Contents Page Project Approach 3

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

Contents Page 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

Contents (Cont’d) Page 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

Project Approach 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

EEC IT Strategic Plan Schedule
Project Approach EEC IT Strategic Plan Schedule February 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 Kickoff meeting Project start Workshop #2: implementation priorities and roadmap March 2007 Workshop #1: Validation of findings 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 Project completion

We’ve interviewed staff across the EEC organization
Project Approach We’ve interviewed staff across the EEC organization We’ve interviewed staff across the EEC organization Commissioner's Office Ann Reale Commissioner Administration Alda Rego-Weathers Deputy Commissioner Sandra Fortier-Hollow Associate Commissioner Sandra Sherriff Kevin Sullivan Program Development and Access Amy Kershaw Kristina Richardi Evaluation Specialist Rod Southwick Director of Research Program Quality and Advancement Phil Baimas Acting Assoc. Comm’r Katie Sutton Research Coordinator Regional Operations and Licensing Dave McGrath Deputy Commissioner Erin Craft Regional Director Donna Cohen Avery Tom Marino Information and Technology Joan 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 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) Approx Timing (Hrs) Topics Covered 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 Develop value proposition for future state architecture

Project Approach Workshop 2: Findings were further validated in an implementation priorities and roadmap workshop held Friday, 3/2/07 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) Approx Timing (Hrs) Topics Covered 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

Key Steps of Project Approach
1b Current Business State 1c Current State of Technology 1a External Drivers 2 Fusion Tree 5 Implementation Roadmap Vision for IT 3 IT Initiatives 4

Contents Project Approach
Strategic Business Requirements and IT Baseline 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 IT implementation approach and roadmap Proposed implementation strategy Implementation projects Implementation scenarios Proposed implementation organization

EEC is under pressure from multiple stakeholders
External Drivers EEC is under pressure from multiple stakeholders Families and Public Legislature Driver Driver 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 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 Service Providers Feds Role of Information Technology Help EEC make better decisions Improve efficiency of key EEC processes such as payment and licensing

In response, EEC needs to build its business capabilities
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

Other states have been investing in these technologies
External Drivers Other states have been investing in these technologies 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. Source: State websites

Current State Context Diagram – External View
CPCs CCR&Rs Family Child Care Systems Families Providers Funding, support, referrals Funding, support, referrals CC and Early Ed options, financial assistance Funding, support Licenses, funding, tracking Public Schools Public Grants, tracking CC and Early Ed Information Practitioners Qualifications, tracking Reports, Revenue tracking Licenses, resid placement, tracking Federal Govt. Other State Agencies Placements, background checks Reports Payment Legislature & Administration Virtual Gateway Background checks Placements DSS OSC (MMARS) EOHHS (VG) CHSB DTA Legend Consumers Intermediaries Service Providers Practitioners Fund Sources Data Interfaces Functional Interfaces

Context Diagram – Stakeholder Relationships with EEC
Current Business State 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 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
Current Business State 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 Other State Agencies Receive licenses, residential placements Feds Receive reports, provide revenue tracking information Rev 2/20/07

Business Process Diagram – How EEC Does Business Today
Current Business State Business Process Diagram – How EEC Does Business Today

Key Findings About EEC Business Processes Today
Current Business State Key Findings About EEC Business Processes Today Process Group Characteristics 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

Financial Assistance – Current Contract Process
Current Business State Financial Assistance – Current Contract Process Key: Pain Point Process Step Process Break Exclusivity

Financial Assistance – Current Voucher Process
Current Business State Financial Assistance – Current Voucher Process Key: Pain Point Process Step Process Break Exclusivity

Financial Assistance – Current CPC Grant “Contract Model” Process
Current Business State Financial Assistance – Current CPC Grant “Contract Model” Process Note: CPCs pay in many ways; these have been reduced to two primary ways in this section of the analysis CPCs serve 3 & 4 year-olds only Key: Pain Point Process Step Process Break Exclusivity

Financial Assistance – Current CPC Grant “Voucher Model” Process
Current Business State Financial Assistance – Current CPC Grant “Voucher Model” Process Note: CPCs pay in many ways; these have been reduced to two primary ways in this section of the analysis CPCs serve 3 & 4 year-olds only Key: Pain Point Process Step Process Break Exclusivity

