parallel, enabling our staff to provide superior customer service.

Conceptual Design – Reengineering the Processes • A key activity in developing the blueprint involved reengineering the core processes: • Claim Intake • Adjudication • Certification • Appeals • Payments • Controls • In addition, we developed two new processes • Triage • Route customers quickly and efficiently to the services they need, whether those services be provided by the Division of UI or one of its partners • Route customers with more complex inquiries or needs to a customer service representative • Allow customers to get answers to straight-forward questions on their own, quickly • Preventing Overpayments • Identify at claim entry – those claims that have potential problems (e.g. invalid social security numbers, duplicative claims under the same social security number, etc.) The following pages highlight the key additions and changes to the reengineered processes

Conceptual Design… Conceptual Design - Creating the Blueprint: Changes Providing multiple means for customers to communicate with us in real-time (phone, internet, in person) and for us to communicate with our customers Enabling customers to self serve wherever possible Establishing a triage function that enables a quick assessment of a customer’s needs and linking him/her to the service that they need Enabling UI staff to view and work with a claimant’s or employer’s full case information easily (everything from claims to appeals information) Allowing claimants and employers to update specific information (e.g. address, etc.) depending on the claim processing step Improving coordination between UI partners through phone/internet web links Enabling claimants and employers to access (by phone or internet) their own case information Enabling claimants and employers to interact with UI on a 24 hour, 7 day a week basis

Conceptual Design… Conceptual Design - Creating the Blueprint: Changes Providing meaningful training and career paths better to enable our workforce Providing UI staff with the ability to create their own reports Preventing improper payments or overpayments by performing systematic cross checks at multiple points in the life of a claim (at claim entry, certification, etc.) Linking performance throughout the agency - from Division objectives & measures to PARs Create a channel for comments that enables all staff to propose process / policy improvements and a and feedback loop to inform them of the results Enabling what if analysis on process changes before they are implemented – understanding the ramifications of decisions early Providing different payment options: direct deposit and debit cards Showing all UI staff the end-to-end process, where their roles fit in, and how their efforts contribute to overall success

Technical Architecture… Technical Architecture - Supporting the Business Processes The Business Process Conceptual Design (BPCD) identified a clear vision for future UI services: “We will deliver revolutionized unemployment insurance services,while maintaining the integrity of the Trust Fund. At each point of customer contact, we will provide a fair, friendly andhigh quality service to every member of the workforce community.” This is a high quality customer service vision that will require investments in new Information Technology

Technical Architecture… Tech Architecture – Objectives and business principles have technical implications • The Business Conceptual Design identified Objectives and business principles that had strong technical implications: • Customers will be able to access a holistic UI electronic case file remotely • Prevent incorrect payments, before they happen • Maintain equallythe integrity of systems, processes and finances • There must be ‘one system’ and uniform, easy to access data • Get accurate data from the start – and reuse it to avoid redundancy • …therefore information needs to be captured and stored electronically • Optimize staff resources by balancing workload across the state • Use tools effectively to enable performance management, development and policy improvement • Use workflow and case management to optimize end-to-end case processing • … therefore processes need to be measured and managed • Automate the repetitive tasks, thereby freeing up staff to help our customers • Encourage remote self-service (via phone, web or email) • Streamline communications using modern tools and encourage customers to use the same tools, particularly employers • … therefore efficiency improvements need improved automation

Technical Architecture… Tech Architecture – Objectives translate into functionality typical of modern systems • Information needs to be captured electronically implies… • Digital imaging and recording • Robust electronic forms • Ecommunications with all customers and partners • Electronic case file • Integration with workforce partners’ applications and packages • Advanced configurable reporting and business intelligence capabilities to support operations management, research, Federal reporting and strategic planning • Processes need to be measured and managed implies… • Multi-level fine granular role based security, with detailed audit trail • Integrated control and monitoring tools – for processes and systems • Workflow, business rules engine, customer relationship management, content management, imaging and document management functionality Efficiency improvements need improved automation implies… • Business logic and workflow must be easily configurable – and not reliant on a technical specialist • Easily expandable – for example, easy to add a new benefit program • Scalable, robust and flexible to adjust to variations in workload • Services available to customers and staff, 24x7 • A common look and feel for all modules, easy navigation and rich functionality

Technical Architecture - Requirements • Beyond the inherent requirements needed to fulfill business processes, the State defined a number of technically oriented requirements for the new architecture: • Use a modern technical architecture • Use industry common standards and protocol • Use a common look and feel for all modules, easy navigation and rich functionality • Easily integrated with the external applications and packages • Build in, or integrated with: workflow, BRE, CRM, content management • Use multi level fine granular role based security solution with a detailed audit trail • Integrated with an imaging and document management solution • Incorporate easily configurable business logic and workflow capabilities • Use an open architecture • The solution is scalable • Integrate with external control/monitoring tools • Use advanced configurable reporting and business intelligence capabilities • Enable 24x7 service delivery capability • NJ SUCCESS is easily maintained (easy to troubleshoot problems)

Technical Architecture…. Technical Architecture – A five layered approach To accomplish these requirements, we developed a five layered – technical architecture that would accomplish the desired requirements

