ITN #03F12GC1 ACCESS Florida System Replacement ...€¦ · ITN #03F12GC1 – ACCESS Florida System...

ITN #03F12GC1 – ACCESS Florida System Replacement Comparative Analysis

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Criteria Accenture Deloitte Consulting Xerox State & Local Solutions, Inc.

SELECTION CRITERIA: Vendor’s articulation of their project approach, the innovation of the approach, and the ability of the approach to meet the Department’s needs, the requirements of this ITN and Appendix I, Attachment I, including any federally mandated implementation and funding requirements. Overall Approach

COTS-based Accenture Public Services Platform (APSP) Product Suite, which includes: o APSP Architecture – MITA Level 3-

compliant, SOA architecture Accenture Citizen Self Service Portal (ACSSP) – secure public facing portal

o Accenture Benefits Management System (ABMS) – workflow driven benefits management application using COTS rules engine (Oracle Policy Automation (OPA)).

Solution implemented over three phases: o Phase 3 (single statewide

implementation; completed 10/1/2013): ACSSP and document

management implemented, along with rules engine and business process management engine

APSP architecture and subset of COTS products installed

Web service integration between APSP and legacy system.

Legacy system continues as system of record.

Legacy system provides all remaining functionality (notifications, case review, fiscal processing, reporting, hearings and appeals.

o Phase 4A Part 1 (single implementation approach to subset of

COTS-based HHS NextGen Platform solution, FIELDS (Florida Integrated Eligibility Determination System)

NextGen Platform uses JEE and is based on open standards and SOA best practices.

FIELDS complies with CMS Seven Conditions and Standards and the latest MITA framework. Deloitte will update platform to MITA 3.0 once CMS formally releases.

Solution leverages current ACCESS FLORIDA assets – ACCESS WebApp and Electronic Application Web Services, ACCESS My Account, Food for Florida, and Client Notices to reduce time, cost, risk

Phase 3 will meet ACA deadlines and Phase 4 will meet enhanced funding deadlines. Complete system implementation will occur 6 and 11 months prior to ITN target dates for completion of Phases 4A and 4B, respectively.

Phase 4 activities conducted in parallel to Phase 3. Approach combines ITN Phases 4A and 4B into one Phase 4.

Approach implements entire system in one phase and does not require the Department to operate 2 separate systems from the completion of the Medicaid implementation until the implementation of the remaining programs (SNAP, TANF)

Solution implemented in two phases: o Phase 3 (single statewide implementation;

completed by 10/1/2013): Modifications to FLORIDA System IMS

and COBOL environment to integrate

Primary elements of the Xerox solution are: o Xerox Integrated Eligibility System

(IES) o Worker Portal (IES) o Self-Service Portal (Now Serving You) o Suite of proven COTS products

performing critical functionality, e.g., MDM, OPA, CA SiteMinder, etc.

o Proven set of design concepts and patterns, e.g., case modeling, data versioning, etc.

o Reference applications and artifacts available for re-use

Integrated Eligibility System (IES) Transfer solution – MITA compliant, SOA architecture, which includes:

Solution implemented in two releases: o Release 1 (single statewide

deployment; completed 10/1/2013): Implements client web portal,

MCI, ESB, and Oracle OPA Rules Engine with Medicaid, CHIP and MAGI rules

Web portal and legacy system message MAGI rules in OPA and then message Federal Hub across ESB for verification data

MCI and Federal Hub connected through ESB

Legacy system remains system of record. No data is maintained in IES


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workers; completed 1/1/2014): Establishes Medicaid architecture MAGI processing is enabled in

APSP to execute MAGI determinations

Subset of workers trained to enter and evaluate paper-based MAGI applications in ACSSP

Integrates with Federal Data Hub Legacy system performs non-

MAGI processing and continues as system of record.

o Phase 4A Part 2 (phased geographic implementation concurrent with Phase 4B; completed 2/1/2015-10/31/2015): Completes the implementation of

remaining Medicaid functionality. ABMS is new system of record. Three two-month pilots to confirm system readiness prior to phased geographic deployment. Concurrent with Phase 4B.

o Phase 4B (phased geographic implementation concurrent with Phased 4A-Part 2; completed 2/1/2015-10/31/2015): Completes full implementation of

system Implements ABMS as system of

record Pilots and deploys call center Introduces correspondence and

print center capabilities. Three two-month pilots to

new business rules engine (iLOG) with legacy system

Configuration of Business Rules Engine with MAGI Medicaid eligibility rules for Florida specific requirements

Modification to Std. Filing Unit, EDBC, Authorization and FMMIS Interface to meet MAGI requirements

Enhancements to existing self-service systems including WebApp and MyAccount

Federal Hub Interface Health Insurance Exchange Interface

o Phase 4 (6 deployments; completed 7/1/2015): Implementation of FIELDS solution Reuse of ACCESS WebApp and

Electronic Application Web Services, Access My Account, Client Notices, Food for Florida – user interface refresh and data access modifications

Leverage current investments such as interface with selected Identity Verification Solution

Three month Pilot in Circuit 8 followed by a 5 month statewide rollout in 5 regions

Delivery Methodology – Enterprise Value Delivery (EVD) methodology for Project Management and SDLC which has been used on other integrated eligibility projects, is currently being used on the DCF ACCESS Florida project, and includes development tools, templates, lessons learned and accelerators

System provides client self-service, application intake across multiple channels, worker facilitated transactions

o Release 2 (4 deployments; completed 6/1/2015) 1st deployment: 3 month SNAP

Pilot (12/1/2014) 2nd-4th deployment: occurs over 3

months - Xerox IES full functionality, OPA with all program rules, all shared business and technical services connected through ESB - document management, IVR, call center, MCI, State Exchange, Federal Interfaces, Federal Hub

During phased deployment, legacy and IES will run in parallel

Approach meets mandatory timelines included in ITN to address HB 5301, ACA and enhanced funding deadlines.

Xerox states that solution complies with CMS Seven Conditions and Standards for enhanced funding

Xerox System Development Methodology and Software Development Lifecycle is a combination of waterfall development and Agile methods.

KPMG Contribution: o Business Process Re-engineering -

Nine experienced process designers aligned with the design team to provide continuity across the implementation


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confirm system readiness prior to phased geographic deployment.

Approach meets mandatory ACA open enrollment and implementation deadlines, enhanced federal funding deadline, and DCF implementation timeline.

Accenture states that APSP complies with CMS Medicaid Information Technology systems guidance and Seven Conditions and Standards out of the box.

APSP based on system built for CA and later implemented in ID.

Accenture assisting Kansas with CMS gate reviews and would leverage that knowledge and experience in Florida

Delivery Methodology - Accenture Delivery Methods (ADM) - includes tools, templates and best practices and encompasses five work streams: project management, technical architecture, application development/functional, change enablement, and maintenance and operations.

SDLC includes the phases described in ITN: Plan, Design, Develop, Test, Implement, Warranty Performance Period and Operations and Maintenance.

Requirements Elaboration - Conference Room Pilots (CRPs) utilizing a prototype and CMS-approved use cases to identify gaps between APSP and DCF requirements.

Testing Approach - Use Rational tools to develop a traceability matrix for requirement, to development, to testing, to de-bugging

o Organizational Change Management - Trained communication designers with experience in Florida to ease the transition for employees and stakeholders

o Training - Trainers using research-based adult learning techniques, provided in real time, to prepare users for their new tools

Oracle Overview o Market Leadership - Public Sector,

Healthcare, Insurance, Retail, Financial Services; Alignment with Federal Guidance for Exchanges and Eligibility

o Sponsorships - HIMSS, ISM, and MESC Committee Participation, WC3, HL7, NIEM, NGA/NASCIO/NACO Healthcare Workgroup, Medicaid Information Technology Architecture

o Committed Partnership with Xerox - Provides Solution Architects, Training, Technical Troubleshooting, Expedited Support, Partner Collaboration, User Conferences, and Feedback into the Product Roadmap, Large ecosystem of certified, trained professionals

CAI Overview o Privately held IT Consulting Firm,

founded 1981 o Was PM on ACCESS team o HHS Practice o "Re-badging" - keeping some of the

incumbent vendors staff o Over $340M annual revenue o More than 30 Offices U.S. cities


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o Over the past 10 years, 94% of projects have been completed on time or early

Project Management Approach

Project Management Project Management (PM) methodology is

part of ADM and employs standard PM tools, templates, procedures, work plans, and status reports.

PM approach incorporates industry standards including PMBOK, IEEE, CMMI and ITIL v3.

Accenture’s government practice has achieved a CMMI Maturity Level 4 rating.

Accenture’s quality management processes are ISO 9001 certified.

PM is now PMI as of 11/6/2012. Accenture will provide appropriate access

and training to proposed PM software and tools to selected DCF stakeholders and IV&V vendor: Rational Requirements Composer (requirements management), Rational Quality Manager (testing), SharePoint (collaboration), Rational Team Concept (project management and component repository), and MS Project Server and MS Project (scheduling and time tracking).

Project Schedule 30-month DDI schedule (Jan 2013 – Jun

2015) 45-month O&M schedule (Oct 2013 – Jun

2017)

Project Management Project Management methodology is part of

EVD and leverages standard PM artifacts, tools and templates and processes

Methodology is consistent with PMBOK, CMMI and industry practices and is aligned to the 9 PM Knowledge Areas applied throughout the project lifecycle

PM methodology utilizes Project Management Center (PMC) web-based PM tool customized for EVD methodology – built on HPs Project and Portfolio Management Tool (PPM)

PM is PMI-certified PMP. Deloitte’s Quality Management is in

accordance with PMBOK, IEEE STD 730-2002, and CMMI

PM Tools include: PMC Tool for work plan updates and viewing, resource allocation, budgeting, management of action items, change requests, risk, issue and decision management, dashboards and reporting; MS Project for developing project work plans.

Deloitte will use the SharePoint site provided by DCF for collaboration.

PMC Tool will be accessible via Internet to Deloitte and DCF Project staff.

Project Schedule 30-month DDI schedule (Jan 2013-Jul 7, 2015) 35-month Warranty and O&M schedule (Oct

Project Management CAI to provide PM support SPARK-ITS Project Management (PM)

provides a set of tools, templates and standards.

PM approach is based on PMBOK and other industry standards such as ISO, IEEE, CMMI and ITIL.

SPARKS-ITS also includes Software Development Methodology (SDM) that is heavily influenced by Agile and Lean concepts.

SDLC phases synched to PMBOK process groups.

Xerox has a CMMI Maturity Level 3. PM is PMI-certified PMP. PM tools include: Rational ClearQuest

(issue and risk tracking and management), SharePoint (collaboration)

Xerox will establish a PMO for the DDI effort which will work with the Project PMO.

Project Schedule 31-month DDI schedule (Dec 2012 – Jun

2015)


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Schedule developed in MS Project and is primarily organized by SDLC phases as defined in the ITN: o Plan (Jan 2013 – Mar 2013) o Phase 3: (Feb 2013 – Oct 2013)

Define (Feb 2013 – Apr 2013) Design (Apr 2013 – Jul 2013) Develop (Apr 2013 – Aug 2013) Test (Jul 2013 – Sep 2013) Implement (Aug 2013 – Oct 2013) Warranty (Oct 2013 – Oct 2014) O&M (Oct 2013 – Jun 2017)

o Phase 4A Part One: (Feb 2013 – Oct 2013) Define (Feb 2013 – Apr 2013) Design (Apr 2013 – Jul 2013) Develop (Apr 2013 – Aug 2013) Test (Jul 2013 – Sep 2013) Implement (Aug 2013 – Oct 2013) Warranty (Oct 2013 – Oct 2014) O&M (Oct 2013 – Jun 2017)

o Phase 4A Part Two: (Feb 2013 – Jun 2015) Define (Feb 2013 – Nov 2013) Design (Oct 2013 – Mar 2014) Develop (Mar 2014 – Aug 2014) Test (Aug 2014 – Apr 2015) Implement (Dec 2014 – Jun 2015) Warranty (Jun 2015 – Jun 2016) O&M (Jun 2015 – Jun 2017)

o Phase 4B (Feb 2013 – Jun 2015) Define (Feb 2013 – Nov 2013) Design (Oct 2013 – Mar 2014) Develop (Mar 2014 – Aug 2014) Test (Aug 2014 – Apr 2015)

2013-Sep 2014; Jul 2015-May 2017) Schedule developed in MS Project and is

primarily organized by SDLC phases: Inception, Elaboration, Construction, Transition o Phase 3: (Jan 2013 – Oct 2013)

Inception (Jan 2013 – Mar 2013) Elaboration (Jan 2013 – Jun 2013) Construction (Feb 2013 – Oct 2013) Transition (Jan 2013 – Oct 2013) Warranty (Oct 2013 – Sep 2014)

o Phase 4: (Jan 2013 – Jul 2015) Inception (Mar 2013 – May 2013) Elaboration (Jan 2013 – Feb 2014) Construction (May 2013 – Nov 2014) Transition (Aug 2014 – Jul 2015) Warranty (Jul 2015 – Jun 2016) O&M (Jul 2016 – May 2017)

Schedule includes phase gate and CMS gate reviews

Phase Gate Reviews will use acceptance criteria included in approved DED and a review of medium and high impact issues.

EVD methodology aligns with CMS ELC phases and artifacts, promoting alignment of deliverables with ELC stage gate review and monitoring packages.

Deloitte will work with State to incorporate any additional review requirements by FNS and ACF.

44-month Warranty and O&M schedule (Oct 2013 – May 2017)

Schedule developed in MS Project and is primarily organized by SDLC phases as defined in the ITN o Plan (Dec 2012 – Feb 2013) o Release 1: (Dec 2012 – Nov 2013)

Define (Dec 2012 – Mar 2013) Design (Feb 2013 – Apr 2013) Develop (Feb 2012 – May 2013) Test (Mar 2013 – Nov 2013) Implement (Aug 2013 – Dec 2013) Warranty (Oct 2013 – Sep 2014) O&M (Oct 2014 – May 2017)

o Release 2: (Dec 2012 – Dec 2015) Define (Dec 2012 – Apr 2013) Design (Mar 2013 – Oct 2013) Develop (Sep 2013 – Mar 2014) Test (Feb 2014 – Dec 2014) Implement (Nov 2014 – Jun 2015) Warranty (Dec 2014 – Nov 2015) O&M (Dec 2015 – May 2017)

Schedule includes project and CMS gate reviews

Phase Gate Reviews: There are 9 reviews which will use acceptance criteria included in approved DED and a review of issues documented in the Risk Management Plan.


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Implement (Dec 2014 – Jun 2015) Warranty (Jun 2015 – Jun 2016) O&M (Jun 2015 – Jun 2017)

Schedule includes project and CMS gate reviews

Project Management Plan PMP includes 22 subcomponent plans

described in ITN and Master Test Plan. Detailed description of plans included in reply.

Accenture PMO will develop the PMP subcomponent plans as input to the overall PMP.

Document Management: Rational Suite of tools to develop requirements, design and test documentation.

Schedule Management: MS Project and Project Server used to maintain and monitor project schedule.

Quality Management: Approach includes monthly quality and process improvement reviews and quarterly client quality assessments by a senior Accenture executive.

Issue Management: Rational Team Concert to track and manage issues and resolutions.

Procurement Management: Accenture will not incur any liability associated with acquisition of goods/products. Accenture will pass through or assign rights obtained by the manufacturer/vendor, including warranty and indemnification rights, and will remain responsible for placing and coordinating warranty claims for the

Project Management Plan Deloitte will develop a PMP including all

subcomponent plans described in ITN. Detailed descriptions of subcomponent plans are included in reply.

Deloitte PMO will develop the PMP subcomponent plans as input to the overall PMP.

Project Schedule: Utilizes EVD method workbooks to define the WBS across project phases.

Quality Management: Approach includes manual review of deliverables and tools that validate conformance of software products with standards and that validate software coding standards. Quality Control includes sampling, trend analysis.

Configuration Management: Configuration Management Plan follows structure outlined in IEEE STD 828-2005

Phase Gate and Acceptance Review Process: Phase Gate Expectations Document to document phase gate approval criteria.

Disaster Preparedness Plan: Emergency procedures and planning currently in place on existing State of Florida projects will be leveraged.

Project Management Plan PMP includes 22 subcomponent plans

described in ITN. Detailed description of plans included in reply.

Xerox PMP will be established by the Xerox PMO working in conjunction with the DCF PMO.

Document Management: SharePoint used for document management.

Schedule Management: MS Project used to produce project schedule.

Quality Management: Xerox QMS incorporates regular QA process reviews, internal QA and QC reviews, deliverable audits by Xerox PMO, and peer reviews that include team members, team leads and management team.

Scope Management: Requirements managed through Rational Requisite Pro.


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duration of the Warranty Period. Approach Innovations

Incremental Implementation Approach: Application, system, architecture and maintenance capabilities would be implemented incrementally in a logical sequence as smaller initiatives or task-based projects within a period of 8 months or less. Initiatives with limited interdependence can be implemented in parallel or overlapping schedules.

Timely Deliverable Approval Incentives: Provided DCF with pool of credits for consulting services for deliverables approved by plan dates.