Current Provider Licensing Process
Current Business State Current Provider Licensing Process Key: Pain Point Process Step Process Break Exclusivity

Current Provider Investigation Process
Current Business State Current Provider Investigation Process Key: Pain Point Process Step Process Break Exclusivity

Major Data Subject Areas & Relationships
Current Business State Major Data Subject Areas & Relationships License Complaint Certifi- cation Child & Family Place- ment CC Provider Site CC Practi- tioner Payment Model Billing Vendor Grant Contract Voucher CCR&R Umbrella /System CPC

Applications support of EEC business processes
Current Technology State Applications support of EEC business processes Level of Automation: Extensive Partial None or little Currently, some business processes have no application support.

Current Application Support of Data Subject Areas
Current Technology State Current Application Support of Data Subject Areas Key subject areas are currently updated by more than one application.

Current Technology Architecture: Applications & Data
Current Technology State 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
Current Technology State 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 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
Current Technology State 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
Current Technology State 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
Current Technology State 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
Current Technology State 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
Current Technology State Current EEC Application and Data Architecture Presentation Business Logic Data Integration

A “fusion tree” links technology requirements to business strategy
Fusion Tree – Business Requirements A “fusion tree” links technology requirements to business strategy What we need to have What we need to do Required Business Capabilities Required IT Capabilities How we achieve the positioning Technology/ Architecture Applications Strategic Imperatives Organization Business Objectives Our positioning in the public eye Vision/ Strategy

Fusion Tree – Business Requirements
The EEC fusion tree identifies the key business capabilities needed to fulfill the vision Details are on the pages that follow

Objective: Enable Families To Enroll Their Children In The Best Care and Early Education Programs Strategic Imperative Detail (From Interviews) 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

Objective: Enhance the Ability of Providers to Deliver Quality Services Strategic Imperative Detail (From Interviews) 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) Strategic Imperative Detail (From Interviews) 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 Strategic Imperative Detail (From Interviews) 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

Required Business Capability: Eligibility Verification
Fusion Tree – Business Requirements Required Business Capability: Eligibility Verification 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 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

Required Business Capability: Child and Family Tracking
Fusion Tree – Business Requirements Required Business Capability: Child and Family Tracking 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 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

Required Business Capability: Child and Family Tracking – Waiting List
Fusion Tree – Business Requirements Required Business Capability: Child and Family Tracking – Waiting List 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 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

Required Business Capability: Child Assessment and Outcomes Measurement Current State No system-wide approach to measuring child outcomes Future State To be determined; policy is under development

Required Business Capability: Rate Changing
Fusion Tree – Business Requirements Required Business Capability: Rate Changing Current State Our rate structure is complex, with many different rates Rates vary among and within providers Market rates are difficult to measure Future State Rate changing is uniform and based on reliable, well researched methodologies Rates are verifiably appropriate to the services provided

Required Business Capability: Direct Pay to Service Providers
Fusion Tree – Business Requirements Required Business Capability: Direct Pay to Service Providers 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 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

Required Business Capability: Visibility Into Service Providers
Fusion Tree – Business Requirements Required Business Capability: Visibility Into Service Providers 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 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

Required Business Capability: Child Care Information and Referral
Fusion Tree – Business Requirements Required Business Capability: Child Care Information and Referral 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 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

Required Business Capability: Provider License Status Tracking
Fusion Tree – Business Requirements Required Business Capability: Provider License Status Tracking 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 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

Required Business Capability: Licensing Non-Compliance Tracking
Fusion Tree – Business Requirements Required Business Capability: Licensing Non-Compliance Tracking 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 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

Required Business Capability: Licensor Visit Management
Fusion Tree – Business Requirements Required Business Capability: Licensor Visit Management 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 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.

