1. Managers Breakout: Information Exchange Modeling/Business Process Mapping David Woolfenden Senior Integration Architect eVectis Technologies, LLC Under contract to the Pennsylvania Commission on Crime and Delinquency (PCCD)

2. 2 PCCD Information Sharing Efforts One of the primary goals of the Pennsylvania Commission on Crime and Delinquency (PCCD) is to promote communication and information sharing through the implementation and effective use of technology. PCCD works to ensure that any member of the justice community can access the information they need to do their job, at the time they need it, in a form that is useful regardless of the location of the data. To achieve this goal, PCCD believes that direct collaborative efforts between local, county, and state agencies are key to building secure integrated justice systems. The PCCD is committed to fostering technical innovation and ensuring the use of business and technical best practices by the Commonwealth’s justice community.

3. 3 PCCD engaged in a County Justice Information Exchange Pilot (CJIEP) information sharing effort from April 2005 until June 2006. All efforts adhered to the Global Justice Information Sharing Initiative, the four major objectives defined for this pilot project were: 1. Business Modeling - Evaluate the use of the Justice Information Exchange Model (JIEM) analysis and other business process modeling tools as a means for defining intra-county criminal justice information exchanges and identifying ways to improve information sharing within the county. 2. Information Sharing Technology - Evaluate the use of the emerging technologies of Service Oriented Architecture and Web Services, coupled with the GJXDM, as the basis for intra-county and state- county information sharing. 3. Implement actual data exchanges within the counties and with the state. 4. Document the Business Impact of these efforts. Recent County Information Sharing Efforts

4. 4 1)Business Modeling – Engaged county subject matter experts to determine and document their business needs and priorities. (Adult Probation, District Attorney, Public Defender, Warden, Courts, etc.) – Conducted several Justice Information Exchange Model (JIEM) analysis sessions to identify and document key county level criminal justice information exchanges. – Within the portion of the process analyzed, the analysis sessions identified more than 85 common “to-be” information exchanges across the three pilot counties. – Identified “as-is” information exchanges between the county justice agencies for each of the three pilot counties. – Developed a “to-be” model for data exchange based information sharing in the counties. Pilot Project: Business Modeling Efforts

5. 5 Business Impact – Business Modeling Created a better understanding of the inter-relationships of county justice agencies. Participants in the JIEM sessions learned how they depend on each other to do their own jobs more effectively. They learned what information can be shared and how it could help them, including: Which agency has what information, when and why; Which agency needs what information, when and why; How all of the information and business processes fit together.

6. 6 The Bind Case Over exchange and several Sentencing related exchanges were implemented via a single Court Case Event message….  Description: If the lower level court (MDJ) finds probable cause to proceed, the case is bound over to the Court of Common Pleas.  Receiving Agencies: County Jail, District Attorney, Adult Probation and Parole  Sending Agencies: AOPC via JNET PA CJIEP Project – 1 st Message

7. 7 Sample of Data Exchanged   Case Docket ID  Full name of the Judge  Full name of the Defense Attorney  Full name of the Defendant  Defendant’s address  Defendant’s Date of Birth, SSN, Gender, Race  Defendant’s state assigned, fingerprint based identification number (StateID and FBI ID)  Case Charge Tracking Number  Charge Sequence ID  Purdon’s Sub Section Number  Date the offense first took place  Time the offense first took place

8. 8 Sample of Data Exchanged (cont’d) Sanction Type (i.e., Confinement, Probation, IPP) Effective Sentence Date Sentence Date Imprisonment Sentence Minimum and Maximum Electronic Surveillance Sentence Maximum Probation Sentence Maximum Community Service Maximum Intermediate Punishment Program Maximum Concurrent Charge OTN Consecutive Charge OTN

9. 9 Pilot Project – IT Efforts 2) Information Sharing Technology Piloted the implementation of a federated approach to information-sharing which utilized service-oriented architecture (SOA), GJXDM standards and open standards based web services. Utilized web services to successfully move messages horizontally within the counties and vertically between the state and the counties. –Exchanged the Court Case Event message horizontally from the centralized statewide courts system, to JNET, and downwards into the county, then from one county agency to another. Created detailed documentation that can be reusable by counties regardless of their county department software application (vendor-independent).

