Project Connect Executive Steering Committee Update. August 14, 2013

Transcription

1 Project Connect Executive Steering Committee Update August 14, 2013

2 Agenda Introduction Meeting Minutes Approval Project Status Report Other Business Public Comments Review of Actions from Meeting Scheduling of Next Meeting September 11 Adjourn 2

3 Project Status Report Budget and Timeline Project Update Current and Upcoming Activities Risks and Issues Key Project Dates 3

4 Project Timeline 4

5 Budget & EAC Summary Overall Project Budget & Estimated Variance Rebaselined Budget Allocated Contingency & Management Reserves Supplemental Budget Requests REA Grant Updated Project Budget Estimate at Completion Project Variance Project Funding OPS 217, , ,870 (51,100) Expenses 7,240,310 2,448, ,689,004 9,901,449 (212,444) OCO (Hardware) 1,441,425 (905,527) , , ,089 Contracted Services Project Management & Support Project Management Office 2,019, ,019,270 1,996,790 22,480 Project & Operational Support 3,694,500 (1,420,155) 648, ,474 3,042,669 2,875, ,879 Outside Legal 230, , ,960 1,692 ITN Development 512, , ,700 0 Business Transition 3,945,916 99, ,730 4,179,847 4,165,393 14,453 Other Contracted Services 164, , , ,648 (25,858) Total Project Management & Support 10,567,828 (1,152,955) 648, ,204 10,317,927 10,138, ,646 IV&V Services 2,019, ,019,940 2,026,065 (6,125) Benefits Realization Strategy 239,391 1, , ,391 1,915 Organizational Change Management 467,520 8, , ,520 8,383 System Integrator (SI) Services 28,285,557 3,528, ,925 1,054,586 33,630,772 33,678,531 (47,760) SI Hardware & Software 9,095,608 (828,563) 0 0 8,267,045 8,203,495 63,550 Project Reserves 122, , ,695 Project Funding Totals 59,698,044 3,100,651 1,410,775 1,308,790 65,518,259 65,313, ,849 Contingency/Management Reserves 3,100, ,460 <- Geographic Solutions, WF Integration PM Total Project Funding 62,798,694 2,006,250 & Misc. Deloitte CRs 5

6 Budget Tracking Project Funding - Cumulative by Quarter 70,000,000 60,000,000 50,000,000 Budgeted: Forecast: $65,518,259 65,313,411 Variance: $ 204,848 40,000,000 30,000,000 20,000,000 10,000,000 0 FY11 Q1 FY11 Q2 FY11 Q3 FY11 Q4 FY12 Q1 FY12 Q2 FY12 Q3 FY12 Q4 FY13 Q1 FY13 Q2 FY13 Q3 FY13 Q4 FY14 Q1 FY14 Q2 FY14 Q3 FY14 Q4 FY 15 Q1 FY 15 Q2 Budget Forecast Committed 6

7 Management Reserve Allocation Current Management Reserve $0 Current Budget Positive Variance $204,849 Available Budget $204,849 Management Reserve & Positive Variance Allocations Final Four Critical Change Requests ($378,423) Software Licenses for New Staff ($415,589) 7

8 Management Reserve Allocation Potential Savings SIDES Contingency $489,889 Outside Legal $100,000 Rent/Supplies $40,000 Potential Allocations RAAC Scanners ($100,166) RAAC Order Conversion/Web Access (TBD) 8

9 Amendment 12 4 Critical Change Requests for the Go Live Release 1.0 #217.1 EUC/RES Interface Workaround #279 EUC Quarter Change Enhancements #282 Agent Assisted Claims #283 New I&A Fact Findings 9

10 Software Licenses Amendment licenses for FileNet (All Connect Users) 160 Net New Users True-up 1,171 Total Connect Users 71 licenses for Genesys (Connect Telephony Environment) 101 Net New Users less 30 spare licenses 5 licenses for Business Objects (Ad Hoc Query) 33 licenses for Brava (Redaction Tool) 10

11 Amendment 12 Includes 54 Post-Go Live Change Requests 9 Change Requests for Release 1.1 December Change Requests for Release 1.2 March Change Requests for Release 2.0 June 2014 Description Cost Release 1.1 Change Requests $1,582,490 Release 1.2 Change Requests $3,200,775 Release 2.0 Change Requests $1,934,476 Total Cost $6,717,741 11

