Project - Welcome to the University of Wisconsin … · Web viewNotices are required by Federal and state law (Wis. Stat. 632.897) to be sent to each qualified dependent (family members

Project Team CharterCOBRA/Continuation/Conversion

University of Wisconsin SystemHRS Project

COBRA Charter

Table of Contents

Document Change Control.............................................................................................................3Project Overview...........................................................................................................................4

Scope....................................................................................................................................4Challenges.............................................................................................................................5People & Organization Impact Assessment...............................................................................6Functional Readiness Assessment............................................................................................6Technical Readiness Assessment..............................................................................................6Team Objectives.....................................................................................................................7Anticipated Value...................................................................................................................7Team Principles......................................................................................................................8

Project Team Roles and Responsibilities..........................................................................................9Project Management Impacts.......................................................................................................11

Testing................................................................................................................................11Training...............................................................................................................................11UW Service Center:..............................................................................................................11Security...............................................................................................................................12UW Service Center:..............................................................................................................12Data Conversion...................................................................................................................12System Integration...............................................................................................................12Communication....................................................................................................................12Change Management...........................................................................................................12Reporting............................................................................................................................ 12

Project Considerations.................................................................................................................13Project Risks........................................................................................................................13Project Issues.......................................................................................................................13Project Quality Control Considerations...................................................................................13Relevant Success Criteria and Measurement...........................................................................13Relevant Success Metrics......................................................................................................13

Requirements Analysis………………………………………………………………………………………………………………………..14

document.docx 2 of 22 5/1/2013 3:47 PM


COBRA Charter

Document Change ControlRevision Number Date of Issue Author(s) Brief Description of

Change1 11/21/2012 Steve Gunderson Document creation2 01/29/2013 Steve Gunderson and

Beth RitchieAdditional content

3 01/31/13 Bert Schnell Additional content4 02/06/13 Bert Schnell Additional content5 02/20/13 Steve Gunderson Additional content



COBRA Charter

Project Overview

Scope The UW must produce COBRA (Consolidated Omnibus Budget Reconciliation Act) notices for plans that are subject to Federal COBRA and state continuation provisions, which include Medical, Dental, EPIC Benefits+, Vision, and the Employee Reimbursement Account medical flexible spending plans. COBRA notices are required for qualifying events such as divorce, loss of eligibility, and termination of employment, except when terminating due to gross misconduct.

Notices are required by Federal and state law (Wis. Stat. §632.897) to be sent to each qualified dependent (family members may be issued one notice if going to one address). While federal law specifies that the notice be sent within 14 days of the plan administrator receiving notice of a qualifying event, state law requires that the notice be issued within 5 days of the event. When federal and state laws both apply, the member receives whichever requirement is most beneficial. In this case, the most beneficial is the state requirement that notice be given within five days.

The election notice should contain all of the information the member will need to understand COBRA coverage and identify all plans the member is enrolled in at the time of the COBRA qualifying event. It should also provide the name of the plan’s COBRA administrator and how to get more information. The life and disability insurance plans are not subject to federal and state COBRA/continuation requirements. The life insurance plans include a conversion option. Notification of the right to convert coverage must also be provided.

In Scope Generation of COBRA notifications for UW benefit plans required to comply with the Federal

COBRA and state continuation statutes. Inclusion of conversion information for life insurance plans not covered under the provisions of

the Federal COBRA or state continuation. Inclusion of these plans is desired in order to ease the administrative burden on the UW institutions.

Pre-fill of the State Group Health, EPIC Benefits+, dental and vision COBRA/continuation forms. Identify all family members eligible for COBRA/continuation/conversion. Identify length of COBRA/continuation period and reasons it will terminate. Provide one set of summarized COBRA instructions for all plans subject to COBRA. Provider separate COBRA/continuation election forms for each elected benefit plan. Centralized generation of eligibility data to be used in the notifications. Use delivered PeopleSoft functionality where appropriate, with any customization decision

based on the degree of required modification(s) and the long-term cost of maintenance. Consideration of a 3rd-party report writer application for generation of the

COBRA/continuation/conversion notification.



