9/4/2015 2:56:23 am eec it strategic plan deliverable #1 eec fy 2007 information technology...

04/19/23 11:45 AM EEC IT Strategic Plan Deliverable #1

EEC FY 2007 Information Technology Strategic Plan

Strategic Business Requirements and IT Baseline, IT Vision, and IT Implementation Approach and Roadmap

Draft 4/5/2007

04/19/23 11:45 AM EEC IT Strategic Plan Report 2

Contents

Project Approach 3

Strategic Business Requirements and IT Baseline

External Drivers 9

Current Business State 14

Current Technology State 27

Fusion Tree – Business Requirements 37

Fusion Tree – IT Requirements 58

IT Vision – Initial Options For Data Integration 72

IT Vision

EEC business vision and benefits 80

Vision for future state of EEC IT architecture 90

Applications and data 93

IT infrastructure 109

IT organization and governance 114

IT implementation approach and roadmap

Proposed implementation strategy 122

Implementation projects 130

Implementation scenarios 138

Proposed implementation organization 149

Page


Contents (Cont’d)

Appendices

Appendix 1 – Business and technical requirements for IT architecture

153

Appendix 2 – Results from Workshop 1 164

Appendix 3 – One-page descriptions of implementation project releases

176

Appendix 4 – Business and IT requirements allocated to implementation projects

205

Page


Key Project Goals

The purpose of this project is to formulate a long term vision for IT and an implementation roadmap to support EEC’s mission. Specific objectives are to:

– Formalize a vision for IT, building on the work already done and documented in the previously issued RFQ for a single financial system for child care

– Evaluate EEC current technical and organizational capabilities and identify gaps between these capabilities and the vision for IT

– Provide architecture recommendations

– Formulate a three-year implementation roadmap and budget

Project Approach


EEC IT Strategic Plan Schedule

Project Approach

Mon Tue Wed Thu Fri

1 2

5 6 7 8 9

12 13 14 15 16

19 20 21 22 23

26 27 28 29 30

February 2007

March 2007

Mon Tue Wed Thu Fri

1 2

5 6 7 8 9

12 13 14 15 16

19 20 21 22 23

26 27 28

Kickoffmeeting

Workshop #1: Validation of findings

Workshop #2: implementation priorities and roadmap

Projectcompletion

Projectstart


Commissioner's Office

Ann Reale Commissioner

Administration

Alda Rego-Weathers Deputy Commissioner

Sandra Fortier-Hollow Associate Commissioner

Sandra Sherriff Associate Commissioner

Kevin Sullivan Associate Commissioner

Program Development and AccessAmy Kershaw Deputy CommissionerKristina Richardi Evaluation SpecialistRod Southwick Director of Research

Program Quality and AdvancementPhil Baimas Acting Assoc. Comm’rKatie Sutton Research Coordinator

We’ve interviewed staff across the EEC organizationWe’ve interviewed staff across the EEC organization

Regional Operations and LicensingDave McGrath Deputy CommissionerErin Craft Regional DirectorDonna Cohen Avery Regional DirectorTom Marino Regional Director

Information and TechnologyJoan Clark Chief Information Officer

Elizabeth Lovece Director of Apps Development

Patrick Lynch Director of Tech Operations

Audrey Willoughby CCIMS Project Coordinator

Greesham Sharma Independent Contractor

Marina Slezinger Applications Developer

Project Approach


Workshop 1: Findings were validated in a visioning workshop held on Tuesday 2/20/07

Project Approach

Participants: Commissioner Ann Reale, Alda Rego-Weathers, Sandra Fortier-Hollow, Sandra Sherriff, Amy Kershaw, Phil Baimas, Tom Marino, Joan Clark, Audrey Willoughby, Dena Papanikolaou, Mike Avery, David Bass, Casey Otis, Eric Bartholet (CSC), Larry Robbins (CSC), Vinod Muralidhar (CSC), Erik Williams (CSC)

Review and validate current state findings; validate imperatives for future state business model

2.5

Develop future state view of EEC portal capabilities for stakeholder groups

1.0

Review and refine key requirements for technology (e.g., single source of information on children, security, state technology standards & services) & review alternative technology architectures (single app, multiple apps, etc.), develop strengths and weaknesses

1.0

Develop value proposition for future state architecture 1.0

Topics Covered

Approx Timing (Hrs)


Workshop 2: Findings were further validated in an implementation priorities and roadmap workshop held Friday, 3/2/07

Project Approach

Participants: Commissioner Ann Reale, Alda Rego-Weathers, Sandra Fortier-Hollow, Sandra Sherriff, Amy Kershaw, Phil Baimas, Tom Marino, Joan Clark, Audrey Willoughby, Dena Papanikolaou, Mike Avery, Casey Otis, Donna Cohen-Avery, Elizabeth Lovece, Kevin Sullivan, David McGrath, Eric Bartholet (CSC), Larry Robbins (CSC), Vinod Muralidhar (CSC), Erik Williams (CSC)

Validate vision for IT, including business vision, benefits, and architecture vision

2.0

Review implementation strategy and potential implementation projects

1.0

Develop IT implementation approach, including resources needed to implement, implementation priorities, and implementation roadmap

1.0

Topics Covered

Approx Timing (Hrs)


Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12

Initiative2004

Q1

2002 2003

Description:

Benefits:

Key Linkages:

Key Assumptions:

Infrastructure Initiative: 13.0 Risk Management

Strategic Value Score

Economic Value ScoreEvents 200

0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004

Person Yearsto Complete

4

20

Person Years 4 10 10 24

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:

Initiative Category

Initiative 13.0



0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:




0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:

Initiative Category

Initiative 13.0



0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Potential Events

Known Events

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:




0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:

Initiative Category

Initiative 13.0



0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:




0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:

Initiative Category

Initiative 13.0



0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Potential Events

Known Events

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:




0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:

Initiative Category

Initiative 13.0



0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:




0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Description:

Benefits:

Key Linkages:

Key Assumptions:

Initiative Category

Initiative 13.0



0200

1200

2200

3200

4

Projects

13.1

13.2 .

2000

2001

2002

2003

2004


4

20


Potential Events

Known Events

Potential Events

Known Events

Potential Events

Known Events

Potential Events

Known Events

2 Fusion Tree

5Implementation Roadmap Vision for IT3

1b Current Business State

1c Current State of Technology

1a External Drivers

IT Initiatives4

...CCR&R

CCR&RCCR&R

Licensing / Statistics

VB

Background Records Check

VB

Compliance Tracking

VBCCIMSVB

CCIMSSQL Server

eCCIMSSQL Server Data

WarehouseSQL Server

eCCIMSASP

Teachers Qualification

ASP

Octopus

Oct

opus

CCIMS DW StagingSQL Server

FTPCORIemail

CHSBDSS

DSS Bkgd Checkemail

Providers

Contracts Management

SystemVB

Contracts

OLAP Cubes

End User Desktop

Excel

End User DesktopAccess

DW

ET

LD

TS

MMARSDTA EOHHS VG

MA Government Network [MAGNet]


HTML

eCCIMSHTML

CC ProvidersPreschoolTeachers

Child Care Search

ASP

EEC Info + Provider LocatorHTML

Public

LicensingSQL Server

ContractsSQL Server

CC Providers

CCIMSTables

eCCIMSTables

CC Authorization

Invoices from CCR&Rs and

Providers

WaitlistIntake

Pre

sentatio

nB

usin

ess L

og

icD

ata P

ersistenc

e

CC Authorization

Da

ta M

anag

em

ent

CORI

Automated

Internal System

ManualDATA INTERFACES

Project Approach

Key Steps of Project Approach


Contents

Project Approach


External Drivers

Current Business State

Current Technology State

Fusion Tree – Business Requirements

Fusion Tree – IT Requirements

IT Vision – Initial Options For Data Integration

IT Vision

EEC business vision and benefits

Vision for future state of EEC IT architecture

Applications and data

IT infrastructure

IT organization and governance


Proposed implementation strategy

Implementation projects

Implementation scenarios

Proposed implementation organization


EEC is under pressure from multiple stakeholders

Role of Information Technology

Legislature

FedsService Providers

Families and Public

• Support of early education by the new administration

• Universal pre-kindergarten

• Need to revise the approach to compliance monitoring through licensing

• Consolidation of formerly separate organizations

• Need to connect with the Virtual Gateway

• Need to control costs and keep staffing levels down

Driver

• Increasing demand for high quality child care

• Desire to help more families

• Demand for easier access to services

• Desire to provide more access to information for parents and families

• Need to simplify EEC business processes for providers

Driver

• Help EEC make better decisions • Improve efficiency of key EEC processes

such as payment and licensing

External Drivers


In response, EEC needs to build its business capabilities

• Increase efficiency, consistency, and speed of rate setting, billing and payment

• Track children and families as unique entities throughout their participation in EEC programs

– Outcomes measurement

– Eligibility determination and re-determination

• Know about all child care providers and practitioners in the Commonwealth

• Help clients and the public make informed early education and care decisions

• Respond quickly and accurately to questions from the legislature and others

• From observation and study, be able to develop curricula and methodologies to assist providers in improving quality

External Drivers


Improvements in business capabilities require advanced IT capabilities such as these

• EEC end-user empowerment– End-user access to detailed

and summary information from data warehouse

– End-user creation of surveys integrated with master data

• Centralized and enriched children and families data

• Centralized and enriched providers and workforce data

• Detailed and current provider information available to public from online databases

• Scalable and extensible placement and billing systems

• Enhanced integration with external systems

– Automated interfaces with MMARS, DTA, DSS, DOR, DOE

– Integration with EOHHS Virtual Gateway

• Ability to do business online– Online intake and eligibility from

anywhere

– Direct billing by and direct payment to providers

– Training and other value-added services to practitioners

– Field licensor queries to integrated provider database that includes subsidy information

External Drivers


Vermont Bright Futures Information system

Vermont’s Bright Futures Information System provides on-line tools for parents and service providers. Parents can review information about child care providers in their area; search for child care openings in programs; look up a child care provider's regulatory history; report concerns about child care programs; and confidentially apply for child care subsidy online. Child care providers can apply or reapply for a license or registered home certificate online; enter continuing education and track professional development; find out what courses and workshops are available; advertise their business and available openings; submit subsidy invoices and track subsidy payments online; receive subsidy payments or grants as direct deposits into their bank account.

Oklahoma EBT card system

Oklahoma’s Electronic Benefits Transfer (EBT) system is an attendance tracking and payment system for Child Care Subsidy Benefits. Participants are issued an EBT card when they apply for Child Care benefits. Every contracted facility is equipped with a Point of Service (POS) machine. Each time a participant takes or picks up her child from the child care facility, she must swipe her EBT card through the POS machine to record attendance for her child. Child care providers can log-in to view payment and Electronic Benefits Transfer card swipe information

Wisconsin CCPI system

Wisconsin’s Child Care Provider Information (CCPI) provides Internet access to the Wisconsin Shares Child Care Payment System, the computer system which runs the child care subsidy program. Service providers have access to Web Attendance, can view current information on subsidized children authorized to their center, access summary and detail information about subsidy payments made to providers, create reports of current and historical information, and receive announcements that contain county/tribe-specific and statewide information of interest to child care providers

Maryland CCATS System

Maryland’s Child Care Automated Tracking System (CCATS) eliminates monthly invoices and pays service providers every two weeks. Pre-printed invoices are mailed to service providers with all the POC children listed. Planned features include direct deposit and the option to submit invoices over the Internet.

NH Child Care Search

NH Child Care Search contains information on licensed child care programs. There are approximately 1,200 licensed child care programs in New Hampshire. This site is designed to give families information about each licensed child care program, including the licensing visit history with a summary of violations, if any. Child Care Search lists licensed child care programs by town and zip code. A glossary of key terms is provided. Licensing Visit Information on the Website includes: when a visit resulted in no violations found; for critical rule violations, the rule number along with a brief summary of the rule text; whether a corrective action plan (CAP) was requested, accepted or unaccepted. Specific non-critical violations will not be included on this website. A sample of a non-critical violations checklist is in the glossary.

Other states have been investing in these technologies

External Drivers

Source: State websites


Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








Current State Context Diagram – External View

Providers

CCR&RsCPCs

CHSBDSS

DTA

Families

Public

EOHHS(VG)

OSC(MMARS)

Practitioners

Background checks

Placements

Payment Virtual

Gateway

Funding, support, referrals

CC and Early Ed Information


Qualifications, tracking

Federal Govt.