Required Business Capability: Practitioner Licensing, Training, and Tracking 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 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

Required Business Capability: Data Analysis and Surveying
Fusion Tree – Business Requirements Required Business Capability: Data Analysis and Surveying 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 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

Details on following pages
Fusion Tree – IT Requirements Consolidate / Enrich Data Other Agencies BusinessOnline Internal Required Business Capabilities Common child and family database Common provider database Practitioner registry Common billing system for all providers Common Rules-Engine SASID for all kids in system + SIMS Integration Automated interface to MMARS & other agencies Public access to richer EEC info Provider/Practitioner maintain own profile data Role-based Access to Provider system End-user reporting & analysis End-user Survey administration Families Eligibility verification x Child and family tracking Child assessment and outcomes measurement Rate changing Direct pay to service providers Visibility into service providers Child care information and referral Provider license status tracking Non-compliance tracking Licensor visit management Practitioner licensing, training, and tracking Data analysis and surveying Communication 2 4 1 3 Providers Licensing Others Centralize & Enrich Data Automate External Interfaces Conduct Business Online Empower End users Required IT Capabilities IT Capabilities Details on following pages

Required IT Capability: Common Child and Families Database
Fusion Tree – IT Requirements Required IT Capability: Common Child and Families Database 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 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

Required IT Capability: Common Provider Database
Fusion Tree – IT Requirements Required IT Capability: Common Provider Database 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) 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

Required IT Capability: Practitioner Registry
Fusion Tree – IT Requirements Required IT Capability: Practitioner Registry 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 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

Required IT Capability: Common Billing System for All Payment Models
Fusion Tree – IT Requirements Required IT Capability: Common Billing System for All Payment Models 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 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

Required IT Capability: Common Rules Engine
Fusion Tree – IT Requirements Required IT Capability: Common Rules Engine 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 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, …

Required IT Capability: SASID for all kids in System
Fusion Tree – IT Requirements Required IT Capability: SASID for all kids in System 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 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

Fusion Tree – IT Requirements
Required IT Capability: Automated Interfaces to MMARS and other agencies Current State Contracts encumbrance and billing data manually keyed into MMARS Inefficiencies and delays in payments Potential for error 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)

Required IT Capability: Public Access to Richer Information from EEC
Fusion Tree – IT Requirements Required IT Capability: Public Access to Richer Information from EEC Current State Mostly static information on EEC website Lookup for childcare providers within given zip code 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

Required IT Capability: Provider / Practitioner Maintain own data
Fusion Tree – IT Requirements Required IT Capability: Provider / Practitioner Maintain own data 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 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)

Required IT Capability: End-user Reporting and Analysis
Fusion Tree – IT Requirements Required IT Capability: End-user Reporting and Analysis 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 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

Fusion Tree – IT Requirements
Required IT Capability: End-user Survey and Data Collection Administration and Integration 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 Future State Flexible Web-browser and 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

IT Architecture Directions
Vision for IT 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

Data Integration Architecture Options
Vision for IT Data Integration Architecture Options Continue operating eCCIMS and CCIMS with integrated Data Warehouse Continue operating CCIMS and eCCIMS with data interfaces between them to synchronize ‘child/family’ and ‘provider/workforce’ Enhance eCCIMS to enable voucher based and grants based billing and reporting Migrate to Child/Family and Provider/Workforce master data service oriented architecture Migrate to COTS system, such as used in other states

Option 1 eCCIMS and CCIMS with integrated Data Warehouse
Vision for IT Option 1 eCCIMS 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

Option 2 Sync CCIMS and eCCIMS with data interfaces
Vision for IT Option 2 Sync 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)

Option 3 Enhance eCCIMS to support Vouchers and Grants
Vision for IT Option 3 Enhance 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

Option 4 Child/Family and Provider/Workforce data services
Vision for IT Option 4 Child/Family and Provider/Workforce data services 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

Option 5 Commercial Off-the-Shelf System
Vision for IT Option 5 Commercial 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

EEC business vision starts with stakeholders and agencies and their interactions with EEC
CPCs CCR&Rs Family Child Care Systems Families Providers Funding, support, referrals Funding, support, referrals CC and Early Ed options, financial assistance Funding, support Licenses, funding, tracking Public Schools Public Grants, tracking CC and Early Ed Information Practitioners Qualifications, tracking Reports, Revenue tracking Licenses, resid placement, tracking Federal Govt. Other State Agencies Placements, background checks Reports Payment Legislature & Administration Virtual Gateway Background checks Placements DSS OSC (MMARS) EOHHS (VG) CHSB DTA Legend Consumers Intermediaries Service Providers Practitioners Fund Sources Data Interfaces Functional Interfaces