12 High-level Timeline Weekdays M-Su -> 8/11-8/18 8/19-8/25 8/26-9/1 9/2-9/8 9/9-9/15 9/16-9/22 9/23-9/29 9/30-10/6 UAT Test Scripts DEO Preliminary Go/No Go External Communications Outreach Production IVR Rollout UAT Defects Closeout ESC Steering Committee UAT Phase Gate & DEO Final Go/No Go Regression Testing/Code Freeze Legacy Down & Processing Conversion Image Loads Backups/Validations/Batches Connect Live! 12

13 User Acceptance Testing As of August 6 th DEO has executed 2,689 scripts and was slightly ahead of plan to execute all 3,704 scripts by Friday Total scripts reduced from 3,778 due to automation and final reconciliation Of the 2,689 scripts executed, 2425 scripts passed (90%), 264 failed of which 67 scripts are blocked 13

14 UAT Defect Summary Defects Functional Track OPEN BREAKDOWN GRAND TOTAL CLOSED OPEN DEV IN_BUILD SME TEST Claims Monetary Issues & Adjudication Payment & Charging Reports Collections Appeals Program Integrity Infrastructure Framework (Security) Other (CCS) Grand Total 2,871 2,092 (73%) (25%) 123 (16%) 461 (59%) Severity Grand Total CLOSED OPEN DEV OPEN BREAKDOWN IN_BUILD SME TEST % Closed % Open 1-Fatal (9%) % 16% 2-Severe 1,376 1, (42%) % 24% 3-Medium (39%) % 37% 4-Low (10%) % 34% Grand Total 2,871 2,

15 UAT Defect Trend OVERALL: The graph depicts the number of defects reducing over time by UAT Completion. UAT exit criteria is 0 SEV1s, 25 SEV2s, and 95% overall pass rate 1000 Defect Trend Planned vs. Actual Planned Defect Resolution Planned New Defects Planned Cumulative Defects Actual Defect Resolution Actual New Defects Actual Cumulative Defects Jul 8-Jul 15-Jul 22-Jul 29-Jul 5-Aug 12-Aug 19-Aug 26-Aug 2-Sep 9-Sep Week Ending 1-Jul 8-Jul 15-Jul 22-Jul 29-Jul 5-Aug 12-Aug 19-Aug 26-Aug 2-Sep 9-Sep Planned Open Actual Open Actual Open in DEV Actual Open in TEST Planned Identified Actual Identified Planned Fix by DEV Actual Fix by DEV Planned Close by TEST Actual Closed by TEST

16 Operational Readiness OVERALL: Kicked off on August 5 with approximately 100 operational scenarios to walk through over the ensuing 4 weeks. Planning Plan is to address 25 operational scenarios per week distributed across business units Scenario to be identified by level of priority, thus prioritizing higher volume & business critical scenarios initially Process SMEs & Business Unit Leads will work 2 hours each day Business Unit Lead will be guided by SME to understand and review the operational scenario flow Output Document operational process changes & assess need for supplemental material Identification of potential change requests Identification of application defects 16

17 IVR Rollout Status VoIP/IVR for the Contact Center on track for an early rollout on August 26 End user training for early cutover started last week in Orlando Training continues in Ft. Lauderdale and Tallahassee 17

18 Project Status Train the Trainer completed and End User Training officially kicked off last week! Enhanced Claimant Authentication (LexisNexis) development activities proceeding Will need to be integrated into UAT The LexisNexis contract is in final review and approval process 18

19 Development Activity Status Amendment 10/11/12 Release 1.0 Change Requests (18) underway for October 1 Go Live This is of particular concern to ensure this work is completed in time to integrate into UAT RAAC Bridge Design artifacts complete Document review and development is in progress Test scenarios are also being documented 19

20 Conversion Continuing to identify and fix legacy data issues Addressing the converted data impacts to batches and schedules Closing out conversion defects Completing A&C reports, validation queries and executing interfaces 20

21 Communications Status Claimants Employers and Third Party Administrators Workforce Boards and One Stops Governor s Office and Legislators Media RA Staff Partner Agencies Advocates Business Groups 21