Reports, Revenue tracking

Placements, background

checksLegislature & Administration

Reports

Family Child Care

Systems

Public Schools

Other State

Agencies

Funding, support

Licenses, resid placement,

tracking

Grants, tracking

Licenses, funding, tracking

CC and Early Ed options, financial assistance

Consumers

Fund Sources

Legend

Intermediaries

Data Interfaces

Service Providers

Functional Interfaces

Practitioners


Context Diagram – Stakeholder Relationships with EEC Entity Role Relationship With EEC

CCR&Rs Broker placement of children in child care programs, maintain regional relationships with providers, administer billing for care, pay providers, perform eligibility checks, and maintain waiting list data

Receive funding for subsidies, training, and support services, submit information about referrals

CPCs Maintain community relationships with providers, funded through grant programs, contract with providers in their communities, pay providers, perform eligibility checks, and maintain waiting list data

Receive funding for subsidies, training, and support services, submit information about referrals

Families Receive child care and subsidy benefits, and use child care and early education services in state

Receive information about child care providers, can initiate complaints

Public Evaluate CC and Early Ed provider options and quality Receives information about providers, reports on EEC performance

Family Child Care Systems

Act as billing and placement agent for family child care providers

Receive funding for subsidies, training, and support services for their members

Family Care Provide care in a home setting for up to 6-10 children Receive licenses, submit bills and related documentation, receive subsidy payments

Center-Based Care

Provide care for children birth to age 13 on a regular basis, in a center or building that is not a residence

Receive licenses, submit bills and related documentation

Residential Care

Provide care for one or more children on a 24 hour a day basis.

Same as above, plus monitor licensing of adoption and foster care agencies

Public Schools Provide care in a pubic school setting Receive grants, provide tracking information

Practitioners Provide child care in family care, center-based care, or residential care settings

Receive training and development services, receive teacher qualification


Rev 2/20/07


Context Diagram – EEC Relationships with Other Agencies

Entity Information Technology Relationship with EEC

CHSB Provides criminal history background checks on practitioners

DSS Refers children under their supervision, provides child abuse background checks on practitioners

DTA Refers children of families receiving assistance

EOHHS Manages MA Virtual Gateway

OSC Provides back office billing and payment support for providers and programs

Legislature Receives reports

Administration Receives reports

Other State Agencies

Receive licenses, residential placements

Feds Receive reports, provide revenue tracking information


Rev 2/20/07



Mass Family Network (MFN)

Financial Assistance

Licensing / Regulatory

Program policy and

management

Family Assistance

EEC

Case Management

General Management

Analysis & reporting

Parent Child Home Program

(PCHP)

Voucher Intake and Payment

Contract Intake and Payment

Grant Payment (CPC)

Complaints & investigation

Service provider recruiting and

contracting

Provider Licenecing

Survey management

End user data queries and

analysis

Standardized reporting

Accounting & Finance

Human resources

Purchasing

BudgetingProvide CC info to public

Refer public to providers

Child care placement and management

Residential placement and

care

Adoption, group care, foster care

and temp shelters

Waitlist management

Program Selection

Eligibility Determination


contracting

Provider Licensing

Background checks (CORI)

Teacher certification

Technical assistance &

training

Regulatory visits

Workforce tracking

Mass Family Network (MFN)


Licensing / Regulatory

Program policy and

management

Family Assistance

EEC

Case Management

General Management


Parent Child Home Program

(PCHP)

Voucher Intake and Payment

Contract Intake and Payment

Grant Payment (CPC)



contracting

Provider Licenecing

Survey management


analysis



Human resources

Purchasing

BudgetingProvide CC info to public

Refer public to providers

Child care placement and management

Residential placement and

care

Adoption, group care, foster care

and temp shelters

Waitlist management

Program Selection

Eligibility Determination


contracting

Provider Licensing

Background checks (CORI)

Teacher certification


training

Regulatory visits

Workforce tracking

Business Process Diagram – How EEC Does Business Today


Key Findings About EEC Business ProcessesToday

Family Assistance • Very decentralized; limited links to other EEC processes

Financial Assistance • Multiple processes for payment, partially by third parties• Multiple entry points, out-of-date information• Inefficient interfaces to DSS, DTA, OSC, and CHSB

Licensing / Regulatory • No centralized information on providers; information is duplicated at local sites

• Inadequate functionality to flag potentially inappropriate caregivers and identify areas for quality improvement

• Limited sharing of provider information challenges licensors• Little visibility into unlicensed and exempt programs

Analysis & Reporting • No repeatable processes for conducting surveys• Limited analytical tools

General Management • Data for decision-making can be difficult to find

Residential Placement and Care

• Limited common processes shared with other licensing programs

Case Management • Limited ability to track caseloads within EEC• Not able to track cases longitudinally • No interface with DOE

Program Policy and Management

• Inconsistent policies and processes• Little or no transparency

Process Group Characteristics



Pain Point

Key: Process Step Exclusivity

Process Break

Financial Assistance – Current Contract ProcessM

A D

SS

MA

DS

SF

amily

Fam

ilyP

rovi

der

Pro

vide

rM

A E

EC

MA

EE

CM

A C

ontr

olle

rM

A C

ontr

olle

r

Automated Eligibility

Calculation

MMARS Payment

Processing

Attendance entered

directly into eCCIMS 2

Summary payment vouchers produced from eCCIMS, printed, signed

and mailed 3Placement

Online verification of

billing submission

Site Selection1

Verification (pay stubs,

proof of employment)

Wait List in eCCIMS

Wait for opening

Income eligible

Not income eligible

Request for

services

Request for

services

Payment received

Subsidy denied

Enter billing info MMARS

Manual data

entry of billing info

Physical signature required

Submitted in paper form from those

providers wo/ access to eCCIMS

Inaccurate information on

families in waiting list



Financial Assistance – Current Voucher Process

Pain Point


Process Break


DT

A/D

SS

CC

RR

CC

RR

Pro

vide

rP

rovi

der

MA

EE

CM

A E

EC

MA

Con

trol

ler

MA

Con

trol

ler

Fam

ilyF

amily

Verification (pay stubs,

proof of employment)

PlacementPaper Based Attendance Submission

MMARS Payment

Processing

Payment Distribution from CCIMS

Provider Selection

Wait List in eCCIMS

Print, sign, and mail detailed

bill from CCIMS

Request for services


Payment received

Not income eligible

Income eligible

Wait for opening

Subsidy denied

Manual data entry of paper

based submissions

Physical signature required

Eligibility calculation performed manually

Calculate eligibility

Manual data entry of billing

info

Enter billing info into MMARS

Enter Attendance into CCIMS

Inaccurate information on

families in waiting list

Payments distributed by R&Rs rather

than paid directly to providers

Paper based process unable to track whether family

contacts provider or to inform DSS

Checks generated outside of

CCIMS

Data exchange could be

performed electronically

Income determination too incomplete to be

useful


Financial Assistance – Current CPC Grant “Contract Model” Process

Pain Point


Note: CPCs pay in many ways; these have been reduced to two primary ways in this section of the analysis

Process Break


CPCs serve 3 & 4 year-olds only

Pro

vid

er

Pro

vid

er

CP

CC

PC

MA

EE

CM

A E

EC

MA

Co

ntr

olle

rM

A C

on

tro

ller

Fa

mily

Fa

mily

Placement into slots at a set

rate

Report attendance and

demographic information

Wait List in eCCIMS

Disburse grant payment

Aggregate attendance and


Quarterly award grant

Enter grant payments into

MMARS

Request for

services

Subsidy denied

Wait for opening

Income and age eligible

Not income or age eligible

Aggregate attendance info

received

Eligibility verification

Eligibility calculation performed manually

Lack of detailed

information

Paper based reporting

Manual entry of grant payment requests

Distribute payments to providers1

Payments recieved


Financial Assistance – Current CPC Grant “Voucher Model” Process

Pro

vide

rP

rovi

der

CP

C(le

ad a

genc

y)

CP

C(le

ad a

genc

y)M

A E

EC

MA

EE

CM

A C

ontr

olle

rM

A C

ontr

olle

rF

amily

Fam

ily

Placement

Report attendance and


Income eligable

Wait List in eCCIMS

Distribute payments to providers1

Aggregate attendance and



Subsidy denied

Quarterly award grant

Manually enter grant

payments into MMARS

Payments recieved

Not income eligable

Disburse grant payment

Aggregate attendance

info received

Wait for opening


Eligability calculation sperformed manaully

Lack of detailed

information

Manual entry of grant payment requests

Pain Point


Note: CPCs pay in many ways; these have been reduced to two primary ways in this section of the analysis

Process Break


CPCs serve 3 & 4 year-olds only


Current Provider Licensing Process

Pain Point


Process Break


Pro

vide

rP

rovi

der

MA

EE

CM

A E

EC

CH

SB

CH

SB

GCC or Residential

FCCApplication submitted with check

Full term license granted

Application denied

Approved

Not approved

Create unique license number

Print and submit CORI

request

Run CORI report on applicant

Apply CORI requlations to

report

Submit required

documentation

Pre-license visit

Grant 6 month provisional

license

Until satisfaction

Non-compliance

vist

Follw-up revisit

Manual deposit of fee checks


Current Provider Investigation Process

Pain Point


Process Break


EE

C I

nves

tigat

ions

Uni

tE

EC

Inv

estig

atio

ns U

nit

Reg

iona

l EE

C O

ffice

sR

egio

nal E

EC

Offi

ces

Rep

orte

rR

epor

ter

Report violation

Report documented

Suppervisor / Director Review

Review

Investigation

Investigation

Finding / Report

Finding / Report

Determination made

Referred for legal action

Notification

Regional enforcement

Notification

Review findings /

report

Referred for legal action

Assigned to licensor

Assigned to investigator

Managed locally

Managed centrally


Major Data Subject Areas & Relationships

Child & Family

CCProvider

Site

Vendor

License

Payment Model

Contract

Place-ment

VoucherGrant CCR&R Umbrella/System

CPC

Billing

CCPracti-tioner

Certifi-cation

Complaint



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








Applications support of EEC business processes


Level of Automation:

Extensive

Partial

None or little

Business Processes

Applications Elig

ibili

ty d

ete

rmin

atio

ns

Chi

ld c

are

Vou

che

r in

take

and

pay

me

nt

Chi

ld c

are

Con

trac

t in

take

and

pay

men

t

Chi

ld c

are

Gra

nt p

aym

ent (

CP

C)

Det

erm

inat

ion

of a

ppro

pria

te p

rogr

am fo

r ch

ild

Wai

tlist

man

agem

ent

Chi

ld c

are

plac

emen

t and

man

age

me

nt

Pro

gram

and

pol

icy

man

age

me

nt

Pro

vide

r lic

ens

ing

Bac

kgro

und

re

cord

che

cks

(CO

RI a

nd D

SS

)

Tea

cher

Cer

tific

atio

n

Ser

vice

pro

vide

r re

crui

tmen

t &

con

trac

ting

Com

plai

nts/

inve

stig

atio

n

Pro

vide

r re

gul

ato

ry v

isits

Wor

kfor

ce tr

acki

ng

Tec

hni

cal a

ssis

tan

ce &

Pro

fess

ion

al d

eve

lop

me

nt

Mas

s F

am

ily N

etw

ork

(MF

N)

Par

ent C

hild

Hom

e P

rogr

am (

PC

HP

)

Ado

ptio

n, G

rou

p ca

re, f

ost

er c

are

and

tem

pora

ry s

hel

ters

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t of

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s to

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lic

Ref

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ubl

ic to

app

rop

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pro

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r

Sur

vey

man

age

men

t

End

use

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ta q

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sis

Sta

ndar

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epo

rtin

g

Acc

oun

ting

& fi

nan

ce

HR

Pur

chas

ing

Bud

get

ing

& F

ore

cast

ing

IT

Licensing x x x xCCIMS x x xeCCIMS x x x x x x xTQ-client server x xTQ-on-line applications x xTracking System (TS) x xCORI/Background checks x xLicensing Stats x x xcontracts/vendor query x xReminder x x xTimekeeper System xHelp Desk System xEEC Web Site x xCPC Systems x x xVarious Access Databases xData Warehoulse x x

x = application supports the business process

Residential and Placement Care

Information and Referral

Case management

Program and policy management

Analysis and

reportingAdministration &

FinanceFinancial Assistance Licensing and Regulation

Family Assis-tance

Currently, some business processes have no application support.


Current Application Support of Data Subject Areas


Data Subject Areas

ApplicationsChild and

FamilyVendor

ContractVoucher Grant Placement Billing CC

ProviderO

Childcare Practitioner

Complaint, incident

Licensing CCCIMS C C C C CeCCIMS C R C C RTQ-client server CTQ-on-line applications RTracking System (TS) CCORI/Background checks CLicensing Stats RContracts/Vendor query CReminder REEC Web Site RVarious EEC Access Databases C

CPC Systems

C C C C C

C = Creates new recordR = Reads only

O License is an attribute of service provider Not accessible to EEC

Key subject areas are currently updated by more than one application.