PMO / IV&V Skin in the Game: Recommendation that PMO and IV&V contracts be written to avoid conflict of interest; i.e.; fixed fee contract, payment retention or penalties to avoid schedule slippage.

ACSSP Portal Driven Data Conversion: Use ACSSP to lower data conversion costs.

State Team Collaboration Tool Integration: Integration of DCF and Accenture MS Lync system or allow DCF Team to use Accenture Lync system for messaging, virtual meetings and desktop sharing.

Global Delivery Network Resources: Accenture has proposed only US based resources, but firm has highly qualified IT offshore resources available at a lower cost.

Automated Identity Management: ID verification and authentication technology

Passive Renewal Options: Approaches to

Two Phase Implementation Proposed: Significantly shortens duration of the project - includes MAGI Implementation by 10/1/2013 and statewide rollout of FIELDS by 6/2015.

Replacement of the ACCESS Document Imaging System: Replacement with EDC Documentum Suite to be implemented within 9 months from Project initiation, concurrent with Phase 3 tasks.

Value Creation Assessment and Government Performance Map: Identifying and defining a set of Value Creating Opportunities (VCOs) to inform the business case, technical design and change management. Utilizes a Government Performance Map and integrated tools to inform planning and performance across areas including: Policy Objectives, Program Delivery, Operating Efficiency and Asset Efficiency.

Eligibility Managed Services: public/private eligibility managed services model similar to that operated for Indiana which has received $1.6 M performance bonus from FNS and reported overall savings of $129M. Twelve proposed eligibility support services include, but are not limited to: eligibility case processing and data collection for applications and redeterminations, appeals and hearing support, fraud referral assessments, overpayment and benefit recovery activities, initial application review, training.

Document Management: In-bound document processing and out-bound document mail and print processing services. Print/mail and outbound communication services include an Asset Acquisition Solution in which Xerox would acquire and operate DCF’s existing print/mail assets. Mail/scan services (also proposed in separate ITN) for the intake, imaging and indexing of documentation to a client account.

Automated processes can provide for information and data extraction from the document images. These processes include; automatic forms recognition (document type classification), bar codes, and optical character recognition (OCR).

Desktop Services: Enterprise email services based on MS Exchange 2010 as a private cloud service and full range/menu


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reduce the number of recertifications - ex parte recertification (reuses available information as basis for recertification) and alignment of recertification dates and information requirements across programs.

Differentiated Processing Based on Client Segmentation: Using client segmentation techniques to categorize/group clients. Service delivery approach may vary by segment.

Client / Worker Usability Lab: System usability can be tested with a formal usability lab or through analysis of user data for navigation, ease of use, transaction accuracy.

Universal Eligibility: Identification and execution of strategies to streamline application, recertification and verification requirements and eligibility rules and policy across programs.

of managed desktop services/operations. Data Center Operations: full scale data

center operations - provision of hardware, software and operational support for the new system’s architecture. Subsume support of NSRC.

Call Center Operations: provide call center operations in support of the ACCESS Florida System Replacement Project. Xerox describes several approaches and models that could be used to provide call center services. Xerox currently operates a 9001 certified call center in TLH serving Florida KidCare. The Xerox Tallahassee CoE operates a large call center that takes calls for 21 states for EBT and other electronic card programs. DCF could leverage Xerox call center capabilities and infrastructure to assist with increased call volume related to ACA implementation.

Identity & Fraud Management: implementation and operation of a Fraud Prevention Operations Office with partner, KPMG, for fraud prevention, detection and response services.

Data Analytics Procedures: o Identify key data personnel for each

respective program o Interview key data personnel to

discuss data availability, location, and systems that are currently in place

o Work with respective IT Team to obtain data access

o Create queries to perform proactive forensic data analysis, such as


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identifying areas where key pieces of data are missing, incomplete, or erroneous

o Cross‑match information against

program‑related information, state/local government provided information, and third‑party databases

o Perform periodic cross validation against employees, applications, and contractors

o Use fuzzy logic techniques to identify relationship not immediately apparent

o Perform advanced analytical procedures to identify outliers

Benefit Recovery Operations: subsume and add to DCF’s current ACCESS Integrity and Benefit Recovery activities.

CHIP Eligibility & Operations: provide TPA services for premium subsidized populations including health plan enrollments, premium billing and collections, and ongoing account maintenance.

SELECTION CRITERIA: Vendor’s articulation of their solution and the ability of the solution to meet the requirements of this ITN and provide additional innovations.

Solution Overview and Functional Requirements - Intake, Assessment and Application

Accenture Citizen Self-Service Portal (ACSSP) will become the gateway for the collection of basic information needed to determine eligibility for enrollment in other programs, such as Medicaid and CHIP programs, as well as in a Quality Health Plan (QHP) for the Insurance Affordability programs through the future

The application processing components within the HHS NextGen platform integrate the screening and enrollment for federally and state funded programs including Medicaid, CHIP, SNAP, Cash Assistance, and WIC (at the option of the State).

The NextGen platform offers multiple channels (i.e., mail, phone, customer portal, email, fax)

Our solution brings to Florida a robust feature set that addresses the key business functions of intake, assessment, application, and other related functions such as screening, referrals, scheduling, etc. The following points cover some major aspects of this feature set: o Supports a client centric approach


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Federal HIX. Intake begins with applicant screening

through ACSSP, which provides the 'self-help' customer channel and facilitates self service capabilities for applicants/recipients. ACSSP enables the applicant/recipient to screen for a variety of programs as well as complete online applications

The self-screening and application submission though ACSSP will remove many of the manual processes for determining eligibility, thus allowing case workers to focus their time on those families who might need more personal intervention.

Accenture Benefit Management System (ABMS) is the primary application that case workers and Partners would use to complete their screening-related assignments. ACSSP provides a simplified data collection and screening process that makes application and enrollment into different programs straight forward for benefits seekers.

APSP stores data so that a case worker can select a view date and see the data that is current at that time -- this is sometimes called "effective dating". Effective dating allows the case worker to identify the programs and benefits the recipient was receiving at any point in time. Using the data collected, association with known cases can take place and a worker can check for discrepancies

through which clients can seek services providing ease of use and increased accessibility.

It includes an integrated customer portal that enables clients to screen for benefits, apply for benefits, check their benefits, report changes, renew their benefits online, submit documentation electronically and be referred to other programs for which they may be potentially eligible.

The worker-facing application processing functions are designed for efficiency, enhanced communications, reduction of errors, identification of potential fraud and flexibility in assignments – from receipt of application through to creation of a case.

Functions such as application assignment provide the ability to easily route applications based on pre-defined criteria (e.g., by program, eligible for expedited services and language) to specific workers

HHS NextGen’s Key Design Principles Support DCF’s Objectives and Implementation Approach: o Not proprietary - States own the source

code o Community based - States can share with

our other clients o Production proven - You are not starting

with a blank slate o Fully integrated - States get a fully

integrated solution o Enterprise class - States will be compliant

with CMS 7 C&S o Worker Productivity

o Intelligent, rules-based, and guided navigation

o All data is entered once o Centralized screening process o Support for multiple channels of

referral o Online, real-time eligibility

determination o A calendaring and scheduling

component o Flexible and powerful notice

generation o A public facing portal o A worker portal


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between applicant reported information and other sources of information

For supervisors and program managers, APSP provides an integrated view of all of the scheduled appointments and can be sorted and reported based on user preference

o Solution Modularity o Program Integrity & Management o Usability and Accessibility

What you Configure with NextGen o Document Generation/Management o Workload Management o Reports/Analytics o Business Rules o Configuration Values o Security

Solution Overview and Functional Requirements - Information Verification and Eligibility Determination

ABMS provides simplified data collection and screening, making the application process faster and easier to follow while allowing for multi-program enrollment

Integrated intake forms and processes for programs can be developed and used across multiple applicant and case worker access points such as the self-service portal, phone, mail, and for face-to-face meetings.

Information collection can be initiated by the applicant or case worker. In either case, the information only needs to be collected once, and then it is available for use in screening and referrals.

To reduce the Department's error rate and increase both the timeliness and accuracy of determinations, verification of applicant/recipient information is essential

Before initiating eligibility determination, case workers are notified if the required data has not been entered or the appropriate verification documents have not been received

NextGen platform integrates information verification in the form of screen edits, integrated business rules, integration with third party information sources and electronic document capture

The eligibility summary provides users with information that denotes if verification is pending that prevents eligibility from being authorized

Verification and Eligibility Determination has scoring for matching new individuals with existing members

The EDBC component is at the heart of HHS NextGen. This component houses the business rules for Food Assistance, Cash Assistance, Medicaid categories and WIC

At its core, the EDBC module is built to provide business users timely and accurate eligibility determinations using the applicable client data for multiple programs simultaneously.

Deloitte’s solution leverages external COTS Rules Engines to provide Florida with the flexibility, configurability, and modularity for business rules

The NextGen EDBC component initially runs to

Our proposed solution provides complete functionality for the Department’s requirements around the key business functions of information verification and eligibility determination, along with the related functions of information collection, benefit calculation, authorization, and client management. The following points cover some major aspects of this functionality: o Our solution captures all required

data o Web pages used for capturing,

displaying and maintaining data o Comprehensive and configurable

functionality o Electronic verification and/or

validation o Supports fully automated EDBC o A suite of auto-case maintenance

(ACM) o Benefit authorization functionality

that supports controlling authorizations

o Client management functionality


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Once data collection is completed, the case worker can initiate the Eligibility Determination and Benefit Calculation (EDBC) process. With one click, the EDBC process compares case data with the policy rules hosted in the centralized rules engine to determine household/individual eligibility

The separation of business rules from business logic allows a quick, low risk way to modify/configure the system to efficiently support business rule implementation and policy changes

ACSSP provides screening, and online application for services then delivers the real-time determinations mandated by the ACA

Our proposed solution takes advantage of a comprehensive eligibility rules engine to implement the Department's policies as intended, in a timely, consistent, and auditable manner

establish eligibility group composition for each program a household has requested, automatically establishing groups for each appropriate category of assistance

Information is then used to run a budget for each requested program for the appropriate benefit month for each established eligibility group.

A verification process runs to identify missing information

The EDBC module supports multiple automated features to support DCF users and provide workload relief

Information is verified using trusted external sources such as state and federal systems

Outstanding client verifications are tracked by FIELDS using the Verification Checklist

A task is sent to the worker when verifications are not returned by the due date – alerting the caseworker that action can be taken

FIELDS knows what information is needed for each program, so caseworkers can approve eligibility for one program, and leave another pending if verifications are outstanding

o Robust case note functionality

Solution Overview and Functional Requirements - Case Management and Case Work

Department business rules automate the workflows. Case worker steps and tasks are role-specific and have online coaching guides

Caseload levels and decision time limits can be used as triggers to alert management to potential backlogs

Our proposed solution includes built-in and pre-configured workflows for 14 key eligibility business processes

The Case Maintenance, Workload Management, Manage Office Resources, Alerts, Worker Dashboard, Quality Control, Case Reads, Hearings & Appeals and Customer Portal components from the NextGen platform, coupled with COTS components supporting Correspondence, Rules Management, Master Client Index and Document Management functions provide the functionality to support DCF’s case

The Xerox solution provides a rich set of functionality that addresses the Department’s requirements around case management and case work. The following points cover some major aspects of this functionality: o Case management and collaboration

functionality o Web pages to view all workers o User grouping functionality


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These 14 are the core of eligibility determination and include: Automatic Application, Case Maintenance, Case Review Quality Assurance, Cost Avoidance and Recovery, Determine Eligibility, Hearings and Appeals, Overpayments/Underpayments, Registration, Report a Change, Recertification, Case Worker Assignment, Presumptive Eligibility, Screening, Affordable Care Act screening

In addition to the pre-configured eligibility workflows, APSP also has pre-built rule sets for TANF, SNAP, Medicaid (including MAGI eligibility), and CHIP. The rule sets for the in-scope programs (SNAP and TANF) can reduce the requirements elaboration effort and help maintain the schedule

Because we integrate your workflows with APSP, we avoid hard coding and greatly reduce the effort required to scope, specify, develop and test frequent changes

management and case work needs. NOTE: Vendor was not able to show the

Business Rules Management solution during the first demo meeting

As case data changes, the inquiry functional module provides a single point of access to summarize individual, assistance group, and case information.

The module provides key, comprehensive information to users at the summary level and permits users to inquire about current and historical information at the individual, case, or program levels.

In addition to the Inquiry component, every screen contains capability to view historical data related to that function.

The Customer Portal offers current benefit recipients the ability to view active case information and/or submit various case changes, including redeterminations

The worker-facing functions support case management functions such as processing recertification applications and changes, managing caseloads, performing mass re-budgets, storing case comments and tracking correspondences.

The system supports efficient workflow management by providing ease of access to key worker functions via worker dashboard and inbox functionality

o Solution employs role-based control for application security

o Solution employs role-based control for application security

o Alert functionality exists to track, escalate, and clean alerts

o Alerts can be rolled-up and viewed at a supervisory level

o Solution provides ability to monitor, track and disposition the progress

o A detachable Wait List Web page o Quality assurance/quality control

(QA/QC) o Support for capture and review of

data Architected and designed specifically as

case management and eligibility solution for HHS

Pre-defined, configurable workflows supporting key business functions

Automated eligibility determination for the State’s integrated set of programs

Real-time validation & verification, e.g., address validation, SSN validation (SOLQ I), interface with Federal Hub

Focusing on efficiency and not disrupting service delivery, e.g., event-driven auto assignment of cases and tasks, manual reassignment of tasks, reassign entire caseloads, caseload leveling, etc.

Solution integrates the Oracle Policy Automation (OPA) as its rules engine

OPA designed to transform policy into executable business rules for HHS domain

Performs eligibility determination and


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benefit calculation (EDBC) for online and batch processing

Same set of rules used across applications Support effective dating to recognize

different rule sets for different months We harvest existing rules (MAGI, Medicaid,

SNAP, TANF) from reference applications

Solution Overview and Functional Requirements - Provider and Business Partner Management

ABMS includes a Resource Databank area of the application for maintaining providers and employers. DCF's partner eligibility rules would guide this access and the associated workflows

ABMS includes a Resource Databank area of the application for maintaining providers and employers. DCF's partner eligibility rules would guide this access and the associated workflows

APSP provides the Department and other DCF-approved entities access to the mutually defined and agreed upon provider information.

One of the key benefits that Accenture's solution uniquely provides the Department is the built-in capability to have essential program data captured in one location

Provider activities and outcomes captured in the system automatically become part of the case record and are available for reporting, oversight, and compliance and audit purposes

The Provider Management, Alerts, Worker Dashboard, Quality Control, Security and Customer Portal components from HHS NextGen, coupled with COTS components supporting Correspondence, Rules Management, Master Provider Index and Document Management functions provide the functionality to support DCF’s provider and business partner management needs.

Provides Customer Portal users and workers with the ability to locate a provider that matches configurable parameters Fully integrated with our Document Management component to maintain provider agreement supporting documentation and Correspondence component to support automated creation of notices/communications

Our proposed solution provides a rounded set of functionality for the Department’s requirements around the key business functions of provider and partner management. The following points cover some major aspects of this functionality: o Our solution architecture includes an

externalized security layer o Every registered user, internal and

external, has a unique user identifier o Every registered user, internal and

external, has a unique user identifier o An organizations and services

component o eTrust SiteMinder creates auditing

logs o Our solution contains a rich set of

configurable audit related features

Solution Overview and

With APSP, the centralized rules engine executes financial tests, such as income

To address the financial management needs of the Department, we bring together the Benefit

The Xerox solution provides an extensive set of functionality that addresses the


15


Functional Requirements - Financial Management

and property/resource tests, to determine the correct amounts for benefits.

Each program can be evaluated individually without losing cross program dependencies that affect benefits amounts.

when initiating eligibility determination, case workers are notified if the required data has not been entered or appropriate verification documents have not been received

Overpayments, underpayment, supplements, and/or recoupments are recorded and tracked in ABMS.

If errors are found during a supervisory review, tasks can be added for the specific worker to address the underlying issue that has resulted in the errors

Issuance, Benefit Recovery and Interface components from the HHS NextGen platform, coupled with COTS components supporting Correspondence, Rules Management, and Document Management functions

Our automated module for benefit issuance, recovery, and hearings allows the worker to focus on client service and data collection while reducing any issues that could result from manual error

Capable of issuing payment with various modes like EFT, EBT, Warrant and Service vouchers and timeframes (e.g., daily, weekly, monthly, quarterly)

Supports information capture to be used in advanced analytics to identify anomalies or trends in issuances that may violate program integrity rules

Capable of computing real-time benefit recovery amount and overpaid amount Supports payment request generation through multiple means

Department’s requirements around financial management. The following points cover some major aspects of this functionality: o Xerox IES issuance functions o work in concert with our Eligibility

Determination and Benefit Calculation (EDBC)

o allows for accounting concepts such as hold, cancellation, recoupment, and expungement

o Web pages that support issuance functionality

o Our solution includes a benefit recovery (BR) module

o Our solution includes a benefit recovery (BR) module

o The BR module has a robust tracking process

Solution Overview and Functional Requirements - Reporting and Analytics

The APSP reporting solution ships with more than 50 pre-integrated, pre-configured reports, workload management reports, auditing reports and exception reports.