COBRA Charter

Pending feedback from the UW institutions, consideration for making a data set available for insertion into a standard template with the COBRA/continuation/conversion notification then distributed by the individual UW institutions.

Enable individual UW institutions to distribute additional information for terminating employees and ineligible dependents.

Provide access at UW Service Center and/or the institution to verify if and when a COBRA form was generated.

Ability to run ad hoc COBRA notifications. Ability to reprint previously issued COBRA forms. Generation of COBRA notifications for non-qualified dependents.

Out of Scope Distribution of the COBRA/continuation/conversion notification via email.

ChallengesThe use of delivered PeopleSoft functionality will be a challenge for this project. The challenges fall into four distinct areas:

Area 1 – Delivered PeopleSoft Functionality The delivered COBRA functionality only addresses benefit plans that are included under the

COBRA provisions. A modification will be needed to add the non-COBRA plans (life insurance) to the deliverable output.

The need to create many relationship and coverage codes to accommodate imputed income business requirements for the health insurance plans, including health, EPIC Benefits+, vision, dental, has compromised the ability to use delivered PeopleSoft COBRA functionality. Delivered COBRA functionality is designed to use the vanilla spouse and dependent relationship values. It will not use the UW-created values for the non-tax-qualified relationships.

The delivered notification is extremely difficult to modify. As a result the notice suffers in presentation and is confusing. The COBRA/Continuation/Conversion TII should consider alternate ways to take the COBRA data output and export it to a 3rd-party report writer application.

Area 2 – HR ProcessesAnother major challenge is the fact that frequently employees are terminated in HR only to be later rehired with no lapse in employment or have transferred to another institution or department. In this scenario, benefit plans should not be terminated, but HRS automatically terminates coverage 5 days after the job termination date. COBRA notification should not occur, since the terminated benefit plans are then reinstated back to the original coverage termination date, thus providing continuous coverage. Any COBRA notification in this instance is very confusing for the employee and usually creates a need for counseling. The use of available transfer code would reduce, but not eliminate, a portion of these invalid terminations.



COBRA Charter

Area 3 – HR Data QualityThe accuracy of the HR data in the HRS system is also a challenge as this will directly translate to the degree of accuracy of a centralized process approach.

Area 4 – COBRA Rule VariationThe length of COBRA varies dependent on the eligibility reasons (i.e. terminated employees get 18 months whereas divorced spouse gets 36 months). These variations are determined by the plan documents.

People & Organization Impact Assessment

Role # of Users

Org Impact Level Impact Description

Service Center line staff

15 High Need to support and run the new COBRA process enterprise-wide.

Need to distribute the COBRA process deliverables.

Institution Ben Admins

45 High New process to generate and distribute the COBRA notifications for their respective institutions. This is pending a final decision on the distribution method.

Functional Readiness AssessmentThe functional project team, which includes representation from the UW System Administration, is comprised of resources who are very knowledgeable about the COBRA business requirements. The biggest challenge at this time will be HRS functional resource availability. The implementation of the Affinity Group support model in the Service Center, combined with the departure of benefits functional resources, provides minimal resource availability to support the COBRA project. Any major HRS system issues will further distract, deplete the limited functional resources and have the potential to impact the COBRA project. Functional resource availability is a major risk for the COBRA project.

Technical Readiness AssessmentThe available benefits technical resources available to support the COBRA project have been completely depleted by recent departures. Given the challenges with the delivered COBRA functionality described earlier in the charter, the technical demands of the project may well exceed the functional requirements. Technical resources will need to be borrowed from other groups or brought in from other sources to staff the COBRA project.



COBRA Charter

Team ObjectivesSystems IntegrationA goal of the COBRA project is to use a systems-centric strategy, leveraging delivered PeopleSoft functionality where possible. At the same time, where insurmountable issues or limitations with delivered functionality exist, the project team needs to be willing to consider more cost-effective alternatives.