Current Technology Architecture: Applications & Data

• Mission-critical systems– CCIMS: 2001: Client/Server

– Licensing: 2003: Client/Server

– eCCIMS: 2005: Web browser based/3-Tier

• Licensing system – System of record for providers, licensed capacity, teachers

qualifications

– Contracts: system of record for vendors

– Organizational relationships (licensee vendor, licensee teacher) across Licensing and Contracts not maintained rigorously

• eCCIMS– System of record for children in contract slots

– Shares provider and contracts data with Licensing and Contracts systems

• CCIMS– System of record for children in voucher based programs

– Decentralized data architecture not conducive to data integrity



Current Technology Architecture: Applications & Data

• Data warehouse – Further integrates data from eCCIMS and Licensing

– CCIMS data from CCR&Rs consolidated but not integrated with data from eCCIMS

– Data integration efforts ongoing

• External interfaces – Not automated except for feed from Virtual Gateway

– ‘Background check’ interfaces to CORI and DSS via email and requires manual data entry

– Significant manual input to MMARS constrains expeditious payments to providers

– Automated interfaces with Department of Revenue, DTA and DSS would reduce inconvenience for families



Current Technology Architecture: Infrastructure

• Microsoft Windows Server shop– Consistent ‘Standard Operating Environment’ on commodity

servers• Facilitates operational support and systems management

– ITD push to ‘Open Source’ platforms• Business case based on license costs vs. operational efficiencies

not clear

• Data integration capability not a factor: Web service / XML based integration obviates platform differences

• Readiness to host CCR&R and CPC processes– Capacity not seen as issue

– Redundancy and failover strategies may need beefing up

• Server consolidation / virtualization potential– Longer term considerations



Current Technology Architecture: Process and People

• Lean IT operations– Applications development resources: 3 internal FTEs

– Training has not kept pace with skills upgrading requirements

• Structured system development methodologies– Would enhance quality of development and long-term savings

– But would require initial investment in time and resources by both IT and business

– Architecture patterns and documentation would enable contract resources to be deployed efficiently

• End-user empowerment – Would reduce diversion of IT staff from strategic work to ad hoc

(urgent) information retrieval work

– Technologies exist for end-user reporting and analysis• Beginnings made in-house with SQL Server Analysis Services

– Data cleansing and harmonization is a pre-requisite to gain trust of business in systems



Current Technology Architecture: Analytical Approach

• Develop high level applications map showing internal and external interfaces

• Overlay framework for analysis within which future state architecture can be developed

• Distribute Data in Layers across Enterprise– Operational / Transactional

• Frequently updated, atomic

• Tuned for transactional applications’ input/output processing

– Informational and Analytical• Historical and time invariant

• Data sourced from multiple operational systems, cleansed and integrated for holistic business view

• Tuned for information analysis and end-user queries



Current Technology Architecture: Analytical Approach

• Benefits in designing applications as components categorized into logical chunks called ‘tiers’

– Scalability

– Reusability

– Maintainability …

• We can view our current application portfolio as a set of tiered components, roughly grouped into categories:

– Presentation• User Interfaces

– Business Logic • Includes application services such as security and systems

management

– Data• Databases, documents and file repositories

– Integration • Internal and external data interfaces



Current EEC Application and Data Architecture

PresentationPresentation

Business LogicBusiness Logic

DataData

IntegrationIntegration


...CPCs

CPCs

...CCR&R

CCR&RCCR&R

Licensing / Statistics

VB

Background Records Check

VB

Compliance Tracking

VBCCIMSVB

CCIMSSQL Server

eCCIMSSQL Server Data

WarehouseSQL Server

eCCIMSASP


ASP

Octopus

Oct

opus

CCIMS DW StagingSQL Server

FTP

CORIemail

CHSBDSS

DSS Bkgd Checkemail

Providers

Contracts Management

SystemVB

Contracts

OLAP Cubes

End User Desktop

Excel


DW

ET

LD

TS

MMARSDTA EOHHS VG


HTML

eCCIMSHTML

CC ProvidersPreschoolTeachers

Provider Search

ASP

EEC Website + Provider

LocatorHTML

Public

LicensingSQL Server

ContractsSQL Server

CC Providers

CCIMSTables

eCCIMSTables

CC Authorization

Invoices from CCR&Rs and

Providers

WaitlistIntake

CC Authorization

CORI

Au

tom

ate

d

Inte

rna

lM

an

ual

DA

TA

IN

TE

RF

AC

ES

CPCs

Various Applications

Access


Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








Vision/Strategy

BusinessObjectives

StrategicImperatives

Required Business

Capabilities

Required ITCapabilities

Technology/Architecture

Applications

Organization

A “fusion tree” links technology requirements to business strategy

Our positioning in the public eye

How we achieve the positioning

What we need to do

What we need to have



The EEC fusion tree identifies the key business capabilities needed to fulfill the vision

Details are on the pages that follow


Required Business CapabilitiesFamilies Licenses Other Providers

Business Objectives Strategic Imperatives Elig

ibili

ty v

erifi

catio

n

Chi

ld a

nd fa

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Chi

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irect

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Vis

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ty in

to s

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ders

Chi

ld c

are

info

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ion

and

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Pro

vide

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ense

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Lice

nsin

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it m

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t

Pra

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Dat

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urve

ying

Com

mun

icat

ion

Enable low income and at-risk families needing

financial assistance to enroll their children in the

best care pgms

Improve waiting list yield and predicability x x xGet the most needy kids into programs most appropriate for them x x x xTrack children and families in care xProvide uniform access to services x x xManage and reduce fraud and incorrect eligibility determination x x x

Improve payment practices xTrack quality of care and child and family outcomes x x x xImplement UPK x x x xUpgrade practitioner skills x xTrack workforce x x xUpgrade provider business practices x x x

Provide service provider registry (quality and violations) x x x xProvide powerful search for child care and other support programs x xRespond effectively to information requests x x xSeek input from families and stakeholders x x xProvide comprehensive, intuitive data analysis x

Number of strategic imperatives supported 4 8 2 2 2 10 2 2 2 0 4 5 1

Be an effective clearinghouse of information for all

stakeholders

Enable low income and at-risk families needing

financial assistance to enroll their children in the

best care pgms

Enhance the ability of providers to deliver quality

services


Objective: Enable Families To Enroll Their Children In The Best Care and Early Education Programs

Improve waiting list yield and predictability

• Improve quality of information in waiting list. Eliminate multiple queues

• Incorporate parent preferences in wait list to help match kids with programs

Get the most needy kids into programs most appropriate for them

• Improve priority status determination on wait list

• Account for multiple family circumstances in wait list

Track children and families in care

• Track what children are in care by age group, funding source, cost of care, income ranges, and geographic locations

• Un-duplicate counts of children in care

Provide uniform access to services

• Provide consistency through all points of entry

• Improve accuracy of eligibility determination

• Maximize use of funds, sequence funding streams

Manage and reduce fraud and incorrect eligibility determinations

Added at workshop I

Strategic Imperative Detail (From Interviews)



Objective: Enhance the Ability of Providers to Deliver Quality Services

Improve payment practices

• Pay providers quickly, sequence funding streams, and reduce administrative burdens

Track quality of care and child and family outcomes

• Collect and analyze data to verify program effectiveness

• Measure and track quality of care

• Identify inappropriate caregivers by evaluating patterns such as fired by one program and hired by another or undergone multiple background checks

• Make greater level of allowable detailed information available to the public

• Connect our data with other credentialing and tracking systems in other agencies




Objective: Enhance the Ability of Providers to Deliver Quality Services (Cont’d)

Implement UPK • Implement universal preschool (UPK) pilot. Provide data on how kids are progressing in these programs, including assessing child progress, training, and service provider quality

Upgrade practitioner skills

• Provide practitioners with information that will empower them to improve their skills and progress through their field

Track workforce • Understand current status of the child care workforce at a detail level so we can understand employment patterns, wages, and training needs

Upgrade provider business practices

Added at workshop I




Objective: Be an Effective Clearinghouse of Information for All Stakeholders

Provide powerful search for child care and other support programs

• Need ability for public to search for facilities by multiple variables, including distance, language, and vacancies

Respond effectively to information requests

• We are a data poor agency; we want to inform ourselves with good information. Parents and others also need data

• Respond consistently and accurately to third party requests for information

Seek input from families and stakeholders

• Inform families, stakeholders to what we are trying to achieve

• Provide parents with information about EEC services to enable them to make better childcare decisions

• Help people feel they are part of decision making by encouraging buy-in from field and providing easier ways to communicate

Provide comprehensive, intuitive data analysis

Added at workshop I




Future State• A single process handles all

eligibility determinations• Eligibility rules are uniform and used

to make all eligibility determinations• Family income status is verified

through DOR and the Department of Unemployment and Training

• Families are screened for eligibility at time of wait listing and periodically thereafter

• The funding stream is optimized by assigning each child to the best funding source

• Eligibility verification is coordinated with DSS and DTA to avoid families having to be double-verified

• The family is informed of an accurately calculated wait time

Current State• We compute eligibility in various ways.

For example, eCCIMS computes eligibility, but CCIMS does not, leaving CCIMS users to calculate eligibility manually

• Our different subsidy systems vary in restrictiveness toward parents. For example, if a child comes in through certain channels, he or she is not guaranteed continued eligibility.

• We only do limited eligibility determination on a child entering the wait list. The list is too long to make up-front determinations worthwhile

• Child care placements are tedious for parents because of paper referrals from DTA and DSS. Families have to go through double verification

Required Business Capability:Eligibility Verification



Future State

• ECC has full information, including special needs, on all kids and families, including those handled by CCR&Rs, CPCs, exempt programs, and public schools

• Kids and families are tracked as they progress through the system and beyond, from wait listing to placement to transition out of the system to school

• DOE student IDs are assigned upon entry into care and are used to track kids all the way through school. This requires connections with the Dept of Ed, the Board of Higher Ed

• Multiple and special family circumstances are known and taken into account in eligibility determination and placement

Current State

• We don’t know all the characteristics of the child and the family. We code them differently in our different systems. We are unable to look at kids in the broadest way

• All children are not tracked. For example, tracking kids and siblings for continuity of care vouchers is difficult. We don’t record children’s experiences through the different funding streams

• We are not able to track parents over time. For example, if a parent moves from teen parent status to school status, it looks in the system like a new parent is entering the system

Required Business Capability:Child and Family Tracking



Future State

• A single virtual intake system is in place. The list:

– Tracks events such as appointments for placement, steps in the enrollment process, and terminations from the wait list and care

– Eliminates child and family duplication, and includes children served through all funding streams

– Places children into care in the most funding-friendly way

• Wait list system knows more characteristics of the child and the family, including parents’ placement preferences, so kids can be placed in the best program for them

• The system estimates expected wait times based on knowledge of children in care

Current State

• We don’t have visibility into our waiting list.

• We now don't know the “yield” rate. We can’t estimate how many kids we have to take off the wait list to fill one slot

• Eligibility for access to the waitlist is based on parents self-identify with no opportunity to update information

Required Business Capability:Child and Family Tracking – Waiting List



Future State

• To be determined; policy is under development

Current State

• No system-wide approach to measuring child outcomes

Required Business Capability:Child Assessment and Outcomes Measurement



Future State

• Rate changing is uniform and based on reliable, well researched methodologies

• Rates are verifiably appropriate to the services provided

Current State

• Our rate structure is complex, with many different rates

• Rates vary among and within providers

• Market rates are difficult to measure

Required Business Capability:Rate Changing



Future State

• A single payment system handles all types of child care (contracts, vouchers, grants), and handles workflow from enrollment to attendance and remittance by the Comptroller

• Providers experience a single billing and payment process

• Cash flow is optimized for providers

• Provider financial stability is improved

• Providers’ administrative burden is reduced

Current State

• The billing and payment process is paper-based, cumbersome, and inconsistent:

– Multiple subsidy processes are used

– Various systems are used by the provider community

– Data is in separate systems, so that individual families could theoretically be getting multiple grants

– Payment rules differ among the different programs

• We do not pay some providers quickly enough

Required Business Capability:Direct Pay to Service Providers



Future State• EEC tracks all service providers,

including they are licensed or licensed-exempt

• EEC tracks known providers of unlicensed care

• EEC has a single access point for complete and consistent information about providers, such as level of state funding, open slots, children enrolled, license status, practitioners present, quality of business processes, and risk

• EEC provides current, detailed information to the public on child care providers, such as license status, program quality, and non-compliance information

• A workforce registry tracks where practitioners are working

Current State• Information about providers is not readily

available to EEC or to parents– Information about providers is scattered

throughout various systems and in many cases is duplicated and inconsistent

– Key information such as compliance data is available only on paper

• We are able to track only some programs. Those that are unlicensed or exempt are not consistently tracked.

• We don’t have current data on which practitioners work for a specific provider

Required Business Capability:Visibility Into Service Providers



Future State

• EEC offers an on-line search and referral system to the public. The search capability is powerful, offering multiple variables as driving distance, language, and space availability

• EEC provides referrals to a variety of resources such as financial assistance, parental support programs and parent development resources

• EEC provides capabilities to the public that are packaged and inter-operate, such as provider referral, slot availability, an eligibility wizard, wait list placement, and referral to other State services

Current State

• We do not provide a comprehensive tool for the public to search for child care providers or family and parenting resources

• Families spend excessive time and energy locating the right information to choose early education and care services for their children, when there is considerable information in EEC databases that would help them in this process

Required Business Capability:Child Care Information and Referral



Future State

• Licensees can easily track the status of license applications, renewals, and variances

• Licensors, referrers, and others have easy access to license-related information such as background checks, licensor visit notations, complaint status, licensing history, variance status, quality ratings for programs, and practitioner qualifications

• EEC knows about and tracks all exempt programs. EEC periodically conducts exemption re-determinations. EEC staff can access results of all exemption determinations from any office location, the reasons for exemptions and who approved them

Current State

• Licensing is a paper- and phone-based process. Licensees cannot easily check on the issuance or renewal status of their license applications.