APSP reporting uses Oracle Business Intelligence Enterprise Edition (OBIEE) and Oracle Business Intelligence Publisher (BI Publisher). The BI Publisher reporting engine handles pre-defined and standard reporting, while OBIEE provides real-time ad-hoc access and sophisticated

The Reporting component of HHS NextGen platform was designed to help staff at multiple levels perform their job related activities with ease and efficiency.

Selected SAP’s Business Objects to augment the capabilities in HHS NextGen to provide DCF with enhanced reporting capabilities.

Our comprehensive suite of pre-built reports, developed to support more than 30 states, is easily modifiable, flexible, and scalable

This module will support a wide range of reporting needs based on state, federal,

The Xerox solution provides an extensive set of functionality that addresses the Department’s requirements around system reporting and analytics. The following points cover some major aspects of this functionality: o The Xerox IES includes a combination

of reporting features o The Xerox IES enables the use of

different reporting tools o Our proposed solution uses the

Actuate Business Intelligence


16


dashboard capabilities. APSP provides Quality Assurance (QA)

and Quality Control (QC) reporting functionality. Authorized users gain access to accurate electronic records and timelines for all information used and actions taken during the eligibility decision workflow

Selecting Accenture's integrated APSP Product Suite provides the Department a strong suite of forecasting and trends analysis tools while also paving the way for faster, more reliable reporting in the future.

Authorized users are able to select cases randomly to complete quality control reviews and evaluate the accuracy of eligibility determinations. The solution provides an on-line capability to vary case selections by a number of criteria such as review month, program, number or percent of cases, date and status

Our solution provides reporting and transaction data for key business processes and standard Federal requirements. APSP reporting meets the CMS Federal reporting guidelines.

Our solution offers a server-based reporting dashboard that integrates with the rest of the solution and offers useful features including charts, matrices, custom layouts, ad-hoc reports, custom report items, and a variety of presentation formats. The reporting dashboard provides navigation ease and allows

financial, caseload, quality control program integrity and ad-hoc requirements.

Reporting within HHS NextGen supports all system functions by providing users the ability to easily access timely and relevant information, such as data associated with program performance, data for trending and monitoring operational performance, and data to support day-to-day business operations.

Each of the pre-defined reports includes configurable parameters.

The HHS NextGen platform provides reports on transaction data, reports, and interfaces performance information that will contribute to program evaluation, continuous improvement in business operations, and transparency and accountability across the program.

Reporting and Business Intelligence Dashboard using SAP Business Objectives (No state is currently using this BI Reporting feature) plus has iPad & Smart Phone reporting App

Performance-based reporting - Capture and report upon worker performance across the state

Analytics and Forecasting Capability – Dashboards offer deep insight into key indicators

Program Management - Support program integrity goals with detailed analysis capabilities

State and Federal Reporting Compliance - Automated report generation that uses single source of trusted data

Reporting Tool (BIRT) o Scheduled and ad hoc reports run

against a shadow copy o save reports in different formats (e.g.,

PDF, Excel, PPT) o sophisticated and real-time report

distribution o Standard reports include statistical

reports o Standard reports provide a

predefined view of a specified set of data

o support management, analytic, monitoring, and general reporting needs


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various aggregations and graphical elements.

We use Oracle Business Intelligence Enterprise Edition (OBIEE) which, along with data and built-in reports in the ABMS system, enables the Department to track key goals, and enable effective system analysis, management, and control through business analytics and predictive management

Solution Overview and Functional Requirements - Program Management

Accenture's proposed solution provides DCF with the flexibility to evolve and adapt as business needs change or Federal mandates happen. Our solution can quickly model necessary business process changes and assess the impact of the simulated change without requiring code changes

APSP can interact with any business process management tool for quick set up and workflow modeling. Change scenarios and rapid prototyping start from a configurable base set of rules, form snippets, workflows and other configurable items that allow impact results assessments without modifying code.

Our out-of-the-box solution provides the automation to identify prospective and current beneficiary populations quickly and accurately

Based on appropriate security authorization, the Department's case worker supervisors can use the ABMS

Each of the pre-defined reports includes configurable parameters. The HHS NextGen platform provides reports on transaction data, reports, and interfaces performance information that will contribute to program evaluation, continuous improvement in business operations, and transparency and accountability across the program.

Configuration Tables, Mass Change, Audit Trails and Help components from our NextGen platform, coupled with COTS components supporting Rules Management provide the functionality to support DCF’s program management needs.

Program policy logic is stored independently of code, supporting the configurability required to quickly modify business rules without modifying code

Configuration tables support frequently changing values (e.g., FPL levels) and use date-driven logic to support rules execution based on unique timeframes More than 500 “wizards” or sets of step-by-step instructions for completing business processes, reducing

The Xerox solution provides comprehensive functionality that addresses the Department’s requirements around program management. The following points cover some major aspects of this functionality: o The Xerox IES has reporting and

analytic tools o Case Forecasting component from an

IES implementation o Our solution integrates the Oracle

Policy Automation (OPA) o OPA is an SOA compliant tool used to

model, deploy and support rules for EDBC

o OPA provides easy to learn, natural-language authoring capabilities

o The business rules in our solution are effective dated

o Our business rules leverage the use of parameters

o Our solution supports easy and full access to policy related documents

o Our solution implements page


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case-based data structure for real-time access to case and individual records

Together with the Business Activity Monitoring (BAM) functionality, case worker supervisors and program management can identify, record, and report on a series of staff performance metrics

The Operational Dashboard, described above, could be configured to display key performance indicators (KPIs) that track the eligibility determination process for different programs and then alerts designated individuals when the resulting turnaround times exceed Federal guidelines

Supervisors can create tasks and reminders to for the case workers' attention

reliance on paper manuals and support staff. A complete industry-standard Electronic

Performance Support System (EPSS), configurable to include features most important to DCF, such as FIELDS release notes, frequently asked questions, and policy manual references.

sensitive help for all Web pages o The Xerox IES solution provides a

configurable logging mechanism

Solution Overview and Functional Requirements - Infrastructure and Support Functions

APSP supports Federal, State, and local laws, rules, regulations, ordinances, guidelines, directives, policies, and procedures that govern the provision of NOAs, forms and correspondence

The Message Center would provide your clients with the direct, secure, and always-available communications channel to their case worker; This is the logical extension of client self-service and our solution makes that possible today using the client's selected devices -- email, smart phone, text, or regular mail

A user or system-generated action

The security and core architectural framework of our HHS NextGen platform, coupled with COTS components supporting Document Management and Correspondence (leveraging DCF’s existing investments in HP Exstream) provides the functionality to support the Department’s infrastructure and needs.

Provides the capability for dynamic document creation functionality ( i.e. allows for generation of the communications on demand by worker action or automatically based on system rules)

Enhances Identity and Access Management by providing the capability for Users to be

The Xerox solution provides a rich set of functionality that addresses the Department’s requirements around infrastructure and support functions. The following points cover some major aspects of this functionality: o Documents (e.g., notices and letters)

are generated o Any piece of correspondence

generated can be viewed o Our solution includes a set of Web

pages o Document generation can occur

online or in batch


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triggers the request for production of correspondence, NOA or form. The solution accesses the standard templates and retrieves the necessary data and case information to fulfill the request for the notice, form, letter, stuffer (flyer) or other communication

Case record updates are automatic with our solution. Each piece of item is labeled with the generation date, document name, and document status and includes the method of distribution

For items such as renewal forms, ABMS auto-populates the necessary information, routes it according to Department workflow rules and then distributes it to the client

Once the correspondence is generated for a case, staff can view the correspondence that will be stored within the electronic document management solution (EDMS). NOAs, forms, and other correspondence generated for the case would be accessible in the future for review and potential need to resend

ACSSP offers the integrated records management solution and supports client and Partner-initiated document uploads and connection with online cases

Part of our records management solution includes using the Image API iCenter for scanning and indexing functions coupled with the iCenter repository that would support the Department's records intake requirements.

individually identified and authenticated prior to being granted system access

Leverages industry leading Document Capture solution, EMC’s Captiva, to support scanning and indexing needs.

Provides auto-indexing for structured documents to reduce manual indexing efforts

Follows a production proven document taxonomy, supported by EMC’s Documentum, to support easy search and retrieval, case transfers and sharing with other entities

HHS NextGen Architecture Components: o Reference Architecture o Integration o Correspondence o Technical o Rules o Security o CMS 7 Standard Conditions

The HHS has been used on multiple HHS arenas, not just eligibility.

The solution provides a cloud computing infrastructure for this proposal - VBlock Private Cloud Architecture

Uses VMWare, 20 Cisco Blade servers 16 core 8 blades for (45 virtual machines) 263TB raw storage, 100TB of usable storage F5 load balancer

Proposed HW Provides a certified configuration.

Uses Decision Tables for rules engine Uses federal guidelines for security CMS 7 Standard and Conditions IBM WODM (iLog)

o Base MAGI Rules

o Documents can be sent to applicants, clients, service providers

o users have access to all documents o clients, partners and providers can

search, view and print all current and historical correspondence

o Our solution has multi-lingual support for documents

o has the ability to support scanning, indexing, uploading and storing documents

o All users, internal and external, are bound by role based security

o Web pages that capture and maintain data

Implements modern real-time interfaces using Web services, and provides flexible scheduling for batch interfaces

Supports federally mandated interfaces; many state interfaces are transferable from other implementations with minor changes

Facilitates secure import/export of data to data sharing partners using encryption

Implements real-time interfaces for data validation/ verification, e.g., address validation, SOLQ-I, Federal Data Hub

Capability to interface with a State Based Exchange or Federally Facilitated Exchange (FFE)

System has ‘sticky note’ functionality for case worker

A version of instant messaging is available for worker to worker updates


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Administrators can rapidly create or update user permissions with immediate effect. The Department's authorized representatives may also rapidly suspend a user’s access (temporarily or permanently) to critical functions or sensitive information as warranted

The APSP solution carefully considers client's rights to privacy and confidentiality, and is designed with effective internal and external controls

The APSP SOA-based solution is specifically designed to address three key MITA themes: orientation of business processes, Business Rules Management (BRM) and data and metadata management.

Data transfer between DCF and partner organizations is straight forward because of the SOA-based technical infrastructure our solution provides

o 1,477 SNAP/TANF, non‐MAGI Medicaid Rules (Decision Tables)

o 50 Federal Interfaces on the ESB o 180 Forms and Notices in the

Correspondence Engine o 3,499 System Requirements o 1,105 Validated UAT Test Cases o 30 Performance Test Scripts

System Development

SDLC foundation is Accenture’s Delivery Methods (ADM) for packaged software

ADM aligns with the Project Management Institute’s PMBOK methods, the Institute of Electrical and Electronics Engineers (IEEE) and the Software Engineering Institute’s (SEI) Capability Maturity Model Integrated (CMMI) industry standards

Group responsible for SDLC is currently assessed at CMMI Level 4

Our ISO 9001 certifications have been achieved against a common set of management processes which are applied in all countries and across all of

Deloitte’s Project Management and Software Development Lifecycle (SDLC) methodology, Enterprise Value Delivery (EVD), is based on industry best practices

EVD has its roots in our large systems integration projects and spans all aspects of a project from planning through deployment

Project Management capabilities within EVD are rooted in the Project Management Institute’s Project Management Body of Knowledge (PMBOK) and the Software Engineering Institute’s Capability Maturity Model Integration (CMMI) model to define its foundational framework

Xerox’s project management approach and methodology, SPARK-ITS, is built upon the Project Management Body of Knowledge (PMBOK)

Xerox’s project management approach is built upon the principles of collaboration, accountability, transparency, and control

Our integrated project methodology provides the foundation for achieving the Department’s objectives through the integration of DDI, Project Management, Maintenance Planning, Maintenance Management, and Operations Execution

SPARK-ITS is actually our “brand” of


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Accenture’s Operating Groups Our ADM has incorporated Information

Technology Infrastructure Library (ITIL) industry leading practices, terminology, and requirements

Accenture has used ITIL as the process framework and ISO 20000 certification as vital checkpoints for highlighting where the re-engineering of service delivery processes is required

Our KPI approach to Scope, Risk, Cost, Schedule, Quality, and Issue management and the reporting through dashboards and regular status meetings, coupled with a well defined escalation process for critical issues and dependencies

successful project execution that has yielded Xerox an appraisal rating of Capability Maturity Model Integration (CMMI) Maturity Level 3, an appraisal recognizing organization-wide application of standard and mature processes

Technical Description and Non-Functional Requirements

Our proposed solution would implement powerful eligibility applications, built on a modernized Service Oriented Architecture (SOA) processing on a secure and responsive platform.

Accenture Software's widely respected Accenture Platform for Public Sector (APSP) COTS product provides the Service Oriented Architecture that powers enterprise applications.

The Accenture Citizen Self Service Portal (ACSSP) and Accenture Benefits Management (ABMS) are enterprise applications which allow users to access client information and process eligibility transactions.

Our solution also pre-integrates COTS products from leading technology vendors to perform supplemental architectural capabilities.

Our proposed solution implements a multi-channel, MITA compliant, Service Oriented Architecture (SOA).

Logical processing layers isolate

We propose our HHS NextGen, a production proven platform to implement and deliver the Florida Integrated Eligibility Determination System (FIELDS).

Powered by the FAST4J framework, we provide FIELDS solution, built on Service Oriented Architecture (SOA) utilizing COTS products.

Next Generation SOA Solution is being implemented in 12 States, three contracts in negotiation, 4 proposals out, Currently in 23 states with integrated eligibility

The HHS NextGen platform is built on an innovative, reusable framework that is extensible and scalable, based on a SOA utilizing ESB model, Rules Engine, Master Client Index open standards and non-proprietary software

Our HHS NextGen platform foundation components come assembled and pre-integrated with the selected enterprise COTS products.

Our proposed FIELDS solution architecture has the technical aspects of the system

The Xerox solution is architected to meet the needs of a distributed service delivery environment base system supported by Oracle’s COTS components

Our solution combines the Xerox Integrated Eligibility System (IES) framework with the transfer of production-proven solution components

The Xerox IES and Oracle technology stack provides a fully integrated solution aligned with the Section 1561, Centers for Medicare & Medicaid Services (CMS) Guidance for Health and Medicaid Technologies and the Medicaid Information Technology Architecture

Serving clients and providers is the Xerox “Now Serving You” Portal. The “Now Serving You” Portal

The Xerox IES and the Xerox “Now Serving You” portal have both been developed with open technologies and architected to be product and platform independent

We have chosen the Oracle suite of products including Oracle Policy


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presentation, business logic, share service components and data access the APSP architecture includes a set of pre-built business services, integration services and technical services the APSP architecture provides a shared services layer which sits between browser based applications (ACSSP, ABMS, and future DCF applications) and the underlying COTS products our solution is MITA aligned and CMS approved.

APSP includes an extensive set of pre-built, technical services which provide the DCF applications with a vendor agnostic set of architectural APIs that are used to access the underlying COTS functionality

In addition to the over 50 pre-built technical services provided by APSP, our solution contains a host of pre-built business services

While APSP supports the ability to integrate with several different BRM systems, after careful consideration we have proposed the industry leading Oracle Policy Automation (OPA) tool for the project

Oracle’s BPM Suite is an integrated workflow solution for creating, executing and optimizing business processes which enables collaboration between business and IT through specialized modeling and design tools.

Out-of-the-box, ABMS provides a set of 14 pre-built BPM workflows to use as a starting point

organized into well-defined logical architecture layers including: access channels (security), presentation services, business services, integration services, application services, technical services, and an information services layer.

FIELDS solution, powered by HHS NextGen, is a representation of open-standards, methodologies, tools, and processes.

FIELDS solution is based on HHS NextGen platform using a layered and component-based design built to align with the Medicaid Information Technology Architecture (MITA) and CMS 7 standards and conditions.

HHS NextGen platform uses features such as Service Oriented Architecture (SOA), standard Application Programming Interfaces (API), and technologies such as JEE and Extensible Markup Language (XML)-based Web services

Our proposed FIELDS solution comes with built-in components such as Client Web Portal, Role-Based Access Control mechanism, Worker portal, Workflow and Workload Management, and system support components

Our platform is built on this framework, which in turn is built upon the fundamentals of n-Tier based solution, with the explicit separation of presentation content, business logic, and data objects.

In order to support current and future business needs, the solution provides capability to integrate Commercial Off-The-Shelf (COTS) products such as IBM ILOG Business Rule Engine, IBM WebSphere, HP ExStream, SAP Crystal Reports, Tibco Netrics

Automation, Oracle MDM, Weblogic, and Oracle 11g.

Externalized security layer in front of the application software, providing rigorous authentication and authorization with CA eTrust SiteMinder and IdentityMinder Presentation. Developed using standards-based Web technologies with a zero-desktop footprint.

The technologies used are XHTML, XML, JavaScript, CSS/2, and Asynchronous JavaScript and XML (AJAX) Presentation. Developed using standards-based Web technologies with a zero-desktop footprint. The technologies used are XHTML, XML, JavaScript, CSS/2, and Asynchronous JavaScript and XML (AJAX)

The IES framework is made up of collaborating components that work in concert to provide an integrated eligibility solution.