22 Implementation Planning Developed War Room Plan Preparing Contact Lists & Communications Channels Defining Roles & Responsibilities Implementation Plan Submitted Deloitte Contract Deliverable 24 22

23 War Room Support Process Internal Staff Staff will work through on-site support Super Users, who have Functional Leads for escalation. Leads interact with the War Room to further escalate question and/or issues for resolution. Provide answers to support resources Assess issue as user error or system based Determine severity and open tickets for system and process issues Monitor process related tickets in Implementation Queue Contact SMEs to resolve process issues Centralize all communication items Send out regular support communications Receive conversion issue updates from conversion team War Room SMEs Question/Escalation Answers and ticket updates: Daily Status Calls Emergency messages Internal Users Question On Site Support (Super Users) Question/Escalation On Site Support Leads Reach out to site support (Super Users) with questions Call the IT Help Desk directly only for local infrastructure issues (equipment & software problems) & password resets Answer Provide first tier of support Escalate issues to Leads Communicate issue resolution to staff Answer/Updates Calls the War Room to report issues / Communicate issue resolution to Super Users & staff

24 Super Users Super Users Super Users Operating The War Room The War Room is a business focused knowledge center and hub to expedite business and system-wide issue resolution, communication of updates and FAQs. Lead Lead Lead Executive Communication Desk War Room SMEs Updates Issue Breakouts e.g. Claims Executives, Site Managers & DEO Communications Office e.g. Technical War Room SMEs Open bridge 30 minutes prior to call center open and close one hour after centers stop receiving calls Detailed problem solving/triage will be moved to a breakout room session Only Leads allowed to call to bridge Unauthorized callers will be redirected to appropriate contacts Calls will be managed in a controlled order of calls received Wherever possible, answers will be provided during the call, including process, training and technical All calls will be logged in ALM, regardless of issue Updates project web site as appropriate One moderator controls and facilitates call flow Issue Breakouts Used to bring working teams together to perform deep dive analysis/triage of issues Leads (and/or Super Users as needed) will call in to separate issue breakout bridges Held in separate conference rooms Executive Communication Desk Dedicated number for executive team to call for updates at any time Hourly update calls will be conducted to communicate updates Does not provide communications externally /publicly Wherever possible, answers will be provided during the call, but may need to validate with SMEs first

25 Key War Room Resources The Training Room in Northwood Centre will be used for the War Room. SMEs, IT Help Desk Rep, Security Admin, Deloitte IT, Facilitator: Angela Support Bridge 850 XXX XXXX Extra SMEs Extra SMEs On Site Support Leads (authorized callers to bridge): Tallahassee Contact Center Adjudication Appeals (Caldwell) Appeals (Winewood) Benefits Operations (Winewood) Program Integrity (Winewood) Benefit Payment (Winewood) Central Intake (Collins) Orlando Contact Center Adjudication Ft. Lauderdale Contact Center Adjudication Appeals Jacksonville Adjudication Appeals CONNECT SMEs (monitoring the bridge): Contact Center Adjudication Appeals BPC Benefit Operations Program Integrity Central Intake & Any Global/Correspondence Hourly Update Bridge 850 XXX XXXX Executive Communications: DEO War Room Management: DEO & Deloitte

26 Change Requests Total Functional CRs Received 298 Withdrawn/Closed (141) Total CRs 157 Amendment 7/8/9/10/11 62 Amendment DEO Development Rel. 1.0 & On Hold Non-Critical 10 Total CRs

27 Current Project Risks Open risks actively being monitored Risk #29 Availability of External System Resources Risk #42 Early Close Test was not approved Risk #43 DEO Backup Solution for Connect Risk #44 Remaining Workaround Impacts Risk #45 Timing of Post-Go Live CRs Risk #46 Support Plan for One Stop Centers 27

28 Current Project Issues Open Issues actively being managed Issue #11 Legacy System Changes Continues to require close coordination Issue #13 LexisNexis Contract Working to get a contract in place Issue #14 Quality of IVR Recorded Scripts Working with vendor to resolve quality issues Issue #15 Central Intake Move Move schedule in early September 28