• Variance determination and logging is paper based; tracking patterns of continued variance allowance is difficult

• We don’t know about many license exempt child care sites. They are not in the Licensing database unless they are doing business with us

Required Business Capability:Provider License Status Tracking



Future State

• Licenses are tracked and tagged throughout their life cycle of regulatory compliance including legal proceedings such as license suspensions, revocations, and enrollment freezes. License status changes are quickly communi-cated throughout the EEC system

• EEC evaluates program risks levels. Evaluators access all relevant information including license and variance status, licensor visits, non-compliance actions, and comments from families

• Parents submit feedback on their experiences with providers

Current State

• Non-compliance tracking is a manual, paper-based process. This causes difficulties in:

– Sharing licensing data across regions

– Accessing past incident data, needed to assess risk

– Quickly informing referring organizations and others that a program has lost its license

• Legal referral and tracking of pending legal actions are done largely on paper

• We don’t track positive feedback. We aren’t able to convey information about positive comments to families and others

Required Business Capability:Licensing Non-Compliance Tracking



Future State

• Visit planning and scheduling processes get the licensors to the right providers based on established criteria

• The licensor has full access to current and past information about the program at the time of visit.

Current State

• We cannot easily determine how often a provider should be visited based on criteria such as risk and which providers are consuming the most resources

• Visits to providers are tracked, but manual aspects make prior visit information hard to access. The system has little flexibility to add visit data

Required Business Capability:Licensor Visit Management



Future State• All practitioners are tracked

throughout their careers and included in a practitioner registry

• EEC manages a coordinated process of issuing new and renewal practitioner certifications, logging training participation, and initiating background checks

• Practitioner training is encouraged, tracked, and linked directly to practitioner qualification criteria

• EEC is a clearinghouse for training, provides information on course availability, and tracks course attendance

Current State• We do not have current,

comprehensive certification information about practitioners. Specifically:

– Teacher qualification information on the 56,000 practitioners we track is not kept up-to-date

• Many providers’ qualifications are not recorded at all.

– Teacher certification is not linked to CORI

– We do not track practitioner development after the initial one-time certification

– We can’t derive meaningful workforce data, such as number of staff, amount of training, retention, need for courses, and need for training

• Training is now not coordinated across the system; we do not know where training occurs and how well it works

Required Business Capability:Practitioner Licensing, Training, and Tracking



Future State

• We are able to do data queries and ad-hoc reports for information that is presented in an easy to understand format

• Information is readily accessible, up to date

• Strong data analytical capabilities are in place. We are able to do meaningful forecasting of demand

• We can design and implement surveys

Current State

• We can’t respond quickly to even the most reasonable information requests from the Legislature or others. Examples of information we cannot easily provide include:

– How many children are in care

– How many programs we support

– Where our practitioners are working and what qualifications they have

• Our survey activity is mostly one-off

Required Business Capability:Data Analysis and Surveying



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








IT Capabilities


Details on following pages

Consolidate / Enrich Data Other AgenciesBusinessOnline Internal

Required Business Capabilities Co

mm

on

ch

ild a

nd

fam

ily d

atab

ase

Co

mm

on

pro

vid

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atab

ase

Pra

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egis

try

Co

mm

on

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ing

sys

tem

fo

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l pro

vid

ers

Co

mm

on

Ru

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En

gin

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AS

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or

all k

ids

in s

yste

m +

SIM

S In

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on

Au

tom

ated

inte

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MM

AR

S &

oth

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gen

cies

Pu

blic

acc

ess

to r

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EC

info

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ract

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ner

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in o

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dat

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ased

Acc

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En

d-u

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rep

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nal

ysis

En

d-u

ser

Su

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ad

min

istr

atio

n

FamiliesEligibility verification xChild and family tracking x xChild assessment and outcomes measurement x x

Rate changing xDirect pay to service providers x x x xVisibility into service providers x x xChild care information and referral x

Provider license status tracking x xNon-compliance trackingLicensor visit management xPractitioner licensing, training, and tracking x x x

Data analysis and surveying x xCommunication x

2 4 2 1 1 2 1 2 2 3 1 2

Families

Providers

Licensing

Others

Centralize & Enrich Data Automate External Interfaces

Conduct Business Online

Empower End users

Required IT Capabilities


Future State

• One database contains child and family data

• Used by all applications that need child and family data; all access to child and family data is logged and auditable per HIPAA

• All information collected on child linked to record in this database; external information such as economic background data from DTA can be added

• We are able to link a child to providers’ license and complaint data; i.e. when the source of complaint is a family

Current State

• Information exists across at least two databases with inconsistent data models

• No visibility into CPC funded children at all

• There is potential duplication of information

Required IT Capability:Common Child and Families Database



Future State

• One database contains data about all providers in the State, and is used by all applications that need provider data.

• Database includes vendors, networks, and brokers such as R&Rs and CPCs

• CORI and other background check information is maintained in system, with confidentiality of information protected

• Non-compliance issues arising out of visits are entered here

• Comprehensive views of providers/vendors include:

– Licensing history

– Families served

– Funds received

– Contracts in place

Current State

• Provider information resides in multiple systems or on paper. Systems include:

– CCIMS: 13 different instances for billing

– eCCIMS

– Licensing

– Contracts

– Multiple R&R internal databases for referral

• No links associate providers (organizations) and practitioner (individuals)

Required IT Capability:Common Provider Database



Future State

• One database, accessible to all interested parties

• User friendly system that is designed to meet practitioner requirements, and motivates them to keep data current

• Integrated with provider database

Current State

• Teachers Qualification database can not be updated regularly by all practitioners

• Information is stale and point-in-time, only

• Practitioners are not tracked throughout their careers

• Process of issuing new and renewal practitioner certifications, logging training participation, and initiating background checks is not coordinated

Required IT Capability:Practitioner Registry



Future State

• Common billing system that can support voucher-based, grants, and contracts payments

• Web based system accessible by all providers and intermediaries (CCR&Rs, CPCs, Umbrellas and other vendors)

• All providers would have option to enter children attendance data for all programs (Vouchers/ Grants/ Contracts) into online billing system

• Consistent interface to Ready-Pay and other state payment methods, and automated reconciliation

Current State

• Three payment models each with its own billing system

• Different payment cycles and lead times

• Distributed client/server system uses paper bills leading to inefficiencies

• Grants based payment accounting is spreadsheet- and paper-based

Required IT Capability:Common Billing System for All Payment Models



Future State

• Data driven rules engine that can be maintained through a simple user interface and bridge across applications

• Consistent and traceable application of eligibility criteria for children across all payment models and funding streams

• Consistent and traceable application of other rules based processes, e.g. licensing, compliance visits, …

Current State

• Rules are often embedded in applications code

• Rules are not common, and vary by application

• Changes in eligibility rules, licensing regulations and other policies require changes to software code, which carries some risk

Required IT Capability:Common Rules Engine



Future State

• Add DOE State Assigned Student Identifier to all children in the child/family database

• Enable integration with DOE SIMS database that stores all scholastic K-12 data

• Enable longitudinal tracking of children from pre Kindergarten through college

Current State

• Internal identifiers are used in CCIMS and eCCIMS, but not State-wide

• Child level data not available though CPC funded programs

• No integration between each other or with other state databases with children’s data

Required IT Capability:SASID for all kids in System



Future State

• Invoice interface from common billing system to MMARS, potentially via EIM

• Payments interface back from MMARS enables closed loop reconciliation

• Electronic signatures appended to Invoices and Payment Vouchers (based on when State e-signature policies are defined)

Current State

• Contracts encumbrance and billing data manually keyed into MMARS

• Inefficiencies and delays in payments

• Potential for error

Required IT Capability:Automated Interfaces to MMARS and other agencies



Future State

• Public can access detailed provider data using flexible search criteria (e.g. size of center, special facilities availability, etc.)

• Information is structured to enable easy navigation and information retrieval making this the single point of access for all early education and child care related information in the Commonwealth

Current State

• Mostly static information on EEC website

• Lookup for childcare providers within given zip code

Required IT Capability:Public Access to Richer Information from EEC



Future State

• Providers and practitioners maintain aspects of their own (profile) data. Self-maintained information is integrated with licensing and visit data

• Practitioners interact with the system to update their profile, enter training and skills development information, and search and enroll in courses provided by the Board of Higher Ed

• EEC would verify all self-maintained data as appropriate

• Open standards-based user interfaces enable access from multiple client platforms (e.g., Mac OS)

Current State

• Providers do not have access to their own profile information. We maintain and verify provider information in eCCIMS and Licensing Manager. CCR&Rs maintain information in CCIMS

• Licensees often don’t call in to have their information updated because the process takes too much time

• Practitioners can enter and view qualifications data online

• No links between teachers and provider organizations

Required IT Capability:Provider / Practitioner Maintain own data



Future State

• Integrated data warehouse that leverages common family and provider ‘dimensions’ created through single child/family, provider, and practitioner databases

• Easy-to-understand, business oriented ‘dimensional’ data model that enables roll-up / drill-down of placement and billing information across providers and children

• Library of standard queries and reports that can be tailored for custom requirements, combined with a front-end dashboard and standard reports

Current State

• Limited end-user reporting tools are in place. These include

– Use by business users of data warehouse queries using MS Access front-end

– Limited use by power users of MS Excel access to SQL Server ‘OLAP Cubes’

• Data requests are paper-based, and is considered a pain point for the business

Required IT Capability:End-user Reporting and Analysis



Future State

• Flexible Web-browser and email based survey tool that can be customized to fit multiple information gathering projects and targeted to specific populations derived from family and provider databases

• Survey responses can be integrated with family and providers data to enrich the analysis of response data

Current State

• Custom built one-off surveys built for specific information gathering projects, and can be integrated with backend databases

• SurveyMonkey based surveys for specific information gathering projects – responses cannot be integrated with provider / child data

• Some surveys are paper-based

Required IT Capability: End-user Survey and Data Collection Administration and Integration



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








IT Architecture Directions

• Data integration imperative– Two key ‘master data’ services

• Children and Families

• Providers and Practitioners

• Agile and flexible architectures – Support new early education and care mandates and programs

introduced at State and Federal level

• Integrate with other Massachusetts citizen services

• Enable full and ready access to all transactional data by internal users

• Facilitate and encourage access by external stakeholders to reduce manual interactions

– Providers, CCR&Rs, CPCs, Family Child Care Systems

• Extensive information sharing with public

Vision for IT


Data Integration Architecture Options

1. Continue operating eCCIMS and CCIMS with integrated Data Warehouse

2. Continue operating CCIMS and eCCIMS with data interfaces between them to synchronize ‘child/family’ and ‘provider/workforce’

3. Enhance eCCIMS to enable voucher based and grants based billing and reporting

4. Migrate to Child/Family and Provider/Workforce master data service oriented architecture

5. Migrate to COTS system, such as used in other states

Vision for IT


Option 1eCCIMS and CCIMS with integrated Data Warehouse

• Extend current work to build robust data warehouse

• Pros– Least disruptive to current systems– Lowest cost option– Short-term fix

• Cons– Will not resolve operational problems

(i.e. integrated data will not be available in real time)

– Significant additional resources to data cleansing

– Data in source systems will remain unclean– Client/Server CCIMS application will

continue at CCR&Rs inhibiting any real process optimization

– CPCs not covered– Future extensibility (new services) will

require more work

Vision for IT

ConsolidatedCCIMS

eCCIMSLicensing

Contracts DataWarehouse

DW Staging

OLAP Services

End User Desktop

Extract, Transform[Cleanse and Conform]

& Load

Family/Child Master

Provider/Workforce

Master

Billing

External Interfaces

External Agencies

Place-ment


Option 2Sync CCIMS and eCCIMS with data interfaces

• On the lines of the ‘provider data sharing’ initiative

• Pros– More real-time integration than Data

Warehouse

• Cons– Source systems will continually be

subject to interface constraints– Could result in application / process

mismatches over time requiring both CCIMS and eCCIMS to change

– Client/Server CCIMS application will continue at CCR&Rs inhibiting any real process optimization

– Inefficient to maintain two sources of truth

– CPCs not covered (but could be)

Vision for IT

ConsolidatedCCIMS

eCCIMSLicensing

Contracts

DataWarehouse

DW Staging

OLAP Services

End User Desktop

Integration Hub[Crosswalk /

Mapping]

Family/Child Master

Provider/Workforce

Master

Billing

External Interfaces

External Agencies

Extract, Transform

& Load

Place-ment


Option 3Enhance eCCIMS to support Vouchers and Grants

• Leverage eCCIMS basic functionality to handle children/families and providers in vouchers and grants based programs

• Pros– Leverage existing resources

– Integrated data stores will minimize future divergence of data values

• Cons– Changes needed to working

application

– Future business requirements will require changes to eCCIMS

– External interfaces will be custom and point to point

Vision for IT

Child/FamilyPlacement /

Contracts / BillingeCCIMS

Licensing / Provider Data

Warehouse

DW Staging

OLAP Services

End User Desktop

Extract, Transform & Load

Family/Child Master

Provider/Workforce

Master

Billing

External Interfaces

External Agencies

Place-ment


Option 4Child/Family and Provider/Workforce data services

Vision for IT

• Information hubs for Child and Provider information (Each user first identifies the exact provider or child with the hub)

• Pros– Provide clean, consolidated,

information to all business applications

– MDM hub is a central point where information is added, updated, audited, cleansed, searched, and queried

– Publish a consistent interface to children, provider data that can be used by new applications as well external consumers of similar information

– Align with EOHHS strategic direction

• Cons– Technical complexity

Vouchers

Placement /Billing

Licensing

Contracts DataWarehouse

DW Staging

OLAP Services


Master Data Management Layer

Family/Child Master

Provider/Workforce

Master

Billing

External Interfaces

External Agencies

Place-ment

Extract, Transform

& Load

Children & Families

Providers / Workforce

Child / Family Service

ProviderService


Option 5Commercial Off-the-Shelf System

• Use commercial package system installed and operational at other state

• Pros– Out of the box functionality

– Presumably shorter time-to-market

– Vendor application support

• Cons– One-size fits all – reduced flexibility

– Dependence on vendor for new functionality

– Stable versions often saddled with legacy architecture

Vision for IT


Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








EEC business vision starts with stakeholders and agencies and their interactions with EEC

Providers

CCR&RsCPCs

CHSBDSS

DTA

Families

Public

EOHHS(VG)

OSC(MMARS)

Practitioners

Background checks

Placements

Payment Virtual

Gateway


CC and Early Ed Information


Qualifications, tracking

Federal Govt.