The main user interface for the professional user is built using an AJAX architecture

The architecture combines the use of a Master Client Index (MCI) to avoid duplicate client entries (Identity Resolution) with commercially available services, such as LexisNexis, to confirm online user identity.

The basic MCI capability is implemented via the incorporation of Oracle MDM into the architecture. Oracle MDM provides the search engine and partial matching capabilities required to avoid duplicate


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We propose to use the Image API iCapSure Suite to provide document management capabilities

Our proposal is to replace the current hosted call center service with a multi-channel contact center solution based on Cisco Universal Contact Center Enterprise (UCC), Nuance Vocalizer, and NICE Workforce Management software. The technology that we propose is a VoIP solution that can scale to support the eligibility processing volumes

The APSP architecture utilizes SOA processing approaches that are different from traditional legacy system security considerations

and Pitney Bowes Spectrum Address-Now Module.

The Access Channels and Security Layer comprise web infrastructure and security tools to host JEE systems and maintain authentication and authorization data

The presentation services layer is responsible for the delivery and formatting of information displayed in FIELDS solution.

The business services layer is based on JEE leading practices and object oriented principles that deliver a highly efficient system. The entire collection of business components are managed and executed on application server.

The application services of Self-Service Portal Services, Worker Portal Services, Core Eligibility Services, Financial Management Services, Partner & Provider Services and Support Services are representations of functional groupings for the FIELDS solution

The integration layer utilizes features of the service components of the FIELDS solution and provides a variety of interaction mechanisms such as SOA and XML web services that are loosely coupled, extensible, and based on open standards.

Our framework is built on top of a Model View Controller (MVC) based framework that will manage the requests made to the application and will separate the business logic from the user interface.

The Information Architecture layer is the back end of the system to persist necessary data that meets the Department’s business needs.

client and case data entry. The Xerox IES has a 100 percent Web user

interface for the Client, Provider/Partner, and Worker, Portals. Access to the different pages is determined by role-based security.

The look, feel, and capabilities of the portals have been tailored to their primary user’s functions and capabilities.

The solution decouples the major components from one another using Web services messaged across the integrated ESB.

The approach, therefore, is to expose the data to third parties only through secured SOA services as opposed to through direct database access to the database

N-tier distributed processing model with delineated hardware and software tiers

Forces separation of functionality among macro software layers – enabling a flexible solution that allows for scaling and improved performance: o Security Gateway – Externalized

security layer o Presentation – Web-based UI with no

machine footprint o Business Logic – Java based

components handling data access, application logic, rules execution, etc.

o Database – Handles all data persistence (Oracle 11g)

Service-Oriented Architecture orchestrated using an ESB

Externalized security layer for


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Security is integrated into FIELDS solution architecture from the access layer to the information services layer. Our solution adheres to State and Federal standards such as NIST guidelines including NIST 800-53 version 2 Recommended Security Controls for Federal Information Systems, Information Security, NIST 800-44 version 2 Guidelines on Security Public Web Servers, and NIST 800-77 Security Configuration Checklist Program for IT Products

Deloitte is proposing VCE to provision isolated FIELDS environments using shared infrastructure and offers an evolutionary path, while ensuring security and preserving the value of your existing technology.

VCE, an industry standard is used for virtualizations of Cisco Blade Servers for physical servers and EMC for data storage.

authentication & authorization of all users (CA SiteMinder) – supports single sign-on

Internal security layer to apply business-level authorizations

Every registered user, internal and external, has a unique user identifier

Password stored on LDAP Supports 128-bit HTTP/S (Secure Socket

Layer – SSL) encryption Supports secure file transport protocol

(SFTP) mechanisms for file transfers

Warranty, Maintenance and Operations

That foundation begins with the development, review and approval, and implementation of a mutually agreed upon Ongoing Operational Support Plan, which outlines day-to-day operations for the solution and required maintenance tasks for software and hardware components

The plan defines skills and responsibilities required to perform ongoing Operations and Maintenance for the system

The plan also outlines the Change Management approach to address modifications to the underlying COTS products

With Deloitte’s approach, maintenance of FIELDS is performed based on the Department’s business needs and priorities.

We work collaboratively with the Department to help prioritize maintenance activities and define a schedule for FIELDS maintenance releases and upgrades.

Another component of operations and maintenance support is the continual monitoring of the system to detect anomalies in performance.

Maintenance activities include software modifications from initiation through implementation with a structured approach that facilitates both system stability and

Xerox prepares an Operations and Maintenance Plan that outlines our approach and responsibilities.

The Plan describes the activities we perform to ensure successful operation of the new system. This includes user support, system administration, database administration, routine maintenance, and help desk services.

Xerox ensures that any COTS applications included as part of the ACCESS Florida Replacement System are configured on the latest release of the COTS application.

For subsequent upgrades to these COTS applications, we understand that careful


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Through collaboration with Department technical and program specialists, our team develops and then regularly deploys approved changes.

The project team follows a Release Management approach aligned with ITIL concepts in deploying maintenance requests to production. This approach includes guiding principles or parameters for releases, release considerations and a documented release strategy.

Accenture warrants the system for functionality included in each DDI phase for a period of 365 calendar days after the successful completion of that phase according to the agreed upon terms.

We would work with the Department to develop and define a Warranty Plan. Accenture would comply with the provisions for warranties set out in Section 4 of Exhibit C: Special Provisions of Attachment II

User Training and Change Management are provided via: o Web based training o Instructor Lead training and Webinars o Sandbox Practice Environment o Online Help

accuracy. This includes ongoing maintenance activities,

software migrations, and upgrades. Our approach allows for system changes to be

implemented in a way that meets user requirements, conforms to the current system architecture, is maintainable and efficient.

Operations activities include performance monitoring, resource management, environment management and site management.

Deloitte proposes to develop a comprehensive Operations and Maintenance (O&M) Plan comprised of multiple subsidiary plans including a resource management plan, environment management plan, platform management plan, application maintenance plan, configuration management plan, asset and site management plan and help desk management plan.

Our warranty support services model provides the ability to report, track, prioritize, fix, test, and deploy resolutions identified during the warranty period.

Our warranty support model follows a structured incident resolution process supported by a support service management tool.

Deloitte’s Project Manager serves as the single point of contact for issues that invoke the warranty agreement.

Deloitte’s Incident resolution process is used to track warranty items from identification to closure.

The model provides four broad categories –

evaluation is required prior to installing any updates from the Xerox.

Xerox’s O&M approach is based on ITIL’s IT Services Management Best Practices

Upon the request of the Department, the Xerox Team develops and provides an Operations and Maintenance Transition Plan that covers all aspects of operational transition.

All identified defects are logged within a standard defect tracking system that is used to track, monitor, and report on the status of each defect.

Every defect is acknowledged. This includes defects that are identified by the Department. (For defects identified by Xerox, we use this step to notify the Department about the defect.)

Xerox works to diagnose and resolve the defect. This includes work to resolve any offending incidents associated with the defect.

If the resulting resolution requires a change or an enhancement, the Xerox Team follows the approved project change management process to implement the changes.

Details about the resolution are logged within the defect tracking system for each defect.

After defects are resolved and the resolution is confirmed with the Department, the defect is formally closed.

Xerox understands that there is a 365 calendar day warranty period after each


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Problem Management, Identify/Isolate Problem, Problem Correction, and Problem Closure.

Our strategy for the warranty support phase is grounded in our Enterprise Value Delivery (EVD) methodology. At the time of go-live, an Implementation Results Report includes a known list of defects in the production system, which serves as the initial list of defects to be corrected during the warranty and post implementation operations support phase.

We conduct regular post implementation reviews, performance tracking, incident status reviews, and warranty defect status reviews with the Department’s staff at mutually agreed upon, predefined intervals. We also produce a Warranty Completion Report at the end of the warranty support period.

Our warranty covers defects (deviations in functionality from the original design) for a period of 365 days subsequent to the completion of each DDI phase.

DDI Performance Period and will be providing warranty as outlined previously in this reply section.

Solution Innovations

Mobile Device Channel Strategy Pilot - Our proposed solution allows mobile devices to interact and use the ACCESS FLORIDA Replacement System.

Use of Social Media Data - The APSP architecture allows new data sources and new interaction channels to be incorporated in the solution

Reuse of Hosted Call Center Solution - DCF currently uses a hosted automatic call distribution (ACD) and integrated voice response (IVR) solution provided by

Deloitte provides base components as part of FIELDS and would leverage its Deloitte Digital technology practice to support a mobile platform access channel that allows citizens to view and apply for benefits.

Support for Cloud Computing architecture – Cloud Computing providers such as Amazon EC2, Google App Engine, and Force.com continue to solidify their offerings and provide enhanced enterprise capabilities.

Using Cloud Computing can provide both initial and ongoing cost savings to State

In order to facilitate applications in the local offices and in partnership locations, Xerox recommends the use of a Xerox IES Client Kiosk. The Client Kiosk provides a simplified method for client application with the use of a touch-screen interface, and intuitive workflow.

Increased demand and decreased State budgets make the reduction of costly errors and intentional fraud an important goal for the Xerox IES and the ACCESS Florida Replacement System. To that end,


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PatLive and CenturyLink. The hosted model effectively creates a virtualized CRM service, a cloud based business service.

Reuse of Hosted Call Center Solution - DCF currently uses a hosted automatic call distribution (ACD) and integrated voice response (IVR) solution provided by PatLive and CenturyLink. The hosted model effectively creates a virtualized CRM service, a cloud based business service.

Enhanced Common Client Index - The ITN did not describe the current common client index or discuss an interest in master data management.

Federated Document Index - In the same way that a common client index links a client and the many sources of information that exist for a client, a federated document index is an innovation solution that creates a single index of client documents across multiple document repositories

Cross-domain Eligibility and Case Management - Our proposed solution can support other agencies and organizations that collect client information, evaluate and approve applicants to access or utilize services, and manage the delivery of those services.

Self Sufficiency Relocation Assistance - The client population that DCF serves is highly mobile. State boundaries can deter clients who would otherwise relocate to

agencies as there is no need to purchase and maintain the network and hardware infrastructure that is required to support enterprise systems.

Oracle Data Mining – enables enterprises to produce actionable predictive information and build integrated business intelligence applications.

Oracle Data Mining – enables enterprises to produce actionable predictive information and build integrated business intelligence applications.

In-memory cache – improves application transaction response times and throughput by caching performance-critical subsets of an Oracle Database in the application tier.

Advanced Partitioning - enhances the data management environment for OLTP, data marts, and data warehouse applications by adding significant manageability, availability, and performance capabilities to large underlying database tables and indexes.

IBM WebSphere - IBM WebSphere has consistently delivered high-end enterprise features throughout its several releases.

SAP Enterprise Platform - To enable an evolutionary path to SOA (“SOA by evolution”), SAP introduced a new delivery model for technology innovations that balances non-disruptive continuous innovation with accelerated innovation.

Provide Advanced Geo-location services – Our solution is evolving to add geo-location services that enable features we developed an Integrated Eligibility Analytics (IE Analytics)

we recommend the integration with a real time, online identity verification service, like the one offered by LexisNexis, for the verification of applicant’s personal data.

Another method for the reduction of fraud is the collection of biometric data during intake and its association with the digital identity of the beneficiary.

Collection and analysis of statistical data related to the distribution of benefits provides the Department with insight into the trends associated with the Department’s benefit distribution.

Dashboards are developed that provide a real-time view into demographic, geographic, and statistical data and provide a predictive view in order to enable the Department to better plan for the future.

Another method for reducing errors and minimizing fraud is the use of algorithms that actively check application data for profiles that are prone to either error or fraud.

In an effort to improve worker efficiency, and decrease the time spent in intake and application, a “Learning” Workflow Optimization mechanism is developed that collects statistics related to the data entered and begins to predict and pre-populate the data entry screens based on that data.


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take advantage of support or opportunities for self sufficiency in another state.

Predictive Analytic Engine - While innovations in human service delivery often begin with anecdotes, slowly grow into pilot studies, and months or years later become standard procedure, a Predictive Analytics Tool can give the Department a jump start in identifying "what works" for targeted populations.

Fraud Model - The Department can use our predictive analytic tools to predict -- and prevent -- fraud. o Special Investigations o Appeals Management o Quality Review

Predictive Business Operation Modeling – This innovation is about using the insights that result from the analysis of processing activity to evaluate and prioritize which changes should be made and in what sequence.

Business Process Change - The ABMS solution defines configurable business processes that are used in eligibility processing.

Stakeholder Campaigns - After state-wide implementation of the ACCESS Florida Replacement System, we can work with you to create outreach campaigns that promote specific initiatives or inform stakeholders, client, advocates, or providers.

solution aligned with program and policy that provides an analytical platform to enable outcomes based management approaches for day-to-day operations.

Our solution leverages the SAP HANA Appliance for reports, dashboards, scorecards, predictive analytics, fraud detection, and program integrity.

The SAP HANA in-memory database combines transactional data processing, analytical data processing, and application logic processing functionality in memory.

Deloitte Digital leverages the Mobile Enterprise Application Platform (MEAP) for developing, testing, deploying and managing the Department’s self-service and worker portals running on mobile devices.

We suggest the Department consider an add-on product for document imaging solution known as Kofax Capture for its data content management needs.

Oracle Active Data Guard solution provides an improved performance and scalability while preventing data loss or downtime due to data corruptions, database and site failures, or human error.

The development of a new Integrated Eligibility System will include enhancements for customer self-service including an Interactive Voice Response and Web Portal.


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SELECTION CRITERIA: Vendor references and track record working in large scale complex project environments and implementing similar systems to the one specified in this ITN. Company Profile and Experience

Company Experience 11 large scale eligibility systems

implemented in last 15 years, including legacy data conversion

Projects of similar size and scope include: CA C-IV, KS KEES, ID BES, NY HHS Connect, NY ACCESS NYC, and NC FAST.

Current eligibility system projects: CA C-IV, KS KEES, NC FAST, CalHeers, IA IES. ID BES, NY HHS Connect and NY ACCESS NYC completed in 2010. IA IES and CalHeers and IA IES were just awarded in June and July, respectively.

Accenture performing requirements gathering, overall operations planning, procurement support and subject matter support related to the ACA for KY and DC.

In Florida, Accenture experience includes CSE, CW/CC, BI/Reporting, Labor/UI and workforce projects.

Multi-vendor Projects with Accenture as a prime referenced include: ID BES, CA C-IV, KS KEES, NC FAST, TX HHSC, FL MFMP. All of these projects required Accenture to interface with IV&V.

Accenture has recently won awards for the following projects: CA SAWS C-IV, NYC DoITT HHS-Connect, FL OFR, FA SHINES, FL MFMP, NYC DoITT ACCESS NYC

Subcontractors and Role o Accenture has entered into teaming

agreements with: Actium Consulting, Inc. – training

Company Experience Deloitte has worked with 14 states to develop,

implement and maintain 30 integrated eligibility and case management systems nationally.

Deloitte has worked with DCF for the past 6 years maintaining and enhancing the ACCESS Florida System.

Deloitte has significant HHS experience, specifically, prime vendor experience on multi-vendor projects of similar size and complexity with subcontractor participation and external PMO and IV&V includes: MI BRIDGES, TX TIERS, PA iCIS, PA CAPS, PA Pelican, CO CBMS, CT ConneCT, DE DCIS, IL CCMS and TANF, IN ICES, LA CAFE, MT CHIMES, NV AMPS, NH NewHEIGHTS, NM ASPEN, NY MyWorkspace, VA CMS, WV RAPIDS, WI CARES

Deloitte has recently won awards for the GA DHS Enterprise DW, MI BRIDGES, NH EASY, NY myBenefits, WI Cares, WVeRAPIDS

Deloitte has won awards for multiple projects on which they have collaborated with the Department including 16 Davis Productivity Awards

Subcontractors and Role o Deloitte has entered into teaming

agreements with: Unisys – Staff augmentation MAXIMUS – Help desk services,

KidCare development services; staff augmentation

Shakti Solutions – Staff augmentation

Company Experience Xerox administers a wide variety of

government healthcare programs including behavioral health, federal employee benefits, CHIP, and workers’ compensation for an array of diversified services.

Projects of similar size and scope include: MA Beacon 2 and 3 and TN VIP.

Current eligibility system projects: MA Beacon 3, TN VIP

MA Beacon 3 and TN VIP use same IES solution proposed for Florida. Beacon 3 is a gap analysis based on WY IRIS in which DDI lasted from Mar 2006-Aug 2010. TN VIP project began in 2006 and system will deploy in 2013.

Current eligibility support services projects: IN FSSA BPO and LA DCFS CSC.

Xerox annually processes 885k enrollment applications and redeterminations and 2.8M enrollments for Medicaid and CHIP managed care programs.

Systems and operations experience includes Medicaid, CHIP, TANF, SNAP, WIC and others.

In Florida, Xerox experience includes UI EPC Services, CS SDU and EPC Services, FL Health Insurance Marketplace, FL Medicaid TPL Benefits Recovery, FL KidCare TPA, FL Medicaid Complaint Line, FL Medicaid Reform Choice Counseling, FL Medicaid MMIS.