An ancillary goal is to improve the accuracy of the Job Data in the HRS system, which will directly translate to the degree of accuracy, and with it the percent of compliance, for the COBRA process.

Process EfficiencyCentralization of the COBRA/continuation/conversion generation and distribution processes represents a significant opportunity for process efficiency. Centralization enables the UW to take advantage of economies of scale. The potential design will allow institutions to fill templates with the provided data and issue the COBRA/continuation/conversion notifications in a timely manner.

Customer ServiceImproved customer service in the areas of accurate and timely distribution of the COBRA notifications is a key goal of the COBRA project. It should be acknowledged that the distribution of the COBRA notifications by the local institution, with which employees have an established relationship, is the preferred method of distribution. During the HRS implementation a centralized COBRA solution was enthusiastically received by Benefits Administrators throughout the UW System, however, institutions have since expressed a desire to have greater autonomy of the process.

Risk MitigationOne of the goals of the COBRA project is to improve the rate of compliance for the federal and state COBRA/continuation regulations. The centralized strategy and the reliance on a systems leveraged approach should improve compliance, while still taking advantage of the local institution’s knowledge of the employee’s employment status.

Anticipated Value

Systems IntegrationThe amount of value generated from a centralized systems approach will depend to a large degree on the scale and complexity of any required modifications.

Process EfficiencyA significant value from the efficiencies resulting from a centralized process is that local institution benefits resources will have assistance in issuing compliant notifications in a more timely manner. This value will increase with the size of the institution, with the Madison and Milwaukee campuses having the most to gain.

Customer Service



COBRA Charter

The value to be gained from improved customer service is less confusion on the part of former employees, and perhaps an improved perception in the greater job community. It will not lead to improved job retention or job satisfaction for the former employees, but could have less tangible recruiting benefits based on the improved public perception of the UW HR functions.

A more direct value may be improved job morale within the Service Center itself, where the resources who have been engaged in implementing a more manual COBRA process have been challenged in adapting to the recently implemented HRS system.

Risk MitigationThe biggest value accruing from risk mitigation will be fewer findings of COBRA non-compliance. An improved COBRA system, where notifications are generated in a more timely manner, also actively engages the former employee to contact the Service Center when notifications have resulted from inaccurate or missing HR data in HRS. This can lead to updated and more accurate HRS data.

Team Principles1. Strive to maintain a sense of humor when appropriate and necessary, especially in the face of

adversity.2. Strive to uphold honesty and candor, and create a comfortable professional environment

where all participants feel comfortable engaging in discussion. Challenge the thought, not the person.

3. HRS team members will be responsible for prioritizing their efforts.4. Strive to respond to requests with a status update within as reasonable amount of time. 5. Email and JIRA will be updated, as appropriately, with status updates.6. Respect idiosyncrasies and the unique contributions of each person.7. Meeting facilitation guidelines:

a. Designate a facilitator and timekeeper and stick to schedule time and topics, b. Create an agenda (schedule and meeting objectives), c. Designate a note taker who will distribute or post meeting notes on MWS in a timely

manner,d. Arrive on time, e. Allow all members to participate, f. Come prepared to discuss agenda items, andg. Invite all attendees at least 1 day in advance.

8. Meeting mantras: a. Make decisions in meetings. b. Do not negatively discuss meeting decisions outside of meeting. No outside sabotage.

Don’t be divisive.c. Work towards consensus. d. Address parking lot issues in a timely manner.e. Judicious use of cell phones, IM, texting, or computers in meetings.f. Minimize sidebar conversations.



COBRA Charter

g. Silence in meetings is consent.9. The Project Team will have a standardized structure to support document review, update, and

archive documents. Each team is responsible for reviewing, updating, and archiving documents in MWS.