Reports, Revenue tracking

Placements, background

checksLegislature & Administration

Reports

Family Child Care

Systems

Public Schools

Other State

Agencies

Funding, support

Licenses, resid placement,

tracking

Grants, tracking

Licenses, funding, tracking

CC and Early Ed options, financial assistance

Consumers

Fund Sources

Legend

Intermediaries

Data Interfaces

Service Providers

Functional Interfaces

Practitioners


Stakeholder Relationship With EEC EEC Services They Can Request (Portal View)

Families Receive information about providers, can initiate complaints

• Request provider information and referral

• Request “My eligibility” subsidy eligibility screening

• Submit application for subsidy• Track application status, estimate

of wait time

• Submit complaints and compliments

• Self-maintain family information

• Locate EEC and external services

CCR&Rs, CPCs, FCC Systems, Other Intermediaries

Receive funding for subsidies, training, and support services


• Submit attendance, invoice• Check payment status

• Self-maintain intermediary and provider information


Public Receives information about providers



• Submit complaints, compliments, and Epinions

Providers (Family Care, Center-Based Care, Residential Care)

Receive licenses, submit bills and related documentation, receive subsidy payments, monitor licensing of adoption and foster care agencies

• Apply for license, renew license, check license status

• Determine child eligibility and wait list status

• Apply for subsidy on behalf of families

• Check status of application for subsidy

• Submit attendance, invoice• Check payment status• Pay fees• Locate EEC and external services

• Access practitioner qualifications

• Recruit available practitioners

• Request practitioner background check

• Find substitute practitioner

• Self-maintain provider information

• Manage subsidy slots

EEC stakeholders need services from EEC

EEC Business Vision And Benefits

Source: Feb. 20 IT Strategy Workshop 1


Stakeholder Relationship With EEC EEC Services They Can Request (Portal View)

Practitioners Receive training and development services, receive teacher qualification

• Self-maintain practitioner information

• Request new or renewal certification

• Locate provider staff openings• Post qualifications and availability

(job search)

• Locate training and education opportunities and resources for early educators

• Enroll in training course• Locate financial aid and

scholarships

EEC stakeholders need services from EEC (cont’d)




Agencies also need services from EECAgency EEC Services They Can Request (Portal View)

DOE • Access key EEC indicators (EEC dashboard)

• Locate workforce credentialing standards for certified occupation proficiency voc programs

• Access child assessment results (experiences of kids in EEC care)

• Access Fed waiver approvals

• Locate EEC qualifications and professional development requirements

Board of Higher Ed

• Analyze professional development needs of practitioners to develop relevant coursework and degrees

• Access early childhood training and scholarship opportunities

DPH • Access EEC information related to MECCS coordination and data

• Access EEC information related to health screening

DSS • Refer DSS case to EEC • Close DSS case• Calculate yield (% of referred kids

enrolled)

• Access status of referred children

• Locate information about provider license status

DTA • Refer case to EEC (TANF, homeless, etc.) • Close case• Calculate yield (% of referred kids

enrolled)

• Analyze status of children in supportive care

EOHHS • Analyze common contractors across HHS/EEC services

Legislature and Administration

• Access key EEC indicators (EEC dashboard)

• Access data to inform budget and policy priority and constituent relations management

Federal • Access ACF information




Stakeholders and agencies need to access information from EEC


*CPCs, CCR&Rs, FCC systems, and other

Information FamiliesIntermed-

iaries*Public Providers

Practit-ioners

Agencies Feds

Access to financial caseload information, how to get subsidy X x x x x x x

Access to transportation and other support X x x x

ACF information on EEC initiatives x

Children enrolled in EEC x x x

Children enrolled in the early education system x x

Continuity of care options for families X x x

EEC qualifications and professional development requirements x x x

EEC rates – subsidy, co-pays, and published rates X x x x x x

EEC rules, regulations, policies, requirements, quality standards X x x x x x x

How to get licensed as a provider x x x

Openings, vacancies, capacity of providers X x x xPlaygroups, other community-based activities X x

Practitioner certification requirements X x x x x

Provider history- concerns, closings, compliance, legal X x x x x x

Provider locations, schedules, philosophy, published rates X x x

Provider quality ratings X x x x x X x

Tax ID for licensees for CC deduction purposes X x

Training and scholarship data for early educators x x x

Training resources and schedule x x x



The EEC business vision includes changes to internal EEC business processes

Child and family tracking and practitioner development emerge as significant process areas in the proposed future view.


Provider development and

oversight

Program Management

EEC

Child and family tracking

General Management


Billing, invoicing, and payment


Survey management


analysis



Human resources

Purchasing

Budgeting

Refer public to resources

Intake

Enrollment

Child assessment

Child transitionsService provider

recruiting

Provider licensing and monitoring

Background checks

Practitioner certification


training

Workforce tracking

Practitioner development and

oversight

Waitlist


Information and referral

Provide information to public

Fee collectionQuality

improvement

Monitoring and audit

EEC Internal Business Processes – Proposed Future View



EEC processes need access to internal EEC services

Process Group Characteristics of Future-State Processes Internal Services Required (Portal View)

Child and Family Tracking

• Tracking of enrolled non-subsidy children• Longitudinal studies – details of the process

remain to be developed

• Enroll child• Request SASID


• Screening, wait listing, determining eligibility, and enrolling subsidy children

• Integrated billing and payment by both EEC and third parties, using any payment model

• Interfaces to DSS, DTA, OSC, DOR, and other agencies merged into process

• Intake child and family• Screen for eligibility • Manage wait list• Determine eligibility• Log supporting documents• Monitor attendance• Monitor invoicing• Request payment

Provider Development and Oversight

• Licensing, visiting, investigating, and tracking quality improvement of providers

• Tracking unlicensed and exempt programs

• Issue and renew license• Manage licensor visits• Check licensee background – DSS, CHSB,

Feds

Practitioner Development and Oversight

• Tracking and credentialing practitioners• Managing training requirements, course

enrollment

• Issue and renew practitioner certification • Manage practitioner education and training


• Providing information and referral for all programs

• Search providers

Analysis & Reporting

• A repeatable process for conducting surveys

• User-friendly access to data and report creation

• Query data warehouse• Create report• Create analytical model• Create survey and analyze results• Build, modify dashboard




Internal process owners require access to information

Information

Child and Family

TrackingFinancial

Assistance

Provider Development and Oversight

Practitioner Development and Oversight


Analysis and Reporting

Access to current caseload information – comings/goings, length of stay, client profile x x x x

All enrollment information across funding [streams] x x xCapacity and vacancy data across funding x x xChild and family data x x xCommon queries from MMARS warehouse and our data x x

Data to support continuity of children in a specific care setting x x x

Early intervention (ages 0-3) training, transitions, and outcomes x x x

EEC rates x xEEC rules and regulations x x x x xExperiences of kids in our care x x xFunding for EEC x xHistorical data to aid in forecasting x x x xInfo re public school operated exempt after school and preschool programs x x x

Openings, vacancies, capacity of providers x x

Provider history – concerns, closings, legal x xQuality ratings of providers x x xRelevant tax information to inform eligibility decisions (from DOR) x x

Practitioner certification requirements x xTraining resources and schedule x x




Benefits of moving to the future state ahead are significant

Benefit ExampleEEC’s decision making capabilities improved through the application of data analytics

Not currently possible to produce an accurate number of children under care or to accurately forecast waiting list yield

Efficiencies gained through improving EEC processes

Significant processes are paper based and require manual data re-entry

Family, provider, and public satisfaction improved through greater transparency

Parents are not able to view critical information about providers or compare providers based on quality measures

Maximize skill and resource utilization of intermediaries, providers, and EEC

Many organizations are burdened with the billing function and are not able to focus on providing services to the community

The use of funding maximized No process exists to optimize the allocation of subsidies from restrictive funding streams

EEC viewed as trusted source for information on early education and care

Reporting requests are handled on an ad-hoc basis, limiting responsiveness

Recognition and support of early childhood education increased

Longitudinal studies to support program efficacy are not possible due to data fragmentation



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








“Ideal” end state is the basis for defining “pragmatic” future state

• Applications are fragmented; some business processes and subject data areas are supported by many applications

• Integration across applications is complex, point to point or non-existent

• Data is stored in many places and not consistent

• Applications are fragmented; some business processes and subject data areas are supported by many applications

• Integration across applications is complex, point to point or non-existent

• Data is stored in many places and not consistent

• Applications are fit for purpose and non-duplicative

• Applications talk to each other seamlessly

• Information is stored in one place and is accurate

• Information is shared across applications but not duplicated

• Applications are modular, easy to support, and cost-effective to extend

• Applications are fit for purpose and non-duplicative

• Applications talk to each other seamlessly

• Information is stored in one place and is accurate

• Information is shared across applications but not duplicated

• Applications are modular, easy to support, and cost-effective to extend

Ideal End State

Current State

• High-priority areas receive focus, driven by business cases

• Existing applications are retrofitted to harmonize data and achieve seamless integration with other applications

• External interfaces are streamlined and present a consistent face to the world

Pragmatic Future State

Vision For Future State Of EEC IT Architecture


Vision for IT

Applications and Data Integrated databases and flexible, extensible application systems

Automated data interfaces wherever possible

Online access to data by authorized individuals from anywhere

Technology Infrastructure Efficient and reliable hardware, system software, and communications infrastructure

IT Organization Allocation of right-skilled resources to well-planned IT projects that follow well-defined processes to produce quality results on-time

Efficient IT operation that is responsive to business needs

Workforce that is continually improving skills, and applying new technologies to EEC business

Vision For Future State Of EEC IT Architecture


Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








Vision for Future State Applications and Data Architecture

Centralized and enriched data

• Integrated children and families data

• Common provider, vendor and practitioner data

• Support longitudinal child tracking

• Support global provider view

Scalable and extensible child – family tracking system

• Longitudinal outcomes

Scalable and extensible billing system

• Optimized placement of child in most appropriate care program

• Consolidated and streamlined contract, voucher, grant billing and direct provider payment

Seamless integration with external systems

• State agencies

• Federal government

• MMARS

End user reporting and analysis in EEC

• End user access to data warehouse and OLAP tool set

• Forecasting tools and capabilities

• Standardized survey methodology and tool set

Online access to EEC data for all authorized stakeholders

• Families

• Public

• Legislature

• Providers

• Practitioners

• Intermediaries

Characteristic Examples

Vision – Applications and Data


Vision for Application Services

• Business requirements for IT capabilities indicate that enterprise systems are required to manage data on:

– Children and families– Providers and vendors– Practitioners– Billing

• Monolithic applications are impractical to build and maintain– Large and diverse user communities lead to lengthy

development cycles– Process dependencies make system changes risky, reducing

agility and responsiveness to new requirements• Service orientation offers a way forward

– Develop “application services” not “applications”– Application services with standards-based, platform-neutral

interfaces (e.g. XML) allow flexibility and reuse, and easier internal and external integration



Vision for Service Oriented Architecture (SOA)

• Service: A self-contained software entity that interacts with applications and other services through well defined messages (interfaces)

• Enterprise application architecture is a mesh of loosely-coupled, collaborating services

– Business processes are enabled by calling these services in defined sequences

– “Service buses” are used to mediate the interplay of services

• Application systems are composed of services– Services provide unique functionality and request common

functionality from other services

– Services encapsulate business rules into discrete software units that are invoked each time the functionality is required

• Candidate application services may be derived based on the major process groups and data subject areas



Candidate Application Services

Billing Attendance InvoicingMMARS

TransactionVendor

PaymentReconci-

liation

Provider/Vendor

Organization Maintenance

LicensingLicensor

VisitCompliance

TrackingFacility

ImprovementContract

Management

InformationServices

CC & Early EdInfo for Public

Data Analysis Reporting Surveys

Practitioner Registration Certification QualificationProvider

LinkProfessionalDevelopment

BackgroundCheck


Intake WaitlistEligibility

VerificationEnrollment

Child/Family

ChildAssessment

TransitionFamily Profile

ChildProfile



Vision For EEC Application and Data Architecture

PresentationPresentation

Business LogicBusiness Logic

DataData

IntegrationIntegration

Automated

Service Invocation

ManualDATA

INTERFACES

Legend

IntegrationServices

DataStores

ApplicationServices

EECPortal

Licensors+ Field Staff

Teachers / Practioners

EEC Central Office

Billing &Payment Data

Warehouse

PRACTITIONER Quals/ Certs,

Prof Dev

Data Staging

CORICheck

CHSB DSS

DSS Bkgd Check

OLAP Cubes

EEC Desktop

Ext

ract

T

rans

form

Lo

ad

OCSDTAEOHHS

VG

ProvidersPractitioners

PROVIDERRecruitment, Licensing,

Background, Compliance

Public Website

Public

EIM InterfaceVG Interface

Practitioner& Quals

Provider /Vendor &License

Children& Families

Data Access Services

CHILDAssessmentTransitions

VENDORContract

Families

DTA Interface Service

DOR DOEU.S.