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curriculum development and implementation and other business and technology staff augmentation. Worked with Accenture in ID BES, CA C-IV, KS KEES.

Image API, LLC – implementation of iCenter Document Management System, iCapture Document Indexing Solution and conversion of existing documents into new repository. TLH-based and worked with Accenture on TX TIERS.

CSI WMBE Services, LLC – business and technology staff augmentation. TLH-based and worked with Accenture on FL MFMP.

Company Profile Accenture LLP is a wholly owned

subsidiary of Accenture plc Project will be performed out of the TLH

office. Other Florida offices included

KLC Consulting – Staff augmentation Shields Consulting – Staff

augmentation Company Profile Deloitte Consulting LLP is a limited liability

partnership

Deloitte has an office in TLH and employees over 1000 people in Florida and 200 in TLH

Xerox has recently bid on ACCESS Mail Scan and EBT

Subcontractors and Role o The Xerox team includes:

Computer Aid, Inc. – legacy system O&M, PMO, QA.

CenturyLink Communications – IVR services. CenturyLink’s Hosted Contact Center offerings for FL government use TLH-based PATLive.

KPMG LLP – organizational change management, training. Worked with Xerox NV HIX.

KLC Consulting, Inc. – system development and legacy system O&M. TLH-based company.

NebuLogic Technologies, LLC – software and hardware application services. Worked with Xerox in LA and CA to deliver Automation OnDemand solutions.

Agilex Technologies, Inc. – Interface, mobile solution and application development

Oracle America, Inc. – installation, configuration and loading of Oracle components. Worked with Xerox on CA MMIS.

Company Profile Xerox State & Local Solutions, Inc. is a

wholly owned subsidiary of Xerox Business Services LLC (formerly ACS)

Xerox has offices in TLH, Orlando, Tampa,


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Tampa and Miami. Accenture would be both the application

software provider and systems integrator.

Deloitte’s public sector practice has over 7000 practitioners.

Miami, Ft. Lauderdale In 2011, Xerox selected Florida as base of

operations for Xerox Center of Excellence and Xerox Transportation Technology Center recently established in TLH.

Past Performance References

o NYC ACCESS NYC Project - DDI services. Avg. Quant. Score = 5.

o CA C-IV Integrated Eligibility System Project – DDI services. Avg. Quant. Score = 5.

o ID IBES Project – System experts, Agile experience and training, Quality Assurance, and general advisory services. Avg. Quant. Score = 5. Did note some issues with staff travel and extra attention paid to coordination with State contractors but appears all issues were resolved with vendor.

o KS KEES Project – DDI services. Avg. Quant. Score = 4. Did note issues with vendor establishing the correct approach at the onset of the project.

o NC FAST Project - DDI services. Avg. Quant. Score = 5. Did note issue with vendor finding experienced CURAM staff, had to bring in staff directly from CURAM.

o FL DMS MFMP Project – DDI and O&M services for e-procurement system. Could not complete survey due to active procurement.

o FL OFR REAL System Project – DDI and O&M services. Avg. Quant. Score = 5. Did note test plan and process did not

o MI BRIDGES Project – DDI and O&M services. Avg. Quant. Score = 4. Did note issues with knowledge transfer, initial project management coordination with State, base code field office anomalies.

o PA iCIS Project – DDI services. Avg. Quant. Score = 5.

o WI CARES Project – O&M and enhancement services. Avg. Quant. Score = 5.

o IN ICES Project - O&M and enhancement services. Avg. Quant. Score = 4.75. Did note some initial quality issues but that vendor resolved by improving testing process and scenarios.

o CO CBMS Project – O&M and enhancement services. Avg. Quant. Score = 5. Did note issues with change management with vendor trying to over deliver with limited resources, need to replace some staff due to communication issues.

o WV RAPID Project – O&M and enhancement services.

o DE DCISII Project – O&M and enhancement services. Avg. Quant. Score = 5. Did note that Deloitte’s cost is relatively high, but State has found their service is worth the additional cost.

o PA CAPS Project – DDI services. Avg. Quant.

o MA BEACON 3 Project – DDI and O&M services. Avg. Quant. Score = 3.5. Did note several concerns and issues with schedule slippage (system delivered 27 months late), underestimation of scope, management of offshore resources, internal controls, experience of resources, and testing approach (not comprehensive enough)

o VA FAMIS Project - Eligibility determination and enrollment services. Avg. Quant. Score = 4.25. Did note issue with skill level of business analyst staff but vendor resolved.

o MS MEDS and MEDSX Project – Fiscal agent, MMIS, and PBM services. Avg. Quant. Score = 4.25. Did note issue of use of deliverable templates that do not align with deliverable being produced.

o TN VIP Project – DDI services. Letter provided from State – unable to complete survey at this time.

o WY IRIS Project – DDI services. Vendor was unable to get response from State.

o MN HealthMatch Project – DDI services. Vendor was unable to get


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meet expectations but vendor worked with them to resolve.

o FL OEL ELIS Project – PMO Services. Avg. Quant. Score = 5.

Score = 4.25. Did note issues with managing Deloitte in terms of delivering according to State’s expectations in terms of plan and cost, difficulty allowing customer to make choices / pushing customers around, failure to draw attention to its mistakes, some need for staff replacement which was addressed by vendor, some quality problems.

o NH NewHEIGHTS Project – O&M and enhancement services. Avg. Quant. Score = 5.

o NY myBenefits and myWorkspace Project – DDI and O&M services. Avg. Quant. Score = 4. Did note issues with project management support, initial adequacy of testing processes and quality of code.

o NM ASPEN Project – DDI services. Avg. Quant. Score = 5.

o GA COMPASS Project – DDI services. Avg. Quant. Score = 4.25. Did note issues with turnover in the project manager role.

o SD EA Online Application System Project – DDI services. Did note issue with deliverable version control, method of communicating and coordinating change.

o LA CAFÉ Project – DDI services. Avg. Quant. Score = 4.25. Did note issues with initial project management team, requirements gathering process.

o CT ConneCT Project – DDI services. Avg. Quant. Score = 5.

o FL DEO Connect Project – DDI services. Avg. Quant. Score = 4.25. Did note issues with overconfidence with uFACTS core

response from State. o FHKC CHIP Project – TPA services.

Avg. Quant. Score = 3. Did note issues and concerns with system development and maintenance, high staff turnover, lack of responsiveness to issues, combativeness, out-of-state mail vendor delaying customer correspondence, lack of effective change process. Vendor was under one CAP during implementation and one after deployment. FHKC would not recommend vendor with the exception of call center services.

o CT HUSKY Managed Care Enrollment Broker & SCHIP Eligibility Services Project – Eligibility and enrollment services. Avg. Quant. Score = 5. Did note periodic services issues but vendor resolved.

o NJ Health Benefits Coordinator Project – Eligibility determination and enrollment broker services. Letter provided from State - did not complete survey b/c too time consuming.

o CO CHP+ Project – Outsourcing services for CHIP. Vendor was unable to get response from State.

o FL DOR Child Support SDU/Debit Card (Payment Processing) Project - Child support payment processing services. Avg. Quant. Score = 3.75. Did note issues with vendor responding to customer inquiries, customer self-service options, responsiveness to


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solution matching FL requirements; issues with solution base code and design; issues in the Design Phase due to understaffing, scheduling, deliverable quality which led to a CAP (now issues resolved); some disagreements with costing of change orders.

o FL DOR CAMS Phase II Project – O&M and enhancement services. Avg. Quant. Score = 4.

o FHKC CHIP Project – CHIP administrator services (MAXIMUS). Avg. Quant. Score = 5.

o FRS Project – System infrastructure and application support services. Avg. Quant. Score = 5.

o FSU PeopleSoft Campus Solutions Project – DDI services. Avg. Quant. Score = 4. Did note issues with subcontractor management, some staff communication issues which were resolved, cross work stream communications and coordination.

addressing issues, implementing and prioritizing system and process changes.

o FL DEO UC Debit Card Program Project - EPC services. Avg. Quant. Score = 4.

o FHKC CHIP Project – See above. o FL Health Choices Project - Eligibility

determination and enrollment management services. Letter provided from FHC – cannot complete survey due to recent initiation of contract.

o FL AHCA TPL / Benefits Recovery Project – TPL services. Avg. Quant. Score = 3.25. Did note issues with implementation and one of the recovery programs, communication difficulties with company and project manager, accuracy of invoices, several contract deficiencies that required CAPs. AHCA will not be renewing contract and intends to re-procure.

o FL Unclaimed Property Securities Provider Project – Services include: general ledger auditing, securities auditing, oversight of contractor assisted self-audits, collection and delivery of unclaimed property. Avg. Quant. Score = 4.75. Did note some issues with initial reporting and staff turnover but vendor resolved.

SELECTION CRITERIA: Experience and skills of proposed staff relative to the proposed approach and solution. Personnel See written proposal See written proposal for details

Rick Dorman - Project Executive - Managed seven Eligibility Jobs for different states

See written proposal


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Wayne Horn - National HHS Market Leader Provide strategic advice and guidance

Eric Ruben - MAXIMUS President for delivery services, Technical Help desk in Tallahassee

Rachel Frey - Project Manager Hari Kallumkal - Phase 3 Application Manager Christopher Bair - Phase 4 Application

Manager Melody Bagby - Change Management Lead Neel Chakraborti - Requirement/Testing

Manager Cindy Konieczny - Relationship Manager Vijay Muniswami - SFU and Track Lead for

Eligibility Module; has been working on FL projects for the past 20 years

Raj Sundar - Interface Manager Current O&M team in FL has 440 years of

experience

SELECTION CRITERIA: Vendor’s proposed approach, qualifications and staffing for legacy ACCESS Florida System Operations and Maintenance Legacy O&M Approach

Accenture has a mature approach we will use to seamlessly transition application maintenance and support services from the current ACCESS team to Accenture.

Our Transition approach draws on an established methodology, Accenture Delivery Methods (ADM) for Service Transition, used on more than 1,000 transitions, a common set of tools, and the experience we have gained from nearly 30 years of managing large-scale, complex global service transitions across 30 industries and 50 countries.

Our solution for the ACCESS Florida System builds on top of our market-leading capabilities for Application

To manage and enhance this mission-critical application, Deloitte brings the Department a powerful combination of resources: a PMP-certified project manager with Integrated Eligibility experience; a committed and flexible team with deep technical skills; functional expertise in Integrated Eligibility systems development and O&M - including our proud history of providing O&M services for the ACESS Florida system.

Deloitte serves the needs of the Department today by employing our proven Enterprise Value Delivery (EVD) methodology, our approach for accomplishing our current operations and maintenance for ACCESS Florida

The Xerox Team provides the Department with a high-quality, proven approach to transition and ongoing maintenance. We understand the Department’s needs, and our O&M experience will serve as a stable backbone throughout the transition to the replacement system.

In addition to Xerox’s strength in O&M, we have strategically chosen two partners with expertise that will allow us to fully meet the Department’s needs. Computer Aid, Inc. (CAI), is a proven expert in executing seamless transitions and providing transparent, Information Technology Infrastructure Library (ITIL)-driven O&M services. In addition, KLC


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Development and Maintenance Our Managed Services operating model

provides a framework to improve quality Our transition methods, replicated at over

1,100 transitions, provide the framework for our specific transition plans

Operations and Maintenance activities encompass problem resolution, preventive maintenance, implementation of required modifications and minor enhancements, application tuning / optimization, and production support

Our project management methodology (ADM) is consistent with the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK)

Our goal is to minimize the impact to DCF staff and Florida's most vulnerable citizens during the transition of the ACCESS Florida System from the incumbent to Accenture

Accenture will provide the technical liaison support to the interfacing systems and to other 3rd party vendors that are required to support the ACCESS Florida System The Accenture Transition framework focuses on a set of integrated work streams including Planning and Managing Transition, Implement Business Operations, Enable Change, Implement Service Delivery, and Manage Client Change (along with sub-work streams)

Our Knowledge Transfer Methodology is core to any Transition approach we

Deloitte’s approach to operations and maintenance is comprised of phases and disciplines to deliver the required project results. These processes are customized and refined for the needs of each project

Our EVD methodology approach to O&M provides the structure, closed-loop process, and methods and tools needed to set expectations, rigorously track, and optimize the realization of value through the execution of application maintenance services Our change control process includes steps for gathering requirements for the change, estimation of level of effort, development and testing, and approval from appropriate stakeholders prior to scheduling the change

Our Project Management approach places special emphasis on our Project and Quality Management Disciplines, which is aligned to the Project Management Institute (PMI) Project Management Book of Knowledge (PMBOK)

Our approach also embraces a philosophy of open communications and collaboration with a “one team” approach

Our proposed Project Management Plan for the ACCESS Florida System, based on PMBOK and our EVD methodology

The Plan documents the resources and processes that will be used to provide successful O&M services for ACCESS Florida and provide high-quality service that meet the Department requirements

The Project Plan is approved by the Department project leadership during project

Consulting, Inc. delivers years of experience working with the Department and strong knowledge of the current environment

The foundation of our O&M approach for the ACCESS Florida System is the ITIL best practices We recognize that transparency and objectivity are essential to the success of the ACCESS Replacement Project.

In addition to our ITIL adherence, we recommend two additional steps; The use of an industry-standard IT service management tool and Ongoing annual ITIL audits of our organization’s effectiveness

As with our project management during the development of the ACCESS replacement system, The Xerox Team will use our SPARK-ITS methodology during the ACCESS Florida O&M Performance Period as well SPARK-ITS extends into operations and maintenance through the use of standards such as ITIL. SPARK-ITS specifies our implementation of each standard and provides a vehicle to receive ongoing client feedback to refine our work throughout the duration of the contract

To support our risk management process we develop a Risk Management Plan for each of our projects, as we will for the Department.

The Risk Management Plan supports risk evaluation and will assist Department and the Xerox Team in setting priorities for each risk based on the likelihood of impact Xerox offers a comprehensive


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employ. The Accenture transition methodology provides detailed knowledge transfer processes for completing the transition

We document knowledge as part of the Transfer Knowledge work stream. We will use a set of Accenture-developed tools known as the Rapid Transition Suite™ (RTS) for Knowledge Management

Accenture would establish an operating agreement with the incumbent provider to establish the terms in which we interact and get issues raised and escalated

Accenture would meet weekly with the Department to provide the status and to work through and resolve issues and to update the risk mitigation plan

Accenture will provide Operations support to maintain the day-to-day operations of the ACCESS Florida System and all of its components including mainframe, portal, interfaces, batches, data, applications, reports and correspondences through an Incident and Problem Management process

Accenture will provide 24 hours a day, seven days a week support for the ACCESS Florida System including resolution of outages, restarting processes that become hung or aborted and resolving data issue as necessary to meet the service level requirements

To manage operations, our team monitors and analyzes the technical aspects of the ACCESS Florida System to determine if

planning, and is maintained throughout the life of the project via the project’s change control process Deloitte manages and assumes responsibility for all proposed resources including work assignment, work effort, and assignment of responsibility for tasks

Deloitte acts as a technical liaison for the ACCESS Florida System and interacts with interface partners and other software vendor’s technical staff as needed

Deloitte will meet with the Department prior to initiation of a signed contract and agree on reasonable performance measures and service levels

Because Deloitte is the incumbent vendor, we require a very minimal contractual and project startup period. Most of the necessary management and operating processes, procedures, tools, and documentation are already in place and being used on a day-to-day basis

Deloitte’s transition plan will be contractual in nature. The transition for the ACCESS Florida System operations and maintenance will be from a time and materials based contract to a fixed-fee arrangement, as requested by the Department.

As our team is already maintaining and operating the existing ACCESS Florida application maintenance team, we can spend time performing actual productive work rather than having to expend a significant effort on transition. This applies to Deloitte staff and yours

Communication Management Plan to the department that includes a stakeholder analysis; the process and techniques used to meet Department communication needs; and the reporting requirements and frequency for project monitoring and status reports

The Xerox Configuration Management Plan focuses on establishing, implementing, and maintaining all functional and physical attributes throughout the useful life of the ACCESS Replacement Project

Xerox has extensive configuration management experience and is CMMI Maturity Level 3 certified.

When conducting configuration management activities, we adhere to principles that are found in the Software Engineering Institute’s (SEI) CMMI.