10. 10 Business Impact of the Pilot Provided participants with a better understanding of the county’s criminal justice activities and the departments involved (Agencies became more aware of the scope of responsibility and the activities of their fellow justice agencies)  Basis for improved collaborative relationships.  Process sought user involvement and accommodated business realities. The pilot illustrated the value of increased standardization of forms, exchanges and processes to improve collaboration between justice agencies.

11. 11 Business Impact of Pilot The five exchanges developed laid the groundwork for increased information sharing among county and state justice agencies. The ground rules, techniques, standards and technologies for development were defined, developed and tested.  Organization – Roles, practices for cooperation and coordination  Information exchanges analysis approach - Justice Information Exchange Model (JIEM)  Technical Architecture – Service Oriented Architecture (SOA)  Object Modeling - Uniform Modeling Language (UML)  Data formats – GJXDM, XML  Web services  Documentation  Training  Support

12. 12 Business Impact of Pilot. In essence, we’ve educated practitioners on difficult information sharing concepts, they see the advantages, we’ve built up momentum, and we need to keep things moving!!!! Overall, the experiences gained and the lessons learned from the pilot project can be applied to future information sharing initiatives, thereby reducing the time and overall effort needed to educate participants on business modeling tools and collaborative discussions.

13. 13 Direct Business Impact to the Counties The automated CJIEP data exchange: – Provides updated and additional case information. – Provides more timely receipt of case information. – Provides more accurate and complete case information. – Provide more case information than is currently provided. Potential of statewide annual cost avoidance to probation departments for data entry = (15,055 hours at an estimated labor cost of $9 per hour) = $135,495.00 Potential statewide annual cost avoidance to jails for data entry (8,008 hrs x $9 per hr) = $72,072

14. 14 County Justice & Public Safety Information Sharing (CJPSIS) CJPSIS builds upon and expands CJIEP’s earlier work. Conducting additional JIEM analysis of the exchanges preceding criminal case “Bind Case Over” event, from arrest warrant requests and arrest through pre-disposition (preliminary hearing) by the Magisterial District Judge. In addition, supplemental Business Process Analysis (BPA) and exchange modeling scope centers on more than two dozen exchanges within these three main, pre-“Bind Case Over” event, business processes: At-Large Detention Pre-Disposition MDJ Court Pilot to Reality – CJPSIS…..

15. 15 Pilot to Reality – CJPSIS Next Steps Working with Allegheny, Lancaster, Berks and Warren Counties, the major deliverables from the first year CJPSIS project will include: Four “as-is“ exchange models (one per county) in JIEM for the three main business processes. Four “as-is“ Business Process Management Notation (BPMN) models (one per county) resulting from the supplemental Business Process Analysis (BPA) of the three main business processes. One “to-be” exchange model in JIEM for the three main business processes representing a ‘homogenization” of the four counties’ information exchange requirements.

16. 16 Pilot to Reality – CJPSIS Next Steps Working with Allegheny, Lancaster, Berks and Warren Counties, the major deliverables from the first year CJPSIS project will include: (cont.) One consolidated “to-be” BPMN model representing a ‘homogenization” of the four counties’ information exchange and business process requirements; this BPMN model will be incorporated into the CJPSIS Toolkit that other counties can use as a basis for their own justice integration efforts. CJPSIS Toolkit implementation readiness assessments of one to three additional counties based on hardware and software infrastructures, support capabilities and other important considerations. Subsequent Toolkit rollout would begin with these counties.