EEC stakeholders need services from EEC
EEC Business Vision And Benefits EEC stakeholders need services from EEC 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 Pay fees Access practitioner qualifications Recruit available practitioners Request practitioner background check Find substitute practitioner Self-maintain provider information Manage subsidy slots Source: Feb. 20 IT Strategy Workshop 1

EEC stakeholders need services from EEC (cont’d)
EEC Business Vision And Benefits EEC stakeholders need services from EEC (cont’d) 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 Source: Feb. 20 IT Strategy Workshop 1

Agencies also need services from EEC
EEC Business Vision And Benefits Agencies also need services from EEC Agency 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 Analyze status of children in supportive care EOHHS Analyze common contractors across HHS/EEC services Legislature and Administration Access data to inform budget and policy priority and constituent relations management Federal Access ACF information Source: Feb. 20 IT Strategy Workshop 1

Stakeholders and agencies need to access information from EEC
EEC Business Vision And Benefits Stakeholders and agencies need to access information from EEC Information Families Intermed-iaries* Public Providers Practit-ioners Agencies Feds Access to financial caseload information, how to get subsidy X x Access to transportation and other support ACF information on EEC initiatives Children enrolled in EEC Children enrolled in the early education system Continuity of care options for families EEC qualifications and professional development requirements EEC rates – subsidy, co-pays, and published rates EEC rules, regulations, policies, requirements, quality standards How to get licensed as a provider Openings, vacancies, capacity of providers Playgroups, other community-based activities Practitioner certification requirements Provider history- concerns, closings, compliance, legal Provider locations, schedules, philosophy, published rates Provider quality ratings Tax ID for licensees for CC deduction purposes Training and scholarship data for early educators Training resources and schedule *CPCs, CCR&Rs, FCC systems, and other Source: Feb. 20 IT Strategy Workshop 1

EEC Business Vision And Benefits
The EEC business vision includes changes to internal EEC business processes EEC Internal Business Processes – Proposed Future View Child and family tracking and practitioner development emerge as significant process areas in the proposed future view.

EEC processes need access to internal EEC services
EEC Business Vision And Benefits 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 Financial Assistance 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 Information and Referral 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 Source: Feb. 20 IT Strategy Workshop 1

Internal process owners require access to information
EEC Business Vision And Benefits Internal process owners require access to information Information Child and Family Tracking Financial Assistance Provider Development and Oversight Practitioner Development and Oversight Information and Referral Analysis and Reporting Access to current caseload information – comings/goings, length of stay, client profile x All enrollment information across funding [streams] Capacity and vacancy data across funding Child and family data Common queries from MMARS warehouse and our data Data to support continuity of children in a specific care setting Early intervention (ages 0-3) training, transitions, and outcomes EEC rates EEC rules and regulations Experiences of kids in our care Funding for EEC Historical data to aid in forecasting Info re public school operated exempt after school and preschool programs Openings, vacancies, capacity of providers Provider history – concerns, closings, legal Quality ratings of providers Relevant tax information to inform eligibility decisions (from DOR) Practitioner certification requirements Training resources and schedule Source: Feb. 20 IT Strategy Workshop 1

Benefits of moving to the future state ahead are significant
EEC Business Vision And Benefits Benefits of moving to the future state ahead are significant Benefit Example EEC’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

“Ideal” end state is the basis for defining “pragmatic” future state
Vision For Future State Of EEC IT Architecture “Ideal” end state is the basis for defining “pragmatic” future state Ideal End State 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 Current 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 Pragmatic Future 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

Vision for IT Applications and Data
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 Applications and Data Architecture
Vision – Applications and Data Vision for Future State Applications and Data Architecture Characteristic Examples 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