Our objective for O&M of the Legacy ACCESS Florida System is to preserve its reliability, quality, and stability at optimal levels while our ACCESS Replacement Project team completes the DDI Performance Period

We dedicate significant time to planning and employ a Transition Management Office (TMO), whose sole focus is managing transitions using a structured approach

We’ll also clearly define the roles and responsibilities from each party involved in the Transition, including the Department, Xerox, and third parties


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there are any faults that have occurred that require corrective action

Accenture agrees to facilitate resolution of issues including, but not limited to, production application issues, security an logging issues, batch failures, batch performance issues, interface data transmission and connectivity issues, report/data mart architecture and report generation issues

In addition to applying fixes to address a specific item, we also look for and present to the Department enhancement requests intended to resolve the root cause of an issue in order to prevent issues from reoccurring

As modifications occur to the system from either an enhancement request or to resolve an issue, Accenture will update or create the system documentation as required in the SDLC back to the earliest phase deliverables that are impacted

Accenture will provide the specified 5,000 hours of fixed enhancement capacity per year for the duration of the contract

Accenture considers continuous improvement fundamental to our approach in the delivery of work

We place a high importance on the quality of the documentation of deliverables

Accenture's approach to SDLC is the V-Model. The V-Model has all of the traditional steps in an SDLC but the V shape provides verification across the phases to verify that what is tested meets

Deloitte’s personnel assigned to this engagement have nearly twenty years of program experience in the ACCESS Florida System. Our team understands your program policies and procedures; we know your current issues and are in the process of helping you solve them

Deloitte has been working with the Department for 6 years and has helped design and implement many of your systems. We understand their nuances and their subsystem interactions.

We have the team already “on the ground” and fully knowledgeable with your current standards and future direction, our team has assisted establishing, documenting, and disseminating those technology standards

Deloitte understands the existing systems and works with the Department to focus on the development of the new solution while eliminating the time spent bringing a new vendor up to speed on the legacy system. This also prevents incurring risk during a transition as the new vendor would be responsible for managing batch processes such as the benefit issuance pull-down and mass changes.

Deloitte commits to collection and enforcement of our SLAs from day one of the new contract term. No other vendor can begin enforcement of SLAs within the first six months of the project nor are they required to in the ITN.

Deloitte has developed and refined approaches to produce the best outcomes for clients, as reflected in EVD methodology which

At the start of our work with the department, we develop and maintain a Transition Plan showing the time and effort needed from the Department, the incumbent provider’s staff, and our team

The transition process contains several steps that our team executes incrementally and non-sequentially, allowing Xerox to transition into multiple applications at a single time.

Through our past transition work, we understand the need to work collaboratively with the incumbent to manage the tension inherent in transitions. By interviewing the incumbent, showing respect for their staff’s knowledge and clearly communicating transition targets, we work collaboratively to maximize the knowledge transitioned from the incumbent.

The Xerox Team accepts responsibility for the day-to-day operations of the ACCESS Florida System and all of its components including, but not limited to, mainframe, portal, interfaces, batches, data, applications, reports, and correspondences.

Our team will provide 24/7 support for the ACCESS Florida System; this support includes resolving outages, restarting hung/aborted processes, resolving data issues, etc

We will leverage the Department’s system of record to receive reports of issues and


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the specifications. Each phase has verification and validation traces back through the model to the requirements

Accenture will review the requirements submitted with the enhancement request from the Department to determine if they are complete. Accenture will work collaboratively with the Department to and develop additional requirements required to fulfill the enhancement request

Accenture has a detailed requirements methodology life cycle that includes eliciting, documenting, verifying, analyzing, prioritizing, validating, and agreeing on requirements. Our goal is to have requirements that are testable

Accenture will create and maintain a Conceptual System Design for each committed enhancement. We will document in detail all required artifacts within the design that includes both narrative and graphic components of data models and process models

Accenture will create and maintain Technical System Designs for committed changes to in-scope components of the ACCESS system

We will create designs that balance the need to stay true to the ACCESS System architectural requirements while pursuing improvements and enhanced functionality Accenture will maintain code review and unit testing results for quality assurance reviews by the Department. We

includes the disciplines and tasks necessary to successfully manage the operations and maintenance of the ACCESS Florida System

Deloitte actively manages service level performance. Calculating and publishing the appropriate metrics are only the first step in the process

Our goal is to keep operations running smoothly and meet the Department’s performance goals for operational tasks, leveraging our well-defined issue resolution process to quickly resolve issues on the ACCESS Florida System

Our project manager, is the driving force behind O&M issue management and resolution for the ACCESS Florida. He keeps tasks on track to meet service level requirements. Our technical project lead, is the driving force behind troubleshooting support.

We propose the use of the Deloitte Configuration Management Guidelines already established on the project to provide an integrated source code review, management, promotion, testing, configuration, software packaging, documentation, and delivery process to be applied to all ACCESS Florida System releases.

Deloitte designates a Deloitte production support team member as first responder to batch performance and interface issues leveraging system and application knowledge to quickly delve into the root cause of the issue and to suggest remediation steps, ultimately minimizing any impacts to your end users with performance remaining within service

to understand their priority/severity. Additionally, we will work with the Department to establish standard priority definitions to align with Service Level monitoring.

Our issue management approach includes focused issue resolution. Each issue entered into the log is assigned to the manager best equipped to implement or understand and propose a solution to the issue.

The owner of the issue is responsible for monitoring and, if possible, resolving the issue Both issues and risks are prioritized, tracked and reported by the Xerox Project Management Office using the project’s issues list and risk register

All Xerox projects include the implementation of a Configuration Management Plan (CMP) that provides overall technical and administrative direction during the project’s development life cycle

The Document Management Plan provides a framework for managing documentation throughout the project life cycle.

Our foundation for document management exists within our usage of SharePoint.

The Xerox Team relies on capacity planning and performance monitoring experts in the Xerox Information Technology Outsourcing (ITO) organization

The Xerox Team is supported by a


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will perform unit testing on each unit of code to ensure that it functions as specified

Comprehensive testing is critical to the delivery of a quality product to the Department. Testing allows our skilled team to work with the Department to validate system specifications throughout the project lifecycle and verify the development process is on track to provide a solution that meets the requirements and meets approval

Prior to the implementation phases, we carefully test the application to confirm the functional, technical and performance requirements are met. Throughout all phases of testing, we establish testing procedures and protocols, build detailed testing scripts, and determine expected results

Accenture will work with the Department to develop the overall conversion plan and all aspects of it. We will include the conversion activities in the targeted Release to be managed and to provide visibility and communications

Accenture will warranty to the Department committed changes for in-scope components of the ACCESS system. We will warranty such work in accordance with the contract following the full operational acceptance by the Department. We will correct problems discovered that result from the committed changes

level requirements. Deloitte validates that the essential

information contained within the ACCESS Florida System databases, and data marts in all ACCESS Florida System environments is highly available, easily managed, secure, backed up, and recoverable, to any point in time, and that data management performance meets the demanding needs of the Department.

Deloitte is responsible for the creation, maintenance, and in-depth review and storage of all formal documentation, new and existing, related to the day-to-day operations of the ACCESS Florida System application and all its components including portal, interfaces, batches, data, applications, reports, correspondence and all other operational processes. All documentation is kept current, stored, and maintained to be readily accessible and available upon your request.

Deloitte’s proactive capacity planning is a key to being prepared to accommodate the expansion of usage and data growth over time. Hardware environments such as storage area networks (SAN) and Web server clusters may need to scale to support the growth of the system

Our approach to disaster recovery and business continuity, like all of our project work, is to work with the Department to maintain the usage and functionality of the ACCESS Florida System application. We understand the need to sustain critical business applications even in catastrophic conditions. Within the EVD,

centralized, core team of disaster recovery and business continuity experts who assist the onsite team with the preparation for, conducting of, and review of results for the annual disaster recovery test.

We will work with NSRC, the Department, and other vendors to conduct hardware and software routine maintenance and to facilitate the purchase of hardware and software annual maintenance and upgrades

Our issue management approach, as described in Reply Section 6.1.1.3.3, O&M Issue Management provides the documentation and justification for these maintenance issue enhancements.

As a fundamental tenet of the Xerox SPARK-ITS project management methodology (PMM) and the ITIL process, the Xerox Team is committed to continuous improvement in our O&M work

We will use our well established development practices to assist in the planning, tracking, completion, and reporting for Integration Testing, Interface Testing, System Testing, Stress Testing, Unit Testing, Performance Testing, Usability Testing, Regression Testing, and Acceptance Testing.

We also develop test data for all test cases and scripts including those added by the Department

Xerox acknowledges and understands that we keep the new Disaster Recovery Plan


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Deloitte supports the NSRC during hardware upgrades by driving compliance with ACCESS Florida System standards and operability.

We support software upgrades, patches or maintenance specific to the ACCESS Florida System application (not NSRC operational maintenance) that are identified by the Deloitte team or deemed necessary by the software vendor or the Department, in collaboration with the Department, the NSRC, and the software vendor

Our best practices in maintenance services are focused on optimizing technology and infrastructure, streamlining changes and continuously improving processes, executing changes, measuring improvements, providing up-to-date documentation and reporting them to the Department

Identify the service delivery needs and define means to provide and maintain the technology infrastructure.

We provide specialist support to the Department in helping to identify the dependencies within the system, impact of changes to the system, and advisory to maintenance, optimization, and innovation for the system provide effective communication to the Department and your stakeholders through documentation and efficient reporting Deloitte works with the Department to monitor license requirements and release approvals and target resolution dates

Deloitte professionals create, document, and report system tuning processes that include defining the system maintenance procedures,

up to date throughout the life of the contract and that we participate in disaster recovery test activities each year that are led by the NRSC.

We will provide support for ACCESS Florida System operations activities year-round 24 hours a day, seven days a week.

Our warranties are our commitment to provide the Department with a high-quality solution that meets and exceeds expectations and requirements.

As part of our project, we provide 90-day warranty for all software that we develop specifically for the Department as well as for the integration of all software in our solution

As part of our approach, we collaboratively define a warranty management process with the Department and use it to manage all defects that are discovered during the Warranty period.

We use this process to ensure that all defects are fully addressed and not overlooked.

Manage change for DDI Virtual Servers allow for a flexible and

reliable solution. Mid Range team with primary O&M

responsibility Integrated Development and

Infrastructure support Xerox commits to the creation and

delivery of the appropriate performance metrics for the management of the project and the system. We report upon and


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scheduling system maintenance windows, upgrading software patches, purging databases for efficiency, monitoring capacity versus system performance metrics routinely on the server and interfaces, and performance testing system modifications

We understand the need for multiple development and testing environments to successfully make a modification and deploy it in production. Our testing approach includes Unit, System, Integration, Regression, Conversion, Performance, and Accessibility Standards (ADA) testing in UAT environments. In collaboration with the Department, we build a repository to create and maintain documentation necessary to support State and federal requirements.

With evolving technology, we understand that we are responsible to propose and implement a strategy to exit from an obsolete technology to a newer up-to-date technology

Deloitte carries out legislative enhancements to the ACCESS Florida System as defined in the ITN.

Deloitte has a wealth of experience in implementing enhancements that stem from legislative changes. We are very proactive in analyzing legislative patterns and preparing the application for legislative changes

Deloitte plans activities needed to identify functional and non-functional requirements, eliciting and documenting requirements from stakeholders. The requirements are gathered by facilitative approaches, such as Joint Application Meeting (JAM) sessions,

manage to those performance measures using the principles of “Visibility, Control, and Optimization.”

We are committed to providing the Department with performance that meets or exceeds service levels throughout the contract

Our best practices approach is based on the principle of constant analysis, measurement, and adjustment of activities to meet and exceed the SLAs

We meet with the Department, when requested, to address and discuss modification of any aspect of the SLAs to include definition, metric, data elements, measurement standards, or any other characteristics of the SLAs.

We are prepared to measure and increase the target service levels for SLAs to facilitate continuous process improvement (CPI). The service level management processes are used as inputs to the CPI discipline.

As SLAs are tracked, monitored, and reported, each phase offers opportunities to analyze results and trends against benchmarks.

Internal SLAs to maintain focus that the Development environment, even though extremely fluid, is critical given the aggressive schedule


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interviews, surveys, and storyboarding with the Department staff and stakeholders.

The Deloitte team collaborates with the Department to define standards and guidelines prior to the commencement of the Development phase. Deloitte creates a Development and Testing Guidelines document deliverable that incorporates the Department’s standards, as well as the naming conventions, coding standards, version control processes, etc., that are used by the project team.

For items requiring organization change, Deloitte works closely with the Department to design an OCM and Training Plan that resonates and meets the needs of the stakeholders to successfully transition out from the legacy to the new system.

Our approach to preparing communications and training materials adhere to the industry-standard ADDIE (Analyze Design Develop Implement Evaluate) model to provide structure, leading practices, and continuous improvements

Although Deloitte’s role is not the primary DR provider, our team is ready and willing to work with the Department and the NSRC in the event of a disaster, or even during planning and testing exercises.

Deloitte continues to work with the Department and provide a comprehensive set of hardware and software requirements when new projects are undertaken

Deloitte provides the required 90 days of warranty support for


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issues/changes/enhancements implemented using proven processes that are already in place within our organization

Legacy O&M Schedule

Our resource loaded and leveled project

schedule contains all the tasks and associated effort to deliver the Operations and Maintenance for the ACCESS Florida System

O&M Project Schedule has a total of 193,880 hours of work from January 2013 thru October 2015

Will submit an initial recommendation for each release to the Department at least 4 to 5 weeks prior to the scheduled production implementation date

Accenture will assist the Department in planning what is required for UAT testing of each release by identifying and reporting to the Department the functional areas that require regression testing

As modifications occur to the system from either an enhancement request or to resolve an issue, Accenture will update or create the system documentation as required in the SDLC back to the earliest phase deliverables that are impacted.

Accenture takes a proactive approach to staffing to ramp-up and ramp-down to handle variable levels of work that may be needed

Accenture will work with the Department to understand the specific mandatory requirements and submission dates and

Deloitte has provided a fully defined, resource

loaded and leveled project schedule including the tasks and associated effort to deliver the proposed system maintenance, operations, and enhancement tasks, including transition activities in Appendix 2 – O&M Project schedule

O&M Project Schedule has a total of 225,335 hours of work from January 2013 thru May 2017

The Department and Deloitte then jointly develop a delivery schedule to address and implement the requested changes

Our proposed Project Management Plan for the ACCESS Florida System, based on PMBOK and our EVD methodology, will help manage the project to the required project schedule and budget.

Deloitte’s EVD project management methodology is described in Tab 4 of our response.

The project management plan includes: System Development Lifecycle, Project Management, Communication and Change Management, Configuration Management, Issue Management, Scope Management, Risk Management, Transition Management, Change Control Management, and User Training.

The Plan documents the resources and processes that will be used to provide successful O&M services for ACCESS Florida

The Project Schedule defines a hierarchal

Work Breakdown Structure (WBS). The WBS identifies a task and subtask(s), with durations, planned start and end dates, deliverable due dates, project milestones, and dependencies.

O&M Project Schedule shows work from January 2013 thru Sept 2015

All tasks are scheduled with predecessors, successors, types of dependency (such as finish to start or finish to finish), and lag time between tasks where appropriate.

Provided a fully defined, resource loaded and leveled Project Schedule which includes all the tasks and associated effort to deliver the proposed system maintenance, operations, and enhancement tasks, including transition activities as defined in the ITN


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we will work expeditiously to fulfill those requirements for the Department so that approval of maintenance activities and costs can be obtained within the timeframe mandated by the government.

As part of our jointly defined work entry process, Accenture will have a process for receiving, prioritizing and estimating the enhancement request using proven estimating tools that we will leverage to provide thorough and detailed estimates.

and provide high-quality service that meet the Department requirements

Legacy O&M Company Profile and Experience

We bring proven experience delivering O&M services for enterprise scale applications in Florida at the Department of Business and Professional Regulation, the Department of Management Services, and the Office of Financial Regulation

Accenture has supported the O&M phase of the California C-IV system for a decade, realizing continuous improvement and cost savings

Accenture is ranked a leading provider for O&M services from market analysts including Forrester, IDC, and Gartner, with more than 1,110 combined transitions completed

Deloitte has the experience and knowledge of the statistics specific to the user base constituents of the Florida ACCESS program. We know that this is one of the largest database instances in the world and have proven through more than 6 years of O&M activities

Experience providing O&M for more than 50 large-scale, state HHS systems, seven of which were transitioned from incumbent vendors Deloitte has extensive operational and maintenance support experience managing Eligibility systems similar to ACCESS FLORIDA in several states.

The states under our operations and maintenance experience are some of the largest in the country including Michigan, Florida, and Pennsylvania

We offer a team of experts with extensive experience operating eligibility projects with appropriate and expert oversight and support throughout the O&M period of the ACCESS Replacement Project.

Our two subcontractors, Computer Aid, Inc. (CAI) and KLC Consulting, Inc. (KLC) bring eligibility system design, development and testing staff, specific development knowledge of current Department systems and experienced O&M project management staff.

Legacy O&M Past Performance References

State of California, Statewide Automated Welfare System (SAWS) Consortium IV (C-IV) C-IV Integrated Eligibility System

State of Michigan, Department of Human Services (DHS) - Michigan Child Support

Deloitte did not separate O&M references in their written response. They are combined with the implementation past performance references.