Project Team Roles and Responsibilities

Project Manager – TBD

Role Description:

Collaborates with team to produce a RAD to create a product or service Determines the feasibility of the proposed solution Determines the project’s alignment with the organization’s mission and goals Approves the project to advance to the Initiate Stage

Tasks and Responsibilities:

Attends and participates in the implementation meetings Collaborates with other implementation team members Developes the project plan Manages the project stakeholders Manages the project team Manages the project risk Manages the project schedule Manages the project budget Manages the project conflicts

Project Team Lead – Steve Gunderson

Role Description: The functional team lead serves as the primary contact for the Service Center benefit team functional area. The team lead works closely with the functional team and technical lead, and will lead the implementation of the respective module. The team lead will be responsible for coordinating functional team effort, managing and resolving team issues, reporting progress to the project management team as well as serving as liaison between the Project Team and Service Center management.


Attends and participates in the implementation meetings Collaborates with other implementation team members Reviews functional specifications and test scripts for the benefit team



COBRA Charter

Reviews definition and documentation of the business processes, policies and procedures relating to PeopleSoft HCM

Reviews and approves team deliverables Defines & prioritizes requirements Assures deliverables meet the business and/or technical requirements Reports progress of team to project management Inventories business processes Assist in mapping "As-is" business processes Identifies process Improvements Assists in creating "To-be" business processes Leads in performance of Fit/Gap Analysis Recommends job design changes Validates configuration Manages identification and resolution of team issues Validates training materials Documents & escalates Issues Assists the Affinity Groups in coordinating & interacting with end users Defines functional specs for security role and permissions lists Validates security roles & permission lists Supports testing efforts

UW System Policy Experts – LaDonna Steinert, Beth Ritchie

Role Description: Assist, review, and provide policy guidance to Service Center on COBRA processes, Documents and Knowledge Base documents.


Trains campuses and institutions on policy Creates and maintains UWSA forms and letter templates. Provides policy consultation

Institution Campus Liaisons – Mark Mielenz, Susan Adams and others to be named later

Role Description: Review policy and process documents to maintain usability from the campus perspective.


Represents campus perspective for COBRA process Assists in implementation of change management Reviews forms and processes for usability



COBRA Charter

Provides guidance and direction from a campus perspective Proactively encourages participation and acceptance of change

Project Management Impacts

Testing Unit testing to validate the core COBRA modification functionality

o Consistent and accurate reflection of employee and dependent benefits plan participation and termination on the COBRA/continuation/conversion notification.

System testing, including update of job termination information in HRS HR and use of 3rd party applications for generation of the COBRA deliverable

o Testing of the HRS Job Data trigger and the subsequent insertion of HRS benefit Plan Type 1x (health and health-related) enrollment terminations.

o Update of HRS Job Data to change the previously entered job termination dateo Update of HRS Job Data to change the previously entered Action/Reason from

Termination to Retirement and vice-versao Transmission of the data file to campuses in a timely and consistent mannero Ability of campuses to apply institution-specific branding and update the institution-

based content of the COBRA notification.o Data merge and generation of the COBRA notificationo Data Merge and generation of the plan specific COBRA forms

Regression testing as needed

TrainingUW Service Center:

Running the COBRA process ad hoc as neededo Setup of Run Controls

Review and analysis of the COBRA process outputs Resolution of COBRA process issues Documentation of central Service Center COBRA processes (Including Record Retention) Methods : Instruction and hands-on exercises Desired Outcomes : Primary and backup Service Center resources are able to run and

troubleshoot COBRA processes

UW Institutions: Running the COBRA data merge process Generating the batch COBRA notifications and forms Preparation for distribution Commonly asked employee questions Process for reprinting COBRA notifications Documentation of campus COBRA processes (Including Record Retention)



COBRA Charter

Methods : Instruction and hands-on exercises leading to COBRA credentialing Desired Outcomes : Campus benefits administrators are credentialed to run and troubleshoot

COBRA processes

SecurityUW Service Center:

Add the COBRA process access to the UW_BAT_BN and Service Center Troubleshooter roles

UW Institutions: Add the COBRA institution data merge to the already existing Campus Benefits Update role or,

pending credentialing, create a new HRS role for benefits COBRA administration Security to reprint and access archived form

Data Conversion N/A

System Integration Possible interface to a 3rd-party report writer application at the institutions Ability to archive and retrieve, or reprint previously generated COBRA forms

Communication The primary purpose of this project is to create a notification which will inform the employee of

his/her COBRA/continuation/conversion options Communication will need to be developed for the rollout of the new functionality

Change Management The Service Center will take on some COBRA responsibilities that are completely handled by the

campus benefits administrators today Campus benefits administrators will no longer be solely responsible for generating the data

needed to identify individuals eligible for COBRA/continuation/conversion forms

Reporting Generation of the eligible employee COBRA/continuation/conversion data in a timely manner

for campus use Potential need to generate COBRA/continuation/conversion dashboard information for campus

use Ability to quickly retrieve historic information regarding COBRA/continuation/conversion

notification generation and distribution Generation of metric used to measure COBRA compliance



COBRA Charter

Project Considerations

Project Risks Transfers to agencies who don’t carry plans that the UW carries Continued HR use of terminations and rehires instead of transfers Use of multiple employee records for one employee Lack of campus confidence in HRS data quality and Service Center delivery of services

Project Issues HR practices Campus resistance to change Access and use of Cypress SSNs included as part of the data set Accuracy HR data input Complexity of multiple benefit plans

Project Quality Control Considerations Measurement of HR use of the termination action/reason and subsequent rehires via

dashboards Centralized generation of the data Use of templates for data merge to insure standard notification output Adherence to federal/state compliance Employee satisfaction resulting in reduced phone calls and as evidenced possible surveys

Relevant Success Criteria and Measurement

Accuracy – Accurate entry of HR terminations instead of preferred use of transfers where appropriate

Timeliness – Timely entry of HR job terminations Ease of Entry – Campus benefit administrators can efficiently generate

COBRA/continuation/conversion notifications from the data set made available by the Service Center

Relevant Success Metrics COBRA forms generated should be similar compared to volume of eligibility loss as measured by

reconciliations Timely entry of HR job terminations resulting in compliance with COBRA requirements

Application: HCM



COBRA Charter

SC Area: BenefitsHRS Team: BenefitsBusiness Process: CobraProject Number/Name:JIRA: HRS-160SC Manager: Diane BlaskowskiHRS Team Lead: Steve Gunderson

1. Project Background, Short Description and ScopeProvide overview of the current state: benefits and drawbacks, and explain how the project will address the drawbacks and improve operations


Current State:The UW must produce COBRA (Consolidated Omnibus Budget Reconciliation Act) notices for plans that are subject to Federal COBRA and state continuation provisions, which include Medical, Dental, EPIC Benefits+, Vision, and the Employee Reimbursement Account medical flexible spending plans. COBRA notices are required for qualifying events such as divorce, loss of eligibility, and termination of employment, except when terminating due to gross misconduct.

Notices are required by Federal and state law (Wis. Stat. §632.897) to be sent to each qualified dependent (family members may be issued one notice if going to one address). While federal law specifies that the notice be sent within 14 days of the plan administrator receiving notice of a qualifying event, state law requires that the notice be issued within 5 days of the event. When federal and state laws both apply, the member receives whichever requirement is most beneficial. In this case, it’s the state requirement that notice be given within five days.

Issues with Current State:Employees are not receiving COBRA letters in a timely manner consistently. This puts UW out of compliance with the Federal and State COBRA regulations.Employees are not consistently given life insurance conversion/continuation information at termination or retirement.PeopleSoft has delivered COBRA functionality that could possibly be modified to fit the needs of UW.