Vision for Application Services
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)
Vision – Applications and Data 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
Vision – Applications and Data Candidate Application Services Child/ Family Child Assessment Transition Profile Financial Assistance Intake Waitlist Eligibility Verification Enrollment Provider/ Vendor Organization Maintenance Licensing Licensor Visit Compliance Tracking Facility Improvement Contract Management Practitioner Registration Certification Qualification Provider Link Professional Development Background Check Billing Attendance Invoicing MMARS Transaction Vendor Payment Reconci- liation Information Services CC & Early Ed Info for Public Data Analysis Reporting Surveys

Vision For EEC Application and Data Architecture
Vision – Applications and Data Vision For EEC Application and Data Architecture Presentation Business Logic Data Integration

Service Oriented Architecture Key Benefits
Vision – Applications and Data 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
Vision – Applications and Data 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]
Vision – Applications and Data Major Data Subject Areas & Relationships: [straw model for discussion] Funding Stream / Budget Wait list Certifi- cation License Compliance Program Child & Family Place- ment Provider Practi- tioner Business Agreement between EEC and Vendor Payment Model* Billing Qualifi- cations Vendor All organizations that EEC does business with Grant Contract Voucher CCR&R Umbrella /System CPC

Enterprise Data Standards
Vision – Applications and Data 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
Vision – Applications and Data 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
Vision – Applications and Data 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
Vision – Applications and Data 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
Vision – Applications and Data Vision for Applications Support of EEC Business Processes KEY X: Application supports above business process

Vision for Application Support of Data Subject Areas
Vision – Applications and Data Vision for Application Support of Data Subject Areas KEY: C: Application service created instance of data U: Application service updates instance of data R: Application service reads instance of data

Vision for SOA Infrastructure
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 for Technology Infrastructure
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
Vision – IT Infrastructure 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)
Vision – IT Infrastructure 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

Suggested Approach to Building IT Organization
Vision – IT Organization and Governance 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 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?
Vision – IT Organization and Governance 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 All IT work Is it a Yes “ fundamental ” IT Retain in EEC Retain in M&R task? No Can someone else No do it better and/or Retain in EEC Retain in M&R cheaper ? Yes Does it require on - site contact Yes Use on Use on - - site partner site partner with equipment or EEC staff? No - Use off Use off - - site partner shore partner

IT staffing and skills will require augmentation
Vision – IT Organization and Governance IT staffing and skills will require augmentation IT Technical Skills Required Role Core?** Need to aug-ment? .NET SQL VB / C# OLAP XML Web Services HTML/JavaScript Dev Methodology Program Manager Yes R Enterprise Application Architect Ö Enterprise Data Architect Methodology Subject Matter Expert Project Manager Business Analyst Developer Tester Database Administrator Configuration Manager Systems Administrator Network Administrator Help Desk & Desktop Support *One person may perform multiple roles **Should not be contractors R=Skill required by role IT Staff Roles Required*

Proposed Roles: Enterprise Architecture
Vision – IT Organization and Governance 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

Typical Structured Methodology and Control Points
Vision – IT Organization and Governance Typical Structured Methodology and Control Points Phases and decision milestones ILLUSTRATIVE PHASE 0: Proposal PHASE 1: Inception PHASE 2: Elaboration PHASE 3: Construction PHASE 4: Transition Proposal for Evaluating Concept Project setup Business objectives Solution options Work, schedule & resource estimates Solution design Process & organization design Plan for development Updated project budget & schedules Solution development Testing Deployment plan Updated project budget & schedules Solution implemen-tation Transition support Post-imple-mentation review Key Activities By Project Phase Key Phase Deliverables Concept Proposal Project Business Case Solution Design Development Plan Updated Project Plan User Testing Results Deployment Plan Updated Project Plan Yes Yes Yes Yes Governance- Funding Gates CONCEPT APPROVAL Gate 1 APPROACH APPROVAL DESIGN APPROVAL DEVELOP-MENT APPROVAL IMPLEMEN-TATION SIGN-OFF Gate 2 Gate 3 Gate 4 No No No No Assigns business & IT project managers Commits business and IT resources Stop Project

Success is not a “given”
Vision – IT Organization and Governance 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 Available Sirkin, Harold L., et al, The Hard Side of Change Management, Harvard Business Review, Oct 2005