Mississippi Modernization and Consolidation of the Mississippi Medicaid Eligibility Determinations Systems (MEDS and MEDSX)

Maryland Application


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Enforcement System (MiCSES) New Brunswick, Department of Social

Development, Family and Community Services (FCS) Systems Operation,

Maintenance and Support Services

maintenance/Operation, and Enhancement Services - Maryland Department of Human Resources, Office of Technology for Human Services

Texas PeopleSoft Maintenance and Support Services Texas Comptroller of Public Accounts (TxCPA)

Legacy O&M Personnel

Mike Jackman will lead the ACCESS Operations and Maintenance effort. Mike resides in Tallahassee and has worked with Florida’s Department of Management Services, Agency for Workforce Innovation, and the Department of Children and Families. He managed the operations of the MyFloridaMarketPlace application for more than four years

Our Project Manager, Cindy Hielscher, has more than 26 years of large scale IT implementation experience involving multi-system integration, and complex IT architectures

While we anticipate transitioning in new staff to certain roles, our staffing approach also anticipates "re-badging" the appropriate staff from the current service provider based upon key skills and institutional knowledge

We have always aggressively recruited and hired incumbent staff We have re-hired more than 30,000 people from more than 130 of our clients; of these, 98% accepted our offer of employment and more than 95% are with us after two years

Our PMI-certified Project Management Professional (PMP) and ACCESS Florida-experienced project manager, Hari Kallumkal will have overall responsibility for the successful operation and maintenance of ACCESS Florida System and will be the single point of contact for the Department

Deloitte’s job is to successfully support the Department in IT related enhancements and operations and maintenance activities. Deloitte commits to providing local, onsite technical as well as functional support during the implementation phase of the enhancement projects

Deloitte’s personnel assigned to this engagement have nearly twenty years of program experience in the ACCESS Florida System

Xerox provides an Operations Manager, Daniel Fuller and Application Development Manager Todd Schrubb working under the direction of Xerox Project Manager Bill Majorossy during the ACCESS Florida O&M Performance Period.

Mr. Majorossy will allocate approximately 25 percent of his time to providing project management oversight throughout the ACCESS Florida O&M Performance Period. He will be the single point of contact for the Department and provide ongoing support to the Operations Manager and the Application Maintenance Manager to ensure a success in all Legacy ACCESS O&M Project activities.

Mr. Majorossy brings a wealth of experience to the ACCESS Florida O&M component of the project from his time as project director on the Los Angeles LEADER project.

We use a proven approach to resource estimating, ramp-up, and resource loading for our eligibility services projects that enable our team to achieve consistent, dependable service regardless of changes that may influence work volume.


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Accenture takes a proactive approach to staffing to ramp-up and ramp-down to handle variable levels of work that may be needed

As a subsidiary of Xerox Corporation, Xerox State & Local Solutions, Inc. also has access to the extensive network of Xerox resources in the form of technology and staff expertise. Should any of our projects require additional support, Xerox Corporation can provide additional corporate support

Xerox has both the ability and the flexibility to provide personnel, as needed, during non-standard work hours to address necessary project needs even when non-standard work periods are required to enable continuing project success. These personnel are based in Tallahassee, Florida

In order to bolster the Xerox Team’s built-in security features and other technical and procedural controls, we apply rigorous organizational, management, and personnel security provisions to protect Department program data from accidental or fraudulent misuse by Xerox and subcontractor personnel.

Q&A from Vendor Orals

Current Info Q: What states are you working in today

on SOA Eligibility projects? A: NC, Kansas, Iowa (include Medicaid) Q: Is the team here today the team DCF

will be working with on the Project A: Yes Q: What was implementation in Idaho? A: A Transfer of the Cali C4 system, TANF,

Medicaid and CHIP Q: Of the 11 projects you mentioned, how

Past Performance Q: You said for every project you hire staff, do

you need to hire or bring in new staff? A: Some people will have to be freed up Q: Will they be dedicated to this project? A: Yes, Q: there is a large project that is having some

issues with Deloitte? A: The biggest issues is that the Deloitte team

assets were coming from Mass and they ran into glitches there and had to do some

Legacy Transition Q: What type of SW? A: VM Ware Q: Confirm the certification you

mentioned? A: ISO20001 Q: CMDB? A: yes, combo – Remedy

Architecture Q: What efficiencies have you seen for the

State of Mass?


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many are Medicaid? A: All 11 are Medicaid Q: What are those States? A: Maryland, Mississippi, Nebraska, Texas

and Counties Q: How many Counties do you have in

California? A: 39 Counties in Cali Q: What system did you recently

implement in Georgia A: Child Welfare System, completed in

2010 (SACWIS) Q: PMP Certification for PM A: Cindy Hielscher PM and passed the PMP

Test Nov 6, 2012 Q: What guarantee that the Key members

will be on this project A: Our PWP shows that Accenture is

committed to having this team here Project Approach

Q: What % of the Gap/Fit requirements does your COTS provide out of the box.

A: Approx 83% Q: Who will be heading up the data

conversion? A: Kevin Hogg - wrapping up his efforts in

NC. Q: Are you planning to use the FL back-

end? A: Yes, until the Phase roll-out is complete. Q: Will workers be in two systems at that

time? A: Approach would be to convert all

programs for cases that are covered to the new systems; workers would only

redesign, so that caused a problem and the project is now moving forward at a good pace. For this project, what we are proposing is ready.

Q: What other projects have you stumbled on and how did you not?

A: We have not had a stumble on an eligibility project.

Q: So all of your projects have completed on time?

A: No, there have been 2 projects that slip, but usually because of changes that were requested by the client.

Overall Approach Q: How are you able to make AHCA compliance

to make the schedule work? A: All of the deliverables and lessons learned in

other states are going to benefit FL; still getting clarification in requirements and rules engine for MAGI; the original schedule was built on

Q: Where and when have you implemented the system you are proposing?

A: MAGI - Not done anywhere yet; Medicaid Eligibility - MI, TX and starting in VA, IN, GA CT, IL, NM Production in VA, MT

Q: Of these implementations, who is here that has worked on them?

A: 3 or 4 including the Project Lead Q: Will there be some of the other teams that

have been developers? A: Some will be here, and have identified some

of the specific team members Project Schedule

Q: Is PMC a tool that is hosted by DCF?

A: Q: Explain the lag time for the Standby

DBMS and Reporting A: Sync can lag from seconds to minutes in

some cases lag time is also based on Standby DBMS location

Q: How long do you keep the data? A: ever how long you want to keep it. Q: when is the Data conversion started A: As soon as possible from the start (see

page 26) Limited with showing the reporting tool, since Xerox does not own it

Q: Is data real time or batch? A: Most of the content from IES, which is

real time Q: Are the feds requiring the self service

portal capture Plan information A: This is a AHCA requirement, and DCF

needs a strategy to address this? Q: How do you switch to different language A: Optional to the Department. Q: What size is Mass and what modules A: Price, lower range, since Mass provided

most of the infrastructure Q: Integrated eligibility in Mass and TN,

and some parts are used in other states? Where is this specific solution implemented

A: not in any other state, this is a new solution.

Q: what about partnership? A: Pieces of the different components have

been done previously Q: how many of the staff are from each


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use one system for a given case. Q: Does the fit take into the account with

Customization and Configuration A: Out of the box fit is 82%, Configuration

is the "Partial Fit" at 14% and Customization is the "GAP" at 4%

Q: How do you select the personnel for the pilots?

A: Will work with the Dept to select the expertise

Q: How long with the pilot phase take? A: About 3 months Q: Do you use OPA for all of your projects? A: It is our preference

Data Conversion Q: When were you brought into this

project A: At the beginning of the proposal Q: What is the Accenture successful

conversion rate A: We have not done a complete system to

system comparison. So far in NC the target is 99.5%, to date only one active case has failed to convert.

Q: What is your success Criteria? A: Success Criteria is usually defined at

low level detail by case Q: How long do you think the conversion

process will take? A: Plan is to be ready when system test is

ready, then load more data as necessary

Q: What was the NC DB structure A: IBM VSAM to Oracle Q: What are the assumptions that you

A: We host that tool ourselves, and provide access to all project stakeholders

Requirements Validation Q: What states are the NextGen system in and

how long have they been in place? A: Texas: Started in 2001, Pilot 2003, MI 2009

statewide Data Conversion

Q: TX was a 98% automated conversion rate, how did you get this?

A: Lot of data scrubbing, and research to manually fix the bad records; also used auto-correct tools

Q: Is TX a relational DB? A: Yes, Oracle 11. Q: Just finished a Project in FL with a large data

conversion, what was the conversion rate? A: Will get that info for you. Q: What is the gap analysis of your solution

today that meets the business requirements?

A: Will have to go back and get exact #'s, think it is 71%. This is configuration and out of the box pieces.

O&M Approach Q: In MI, started out as $70M and ended at

$120M A: The state asked for change to support Pilot,

Implementation, Change Management, Additional Functionality, Built Self-service for SNAP, added an additional year of M&O, created new business process center for self service

Q: Circuit 8 roll-out is a smaller region; did you look at the workers for training and the

company? A: will send electronically...FTE = 110, 80%

Xerox, 10% KPMG, 6% CAI, 1% Oracle, 4% KLC (Oracle - 6 people for life of Project)

Q: does DCF have to populate the business rules

A: will be demo'd tomorrow. Q: Can messages be shared in LDAP, can

this be changed by the case worker? A: can be done thru user groups or can be

assigned via case worker views keeping security assignment

Q: In Mass, can you provide more clarity on why $9MM and the large gap?

A: Underbid and used an off-shore model which lowered the price significantly. Used as an investment.

Q: How can Xerox do this ITN? A: We have to do more than we have done

before; we have to more robust for Florida. We looked for Oracle for scalability; Florida is much bigger than most others; Slow systems are not acceptable.

Q: Break out of the Staff (DDI) not O&M A: will send electronically...FTE = 110, 80%

Xerox, 10% KPMG, 6% CAI, 1% Oracle, 4% KLC (Oracle - 6 people for life of Project)

Q: What is the architecture configuration in Mass

A: P570, Logically partitioned, 4 originally, now 6 servers (blades), front-end is citrix net scalar for load balancing.


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made about the condition of the data you are converting

A: We want to automate what can be automated, and then clean up the anomalies

Q: Will you be data cleansing A: Yes, some pre-conversion, some post-

conversion, and the goal is to limit the amount of manual clean up.

Q: Are there any changes that you have had to make to your application because of data issues?

A: Yes, on occasion it does happen. Q: Did you factor in conversion issues in

the Project Schedule? A: Yes Q: So the rules engine for Eligibility for the

Oct 2013 date will be using the MAGI? A: Yes

Change Management Q: What assumptions did you make for the

needs of State staff during each phase of the project?

A: The State would only perform the State tasks outlined in the ITN and would provide zero days performing vendor tasks.

Solutions Overview Q: What are the external systems shown

on the slide? A: These are potential systems that may

provide additional data to the solution Q: Is the CHIPs systems part of the rules

engine? A: Yes

overall strategy? A: This is our suggested roll-out; Circuit 8 was

DCF's choice for other roll-outs because of close to Tallahassee, good mix of office structure, good candidates to champion the system, open to change

Q: Is the big bang roll-out an option? A: The overall impact is such a big risk

Solution Overview & Solution Architecture Q: When is the next iteration of NextGen A: Add new functions each month Q: How do you know what features are made

available to NextGen? A: NextGen releases are defined by the states Q: What states are using Cloud computing? A: NM, we can create a Cloud computing

instance in minutes Q: Can you track how the case workers adapt

to the system? A: Could be set up as a canned report that will

provide the information; there are also transaction logs that can be viewed.

Q: Is stopping the work flow role based? A: Yes. Q: Is WebSphere is your portal solution in the

DMZ? A: No, some of the channels are not supported

properly for that type of portal solution Q: Have you used ILOG in another solution A: Yes, the name has changed Q: Will this configuration run all

environments? A: Yes Q: What is the scalability of this solution? A: Both the infrastructure and software and

Q: Was there a Usability Study done for the application in Mass?

A: No, but the Application was adjusted based on offices and field staff

Q: Where is the Medicaid info? A: This system is the Mass application and

it does not have Medicaid. That will have to be added for Florida

Q: How did the information (data) move from the web and the IRS to this system?

A: Uses Web front end developed by Mass, we don't have it here. Real time calls (web services) are coming from the IRS federal hub.

Q: Mass has the IES and Oregon has the web front-end. Have you tried to put these two apps together?

A: No, working with Oracle to do it now. Q: Can you show on the fly translation for

the notification forms A: Yes, the templates are built for each

language, not translated at the time of selection.

Q: Are the cases connected or separate? A: They are separate to guide and not

control the user. Q: Does Mass move any of the case notes to

the client notes, and are there any automated notes?

A: Not sure all the data that come in on the Web-app. Can be captured if needed. Same case notes are captured

Q: Do case notes attached to a client follow them of stays with the case?


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Q: Were has this specific setup been implemented?

A: Whole package - Kansas & Iowa Q: What is the biggest difference in C-4 vs.

FL plan A: Cali is moving to this next year; The big

items that are different are: Service Bus and BPM, OPA rules engine, Security

Q: What is the manual process around MAGI?

A: Paper vs. Automated created confusion for the no-touch processing

Q: Do you support iPads, Smart Phones? A: Support browser based items and only

shows the web based form factor Q: What is the license structure? A: The solution is licensed for use and

maintenance Q: Can it support case load and non case

load? A: Yes Q: What was difference about the Idaho

project A: Shared responsibility for delivery, Idaho

did the business process engineering, stayed skinny on the scope.

Q: What is the different in contact for Kansas vs. Idaho

A: It is about 4 times bigger, hosting, development, more case workers

Solutions Architecture Q: What is the difference between de-

identifying and encryption A: de-identifying is changing the data so it

is no longer able to identify to a person

nth scalable Q: How scalable is the virtualization on each

blade? A: 15 to 18 on a single blade Q: Are you using Mean? A: Yes, where available Q: If the Application changes, how will that

affect the infrastructure? A: Will not affect it at all.

Functional Requirements Q: What happens with those people that are

eligible that do not apply for assistance, can you keep the information for statistical purposes

A: We do capture data on the number of screenings and could be used for statistics

Q: Do you capture IP addresses? A: Yes, for screening and application Q: Are the denouements being uploaded

separately A: Yes, and they are viewable by case Q: If the customer provided the document

already, will the system let them know that is not needed?

A: Not at this time, can be customized to work Q: Will the rules engine be connected to the

current web app? A: Not in phase 3 but will in phase 4. Q: Are you working on developing the steam-

line integration of health-care solutions? A: for Medicaid and Tax subsidies only Q: Is tabbing available for data entry? A: Clicking, Tabbing and Keyboard Shortcuts Q: Is the ID number generated by the system? A: Yes

A: Follows the client unless the note is a case note.

Q: How can the Mass app be scaled to Florida caseload

A: Mass: SNAP 450K, TANF 50K Total clients = 1.8M ? 3.3M ?, 920K distinct Tenn: SNAP 620K, TANF 61K Total clients = 1.4M

Q: What tools do you use for stress test and load test?

A: Use rational performance tool suite Q: What are the MDM approach and

solution? A: Pre-built processors, start at the top

with sequential matching, then using other algorithms. Standardize the address helps

Q: need the ability to match for fraud purposes.

A: will use any identifying information. Q: Can the system be configured to bring in

the EBT data? A: Yes Q: Is there an end date for Cash

repayment? And is it connected to a notification for case worker?

A: Yes Fraud Presentation (KPMG)

Q: Is there a vendor team dedicated to Fraud for the state?

A: Yes, will help where you want, soup to nuts.

Q: Is there an increase in Fraud with a transition to a new system?

A: Yes, there are analytics that can help


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Q: Are you virtualizing storage? A: Yes, the layer is virtual. Q: What product are you using for this? A: ASM and Caching Q: On the server level are you using VM

ware? A: No, using a Oracle solution Q: Are you using a SUN brand? A: Oracle (Previous SUN) Q: How many App servers? What is the

configuration? A: 23 virtual servers as a certified solution

from Oracle (ExaLogic) which can be scaled from 12.5% rack to 10 racks or more. Initial configuration of 12.5% rack is 48 CPU core, 384 GM Memory, 20TB Storage.

Q: What does the solution provide? A: Did not bid a solution and will provide a

setup to the State Q: How is the licensing handled? A: It depends on the product Q: What SW are you using for Address

Normalization? A: Informatica Data Services Extension

was proposed, can plug in others Q: Did CA use ILOG? A: Yes, and is moving to OPA because it has

a natural language based rules set, now ILOG is catching up.

Q: Are you Oracle Certified? A: Yes, we are a gold partner and have 30K

Oracle.... Demonstration

Q: Is the Demo the solution that DCF will

Q: Could we map it to the MIS numbers that FL uses?

A: Yes Q: When you print pages does it default to yes

or no? A: It is configurable Q: How does the comment section work? A: Working on that now to build more

functionality Q: Have you done instructor lead training? A: Yes, can be done on web or in person Q: What are the possibilities to enhance the

work-flow screens and speed up the processing time?

A: Avg processing time is about 25 minutes per 4 person household; to shave time off you would need to look at capturing less data

Q: Can you demo the new solution? A: Do not have MAGI rules integrated in the

solution yet. Q: For an apples-to-apples comparison, what A: The rules engine is the one thing that

changes from State to State Q: How do you package the system so that

customizations do not disrupt the upgrades?

A: The technical service layer is most likely not going to be customized.

Q: Please explain the TX client on and off outsourcing solution

A: Long Explanation - See Peggy Business Analysis

Q: Is the system be able to approve eligibility without department interaction?