29 Go Live Checkpoints Area Project Activities Contract Obligations Remaining Development Status IVR Rollout Update SME/Lead Assessment Operational Readiness Training Readiness Communications Conversion Implementation Planning Post Go Live Support Readiness Responsibility McCullion Tahaliyani (Defects) Tahaliyani Tahaliyani/McCullion Clendenning/Smith Smith/Bakas Smith/Bakas Russell Tahaliyani Tahaliyani Tahaliyani/McCullion 29

30 Key Project Dates August 1-31 Operational Readiness Testing August 23 Preliminary Go Live Go/No Go Decision August 26 Early Cutover IVR/Call Center Go Live! August 30 Amendment 10/11/12 Dev/Test Phase Gate September 11 ESC Meeting September 16 User Acceptance Test Phase Gate and Final Connect Go Live Go/No Go Decision October 1 GO LIVE! October 9 ESC Meeting 30

31 Questions? 31

32 Agenda Introduction Meeting Minutes Approval Project Status Report IV&V Update by Ernst & Young Other Business Public Comments Review of Actions from Meeting Scheduling of Next Meeting August 14 Adjourn 32

33 Project CONNECT Independent Verification and Validation Monthly Assessment Report Summary 07 August 2013

34 Topics for discussion General IV&V overview Overall risk state and trending Key indicators Overall project performance Projected milestone slippage Upcoming IV&V activities Supporting information Summary of changes IV&V ratings summary Open deficiencies Project milestones Open technology facets Page 34

35 General IV&V overview Overall IV&V risk state: Green The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team. The project is within the prescribed control limits. Based on the current schedule performance index (SPI), the User Acceptance Testing Phase Gate is projected to be completed one (1) day late. No new deficiencies identified since the last report. Next IV&V monthly assessment report will be published on 7 October Page 35

36 Overall risk state and trending Risk state of Project CONNECT Risk state with trending Program Governance As of 07 August 2013 Program Cost management P1 Time management Functionality Technical architecture Functional requirements Resource management T1 T4 T7 P3 Operations support High-level system architecture Requirements mapping P2 Risk adjusted financials T2 T5 P6 Non-functional requirements Legacy integration Performance management P5 Risk management T3 T6 P9 B1 Business objectives and value alignment Cost, benefit and risk B4 P4 Quality management P8 B2 B5 Business process Benefits tracking Investment governance and approval Change management P7 Organization design B3 Communication B6 Reporting and value monitoring B9 P9 P6 P8 P3 P5 P7 P2 P4 T3 P1 B3 B2 T6 T1 B1 B6 T5 B5 T4 B4 B9 T8 B8 T7 B7 Technology T8 Stabilization T9 B7 Compliance and regulatory B8 Business Technology T2 T9 Risk state with trending Business Indicates that the area being assessed has critical issues that will result in significant risk to the project most likely resulting in either the inability to achieve the outcomes, inability to meet the projected schedule, or a significant cost over-run. Requires immediate action. Indicates that the area being assessed has issues that need to be resolved; inefficiencies exist. Current process/method can be used with refinement. Indicates that the area being assessed did not have significant issues to report. Continued monitoring should be performed. Indicates that the area being assessed has incomplete information available for a conclusive finding or is not applicable. Page 36

37 Key indicators Indicator Value Comment Is the project approach sound? Yes Is the project on time? Yes The project is within the prescribed control limits. Is the project on budget? Yes Is scope being managed so there is no scope creep? Yes The work being completed as part of the project is within the scope of the project as defined for Project CONNECT. What are the project s future risks? N/A The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team. Are the project s risks increasing or decreasing? Are there new or emerging technological solutions that will affect the project s technology assumptions? Decreasing No The Project CONNECT Team has satisfactorily addressed all deficiencies identified by the IV&V Team. New and emerging technologies were considered in the Feasibility Study. None have an adverse effect on the project s technological assumptions. Page 37

38 Overall project performance Behind schedule and underspent SPI Behind schedule and overspent As of 26 July: SPI = 1.00 CPI = 0.96 Green area indicates within tolerance of +/- 5% for both SPI and CPI. Amber area indicates review is required and corrective actions may be necessary. PC project performance CPI Ahead of schedule and underspent Ahead of schedule and overspent Red area indicates out-oftolerance and corrective actions are necessary. This chart shows the SPI and CPI plotted as points against the tolerance ranges set up for the project. SPI is equal to 1.00 and trending flat: The project is on schedule. Tasks are being completed in the time originally scheduled. CPI is equal to 0.96 and trending flat: The project is on budget. The effort required to complete tasks is equal to the original budget. Conclusions: The project is within the prescribed control limits. The project is on schedule and on budget. Page 38