DHHS

Board of Higher

ED

RulesEngine

Contracts& Grants

BILLING Attendance

Invoicing

EEC

DHHS ACF Interface Service

DSS Interface Service

DOE Interface Service

DOR Interface Service

EEC

Sec

urity

Ser

vice

s

Sys

tem

s M

anag

emen

t Ser

vice

s

FamilyVendors + Interme-diaries

Providers

CCR&RCPC ...

MA State+ U.S.

Agencies

MA State + U.S. Agencies

Standardized Reports

CC and Early Ed

Info

FINANCIAL ASST.Intake, Waitlist,

Eligibility, Enrollment

Financial Asst. & Enrollment



Service Oriented Architecture Key Benefits

• Ability to adapt to new requirements

• Speed to develop new applications

• Ease of data integration

• Reuse of existing assets

• Use of Industry standards

• Incremental migration path from legacy environment



SOA Application and Data Architecture Principles

• Services are large-grained components that can change internally without changing existing interfaces

– Changes to one application does not ripple through all others

– Applications share common services rather than maintain their own data

• Promote reuse of components and services– Build around a standard component framework

– Use a common data model for all service interfaces so that messages can be exchanged efficiently, and interoperability maximized

– Data and message standards are key to stable interfaces

• Enterprise data model and data standards promote the development of reusable services



Major Data Subject Areas & Relationships: [straw model for discussion]

Child & Family

Provider

Vendor

License

Payment Model*

Contract

Place-ment

VoucherGrant CCR&R Umbrella/System

CPC

Billing

Practi-tioner

Certifi-cation

Compliance

Program

Funding Stream /Budget

Waitlist

Qualifi-cations

All organizations that EEC does business with

Business Agreement between EEC and Vendor



Enterprise Data Standards

• Common data standards are essential pre-requisite to new enterprise systems (services) implementation

• Enterprise data model serves as the reference for all data standards

– Data model establishes common principles for data naming

– Data model documents business rules that drive information structures and relationships; e.g. “a provider may be linked to one vendor at a time”

– Single data administrator owns data model and ensured consistent use by different application development teams

• Applications implemented at different points in time and space would all be designed based on common data model

• Packaged (COTS) applications would be required to develop interfaces that conform to the data model standards



Data Exchange Standards

• EEC data model would be basis for all internal interfaces between systems and services

• External data integration facilitated by Enterprise Data Standards, but dependency on external party remains

– XML Schema based approach makes mapping to other data and message formats easier and should be adopted

• External data exchange standards may be a moving target for some time

– EOHHS messaging standards are advanced

– U.S. DHHS Administration of Children and Families (ACF) standards for population and case level data [non-XML]

– HL7 data standards for healthcare applications [various versions; most widespread implementations are complex and inconsistently applied]

– Other U.S. data standards (e.g. Global Justice XML Data Model) published for law and criminal justice applications



Interfaces to Virtual Gateway and Other State Assets

• Virtual Gateway represents > 3 years of SOA effort in EOHHS– Ideal for reuse by other state agencies – Maturity and timing issues need to be worked through

• Common Intake portal for pre-screening families for child care and intake into waiting list

– Waiting lists also populated by eCCIMS– More intake portals may be added by using a standard interface into

the ‘Waiting List Service’

• Enterprise Invoice Management (EIM) service offers smoother channel than direct MMARS interfaces

– Enterprise Services Management used for billing services for DPH– Attendance entry by providers into ESM needs further analysis; need

for child-level information may be burdensome

• EOHHS has leverageable subject-matter expertise in SOA and XML data interfaces

– Have offer of help with child/family interfaces to DSS and DTA



Vision for Security Architecture

• End-to-end solution that provides security in depth while not impeding users with right of access to information

– External user population (providers, vendors, practitioners) presents significant technological hurdle

• Role-based access control (RBAC) reduces maintenance load– Current EEC applications do not share enterprise level role definitions

– Single Sign-On is desirable

• EOHHS has implemented enterprise security service – Based on best practices in

• Identity management: includes the administration of user credentials across a large population of providers and their employees

• 16,000 users currently in directory – expect to scale to 30,000 by end of 2007

• Role and rule-based access control using application level policy file

– Single Sign-On using Sun ‘agents’• Supports Java/Open Source as well as Microsoft .NET applications

• Implementing an equivalent security architecture for EEC will need significant investment

– Recommend EEC pursue integration with EOHHS security services



Vision for Applications Support of EEC Business Processes

KEY X: Application supports above business process

Business Processes

Application Services Enr

ollm

ent

Chi

ld a

sses

men

tT

rans

ition

sIn

take

Wai

tlist

Elig

abili

ty v

erifi

catio

nB

illin

g, in

voic

ing,

and

pay

men

tB

ackg

roun

d ch

ecks

Reg

ulat

ory

visi

tsC

ompl

ianc

e an

d in

vest

igat

ion

Ser

vice

pro

vide

r re

crui

ting

Pro

vide

r lic

ensi

ng &

mon

itorin

gQ

ualit

y Im

prov

emen

tT

echn

ical

ass

ista

nce

and

trai

ning

Wor

kfor

ce tr

acki

ngT

each

er c

ertif

icat

ion

Pro

vide

EE

C in

fo to

pub

licR

efer

pub

lic to

res

ourc

esS

urve

y m

anag

emen

tE

nd u

ser

data

que

ries

and

anal

ytic

s

Sta

ndar

dize

d re

port

ing

Acc

ount

ing

& fi

nanc

eH

R

Pur

chas

ing

Bud

getin

gF

ee C

olle

ctio

nM

onito

ring

and

audi

t

Child & FamilyEnrollment XChild Assessment XTransition X

Financial AssistanceIntake XWaitlist XEligibility Verification XPlacement X

Provider & VendorOrg Maintenance XContract Maintenance Licensing X X X XLicensor Vist X X XCompliance Tracking X XFacility Improvement X X

Practitioner Register XCertification X XQualification X XProvider Link XBackground check XProfessional Development X X

Billing Attendance XInvoicing XMMARS Voucher X XVendor Payment XReconciliation X X

Information Services X X X X X X X X



Vision for Application Support of Data Subject Areas

KEY: C: Application service created instance of dataU: Application service updates instance of dataR: Application service reads instance of data

Billing

Application ServicesChild & Family

Wait List Placement Provider Vendor License Compliance Practioner Certification Qualification Contract / Agreement

Invoice Payment

Child & FamilyEnrollment R C R RChild Assessment UTransition U

Financial AssistanceIntake CWaitlist R C REligibility Verification R U RPlacement R C R R

Provider & VendorOrg Maintenance C CLicensing R U CContract Maintenance R CLicensor Vist R CCompliance Tracking UFacility Improvement U

PractitionerRegister CCertification CQualification CProvider Link R UProfessional Development R U

BillingAttendance R R CInvoicing R R R UMMARS Voucher R UVendor Payment R R CReconciliation R R

Information Services R R R R R R R R R R R R

Subject AreaChild & Family Provider Practioner



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








Vision for SOA Infrastructure

• SOA implementations are infrastructure agnostic; platform choices include

– Microsoft .NET– Java2 Enterprise Edition API based– Open Source (LAMP)

• Current EEC IT infrastructure (and skills) based on Microsoft operating system and DBMS platforms

– Web-based ‘online’ applications can be extended to Microsoft SOA platform: ASP.NET

– Future state IT architecture should leverage current application and infrastructure portfolio and available skills

– Avoid lock-in to proprietary technologies by use of open standards and vanilla VB.NET / C# and .NET framework

– Emphasize interfaces with EOHHS / ITD services, where appropriate, using SOAP/WSDL/SAML

– Design autonomous application services that can be re-platformed without breaking the interfaces that other applications / services consume

Vision – IT Infrastructure


Vision for Technology Infrastructure

• Stay current with hardware and systems software technology to take advantage of Moore’s law

– Computer power doubles every 18 month, while prices halves

– Develop upgrade cycle to port applications to new versions of application platforms (e.g. SQL Server 2005)

• Current 12 Windows Server environments will increase with centralization of data and applications

– Best practice calls for three environments (test / stage / production) controlled through configuration management

– Multiple application environments will generate overhead, calling for increased systems management automation

• EEC data center becomes more mission critical for distributed population

– Review and update business continuity and disaster recovery plans

• Expand use of SAN (‘Storage Array Network’) for enterprise storage

– Consider lower-cost storage for ‘write-once read-many times’ (WORM) data: e.g. teacher qualifications (apply Information Lifecycle Mgmt)



Vision for Server Consolidation and Virtualization

• Consolidate numerous small servers onto one large server where applications may coexist on same hardware

– Suitable for homogenous work loads – similar application and database platforms

• Reduce footprint of servers in Data Center– Use rack dense servers / blades

– Reduce power and cooling costs

– Reduce OS images in use

• Next lease renewal point may present opportunity to consolidate further

• Goes hand-in-hand with virtualization (see next page)



Vision for Server Consolidation and Virtualization (Cont’d)

• Reduce the number of physical servers (machines and appliances)

– Deploy the same number of Operating Systems

– Don’t add new server(s) for each new application

– Provision new servers directly on the disk

– Right-size servers for new applications without need to design spare capacity into each server

– Reduce data center floor space, cooling and power consumption requirements

• Provision new servers rapidly

• Backup and restore whole servers as disk files



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








Suggested Approach to Building IT Organization

• Continue lean IT operations– Fill key “core” applications development resource slots internally

• Enterprise data architect: keeper of the data model

• Enterprise application architect: standardize application patterns

• Configuration manager

• Methodology subject matter expert

– Sub-contract application developer / tester roles for new development projects

• Implement structured system development methodologies and related governance processes

– ‘Unified Process’ in use at EOHHS is a good candidate for use in EEC

• Empower end-users as part of IT organizational culture– Expand end-user training in use of SQL Server Analysis Services

– Educate end users about data dictionary and data standards

Vision – IT Organization and Governance

Requires investment of EEC senior manager and staff time and energy, but benefit is better quality and long-term savings.


How much IT staffing should we put out to bid?

• Typical benefits from contracting

– Focus on core activities– Free up employees for new

work– Obtain variable capacity

– Accelerate projects with follow-the-sun work schedules

– Reduce capital requirements– Turn fixed costs into variable

costs– Address skill shortages

– Increase flexibility to deal with a changing environment

– Leverage a partner’s R&D or innovation investments

A systematic decision tree approach can be used for deciding how to source work efforts

Is it a “fundamental” IT

task?

Can someone else do it better and/or

cheaper ?

Does it require on-site contact

with equipment or EEC staff?

