The driver for all services should be consumer demand, unless inconsistent with Program values

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1 The following is a summarized view of the IT Strategic Planning Gap Analysis that was completed in Items that are not relevant to the modernization of the legacy recordkeeping system and gaps that are no longer issues have been removed. PHILOSOPHIES AND DRIVERS The following are overarching ideas and philosophies that were used as the foundation for developing alternatives to address the GAPS noted in this document. The driver for all services should be consumer demand, unless inconsistent with Program values Remain competitive as a program for both employer and participant services Improve technology to support web initiatives (internal or external) o Technology o Processes o Resources to support Whenever appropriate and cost-effective, drive employers and participants to the web or electronic transactions and away from paper While exploring all technical solutions, maintain an emphasis of data security, sustainability of people, processes and technology and the retention of electronic materials, as appropriate Establish and maintain a recordkeeping system that is flexible and adaptable to address potential legislative and regulatory changes as well as industry best practices. Enhance web and communication capabilities (either in-house or contractor expertise) to address the current and future needs of the plan and participants - 1 -

2 COMMUNICATION AND EDUCATION I. Seek opportunities to use technology to develop targeted, personalized communications/account information and interactions with participants and employers such as: Various means of communication including text messaging, cell phones with Internet capabilities and Use of wireless devices (e.g., PDAs, cell phones with Internet access) Ability to maintain multiple types of communication information such as multiple mailing addressed and addresses (primary and secondary) Ability to maintain start and end dates for communication methods (e.g., retirees spending winters in other locations) Comments: Although educational information is currently available to participants and employers, the Program must continue to enhance opportunities to remain competitive and support the need for knowledgeable staff NRS has ADA accommodations on their web-site, call center and voice response system Contact information is currently maintained however expanding the data collected will allow greater flexibility in communications I IV. Develop a system to automatically prepare reports (on plan status) and distribute electronically to employers and board members Explore Internet resources that can provide a more automated and effective mechanism to monitor and evaluate proposed and enacted legislation/regulations that can impact the plan and its participants Based on mandates and best practices, utilize technology to create a process that will permit timely and cost effective communication of issues to participants, employers, the Program staff and board members to keep all parties informed of potential changes in federal laws and regulations such as fee disclosures V. Enhance educational opportunities for participants, employers and the Program staff to include web based and cross training opportunities. Training should be geared to a variety of skill sets (beginner, intermediate, - 2 -

3 advanced) to enhance career and personal growth as well as the development of new skills to address changes in services/functions being provided by the Program staff Comments: Although the IT staff is effectively supporting the technical needs of the Program, there is currently no regular analysis process to ensure staffing levels and skill sets are appropriate. Training opportunities are available through such entities as NAGDCA PROCESS AUTOMATION AND TOOLS I. Seek opportunities to use digital signatures (e.g., an electronically encrypted key used to simulate the security properties of a handwritten signature) to reduce/eliminate the need for paper transactions and signatures and strive for a paperless environment whenever possible and appropriate I IV. Ensure technology has the capability, if desired by the Program, to accommodate auto-rebalancing of participant accounts based on preselected model that is rules based, can occur on a regular basis (quarterly, annually, etc.). Provide the ability to execute end-result exchanges to make it easier for participants to exchange current account balances to rebalance their portfolio holdings Provide user friendly tools to allow the Program staff to extract and consolidate data from the database into user friendly formats for various purposes (e.g., dividing accounts for QDROs; using demographics to identify specific target audiences; fund selection and deselection decisions and implementation). Future tools should be: o Ad hoc o Very flexible o Provide various formatting options o Allow various export options Comments: Although reporting tools currently exist, end-users are not able to accomplish this on their own as the process to obtain this data is cumbersome and not user-friendly

4 V. Provide tools that will translate the database field names into a user friendly format that can be easily understood to permit end-user manipulation of data for reporting and analysis purposes VI. Develop a method to monitor technology maturity and advancements Comments: Staff currently monitors technology however providing additional tools and resources will improve their ability to support the Program business needs V Develop monitoring tools to assist in the selection/deselection of investment options based on participant activity (Finance) Comments: The reporting/monitoring data exists - the monthly senior management reports show fund activity and there is also a biennial benchmark report VI Provide flexibility for staff to access the Program system remotely SECURITY Comments: IT staff currently has access and it is possible to allow users to have access remotely as well. There is currently no process or guidelines for providing this access I. Eliminate/reduce the need to manually enter data both by end users and in the back end database. Any changes to the back end database should be recorded and auditable. Comments: There is currently a process for recording changes to the backend database however it is not robust enough to efficiently meet the Program's needs Develop a unique account number instead of using the SSN as a participant identifier. The Program could seek opportunities for a joint effort with another fund or state entity. Develop new security function for on-line participant data through the web site that eliminates the use of Social Security numbers as the user ID and creates a unique two-stage sign on (e.g., a pre-assigned photo icon as the second stage sign-on) - 4 -

5 I Develop legally defensible audit trails for all electronic transactions to include manual data changes made by the IT staff and new service options that may be provided to participants (e.g., changes of beneficiary) Comments: Manual audit processes are being used in the case of data changes made by the IT staff. There may be opportunities to automate the auditing process DISASTER RECOVERY AND REFRESH PLANNING I. Develop a technology refresh plan (e.g., computer, systems replacements) Establish and maintain a replacement cycle for personal computers and software to ensure staff have adequate tools to perform their duties Comments: Computers are replaced as necessary with no plan for addressing computer replacements systematically Ensure ongoing capacity planning and resource allocations for technology/servers, assessing the need for overall redundancy and comprehensive recovery steps for the and file servers Comments: Although there are efforts to perform capacity planning and resource allocations, there is currently no process for performing these tasks on a regular basis EMPLOYER REPORTING AND PARTNERSHIPS I. To eliminate/reduce the need for paper transactions, seek to have 95% of employers with 10 or more participants reporting and submitting payroll contributions via a highly secured electronic submission process by the end of After that time, evaluate the value to be gained from pursuing the electronic submission of data from all employers not reporting data electronically. Comments: Approximately 35% of employers are currently reporting data electronically via the Ohio Business Gateway Implement a system to expand and maintain the participant data submitted on employer reports (e.g., wages) should other opportunities to share data not be possible - 5 -

6 SUSTAINABILITY AND PERSONNEL RESOURCES I. Ensure IT department is appropriately staffed to support the technology utilized by the Program to support their customers Comments: Although the IT staff is effectively supporting the technical needs of the Program, there is currently no regular analysis process to ensure staffing levels and skill sets are appropriate