39 Projected milestone slippage Implementation Phase Gate UAT Phase Gate Development/Test Phase Gate Remaining Development Interim 2 Gate PC projected milestone slippage This chart shows the projected completion dates for future milestones based on historical performance using the schedule performance index (SPI). Conclusions: Core Development Interim 1 Gate Interim Development Interim Gate Design Phase Gate Design Interim Gate 3 Design Interim Gate 2 Design Interim Gate Schedule re-baselined July 2013 May 2013 Mar 2013 Jan 2013 The project is within the prescribed control limits. All future milestones are projected to be completed one (1) day behind schedule. Define Phase Gate Define Interim Gate Dec 2012 Nov 2012 Define Interim Gate 1 0 Planning Phase Gate 0 Planning Interim Gate Number of calendar days Page 39

40 Upcoming IV&V activities Participate in PC meetings IV&V review meetings with the PC Project Team Executive Steering Committee meetings Review integrated master schedule and associated project performance reports Deliverable review schedule is as follows: Deliverable Planned finish Actual finish Comment UC3-06A, Project Management Documents 24 August September 2011 Complete UC3-06B, Requirements Validation 19 August August 2011 Complete UC3-06C, Design Documents UC3-06D, Development Canceled Canceled PC-06E, Testing 21 August August 2012 Complete PC-06F, Data Conversion PC-06G, Training Canceled Canceled PC-06H, Implementation 07 October 2013 Page 40

41 Summary of changes Supporting information Item Description Deficiencies addressed New deficiencies Risk ratings Maturity ratings Interviews conducted Artifacts received There are no open deficiencies. No new deficiencies identified since the last report No risk rating changes since the last report. No maturity rating changes since the last report. No interviews conducted since the last report. Artifacts received include deliverable expectation documents, Executive Steering Committee (ESC) meeting materials, finance updates, other items, phase gate approval and deliverables, schedule, staffing model, and status reports. Page 41

42 IV&V ratings summary Number IV&V cube facet ratings and open deficiencies per month Supporting information This chart shows a summary of the IV&V cube facet ratings (red, amber, green and grey), and open deficiencies per month for the past several months. The number of cube facet risk ratings has been zero (0) since September The number of open deficiencies has been zero (0) since September Conclusions: There are no significant project risks. 5 0 Nov-12 Dec-12 Jan-13 Mar-13 May-13 Jul-13 Critical Issues Inefficiencies No Issues Not Evaluated Open Deficiencies Page 42

43 Open deficiencies No. Areas Deficiency Implications Recommendations None None None None Supporting information There are no open IV&V deficiencies with Project CONNECT. Page 43

44 Project milestones WBS Title Completion date Supporting information Original Scheduled Planned Projected Actual Design Phase Gate 12/16/ /29/ /29/ /29/ /29/ Amendment 7 CRs Design 11/02/ /02/ /28/ Amendment 8 CRs Design 01/07/ /07/ /16/ Interim Development Interim Gate Core Development Interim 1 Gate Remaining Development Interim 2 Gate Development/Test Phase Gate (includes Amendments 7 and 8) 09/28/ /28/ /26/ /26/ /25/ /25/ /23/ /21/ /11/ /11/ /12/ /12/ /28/ /28/ /28/ /28/ UAT Phase Gate 11/16/ /16/ /16/ /17/ Implementation Phase Gate (includes Amendments 7 and 8) 12/14/ /15/ /15/ /16/2013 Late Page 44