-

Retain in M&RRetain in EEC

Use on-site partnerUse on-site partner

Use off-shore partnerUse off-site partner

Yes

No

No

Yes

No

Retain in M&RRetain in EECYes

All IT work



IT staffing and skills will require augmentation

Role Core?**

Need to aug-

ment?.N

ET

SQ

L

VB

/ C#

OL

AP

XM

L

We

b S

erv

ice

s

HT

ML

/Ja

va

Sc

ript

De

v M

eth

od

olo

gy

Program Manager Yes R

Enterprise Application Architect Yes R R R R R R

Enterprise Data Architect Yes R R R R

Methodology Subject Matter Expert Yes R

Project Manager R

Business Analyst Yes R R

Developer R R R R R R R

Tester

Database Administrator R

Configuration Manager R

Systems Administrator

Network Administrator Yes

Help Desk & Desktop Support

IT Staff Roles Required*

*One person may perform multiple roles**Should not be contractorsR=Skill required by role

IT Technical Skills Required



Proposed Roles: Enterprise Architecture

• Data Architect: Build and maintain enterprise data model, to support consistent use and interpretation of data in current and new systems

– Data warehouse should be supported with data dictionary and end-user oriented ‘metadata’ layer

– End-user input to data model will help institutionalize data dictionary and help reduce semantic clutter in the organization

• Application Architect: Document services, to support reuse and avoid proliferation of redundant services providing similar services

– Current and online architecture documentation enables organization to weather staff & contractor turnover

– Contractors with desired technology skills take significantly longer getting up to speed with EEC business and technology assets

– Lost productivity translates directly to higher costs



Phases and decision milestones

Gate 1

Gate 2

Gate 3

Gate 4

Typical Structured Methodology and Control Points

•Proposal for Evaluating Concept

•Concept Proposal

CONCEPT APPROVAL

•Project setup•Business objectives

•Solution options

•Work, schedule & resource estimates

•Project Business Case

APPROACH APPROVAL

•Solution design

•Process & organization design

•Plan for development

•Updated project budget & schedules

•Solution Design•Development Plan

•Updated Project Plan

DESIGN APPROVAL

•Solution development

•Testing•Deployment plan

•Updated project budget & schedules

•User Testing Results

•Deployment Plan

•Updated Project Plan

DEVELOP-MENT

APPROVAL

•Solution implemen-tation

•Transition support

•Post-imple-mentation review

IMPLEMEN-TATION SIGN-

OFF

Stop Project

PHASE 0: Proposal

PHASE 1: Inception

PHASE 2: Elaboration

PHASE 3: Construction

PHASE 4: Transition

Yes

No

Yes

No

Yes

No

Yes

No

Key Activities By

Project Phase

Key Phase Deliverables

Governance- Funding

Gates Assigns business & IT project managers

Commits business and IT resources

ILLUSTRATIVE



Success is not a “given”

• It is estimated that over 50% of all major business changes are partial or complete failures

• Common causes of failure:– Lack of user involvement

– Executives were not aligned

– Expectations and resistance were not managed

– Objectives were not clear

– Communications were poor

– Focus on installing software and ignoring the need to change the way people actually work

Sources: Changefirst Survey, Jan 2006 Available http://www.channeladvisornews.com/story.cfm?item=44Sirkin, Harold L., et al, The Hard Side of Change Management, Harvard Business Review, Oct 2005



Area Critical Success Factor

Direction Setting A clear strategic direction and well-communicated and compelling case for action A technical plan that defines and documents the enterprise IT architecture at the

outset, kept up to date as the implementation projects progress

Executive Alignment & Employee Engagement

Executive commitment (business and IT) – with buy-in and commitment of all levels of management

Dedicated IT and business staff who work under the “sponsor” for the project duration. They must bring program and technical expertise and be respected by field and provider constituencies

A high level business person appointed with line authority to drive the overall transformation

Sufficient funding for the duration of the project Timely decisions on policy and business process changes

Project Planning and Management

Clear definition and alignment on project objectives, scope, approach/timing, outcomes, costs and staffing requirements. Scope must be practical and reasonable given overall political time constraints and business goals.

A phased approach with detailed work plans, staffing, funding, and metrics Effective program management that ensures business and IT staff work together

through each phase with clear identification and accountability for business and IT results

Stakeholder and Change Management

Ongoing communication to stakeholders on progress with broader feedback throughout the life of the project to build broad awareness and buy-in to the vision

Uncompromising attention to culture change implications throughout the life of the effort

Training of end users before deployment of new systems

Experience from others highlights several critical success factors for this undertaking



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








Data Integration Architecture Options

• Following options were identified and evaluated1. Continue operating eCCIMS and CCIMS with integrated Data

Warehouse

2. Continue operating CCIMS and eCCIMS with data interfaces between them to synchronize ‘child/family’ and ‘provider/workforce’

3. Enhance eCCIMS to enable voucher based and grants based billing and reporting

4. Migrate to Child/Family and Provider/Workforce master data service oriented architecture

5. Migrate to COTS system, such as used in other states

• Option 3 seen most attractive in near term with a view to longer term adoption of Option 4– Option 5 is thought to offer less flexibility in long term, but

cost-effectiveness needs evaluation

Proposed Implementation Strategy


Proposed Overall Implementation Approach - Migrate to a Service Oriented Enterprise

• Enterprise SOA should leverage current application portfolio

– Existing investment in legacy systems makes development of SOA-based enterprise applications from scratch unattractive

– Legacy systems may be SOA-enabled through message interface or adaptors that provide a ‘service-wrapper’ to an existing application

– Size and diversity of application portfolio may complicate enterprise wide migration

• Migration should be incremental– Introduce service orientation to new business system

development or reengineering projects

– Start with a small application – aim for ‘snowball’ effect

• Applications reengineering should use opportunity to better support business processes and streamline interfaces

– Choose candidate projects based on business value of data integration and service reuse



Proposed Overall Implementation Approach – Empowered Users and Self-Service over the Internet

• EEC end-users have direct access to integrated information– All transactional systems feed data into the EEC data

warehouse, which is designed for ease of end-user access and data analysis

– Power users are identified and given additional training on use of online analytical and reporting tools to support self-serve reporting

• Web-browser based user interfaces reduce training needs for all users

– All new systems are deployed over the Internet

– Providers, practitioners and vendors are given personalized access to systems

– New systems have detailed help pages, online tutorials, FAQ, and discussion boards for remote support and minimal instructor-led training



Candidates for Migration to Application Services• Online applications that currently serve as systems of record for

subject areas are candidates for migration to application services

Application Service

eCCIMS Children / Families (Master Data)

Intake and Eligibility

Waitlist management

Placement

Billing (with interface to MMARS)

Licensing Provider (Organization Management)

Licensing

Contracts Management System

Vendor (with interface to MMARS)

Contracts (Grants and other agreements)

Teacher Qualifications Practitioner (Registry)

Qualifications / Certification

Link to Provider



Candidates for Consolidated Databases

• eCCIMS and Licensing databases partition major subject areas between them.

– Database models are aligned and currently interoperate

• Contracts is system of record for Vendors– Database interoperates with eCCIMS and Licensing

Database Centralized Data Service

eCCIMS Children / Families

Billing

Licensing Provider

Licensing (part of Provider)

Contracts Vendor (part of Provider)

Contracts



Proposed Approach To Service-Enabling Existing Applications

• Inception – No involvement

• Elaboration– Validate business requirements of application, and all potential

consumers of application service

– Review and redesign user interface / portal requirements

– Revise current data model

– Design service interfaces based on data model

– Rearchitect application • To 3-tier if not already

• Streamline to support service interfaces

– Redesign applications that consume the new services

• Construction– Build and Test

• Don’t forget to test service consumer applications

• Transition – No involvement



Proposed Service Enablement Implementation Approach

• Child + Family / Case Management– Define business requirements for CCR&Rs and CPCs

– Identify gaps in eCCIMS functionality

– Design eCCIMS enhancements to support vouchers and grants

• Billing– Same steps as Child + Family

– Rearchitect Contracts Management to web-based application and integrate into Billing

– Interface with EIM / ESM if appropriate or build interfaces to MMARS

• Provider– Consolidate CCIMS and eCCIMS providers data

– Online interface from eCCIMS to Licensing for provider data

– Deploy provider maintenance interface to CCR&R and interface data to CCIMS; retire provider maintenance function from CCIMS

– Deploy provider profile maintenance function to providers



Proposed Service Enablement Implementation Approach (cont’d)

• Licensing– Rearchitect Licensing application to 3-tier model

– Enhance functionality to meet business requirements

• Practitioner– Redesign ‘Teachers Qualification’ database to support registry

functions

– Enhance functionality to meet business requirements

• Enhance Data Warehouse to support common reports and queries

– Refresh new data model

– Increase frequency of data loads

– Rationalize reporting across transactional and DW



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








The strategy will be implemented through implementation projects

IT ProcessesEnablingBusiness Processes

P1 IT staffing and skillsP2 IT governance

Pro

ject

s

Projects that formalize and implement basic roles, processes and methods and facilitate achieving the target vision

Projects that build capabilities and/or facilitate the migration to the future state

Projects that directly support EEC business processes and external stakeholders

Typ

es

B1 Integrated provider databaseB2 Financial assistanceB3 Integrated billing and payments for

direct servicesB4 Licensing and visit managementB5 Practitioner registryB6 Child and family trackingB7 Tracking and payment for non-

direct services

Potential Implementation Projects

E1 Application software selection

E2 Security upgradeE3 Infrastructure refreshE4 Data warehouse and

analyticsE5 EEC Web-based portal

Implementation Projects


Project Name Description Project Benefits

B1 Integrated provider database

Implement a single database of child care and early education providers, intermediaries, and vendors. Single provider database to be used as the source for all references to providers from EEC systems. Clean up existing provider data. Build interfaces to CCIMS and NACCRRAware.Enable providers to self-maintain their profile data, practitioners employed, vacancies, length of wait lists, and practitioner job openings.

• Public access to ‘Find Provider’ service covering all of MA providers

• Reduced data redundancy / errors across EEC systems

• System wide view of provider locations and quality

• Real time provider enrollment and vacancy information

• Workload reduced by self service capability

B2 Financial assistance Initiate financial assistance for children and families. Process eligibility determinations, wait listing, prioritization, and enrollment. Track appointments and eligibility determination status

• Resources optimized by using most appropriate funding stream for families

• Optimized match of placement with child and family characteristics

B3 Integrated billing and payments for direct services

Implement a billing system to enhance eCCIMS to replace CCIMS and paper-based systems. Support attendance, invoicing, and payment for voucher, contract, and direct service grant arrangements. Redesign payment process to enable either EEC, CCR&Rs, or CPCs to manage payments of any type. Use a single contractor-vendor database. Redesign contract management system to Web-based architecture and to support CPC grants and CCR&R agreements.Manage payments and interface to MMARS.

• Improved efficiency through reduction of manual data entry and paper based processes

• Give providers more flexibility, freeing them from routine fiscal tasks and allowing them to focus on family support and quality child care delivery

• Greater transparency of child care attendance across system

• Increased speed of provider payment

Implementation Projects - Description and Benefits Business Processes




B4 Licensing and visit management

Redesign licensing system to Web-based architecture. Track licensed, unlicensed, and license-exempt providers. Plan, schedule, and report on licensor visits. Retain comprehensive licensee history. Flag needed actions (tickler). Perform background checks on provider staff. Record and track complaints. Integrate legal docket into provider history and make this information available to licensors. Manage, store, and report on provider quality ratings, including licensing history

• Improved efficiency and accuracy of visit scheduling

• Standardized processes for reporting and processing complaints

• Greater knowledge sharing among licensors and investigators through use of collaboration site

• Reduced paper based forms and manual processes

• Duplicate data entry eliminated

B5 Practitioner registry Enhance the TQ system to create a full-featured practitioner registry. Support future enhanced certification processes, including assignment of practitioners to multiple certification levels based on automated assessment against eligibility criteria. Provide training and professional development opportunity information and links to course enrollment.Track provider-practitioner relationships. Access job openings information posted by providers. Workforce tracking

• Greater visibility of practitioner supply and demand in market

• Enhanced training opportunities for practitioners and ability to track and enhance practitioner career satisfaction

• Grow pool of early education and childcare practitioners in MA

Implementation Projects - Description and Benefits

Business Processes (cont’d)




B6 Child and family tracking

Extend the common child and family database created by integrating the financial assistance and billing systems to a comprehensive child and family tracking system.System is supported by an integrated database that covers all Massachusetts children enrolled in any early education or childcare program. Track and report on child outcomes. Support UPK programs developmentSupport transitions of children within and out of EEC systems through links to Department of Education identifiers

• Improved visibility of children/families not currently in subsidized programs

• Improved ability to report across DOE and Board of Higher Education for lateral studies

• Better understanding of how certain service characteristics impact program quality through tracking progress of children

B7 Tracking and payment for non-direct services

Track distribution of other contracts and grants and grantee submission of requests for funds. Create aggregate reporting. Manage payments and interface to MMARS

• Improved efficiency through a reduction in manual data entry and paper based processes

• Better utilization of resources• Better promotion of resources available

to children and families


Business Processes (cont’d)




E1 Application software selection

Evaluate alternative software solutions including use of EOHHS software such as EIM/ESM or third party COTS software. Select solution and re-plan the implementation schedule to accommodate the selected software

• Functional requirements validated against commercially available software packages

• Possibly reduced need to custom-develop software components

E2 Security upgrade Implement system security features that reflect current best practices and EOHHS and ITD approaches. Provide single sign-on for new EEC applications