A: Yes, based on your business rules

with the transition Q: Is there a stopgap for helping with the

Fraud A: Yes Q: Are there built in tools that will help

catch fraud once it is discovered? A: Yes, and will assist with continuation to

help gather additional information Q: How much of this was included in the

original proposal? A: The solution was provided in

innovation, but the examples were not. Q: Do you have $ amounts for savings? A: will check...in LA they expected 20%,

had 2% Q: KPMG is the Fraud team? A: Yes, for the overall and data analytics. Q: What is the team makeup in Mass A: Did not use the Oracle engine in Mass,

used the IES. Oracle being used in Oregon. Oracle Software is exclusively partnered with Xerox.

OPA & OPM rules development Q: will the rules be able to use the best

practices for Florida? A: Yes Q: How long will it take to set up the rules? A: Depends, will need to compare what

Oregon has set up. Q: What is happening in Oregon, are they

on schedule? A: They are tracking on schedule. Q: Can we pull the rules from Oregon? A; If Oregon will allow? Q: what about using the web services from


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get? A: Yes Q: On the Anonymous site, can you keep

the IP address? A: Yes Q: How do you do paper applications? A: There is a link on the portal for paper

application, and is entered into a similar screen for self service?

Q: How difficult is it to integrate to eMail? A: Use a redirect for the communication? Q: Do you use case numbers on the

system? A: Yes, and there is a search page. Q: Are you planning to replace the current

web portal with the new portal by the Oct 2013 time-line?

A: Will work together to merge the two as desired by DCF

Q: What is the update on the CMS simplified applications?

A: The feds are working on their simplified applications, Medicaid first

Q: Are we going to need socialized workers for MAGI?

A: No, just for Pilot to Legacy cut-over Q: What is entering and paper based

applications A: Not the intent, only to be able to do as a

exception Q: Can the paper application be scanned

and OCR'd into the system A: Yes Q: What web portal are you going to use,

existing or new?

Q: What is the estimated time-frame to enter a one person household for Medicaid?

A: about 15 min for all verification and identify, faster if not verifying

Q: How can you tell what is input by customer and what the department has entered

A: The summary shows the current data and there is option to show all data

Q: Is the side by side view a configuration or customization?

A: Customization, but we can borrow the development from other states.

Case Management and Case Work Q: Are comments for a image stored as meta

data or as binary content and is if viewable within the case?

A: Stored as meta data and is viewable as part of the case

Q: Can you transfer master case loads? A: Yes Q: Can the Hearing info interface with other

systems? A: Yes, can be built into the interface; Fair

Hearing interface will be customized to interface with the OSHI system in order to send and receive information related to hearings and hearing decisions.

Provider and Business Partner Management Q: How do you verify the FIEN? A: Will have to check...There is also a

background check for criminal management.

Q: How do you track and validate cash only? A: No states have been able to validate people

that get paid cash only and will need to be

Oregon? A: will need to discuss with Oregon. Q: Are you using SOA in Oregon? A: Yes, using national naming standard for

web services. Q: Who's editor is it? A: Base editor is home grown; the pop up

editor is an add-on tool. Q: Are changes tacked based on users? A: Yes, all activity is tracked in the DB by

user by date/time stamp. Q: Can you do an Audit at a user level vs. a

case level A: Not at the moment, but will soon. The

logs are there just has to be pulled to the screen

Q: How does a case get assigned without a case worker

A: Thru the work-flow manager Q: Can you block dates that you are not

available? A: The assignment pages could not show

the worker is not available for a specific time line but you can create a task that shows that you are out.

Q: How can the info be tracked for multiple short term jobs?

A: You could set up an Alert to validate and verify the jobs.

Q: How do I know the person that is being worked that this is the correct person?

A: Use of business rules to automate the process of registration and have level of confidence for the rules.

Q: How do you handle paper apps?


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A: Accenture's intent is to use the new one, but will work with the dept to

Q: Your portal, your product, what databases will it connect to?

A: The plan is to use current IMS database Q: What adapter will you use to connect? A: MQ series Q: If you put your portal in, what is the

risk? A: No loss of functionality, hitting the dates Q: Is there a back-out strategy for not

being able to make this work? A: Prioritize of the departments overall

strategy Case Management

Q: If all the functionality is the same, can you just copy the roles and move them to their lane?

A: Yes, but the roles would stay the same. Q: Can the system accommodate the

multiple cases being transferred from one county to another?

A: Yes Q: How are tasks assigned in a call center

setting? A: Can be automatically assigned by role

and work load Fraud Functions

Q: Is this automated or manual record? A: It can be either, uses the same data

collection area. Q: Where is the "reason" for the hearing? A: Hearings are managed by ABMS.

Hearing reason can be documented in the “issues codes” page and categorized

policy driven Benefit Summary and Benefit Recovery

Q: Is any information coming from EBT? A: Yes, it is fully integrated with EBT.

Reporting and Analytics Q: What are the 3 apps for reporting? A: Webbie, Infoviewer, Xcelsius dashboard Q: What reporting tools can you use? A: Can do both Cognos and SAP Q: Is adhoc reporting browser based for access

purposes? A: Yes, browser based

Costs Q: On the SW side, is this a site, user or

enterprise license? A: Depends on the SW vendor and their

pricing. Q: Was the RAC licensing included in the

Oracle? A: Yes Q: How does this compare in size to your other

projects? A: Very similar in a lot of ways Q: Have you looked into Co-location? A: No, but will if the Dept wants Q: Will Rachel be living here or will she be

traveling A: Most likely traveling Q: Want to confirm that this solution is a non-

proprietary source code? A: Yes, anything that the Feds fund is usually

public domain. SW apps that are integrated into the system are not (i.e. Business Objects)

General Q&A

A: The system is set up of OCR and the log via web app. The setup is what is important.

Q: Is the identification verification part of the Xerox app?

A: Not sure, may be part of innovation; Oregon has some specific rules for self serving.

Pricing Q: for the legislative enhancement has a

blended rate of $100 per hour. Is that rate the same for the other O&M services

A: We estimate that the blended rate for additional O & M application development work should be about $100 per hour.

Q: Having a hard time mapping this to the original proposal

A: Pricing sheet is monthly, and this has totals

Q: Price Includes call center? A: Yes Q: HW and SW proposed will cover BP and

DR? A: Yes Q: Development includes UAT? A: Yes Q: Is there an architectural need to get the

HW in early? A: Yes, there is a pilot Dec 14 Q: What is the lead time for HW? A: 3 months prior to when going live Q: On Doc Management included scanning

and imaging?


54


via dropdown box. Q: So DCF can come up with error prone

profiles and see those results? A: Yes

Resource Databank Q: Is the resource search available now? A: No, but will be available in the portal? Q: Can you show the audit trail and

detailed history? A: System tracks the last update, and the

audit tool (Oracle Audit Vault) shows the entire history.

Q: Does this system integrate with any other states SACWIS?

A: Yes in Idaho and Cali, working on Kansas and Iowa

Q: Instead of searching, can you alert a case worker or create a task?

A: Yes Reporting and Analytics

Q: Can you drill down into the data and charts?

A: Yes Q: Can you display % A: Yes Q: If this is real time, will this be hitting the

production database? A: The heavy data analysis will hit the data

store. Q: How will the prod database update the

data store? A: Oracle data guard will replicate near-

real time or based on scheduling Q: Why are you not using Oracle Rack? A: Oracle data guard is based on Oracle

Q: When preparing the project plan, quantify the resources that you will need from the state staff.

A: As identified in the ITN: Executive Steering Comm; Project Sponsor; Project Director; Contract Manager; PMO; Functional Lead; Business Process Owner; Technical Lead; DBA; Architect Development Lead; [Phase 3] Policy SME’s (5-10); Process SME’s (5-10); Tech SME’s (3-5); Security Policy and Procedures (1-3); Training Support (3-8) [Phase 4] Policy SME’s (10-25); Process SME’s (15-25); Data Conversion (5-10); Tech SME’s (5-8); Security Policy and Procedures (3-5); Training Support (10-25)

Q: How are you going to connect the rules engine with Phase 3 with the mainframe?

A: Medicaid eligibility rules that use the MAGI determination method are loaded into WODM. The MAGI rules are exposed via web services on the IBM WebSphere Enterprise Service Bus (WESB).

Q: How is the reporting going to work? A: The FIELDS solution will have a primary

operational data store as well as a replicated operational data store. Canned reports are generated on a nightly basis and made available to the users via the Reports function. Repeatable real-time queries can be created and executed through the user interface where appropriate and point to either the primary or replicated data store. Ad-hoc reports that need operational data will use the replicated operational data store.

A: Yes, it is in the base price Q: Upgrades to Oracle releases and what

about regression testing for the upgrade?

A: Will be done by the team Q: Innovations are not including in pricing?

...and most of the fraud is innovation and not included in pricing

A: correct General Questions

Q: How do you envision working with the data that is not allowed to access?

A: will work together to do whatever works for the state, joint effort

Q: What is the cost of the Oracle Oregon solution

A: OK, will provide - Oregon is using Siebel, KPMG and State employees

Q: How do you propose to integrate to the legacy system of CICS and IMS?

A: Will deploy a sub-component of an adapter for web services that interacts with ESP?

Q: Who writes the interface? A: Not sure what you have, Xerox would do

it since they would own the Legacy support

Q: How are you going to be able to assume O&M support if you cannot re-badge the staff?

A: Will have KLC to help Q: Has Xerox done any Medicaid eligibility

the size of Florida? A: Was the previous provider in FL, has

some but not this size


55


Rack Q: How many of the reports are canned

out of the box? A: Q: This will be used for ad-hoc reporting

as well? A: Yes

Program Management (Business Rules) Q: Is the Image API solution active in other

states? A: Image API supports central collection

for TX Q: How does the indexing work for

scanned docs? A: The Image API tools do that during

upload. Q: When a case worker finishes a case,

how will it be stored? A: the complete case can be seen on the

summary page or at the EBC view. Q: What does the manager see each day? A: Port-lets which are configurable,

performance information, assigned case workers, case workers tasks and if overdue

Q: Can you report on the inactive users after a period of time?

A: Yes, and they can be deleted, deactivated or other.

Q: Based on the 3 product states, how much participation did the states provide and what are the network requirements?

A: Accenture is hosting Cali, Idaho needed to upgrade their network. For ABMS,

Q: How will you maximize the use of Mobile technology?

A: My Account Mobile functionality will allow users to view the status of benefits, change password information, check the status of applications and redeterminations as well as provide for the ability to view pending or upcoming activities

Q: What are some example of the use of hot keys and shortcut keys?

A: Tab, Letter and Enter - Plus can define based on particular transactions

Q: Does the interface for Appeals and Hearings show the data?

A: Yes Q: Can you provide some more details around

the time-line and project plan for the conversion?

A: A number of complex tasks and activities must be executed in sequence in order to achieve a successful data conversion, we start the data conversion effort as soon as Phase 4 begins. During project initiation, the Data Conversion Plan will be developed in collaboration with the Department

Q: The ITN process may be lengthy, how are you going to mitigate the risks of slippage?

A: Deloitte and the Department will need to work together to define a strategy that will mitigate this risk.

Q: What to hear more about the Fraud services and dedicated staff?

A: The fraud-related requirements encompass functionality that supports specific referral, notification/identification, routing and

Q: Why is this/your premier product the right solution for the state?

A: Oracle Product, Oracle Services, Partners that bring in certain artifacts, the whole web front-end is only being done in Oregon. Consulting services that are doing the integration and Oracle is the only one that has done this. Looked at the business side that can support 10K workers and training, KPMG. Looked for PM and QA that has Independence, CAI was that partner. Felt that IES was a product that can serve the state.

Q: Large state projects have failed, how do you manage the assumptions which usually cause most of the delays?

A: Using combined waterfall and agile development that will help understand and manage the needs early on.

Q: Do you want the full time SME's from the state?

A: Yes, we want commitment from the same SME throughout each phase.

Q: what was the level of state commitment from Tenn or Mass?

A: In Mass, Full time SME's and decision makers on the team with final authority. Tenn had full time resources, different decision makers.

Q: Is there any possibility that will not have to manage two systems during a period of time?

A: Will not have to during roll out. Q: is fraud provided in the price?


56


using a 40kbyte page size, 10K user base (8K concurrent) would have a 52.08 mb/s throughput.

Q: Which state has done the mirror for transactions and database?

A: Doing it in all our states, Kansas is near-time and Idaho is twice daily

Q: What are other clients experiencing in real world replication frequency?

A: Usually lags behind a few seconds. Q: Can we get the road-map and the

additional functions? A:

General Q&A Q: Have you done any time studies on old

vs. new applications? A: Not formal, Idaho has reduced their

processing by about 30% in about 6 months, went from 45 days to same day processing.

Q: In the client registration, what are the assumptions for common client index?

A: Was showing how to tie common clients together across agencies? Not part of this scope, just innovation options.

Q: Can you provide the cost avoidance $$ from the fraud services?

A: A projected $50.3M savings over three years.

Q: Would you provide more information on fraud innovation and how they may link up?

A: Feds are looking into it. (will have to get back to us)

Q: How is the configuration done, like data

tracking of work/tasks associated with potential fraud.

Q: Explain how the five scheduled roll-outs will have minimum impact to the operations?

A: Q: How are you going to mitigate the issues

you are having with UC? A: Q: How are you going to drive new business

processes with having some much familiarity with the current solution?

A: Q: What are the safeguards to handle IRS and

other sensitive data? A: Q: For the roll-out, will there be users in two

systems? A: No Q: What are your innovations in Fraud? A: Q: Can you see info on users logging in and

logging out? A: Yes, you can set up a screen in the audit

view area. Q: If we want simulation in production, would

the user have to have access to production? A: Yes. Q: What is your experience with Child health

care (CHIP)? A: Depends on states, will have eligibility for

CHIP in this project. MAXIMUS supports this.

Q: At the closure of a certification period, please explain how exceptions are communicated and reported to users?

A: Fraud that is required in the ITN is included...additional fraud items above the ITN are part of innovations

Q: What are your mitigation plans for not making your time-lines and assumptions

A: Risk mitigation for the Oregon components will need to be accelerated if necessary. A lot of the Oracle consultants are from east coast.

Q: How do you keep up with the CMS guidelines?

A: The schedule in based on the CMS scope assumptions.

Q: How are you going to manage the resources coming from Tenn project?

A: Some have already rolled off and they are working on replacing more to work on FL.

Q: What are the Massachusetts fraud and error rate reductions and efficiencies from the Xerox IES?

A: As a clarification, the work that KPMG did for Fraud Detection in Massachusetts and Tennessee was not related to Human Services activities but was for other agencies

Q: How much time did they allow in their schedule for data conversion?

A: Q: Usability statistics in Mass - What are

the number of clicks it takes to do an interview, for example?

A: Q: What is the cost of Oregon's Oracle


57


in the drop down list? A: Managed thru data screens and style

sheets Q: Can you provide Hot keys for navigation

and shortcuts? A: Some tab control, but does not have hot

keys because 508 rules. Q: How long does it take for a case worker

to enter a case? A: Takes about 20 minutes for a family of 4

to process from beginning to end, but is not the same as what FL does

Q: Can you disconnect the application engine from Oracle?

A: Absolutely, yes, But there are a lot of dependencies with Oracle DB that would take a lot of work to replace it with another relational DB

Q: Are there components that can be set in the system to monitor worker fraud?

A: Yes, profiles can be created to do that and target anomalies.

Q: The Oracle SAN unit start at and what does it scale to in terabytes?

A: With a half-rack (TB): 2.6 Flash, 49.2 SAS, 252 High Cap. Max is 5040TB.

Q: Are you using the Oracle HIX XL logic and XL Data solution is being used in other states?

A: No, Florida is too big. Rolling out in CA solution.

Q: Will Zip code populate city and state? A: Maybe, would need to be discussed Q: What are your assumptions for O&M

FTE’s?

A: Exceptions can be escalated to a supervisor or central office, depending on the preference of the Department. When an exception is requested or updated/approved, the users involved will receive a task alerting them of the exception request or update/approval.

solution and sizing? A: Q: What are the number of dedicated state

staff they planned for in their schedule and assumptions?

A: System Design and Development Phase 3 (5 State Staff); User Testing and Training/Implementation Phase 3 (12-16 State Staff); System Design and Development Phase 4a & 4b (6-8 State Staff); User Testing and Training/Implementation Phase 4a & 4b (14-22 State Staff)

Q: What fraud reduction assistance is included in base product?

A: Q: What IMS or Mainframe adapter will be

used to connect to the legacy system so that it is 100% effective? What is your experience with this?

A: Q: The legislative enhancement has a

blended rate of $100 per hour. Is this the rate for the other O&M services

A: We estimate that the blended rate for additional O & M application development work should be about $100 per hour


58


A: For legacy, a ramp up to 39 for the first 28 months, then down to 24 by month 35. Replacement O&M ramps to 12 following phase 3 to a peak of 49 after phase 4B, then down to 38 by end on contract.

Q: What kind of data entry processing times can we expect?

A: Based on some initial data entry by the client and some assumptions on policy and design, between 2 and 7 minutes.

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