45 Open technology facets Supporting information Facet Expectations Project deliverable Planned completion Status T2 : Operations support An organizational structure and support strategy to manage the new implementation is in place. Tools exist for tracking performance of application at object levels. A maintenance strategy is developed to manage modification, migration, and retirement of products according to the release strategy. Ongoing knowledge transfer, as systems are developed. A detailed training strategy exists for training the different categories of business and technical users of the system for them to be able to adopt to the system and use it more effectively. Training documents are in place PMP Human Resource Management and Staffing Plan 3.14 PMP Knowledge Management Plan 5 Validated Requirements Document 24 Operations Documentation 06/17/11 Complete 06/17/11 Complete 06/24/11 07/15/11 08/05/11 08/30/13 Complete 26 Training Plan 12/07/12 Complete 27 Training (execution) 10/10/13 Training strategy is agreed upon, communicated and being executed. Trainers are qualified via agreed upon selection process. Training materials are standard across all modules and functions and are capturing an adequate level of detail. 28 Production System Implementation Plan 30 System Operations and Maintenance Plan 08/10/13 08/28/13 Page 45

46 Open technology facets (continued) Supporting information Facet Expectations Project deliverable Planned completion Status T9 : Stabilization An extended team has been defined across the organization and is working as an extension of the project team. Tasks have been assigned and key metrics are in place to monitor progress. 30 System Maintenance and Operations Plan KPIs 08/28/13 Long-term sustainability plans are in place to keep support and maintenance of the implementation viable. Long-term vendor contracts are implemented to maintain the system in the absence of an inhouse capability to maintain the system. A vendor management body is established to maintain the relationship with vendors to facilitate smooth delivery of outsourced services. 12-month Warranty Period 12-months Operations Support and Maintenance Agreement Executed contracts and license agreements Page 46

47 Agenda Introduction Meeting Minutes Approval Project Status Report IV&V Update by Ernst & Young Other Business Public Comments Review of Actions from Meeting Scheduling of Next Meeting September 11 Adjourn 47

48 Attachments FY13/14 + Spend Plan Graph FY13/14 + Spend Plan Details 48

49 FY13/14 + Spend Plan Graph 30 FY Project Funding - Cumulative by Month to End of Warranty Period Budgeted: $ 25,067,802 Forecast: 24,862,954 Variance: $ 204,848 KPI payments } Millions Warranty Period Begins Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 FY Budget Forecast Committed 49

50 FY13/14 + Spend Plan Details FY Budget Allocation and Spend by Month - Q1 & Q2 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Budget Committed Budget Forecast Budget Forecast Budget Forecast Budget Forecast Budget Forecast OPS Funding 3,800 15,022 3,800 3,800 3,800 3,800 3,800 3,800 3,800 3,800 3,800 3,800 Expenses Funding 66,284 80, , , , ,395 66, ,466 67, , , ,667 OCO Funding Contracted Services Project Management & Support 226, , , , , , , , , , ,029 88,812 IV&V Services 77,762 75, ,750 46,456 44, , ,750 46,456 44,206 Benefits Realization Strategy , , , , Organizational Change Management System Integrator (SI) Services 4,039,600 4,015, , ,255 2,725,233 4,669,763 2,480,471 2,962, , ,966 SI Hardware & Maintenance SI Software & Maintenance Project Reserves Total Contracted Services 4,343,641 4,408, ,029 1,183, , ,746 2,909,262 4,930,854 2,677,175 3,168, , ,984 Total Budget Allocation & Spend 4,413,725 4,503, ,413 1,670, ,149 1,070,941 2,979,927 5,209,121 2,748,078 3,292, , ,450 50

51 FY13/14 + Spend Plan Details FY Budget Allocation and Spend by Month - Q3 & Q4 Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 to Oct-14 Budget Committed Budget Committed Budget Committed Budget Committed Budget Forecast Budget Forecast OPS Funding 3,800 3,800 2,600 2,600 2,600 2,600 2,600 2, Expenses Funding 66, ,871 58, ,938 34,049 89,514 34, ,703 21,500 76, , ,869 OCO Funding Contracted Services Project Management & Support 184,029 88,812 16,000 31,211 16,000 31,211 16,000 31, IV&V Services Benefits Realization Strategy Organizational Change Management System Integrator (SI) Services 203, , , , ,628 1,047, , , , ,628 3,712,292 3,794,197 SI Hardware & Maintenance SI Software & Maintenance Project Reserves Total Contracted Services 387, , , , ,628 1,078, , , , ,628 3,712,292 3,794,197 Total Budget Allocation & Spend 458, , , , ,277 1,170, ,277 1,211, , ,711 3,819,792 4,466,066 51