17. 17 Pilot to Reality – CJPSIS Next Steps Other deliverables from the first year CJPSIS project will include: A Communications Plan for the CJPSIS program that will describe objectives, approach, business value, experience, implementation strategy and next steps. A a comprehensive Performance Management Plan to track, document and manage performance measures, and business value and benefits associated with broad program goals. Document technical and operational factors that are crucial to the successful implementation of the CJPSIS portfolio of components (Toolkit) for subsequent implementations in other Pennsylvania counties.

18. 18 Pilot to Reality – CJPSIS Next Steps Approach: Work through the County Justice Advisory Boards (CJABs) to conduct a readiness assessment of the additional counties eligible for the CJPSIS exchanges. Expand the number, range, and scope of information exchanges addressed by the CJPSIS program to address broader public safety, prisoner re-entry, community-based services and treatment, homeland security, emergency/disaster management, intelligence, and related information exchanges. As a result of Toolkit implementation, develop an Executive Dashboard that displays Key Performance Indicator (KPIs) for improved county decision-making. Ensure that CJPSIS components (Toolkit) and exchanges will enable counties, through the PA Justice Network (JNET), to exchange information with each other and with justice agencies at other levels of government

19. 19 CJPSIS, it’s as easy as 1, 2, 3, 4 & (if desired by the county) 5…..

20. 20BPM/BPMN o Business Process Management (BPM) modeling tools are used to model the actual complexities of the driving “business” processes. o The “to be” model will use industry standard Business Process Modeling Notation (BPMN) that affords a process-centric view (as opposed to JIEM’s document-centric emphasis). o The resulting BPMN model will represent a “homogenization” of the essential information and processing requirements identified within the four participating counties. o In addition to being of direct value to the four counties, the intent is that the Toolkit’s consolidated BPMN model may also facilitate further vertical and horizontal integration within the State.

21. 21 BPM/BPMN (cont.) o CJPSIS’s usage of BPMN represents today’s best practices for modeling business process flow and process participants. o BPMN uses business process charting symbols and notation readily understandable by all business users and it excels at illustrating both intra-agency as well as inter-agency (collaborative) interactions (as opposed to JIEM, which primarily illustrates document/information exchanges). o BPMN also provides visual depiction and standardized notation for ultimately describing and generating executable code that can be run by other BPM engines to actually generate and implement the desired systems integration based on an open Web Service Oriented architecture.

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27. 27 Process Modeling, Simulation and Documentation Process Management and Real-Time BAM Historical & Trend Analysis Tools “Business” Owners Workspace Process Participants Process Server and Monitoring Repository County CJPSIS Workflow Automation and BPM Platform “Business” Analysts Use Cases 1.0 Get the stuff 2.0 Build the picture 3.0 BAM Consoles Requirements 1.1 Process Diagram 2.1 Launch screen 3.1 Monitoring screen Use Cases 1.0 Get the stuff 2.0 Build the picture 3.0 BAM Consoles Requirements 1.1 Process Diagram 2.1 Launch screen 3.1 Monitoring screen Process Analyst Process Development and Systems Integration Result of JIEM and Business Process Analysis BAM = Business Activity Monitoring Collaborative Toolkit Development, Enhancement and Support Services New Site Implementation Services Information Exchange Business Process Analysis and Support Services SEARCH SEARCH Toolkit Development, Enhancement and Support Services Allegheny County Toolkit Development, Enhancement and Support Services Infrastructure Services MDJS & CPCMS Via JNET “Business” Systems AP Jai l DA Sheri ff LE PD CJPSIS Workflow Automation and Business Process Management (BPM)

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29. 29 Example BAM/Dashboard provided Performance Indicators Jail occupancy levels and activity – to help forecast prison overcrowding Police activity – levels and trends of criminal complaints and affidavits of probable cause Court case activity - levels and trends of criminal charges in court cases Juvenile criminal activity - levels and trends of juvenile criminal charges

30. & Questions A A nswers