• Improved continuity of user experience between systems

• Reduced confusion of end user • Reduced end-user support required to

resolve password change/reset issues

E3 Infrastructure refresh Refresh the technology infrastructure. Evaluate needs for network and server expansion. Explore potential benefits of server virtualization or consolidation. Coordinate changes with existing hardware refresh schedules

• Reduced costs through space and energy savings

• Increased flexibility and reduced cost of hardware investments

• Reduced system maintenance requirements

E4 Data warehouse and analytics

Consolidate and expand existing data warehouses and analytics. Implement data management processes. Implement survey tools

• Reduced need for support of end-user reporting requests

• Improved EEC resource allocations through improved forecasting

E5 EEC Web-based portal

Redesign the EEC website. Improve navigation, ensure compliance with all ITD standards. Support access by providers, intermediaries, public, etc. Integrate with back-end systems

• Greater public exposure to full breadth of EEC program offerings


Enabling




IT Processes


P1 IT staffing and skills Upgrade EEC staff skills in technologies used in the strategic IT projects, through training, staff acquisition, or use of external resources

• Improved IT staff satisfaction• Clearly defined career paths and

progression requirements• Improved use of resources through

better defined sourcing decision process• Workforce more agile to changes in

needs and technologies

P2 IT governance Implement a process to oversee and manage implementation of this IT strategy. Includes IT architecture management and systems development oversight

• Improved efficiency and reduced costs from adherence to data and application architecture standards

• Improved software quality, development speed, and ease of maintenance



Releases Within the Business Process Projects

B1 Integrated providerB1.1 Basic search and referralB1.2 Implement NACCRRAware interim solution

for CCR&RsB1.3 Provider self- maintenance of

profiles, vacancies, and wait listB2 Financial Assistance

B2.1 Enrollment to voucher based programsB2.2 Enrollment to Grants based programsB2.3 Enhanced waitlist

B3 Integrated billing and payments for direct servicesB3.1 3-tier redesign of Contract Management

SystemB3.2 CCIMS-eCCIMS mergeB3.3 Direct service grantsB3.4 MMARS interfaces

B4 Licensing and visit managementB4.1 3-tier redesign and enhancement of

Licensing / Statistics and Compliance Tracking to address current functionality gaps

B4.2 Provider quality ratings

B5 Practitioner registryB5.1 TQ enhancement to create practitioner

registry, with practitioner self-maintenance

B5.2 Implement multi-leveled certification process

B5.3 Training / professional development information and course enrollment

B5.4 Interface to DOE EPIMSB6 Child and family tracking

B6.1 Integrated child database and reportingB6.2 Support new UPK initiatives, and child

assessmentB6.3 Child transition

B7 Tracking and payment for non-direct servicesB7.1 Contract and grants maintenanceB7.2 Billing and payment for non-direct

services and MMARS interface

Releases are described in Appendix 3



Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








Preliminary Roadmap

Implementation Scenarios

ID Task Name

0 EEC IT Roadmap1 B1 Integrated Provider

2 B1.1 Basic search and ref erral

3 B1.2 NACCRRAware

4 B1.3 Prov ider self -maintenance

5 B2 Financial Assistance

6 B2.1 Placement in voucher based programs

7 B2.2 Placement in grants based programs

8 B2.3 Enhanced wait list

9 B3 Integrated Billing system

10 B3.1 Rearchitected Contract Mgmt System

11 B3.2 Vouchers [CCIMS-eCCIMS merge]

12 B3.3 Direct Serv ice Grants

13 B3.4 Inv oicing to MMARS

14 B4 Licensing

15 B4.1 Online License application

16 B4.2 Prov ider quality ratings

17 B5 Practitioner Registry

18 B5.1 Practit ioner self -maintenance

19 B5.2 Multi-level certif ication

20 B5.3 Training & Prof development

21 B5.4 Interf ace to DOE EPIMS

22 B6 Child & Family Tracking

23 B6.1 Integrated child database

24 B6.2 UPK and Child assessment

25 B6.3 Child transitions + SASID

26 B7 Tracking & Payment for Non-Direct services

27 B7.1 Contracts/Grants maintenance

28 B7.2 Billing and pay ment

29 Enabling projects

30 E.1 Application software selection

31 E.2 Security upgrade

32 E.3 Infrastructure Ref resh

33 E.4 Data warehouse

34 E.5 EEC Web portal

35 IT Process projects

36 P.1 IT staf f ing and skills

37 P.2 IT governance

38 Enterprise projects

39 Program intiat ion

40 Program Management

41 Program Architecture

42 Helpdesk and Operational Support

J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D JQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q12007 2008 2009 2010


Resource Loading: IT Staff


2

4

6

8

10

12

14

16

18

Peak Units:

IT Overallocated: Allocated:

M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O NQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q42007 2008 2009

3 2 2 17 13 6 9 15 15 15 15 15 15 9 7 7 7 8 8 8 3 4 4 4 4 4 4 2 1 1


Resource Loading: Business Analysts


2

4

6

8

10

12

Peak Units:

Business Overallocated: Allocated:

M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D JQ1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q12007 2008 2009 2010

4 3 2 8 8 2 3 9 9 9 9 11 11 8 7 7 7 9 9 9 5 3 3 3 3 3 3 2 1 1


Staffing and Cost Estimates – Rough Order of Magnitude


Num Implementation Project NameTotal Staff

Costs ($000)Hardware, software, other costs ($000)

B1 Integrated provider 320

B2 Financial assistance 848

B3 Integrated Billing system 1,168

B4 Licensing 640

B5 Practitioner registry 784

B6 Child and family tracking 736

B7 Tracking & Payment for Non-Direct services 288

E1 Application software selection 64

E2 Security upgrade 88

E3 Infrastructure refresh 64 500

E4 Data warehouse and analytics 694

E5 EEC Web-based portal 296

P1 IT staffing and skills 64

P2 IT governance 32

Program Initiation 500

Program Management 928

Program Architecture 1,856

Helpdesk and Operational Support 216

Grand totals 9,567 500

Expected range - $10 to $11 million

Estimates are rough order of magnitude for planning purposes

Key Assumptions:

• IT and business staff cost = $100/hr

• Program management and architecture staff cost = $200/hr

• Help desk and operational support internal staff cost = $50/hr


Staffing and Cost Estimates – Details


Num Implem. Project Name Release Release NameDuration Months

NumberIT Staff

Number Business

StaffTotal Staff

Costs

Hardware, Software,

Other Costs

B1 Integrated provider B1.1 Basic search and referral 4 1 1 128,000

B1 Integrated provider B1.2 Implement NACCRRAware 3 1 1 96,000

B1 Integrated provider B1.3 Provider self-maintenance 3 1 1 96,000

320,000 0

B2 Financial Assistance B2.1 Placement in voucher based programs 4 4 1 320,000

B2 Financial Assistance B2.2 Placement in grants based programs 3 4 3 336,000

B2 Financial Assistance B2.3 Enhanced waitlist 3 2 2 192,000

848,000 0

B3 Integrated Billing system B3.1 Rearchitected Contract Mgmt System 3 2 1 144,000

B3 Integrated Billing system B3.2 Vouchers [CCIMS-eCCIMS merge] 4 4 3 448,000

B3 Integrated Billing system B3.3 Direct Service Grants 3 4 3 336,000

B3 Integrated Billing system B3.4 Invoicing to MMARS 3 4 1 240,000

1,168,000 0

B4 Licensing B4.1 Online License application 4 4 3 448,000

B4 Licensing B4.2 Provider quality ratings 3 1 3 192,000

640,000 0


Staffing and Cost Estimates – Details (cont’d)



Number IT Staff

Number business

StaffTotal Staff

Costs

Hardware, Software,

Other Costs

B5 Practitioner registry B5.1 Practitioner self-maintenance 5 3 2 400,000

B5 Practitioner registry B5.2 Multi-level certification 3 1 2 144,000

B5 Practitioner registry B5.3 Training / prof development features 3 1 2 144,000

B5 Practitioner registry B5.4 Interface to DOE EPIMS 3 1 1 96,000

784,000 0

B6 Child and family tracking B6.1 Integrated child database 4 2 2 256,000

B6 Child and family tracking B6.2 Child Assessment and UPK Support 6 2 2 384,000

B6 Child and family tracking B6.3 Child transition and SASID 3 1 1 96,000

736,000 0

B7 Tracking & Payment for Non-Direct services

B7.1 Contracts/Grants maintenance 3 2 1 144,000

B7 Tracking & Payment for Non-Direct services

B7.2 Billing and payment 3 2 1 144,000

288,000 0


Staffing and Cost Estimates – Details (cont’d)



Number IT Staff

Number business

StaffTotal Staff

Costs

Hardware, Software,

Other Costs

E1 Application software selection 1 2 2 64,000

E2 Security upgrade 2.75 2 0 88,000

E3 Infrastructure refresh 2 2 0 64,000 500,000

E4 Data warehouse and analytics 6.2 4 3 694,400

E5 EEC Web-based portal 3.7 3 2 296,000

1,206,400 500,000

P1 IT staffing and skills 2 0 2 64,000

P2 IT governance 2 1 0 32,000

96,000 0

Program Initiation 3 500,000

Program Management 29 1 928,000

Program Architecture 29 2 1,856,000

Helpdesk and Operational Support 27 1 216,000

3,500,000 0

Grand totals 9,586,400 500,000

10,086,400


Hardware and Software Costs- Estimated

Tier Physical Servers Virtual Servers Server Cost Total Cost

Presentation 2 6 20K 40K

Application 2 4 20K 40K

Database 2 0 40K 80K

Integration 2 0 20K 40K

Production Environment

Development EnvironmentEnvironment Physical Servers Virtual Servers Server Cost Total Cost

Development 1 4 20K 40K

Testing 1 4 20K 40K

Staging 1 0 20K 40K

Data warehouse Environment (data and app/presentation tiers)Environment Physical Servers Virtual Servers Server Cost Total Cost

Production 2 0 40K 80K

Development / Test 2 4 20K 40K

Total HW/SW Cost 500K

SoftwareApplication Processors Cost/Processor Total Cost

SQL Server 2005 12 5K 60K

Utilizing server virtualization will lower the overall hardware costs.


Contents

Project Approach


External Drivers






IT Vision




IT infrastructure








The organization needs to simultaneously support project implementation and steady state operations

Project implementation

Steady State Operation Focus

• Maintain system availability

• Service end-user support requests

• Fulfill ad-hoc report requests

• Planned maintenance and upgrades

Project Implementation Focus

• Build and integrate application components

• Design and build user interface / experience

• Test shared components for each project

• Enhance pre-existing components under the supervision of the application and data architects

• Re-test any modified core components

Steady State Operation

The project implementation team needs to be separately staffed and insulated from the day to demands of the steady state operations.

Proposed Implementation Organization


The project organization structure will engage a combination of internal and external participants

Project Sponsors (part time)Project Sponsors (part time)

• Ann Reale, Commissioner• Alda Rego-Weathers, Deputy

Commissioner

• Ann Reale, Commissioner• Alda Rego-Weathers, Deputy

Commissioner

Steering Committee (part time)Steering Committee (part time)

EEC Senior Staff EEC Senior Staff

Business DevelopmentBusiness Development

Business architect Business analyst(s)

Business architect Business analyst(s)

Application DevelopmentApplication Development

Application Architect Data architect Application developer(s) Web developer(s)

Application Architect Data architect Application developer(s) Web developer(s)

• Provide executive level sponsorship for the initiative

• Set overall project objectives• Ensure appropriate resources are

committed to the initiative

• Develop system architecture• Develop software• Clean and convert data• Integrate software • Test and Document software

• Manage project direction • Provide leadership on project

objectives• Review and evaluate project

deliverables• Resolve business-related issues

such as policies, business processes

• Define functional requirements• Model and improve business

processes• Participate in interviews and

workshops• Provide context information • Conduct end user training and

acceptance

• Secure resources and organization support

• Ensure alignment of initiative objectives and outcomes with EEC priorities

Program LeadershipProgram Leadership

Joan Clark, CIO (PT) Program manager Business sponsors

Joan Clark, CIO (PT) Program manager Business sponsors



Organizational Role Descriptions

Business Sponsor Communications, consensus-building, business visioning

Program Manager Project planning and execution, team management experience, communication skills, system development life cycle (e.g. Rational Unified Process, object orientations) knowledge

Application Architect .Net system design, XML knowledge, extract-transform-load programming, object-oriented analysis and design, component architecture, Web architecture, build/release process knowledge

Data Architect Data modeling and data warehouse design, experience with enterprise data models, some object orientation knowledge, command of data quality management & enterprise-transform-load processes, physical database design and implementation, relational database management system optimization experience

Business architect / Business analyst

Process and workflow modeling, business rules, logical business data design, workshop facilitation skills, statistical and data analysis, object-oriented analysis knowledge, on-line help and training material design

Application Developer .NET application programming, XML, object-oriented application design and programming

Web Developer Website construction, HTML/DHTML/Java script programming, server-side programming, information architecture and usability design experience

Operational support, help desk and training

Application system use, communications, training material development, user instruction and training delivery

Role Key Skills


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