COBRA Charter

2. Project FocusThe Project is focused on:

1. To improve the efficiency of the system, a business process or an organizational unit2. To reduce defects or improve quality of service3. To reduce or eliminate organizational reliance on external staffing sources4. To Reduce effort (time, FTE etc.) required to perform work5. Other (please explain): To coordinate a complex set of processes and ensure compliance

with Federal and State laws and plan contract provisions


Project short description: The first phase of the project will assess and develop business and system processes to evaluate terminations and generate COBRA letters in a timely manner for all UW employees.

The next phase of the project will explore implement HRS delivered COBRA functionality to produce notices for COBRA eligible benefit plans, and either modify the current program to produce notices for non-eligible COBRA benefit plans (life and disability plans) or use HRS to create a report that feeds an external system that generate COBRA, continuation and conversion notices.

Scope:The scope for this project includes:

1. UW System (all campuses)2. State, Federal law and UW benefits (Medical Plans including State Group Health, VSP Vision, Dental

Wisconsin, and EPIC Benefits +, and ERA3. Life plan conversions including State Group Life, Individual and Family Life, UW Employees Inc., and

Accidental Death and Dismemberment4. Employee may choose to continue State Group Life (If eligible) and Accidental Death & Dismemberment

upon retirement and University Insurance Association upon both termination and retirement.5. Notice upon mid-year loss of eligibility for instances of divorce, termination of a domestic partnership and


COBRA Charter

3. Business JustificationList and explain any tangible and intangible benefits from undertaking this initiative

4. Business ImpactsList impacts on various aspects of business by undertaking this initiative


Justification: The delivered COBRA process does not include non-COBRA benefit plans and the delivered COBRA process does not produce a notice that is understandable. Reduce manual work and FTE.

State law requires the form be sent within in five days of loss of eligibility. UW is consistently out of compliance.

Frequency (How often is this functionality used?): Nightly Timing (What’s the required delivery date?): As soon as it is possible. Not implementing the

project potentially puts the university at risk of being non-compliant Volume (of data impacted): Volume based on the approximated number of applicable plan

terminations annually :o Overall annual plan terminations approx 13,820. Breakdown as follows for reference - o Health Insurance Terminations annually = 5,770 (termination, retirement and family to single Coverage)o Graduate Assistants account for 60-65% of these terminations.o Largest number of terminations reported in May and October with coverage paid through 9/30/xxxx as

individuals whose positions terminated at the end of the academic year or end of the summer would be receiving COBRA either in May or September.

1. Run the delivered COBRA process to identify COBRA eligible employees. Clone, modify and execute the subsequent delivered COBRA notice program to create notices for COBRA plan terminations. Add logic to the program to also create notices for non-COBRA plan terminations or where medical is not terminated as employee or dependent was not in the medical plan. Effected business processes:

Identification of eligible employees and dependents Validation of data Generation of notices Distribution of forms

2. Create a separate COBRA notice for each medical plan (State Group Health Insurance, VSP Vision Insurance, EPIC Benefits+ and Dental Wisconsin) that has a completed employer section. Each medical plan will have a separate notice to meet plan specific requirements. Appropriate instructions and information must be included. Provide conversion (and continuation notices when applicable) for each life insurance plan.

1. UIA Continuation to all enrolled2. Individual & Family Conversion3. State Group Life Conversion (if not eligible for retiree continuation) or continuation in

certain circumstances depending on available data.4. AD&D conversion for non-retirees and continuation for retirees5. UW Employees Inc. conversion

3. Provide ERA continuation form to terminated employees enrolled in the ERA medical plan.


COBRA Charter

5. Priority, Risk of Deferral and Complexity of Implementation

Priority of the Project Risk of Deferring the Project Complexity of Implementing the Project

High High HighMedium Medium MediumLow Low Low

6. Required to satisfy: [Check appropriate checkbox]

Federal Regulations CampusNeeds Bargaining Unit

State Statutory UWS Policy UWS Procedural

SC Efficiency Campus Efficiency

Comments (Additional details can be added to section 9 as well):