Vision – IT Organization and Governance
Experience from others highlights several critical success factors for this undertaking 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

Data Integration Architecture Options
Proposed Implementation Strategy Data Integration Architecture Options Following options were identified and evaluated Continue operating eCCIMS and CCIMS with integrated Data Warehouse Continue operating CCIMS and eCCIMS with data interfaces between them to synchronize ‘child/family’ and ‘provider/workforce’ Enhance eCCIMS to enable voucher based and grants based billing and reporting Migrate to Child/Family and Provider/Workforce master data service oriented architecture 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

EEC end-users have direct access to integrated information
Proposed Implementation Strategy 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
Proposed Implementation Strategy 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) 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
Proposed Implementation Strategy 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)

Proposed Approach To Service-Enabling Existing Applications
Proposed Implementation Strategy 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
Proposed Implementation Strategy 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)
Proposed Implementation Strategy 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 Data Warehouse to support common reports and queries Refresh new data model Increase frequency of data loads Rationalize reporting across transactional and DW

The strategy will be implemented through implementation projects
Potential Implementation Projects Business Processes Enabling IT Processes Types Projects that directly support EEC business processes and external stakeholders Projects that build capabilities and/or facilitate the migration to the future state Projects that formalize and implement basic roles, processes and methods and facilitate achieving the target vision B1 Integrated provider database B2 Financial assistance B3 Integrated billing and payments for direct services B4 Licensing and visit management B5 Practitioner registry B6 Child and family tracking B7 Tracking and payment for non-direct services E1 Application software selection E2 Security upgrade E3 Infrastructure refresh E4 Data warehouse and analytics E5 EEC Web-based portal P1 IT staffing and skills P2 IT governance Projects

Implementation Projects - Description and Benefits
Business Processes 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

Business Processes (cont’d) Project Name Description Project Benefits 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

Business Processes (cont’d) Project Name Description Project Benefits 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 development Support 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

Enabling Project Name Description Project Benefits 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

IT Processes Project Name Description Project Benefits 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
Implementation Projects Releases Within the Business Process Projects B1 Integrated provider B1.1 Basic search and referral B1.2 Implement NACCRRAware interim solution for CCR&Rs B1.3 Provider self- maintenance of profiles, vacancies, and wait list B2 Financial Assistance B2.1 Enrollment to voucher based programs B2.2 Enrollment to Grants based programs B2.3 Enhanced waitlist B3 Integrated billing and payments for direct services B3.1 3-tier redesign of Contract Management System B3.2 CCIMS-eCCIMS merge B3.3 Direct service grants B3.4 MMARS interfaces B4 Licensing and visit management B4.1 3-tier redesign and enhancement of Licensing / Statistics and Compliance Tracking to address current functionality gaps B4.2 Provider quality ratings B5 Practitioner registry B5.1 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 EPIMS B6 Child and family tracking B6.1 Integrated child database and reporting B6.2 Support new UPK initiatives, and child assessment B6.3 Child transition B7 Tracking and payment for non-direct services B7.1 Contract and grants maintenance B7.2 Billing and payment for non-direct services and MMARS interface Releases are described in Appendix 3

Implementation Scenarios
Preliminary Roadmap

Resource Loading: IT Staff
Implementation Scenarios Resource Loading: IT Staff

Resource Loading: Business Analysts
Implementation Scenarios Resource Loading: Business Analysts

Staffing and Cost Estimates – Rough Order of Magnitude
Implementation Scenarios Staffing and Cost Estimates – Rough Order of Magnitude Num Implementation Project Name Total 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 500 E4 Data warehouse and analytics 694 E5 EEC Web-based portal 296 P1 IT staffing and skills P2 IT governance 32 Program Initiation Program Management 928 Program Architecture 1,856 Helpdesk and Operational Support 216 Grand totals 9,567 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 Estimates are rough order of magnitude for planning purposes Expected range - $10 to $11 million