Technical Architecture… Technical Architecture - required technologies by layer We identified the technologies needed at each of the layers

Technical Architecture… Tech Architecture – existing experience in NJ We found that the State (through OIT and DIT) is already experienced with the majority of UI Modernization’s proposed technologies (technologies depicted with the orange backgrounds in this diagram)

Technical Architecture – A new benefit system • As the new benefit system, NJ SUCCESS: • New Jersey’s State Unemployment Compensation Claimant (and) Employer Service System • incorporates new approaches: • Iterative development • Joint Application Design sessions • Operational Data Stores • A Common business rules engine • Consolidating all functions into the core modules • The next two pages illustrate the current IT context (LOOPS) and the future NJ SUCCESS context (with the consolidated functions)

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ASES ASES ASES ASES ASES ASES ASES ASES (child support) (child support) (child support) (child support) (child support) (child support) (child support) (child support) Core online benefit capture applications Core online benefit capture applications Core online benefit capture applications Core online benefit capture applications Core online benefit capture applications Core online benefit capture applications Core online benefit capture applications Core online benefit capture applications Web Web Web Web Web Web Web Web Web Web Web Web IVR IVR IVR IVR IVR IVR IVR IVR claims claims claims claims Secure File Secure File Secure File Secure File Secure File Secure File Secure File Secure File payments payments payments payments claims claims claims claims (Conversant) (Conversant) (Conversant) (Conversant) (Conversant) (Conversant) (Conversant) (Conversant) Transfer Transfer Transfer Transfer Transfer Transfer Transfer Transfer ICON ICON ICON ICON ICON ICON ICON ICON IEVS IEVS IEVS IEVS IEVS IEVS IEVS IEVS IBIQ IBIQ IBIQ IBIQ IBIQ IBIQ IBIQ IBIQ Internal Internal Internal Internal Internal Internal Internal Internal NJ SUCCESS NJ SUCCESS SUCCESS SUCCESS SUCCESS SUCCESS SUCCESS SUCCESS Audit Audit Audit Audit Audit Audit Audit Audit Interfaces for Interfaces for Interfaces for Interfaces for Interfaces for Interfaces for Interfaces for Interfaces for cross matches cross matches cross matches cross matches cross matches cross matches cross matches cross matches [ODS] [ODS] [ODS] [ODS] [ODS] [ODS] [ODS] [ODS] Wage Wage Wage Wage Wage Wage Wage Wage BARTS BARTS BARTS BARTS BARTS BARTS BARTS BARTS with external with external with external with external with external with external with external with external Reporting Reporting Reporting Reporting Reporting Reporting Reporting Reporting (or other tool) (or other tool) (or other tool) (or other tool) (or other tool) (or other tool) (or other tool) (or other tool) systems systems systems systems systems systems systems systems Crossmatches Crossmatches Crossmatches Crossmatches Crossmatches Crossmatches Crossmatches Crossmatches One Stop partners, One Stop partners, One Stop partners, One Stop partners, One Stop partners, One Stop partners, One Stop partners, One Stop partners, Workforce NJ, TDI, Workforce NJ, TDI, Workforce NJ, TDI, Workforce NJ, TDI, Workforce NJ, TDI, Workforce NJ, TDI, Workforce NJ, TDI, Workforce NJ, TDI, HS, Attorney HS, Attorney HS, Attorney HS, Attorney HS, Attorney HS, Attorney HS, Attorney HS, Attorney General, Treasury, General, Treasury, General, Treasury, General, Treasury, General, Treasury, General, Treasury, General, Treasury, General, Treasury, EA, Banks EA, Banks EA, Banks EA, Banks EA, Banks EA, Banks EA, Banks EA, Banks DABS DABS DABS DABS DABS DABS DABS DABS Files for a Files for a Files for a Files for a Files for a Files for a Files for a Files for a letters, scan letters, scan letters, scan letters, scan letters, scan letters, scan letters, scan letters, scan ACH ACH ACH ACH ACH ACH ACH ACH Employer Accounts Tax Systems Employer Accounts Tax Systems Employer Accounts Tax Systems Employer Accounts Tax Systems Employer Accounts Tax Systems Employer Accounts Tax Systems Employer Accounts Tax Systems Employer Accounts Tax Systems card, scan card card, scan card card, scan card card, scan card card, scan card card, scan card card, scan card card, scan card Financial Financial Financial Financial Financial Financial Financial Financial record, check record, check record, check record, check record, check record, check record, check record, check Exp. rating Exp. rating Exp. rating Exp. rating Exp. rating Exp. rating Exp. rating Exp. rating interfaces interfaces interfaces interfaces interfaces interfaces interfaces interfaces printing, etc. printing, etc. printing, etc. printing, etc. printing, etc. printing, etc. printing, etc. printing, etc. OSOS OSOS OSOS OSOS OSOS OSOS OSOS OSOS Wage& Wage& Wage& Wage& Wage& Wage& Wage& Wage& Employer data Employer data Employer data Employer data Employer data Employer data Employer data Employer data EEIN/INVALID 9 EEIN/INVALID 9 EEIN/INVALID 9 EEIN/INVALID 9 EEIN/INVALID 9 EEIN/INVALID 9 EEIN/INVALID 9 EEIN/INVALID 9 CTTS CTTS CTTS CTTS CTTS CTTS CTTS CTTS Revenue Division Revenue Division Revenue Division Revenue Division Revenue Division Revenue Division Revenue Division Revenue Division Technical Architecture… Technical Architecture – NJ SUCCESS Context Diagram