COBRA Charter

7. Project Implementation Approach



COBRA Charter


In outline format, explain step-by-step approach to implement the Project including high level project plan and time-line]1. Project Plan

PHASE 1 (6 months?)a. Develop RADb. Develop Charterc. Collect Business Requirements

i. Functional Requirementsii. Identify Gaps

d. Recommend solution (HRS delivered / Custom Solution)i. Approval

PHASE 2 (6months?)e. Design

i. Functional Designii. Technical Requirements

iii. Technical Designiv. Approvals

f. Developmentg. Iterative design and Validationh. Review JIRASi. Testing

i. Develop Test Planii. Develop Test Scripts

iii. UATiv. Vendors

j. Change Managementi. Trainingii. Communication

K. Move to Production

L. Go Live


COBRA Charter

8. Measuring SuccessList metrics for measuring success of project. Some examples include, but not limited to - reduced FTE, improved time to complete tasks, minimal end user questions, reduced system issues/JIRAs, reduced tickets/WiscITs, etc.

9. Dependencies of the initiative on other HRS/SC/DoIT areas (as necessary) - Development: Evaluate delivered functionality. Result may require bolt-ons or custom applications- Security: Define security roles and access for the proposed solution.- Training: Train Benefit Administration. Policy to be trained by UW System Admin. - Batch: Frequency will be nightly which includes central service center processes. - Affinity Group:

- Current termination processCOBRA managed by each campus per site guidelines.

- Other Tech (Migration, DBA etc.): Imaging of generated and returned notices; use of third party report writer application.


2. Describe team structure (list any specific individuals that need to work on this and rationale)a. Lead: Bert Schnellb. SME: Steve Gundersonc. Policy Experts: Nicole Zimm, Beth Ritchie, LaDonna Steinertd. Institution Campus Liaison: Susan Adams, Mark Mielenz and others to be named later

3. The following JIRA’s will need to be completed as part of this effort:a. HRS-6583 Cobra administration non-qualifying event b. HRS-6710 Cobra non-qualifying lifec. HRS-7373 Cobra letter, coverage termination date, price, optionsd. HRS-7374 Non-qualifying life event did not print on the Cobra statement

New COBRA process is compliant with federal, state laws, plan documents and campus policies.


COBRA Charter

10. Effort estimate for the Project and Payback Period

11. Payback period calculationTimeline to realize return on investment from effort described in section 9

12. Documentation and Knowledge TransferDescribe potential business process documents; PeopleSoft based user-procedures and high level knowledge transfer plan


Effort required to implement the Project (consulting and UW) [Factor of FTEs and timeline] UW SC: hours (6 months)

o Planning and design: 263 hourso Testing: 100 hourso Production: 100 hours

UW Development: hours (6 months)o Planning: 100 hourso Development: 100 hours

Effort required to maintain the Project (UW) [Factor of FTEs and timeline] UW Development: UW SC:

Internal Service Center resources.

Develop KB documents and training curriculum to support the process. Deliver to Affinity Groups to socialize the project. Create credential to support process.


COBRA Charter

13. Exit Criteria: Explain criteria to determine successful implementation of the project. Examples include, but not limited to, complete testing and move to HRS, smooth transition to SC, complete knowledge transfer etc.

14. Risks and IssuesList any known risks and issues with the project

15. Signoff

SC Managers Sign-off

Name:

Signature: Date:

Name:

Signature: Date:

16. Change Log:

Name Date Version CommentsDraft

Diane Blaskowski 1/16/2013 Review 1Vivek Cherian 1/17/2013 Review 2Bert Schnell 1/31/2013 Review 3


When all campuses are successfully administrating COBRA, as well as compliant with the new process.

Not sending out COBRA documents within a timely manner to termed employees and dependents who involuntarily lose coverage.

Sending out COBRA documents to non-termed employees on 30 day leave. If not compliant with regulatory statutes, UW could be subject to fines and sanctions.