Staffing and Cost Estimates – Details
Implementation Scenarios Staffing and Cost Estimates – Details Num Implem. Project Name Release Release Name Duration Months Number IT Staff Number Business Staff Total Staff Costs Hardware, Software, Other Costs B1 Integrated provider B1.1 Basic search and referral 4 1 128,000 B1.2 Implement NACCRRAware 3 96,000 B1.3 Provider self-maintenance 320,000 B2 Financial Assistance B2.1 Placement in voucher based programs B2.2 Placement in grants based programs 336,000 B2.3 Enhanced waitlist 2 192,000 848,000 B3 Integrated Billing system B3.1 Rearchitected Contract Mgmt System 144,000 B3.2 Vouchers [CCIMS-eCCIMS merge] 448,000 B3.3 Direct Service Grants B3.4 Invoicing to MMARS 240,000 1,168,000 B4 Licensing B4.1 Online License application B4.2 Provider quality ratings 640,000

Staffing and Cost Estimates – Details (cont’d)
Implementation Scenarios Staffing and Cost Estimates – Details (cont’d) Num Implem. Project Name Release Release Name Duration Months Number IT Staff Number business Staff Total Staff Costs Hardware, Software, Other Costs B5 Practitioner registry B5.1 Practitioner self-maintenance 5 3 2 400,000 B5.2 Multi-level certification 1 144,000 B5.3 Training / prof development features B5.4 Interface to DOE EPIMS 96,000 784,000 B6 Child and family tracking B6.1 Integrated child database 4 256,000 B6.2 Child Assessment and UPK Support 6 384,000 B6.3 Child transition and SASID 736,000 B7 Tracking & Payment for Non-Direct services B7.1 Contracts/Grants maintenance B7.2 Billing and payment 288,000

Staffing and Cost Estimates – Details (cont’d)
Implementation Scenarios Staffing and Cost Estimates – Details (cont’d) Num Implem. Project Name Release Release Name Duration Months Number IT Staff Number business Staff Total Staff Costs Hardware, Software, Other Costs E1 Application software selection 1 2 64,000 E2 Security upgrade 2.75 88,000 E3 Infrastructure refresh 500,000 E4 Data warehouse and analytics 6.2 4 3 694,400 E5 EEC Web-based portal 3.7 296,000 1,206,400 P1 IT staffing and skills P2 IT governance 32,000 96,000 Program Initiation Program Management 29 928,000 Program Architecture 1,856,000 Helpdesk and Operational Support 27 216,000 3,500,000 Grand totals 9,586,400 10,086,400

Hardware and Software Costs- Estimated
Production Environment Tier Physical Servers Virtual Servers Server Cost Total Cost Presentation 2 6 20K 40K Application 4 Database 80K Integration Development Environment Environment Physical Servers Virtual Servers Server Cost Total Cost Development 1 4 20K 40K Testing Staging Data warehouse Environment (data and app/presentation tiers) Environment Physical Servers Virtual Servers Server Cost Total Cost Production 2 40K 80K Development / Test 4 20K Software Application Processors Cost/Processor Total Cost SQL Server 2005 12 5K 60K Total HW/SW Cost 500K Utilizing server virtualization will lower the overall hardware costs.

Proposed Implementation Organization
The organization needs to simultaneously support project implementation and steady state operations 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 Focus Maintain system availability Service end-user support requests Fulfill ad-hoc report requests Planned maintenance and upgrades Project implementation 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 Provide executive level sponsorship for the initiative Set overall project objectives Ensure appropriate resources are committed to the initiative Manage project direction Provide leadership on project objectives Review and evaluate project deliverables Resolve business-related issues such as policies, business processes Project Sponsors (part time) Ann Reale, Commissioner Alda Rego-Weathers, Deputy Commissioner Secure resources and organization support Ensure alignment of initiative objectives and outcomes with EEC priorities Steering Committee (part time) EEC Senior Staff Define functional requirements Model and improve business processes Participate in interviews and workshops Provide context information Conduct end user training and acceptance Develop system architecture Develop software Clean and convert data Integrate software Test and Document software Program Leadership Joan Clark, CIO (PT) Program manager Business sponsors Application Development Business Development Application Architect Data architect Application developer(s) Web developer(s) Business architect Business analyst(s)

Organizational Role Descriptions
Proposed Implementation Organization Organizational Role Descriptions Role Key Skills 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

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