Strategic Plan… Strategic plan - requirements • Early on, we articulated a number of conditions, or requirements, for UI Modernization that helped define the strategic plan, the recommended timeline and estimated costs: • The program should follow best practices. The best practices include: • Using a rapid application development (RAD) methodology • Implementing a Program Management Office to manage the delivery of the whole portfolio of UI Modernization projects • The plan should include projects to deliver early value and thereby maintain program momentum. • This condition is met by the foundational projects • The program should follow a graduated rollout, running in parallel the current UI systems and the new system, the New Jersey State Unemployment Compensation Claimant and Employer Service System (NJ SUCCESS) • The proposed ‘geographic’ rollout approach supports this condition (see the interfaces report for more information) • We should use State resources as much as possible • All the priority foundational projects will be developed by State staff • Knowledge transfer and role shadowing will be part of the required approach to NJ SUCCESS build, to be delineated in the RFP • The design, development, testing and implementation of NJ SUCCESS will require the services of a vendor – with an anticipated start date of 10/1/04

Strategic Plan… Strategic plan - assumptions • The strategic plan approach, recommended timescales and indicative resource requirements rely on the following key assumptions being met: • Our team has the knowledge and experience to participate in appropriate management and technical positions • All vendors will provide knowledge transfer and relinquish their roles (percent to be determined during the development of the RFPs) to State employees over the balance of their assignments • We will access funding (through Reed Act monies) to accomplish the modernization effort • We will utilize contractors to supplement State staff - ongoing • We will successfully accomplish change management in parallel with developing the new IT software • We will use OIT as an internal IT vendor (particularly for the foundational projects)

Strategic Plan… Strategic Plan - program of work • UI Modernization consists of five workstreams: • Foundational projects • NJ SUCCESS procure, build and roll out • UI business change projects • State IT capability enhancement projects • Program management • The first four workstreams are logical groupings of projects. These projects cover the major activities required for the subsequent phases of UI Modernization. • Underpinning these four workstreams is the overall Program Management Workstream. Thiscomprises the key set activities required to ensure that all the components of the UI Modernization program are working in sync – I.e., that requirements are met, to deliver our objectives and ultimately to deliver our vision. • Program management tasks will include program control, leadership and providing support and quality assurance to every project. The PMO will also ensure that change is pro-actively planned, so that transitions are smooth for all stakeholders involved. • Establishing an effective Program ManagementWorkstream is crucial to maintaining control of our own destiny.

Strategic Plan… Strategic Plan - program of work (continued) • Foundational projects are IT development projects, separate from the core NJ SUCCESS system, which are planned to be delivered by State teams. These projects include digital recording (which is intended to provide improved supervisory review and staff training and therefore better customer service); direct deposit option for UI benefit payments; creation of an operational data store, data dictionary, data warehouse and IVR consolidation. As currently planned, State staff will develop and implement key priority foundational projects before the construction of the NJ SUCCESS system. • NJ SUCCESS procure and build includes the development of the RFP, issuing the RFP, procurement, and award. A key assumption is that we will partner with a vendor that will adopt a Rapid Application Development (RAD) approach to building NJ SUCCESS. We will retain control of delivery and provide resources to enable truly successful knowledge transfer. • UI business change projects will implement culture, organization and customer service improvements. Some projects will be independent of the IT development workstreams; others focus on capitalizing on IT improvements. These projects will run over the lifetime of the UI Modernization program. • State IT capability enhancement projects will ensure that we, the State, have the skills, organization and capacity to partner with the vendor and to take over the system when it is in production. These projects will run over the lifetime of the UI Modernization program.

Strategic Plan… Strategic Plan - Recommended timeline • Program Management Office set up and implemented by 9/1/03 • NJ SUCCESS RFP ready for issue by 02/28/04 • NJ SUCCESS vendor starts by 9/30/04 • NJ SUCCESS designed, developed and ready for a phased implementation by 9/30/2006 • Priority foundational projects: most completed by 9/30/04 • 4 operational data store (ODS) projects • 2 of the 5 IVR projects • epayments (probably direct deposit of benefit payments) • implementation of digital recording • UI business change projects • ongoing through the implementation of NJ SUCCESS • State IT capability improvement projects • ongoing through the implementation of NJ SUCCESS We can achieve this timetable only if the assumptions previously listed are followed

Strategic Plan… Strategic Plan - recommended timeline

Closing… Executive Summary - Closing • We hope that this document gave you an understanding of the State’s approach to Modernizing Unemployment Insurance. • We encourage the reader to visit the detailed information available in each of the specific deliverable and appendices for each phase: • Baseline Description • Business Process Conceptual Design • Technical Architecture and Interfaces • Strategic Plan

New Jersey Department of Labor