Governance exists to increase transparency and align decision making for planning, policy, and operations. This enables the project to meet business objectives, monitor that risks are managed appropriately, and verify that resources are being used responsibly and strategically for the enterprise.

One Washington governance encompasses the enterprise administrative services enabling finance, procurement, human resource management, payroll, and budget functions. Accordingly, the program governance structure includes a diverse set of representatives from a wide range of stakeholder groups from both IT and business functions impacted by the decisions of the program. 

The purpose of the One Washington Governance Model is to:

  • Ensure efficient, effective, and reliable implementation of Workday and related applications.
  • Enable decisions to be made at the lowest governance level possible while still involving necessary stakeholders, resolving cross-team impacts, and mitigating risk.
  • Enable stakeholder collaboration and transparent communication.
  • Build participation and trust between business owners and implementation teams through ongoing partnership and shared objectives.
  • Maintain and continue to improve structures, processes and roles so that governance remains effective over time.

This governance model includes both executive-level decision-making about projects and programs that require a combination of IT and business resources, as well as ongoing prioritization of work to modify systems and data in response to changing business needs.


The scope of decision-making for planning, policy, and operations for the One Washington Governance Model is determined by the charter of each governance group and its status in relation to the overall program. Advisory committees are both project based and phase-specific based on the business functions of said phase. 

OneWA governance triangle depicts a hierarchy structure starting at the top with the Executive Sponsor, then Executive Steering Committee, then Executive Program Director, then Change Control Committee, then Workstream and Team Leads. These groups make up the OneWA governance. This also includes the Business Owners by Phase: Core Finance in Phase 1A, Expanded Finance in Phase 1B, HR/Payroll in Phase 2, and Budget in Phase 3.


The One Washington Governance include these key structures:

Executive Sponsor

Cristie Fredrickson, Executive Sponsor for One Washington

For more information: email 

The Executive Sponsor has the authority to make decisions on any matter escalated by the Executive Steering Committee (ESC) or Executive Director and serves as the final authority on any decision within the project. Their primary responsibilities include:

  • Securing funding 
  • Primary source of external (i.e., agency) shareholder relationship strategy 
  • Relationship management: QA relationships & external stakeholders
  • Escalated decision making
  • Direction pertaining to stakeholders
Executive Steering Committee

Chair: Cristie Fredrickson, Executive Sponsor for One Washington

For more information: email 

The ESC is made up of executive leaders from across the executive branch and makes high-level strategy, policy, scope, schedule and budget decisions. Members’ primary responsibilities include:
  • Project sponsorship and enterprise influence to provide resources and remove barriers
  • Policy decisions and authority to make high-level strategy, scope, schedule (including go-live date and deployment approach) and budget decisions
  • Monitoring adherence to project goals
  • Providing consultation and advice regarding scope, schedule, budget, quality and risks
Executive Program Director

Christy Campbell, Executive Program Director for One Washington

For more information: email 

The Executive Director, Christy Campbell, manages the project and reviews change requests with the Program Leadership team, makes decision, communicates to the Change Control Committee and escalates to the Executive Steering Committee. Their primary responsibilities include:
  • Manages the project workstreams providing project decisions and direction
  • In consultation with the Project Leadership Team, responsible for decisions impacting scope, schedule and budget that cross workstreams or teams
  • Approval of change requests and the use of change order reserves
  • Oversees program-level vendor services to ensure quality meeting the program standards
  • Manages the responses associated with the external quality oversight in collaboration with the Executive Sponsor
  • Primary source of project strategy
Change Control Committee

Chair: Mary Fliss, Deputy Program Director

For more information: email 

The Change Control Committee reviews change request impacts and dependencies. The committee recommends a path forward to: Approve, Reject, or Defer the change request. The committee’s primary responsibilities include:

  • Assigning a lead for each change request that deviates from the current baselines design, configuration, schedule or has a previously unanticipated impact on resources
  • Review and analyze options assuring that all relevant project components and agency impacts are considered in the change request
  • Documenting in the designated systems an issue paper including alternative approaches with the associated merits, impacts, barriers, negative consequences and risks of each options
  • Providing recommendations to the Executive Director
  • Defining the structure of the change control process

Workstreams and Team Leads have authority to make daily operational decisions within specific workstreams. Examples of workstreams are technical, integration, security, finance, budget, grants, projects, etc. Their primary responsibilities include:

  • Daily project planning, configurations, agency support and documentation. Decisions within specific workstreams and those that cross workstreams in the natural course of business
  • Workstream leads and team leads make day-to-day decisions in alignment with the playbook/plans within their area that have no impact on program scope, schedule, or budget
  • Decisions that are within the purview of the workstream
  • Initiate decisions to the Change Control Committee
Advisory Committees

Advisory committees advise the business owners on matters relating to each advisory committee's expertise. There are advisory committees for: Phase 1A core financials, agency readiness, technology and data governance, and business transformation.