Attachment D

Avenues Project
Statement of Work
08/25/2011

Version 5.0

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Contents
1.0 1.1 2.0 2.1 3.0 3.1 Introduction / Purpose...................................................................................................... 10 Avenues Site Review ................................................................................................................... 10 Functional Scope ................................................................................................................... 12 Concept of Operations ................................................................................................................ 13 Project Phases and Timeline .................................................................................................. 14 Project Phases ............................................................................................................................. 15 Phase #2: SRS – Avenues Implementation......................................................................... 15 Project Management ...................................................................................................... 15 Business........................................................................................................................... 15 Technical Architecture and Infrastructure ...................................................................... 16 Content Management ..................................................................................................... 16 Document Conversion..................................................................................................... 16 Eligibility and Benefits Administration System ............................................................... 17 Business Intelligence Services and Reporting ................................................................. 17 Phase #3: LIEAP .................................................................................................................. 17 Ongoing Operations ............................................................................................................ 17 Phase #4: Virtual Contact Center ....................................................................................... 17

3.1.1 3.1.1.1 3.1.1.2 3.1.1.3 3.1.1.4 3.1.1.5 3.1.1.6 3.1.1.7 3.1.2 3.1.3 3.1.4 4.0 4.1 4.2 4.3 4.4 4.5 5.0 6.0 6.1 6.2 6.3 6.4

Project Staffing ..................................................................................................................... 19 Accenture .................................................................................................................................... 20 State ............................................................................................................................................ 23 Organization Chart ...................................................................................................................... 25 Key Personnel.............................................................................................................................. 26 Skill Sets for the SRS project ....................................................................................................... 29 Deliverable Schedule............................................................................................................. 32 Project Management and Project Administrative Services ...................................................... 36 KITO Requirements ..................................................................................................................... 36 Internal Reporting Requirements ............................................................................................... 37 Project Time Reporting and Cost Allocation ............................................................................... 38 Project Execution Tools............................................................................................................... 38 Page 2

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6.5 6.6 6.7 6.8

Documentation of Meetings and Decisions ................................................................................ 39 Risk and Issues Management ...................................................................................................... 39 Deliverables................................................................................................................................. 39 Governance, Change Control Process and Acceptance of Deliverables ..................................... 40 Governance ......................................................................................................................... 40 Change Control Process ...................................................................................................... 41

6.8.1 6.8.2

7.0 Requirements Validation, Business Process Design, Software Configuration, Testing, and Enhancements & Modifications ........................................................................................................ 47 7.1 7.2 8.0 8.1 8.2 Responsibility Matrix .................................................................................................................. 49 Deliverables and Work Products................................................................................................. 49 Workflow Analysis and Development .................................................................................... 51 Scope Definition .......................................................................................................................... 51 Major Activities by Phase ............................................................................................................ 56 Analyze Phase ..................................................................................................................... 56 Analyze Process Flows..................................................................................................... 56 Design Phase ....................................................................................................................... 57 General Design Documents............................................................................................. 57 Build Phase .......................................................................................................................... 58 Detailed Design Documents ............................................................................................ 58 Build and Component Test.............................................................................................. 58 Test Phase ........................................................................................................................... 58 Deploy Phase....................................................................................................................... 58

8.2.1 8.2.1.1 8.2.2 8.2.2.1 8.2.3 8.2.3.1 8.2.3.2 8.2.4 8.2.5 8.3 8.4 9.0 9.1

Responsibility Matrix .................................................................................................................. 60 Deliverables and Work Products................................................................................................. 61 Interfaces ............................................................................................................................. 62 Scope Definition .......................................................................................................................... 62 Interfaces In Scope .............................................................................................................. 63 Interfaces Not In Scope ....................................................................................................... 65

9.1.1 9.1.2 9.2

Major Activities by Phase ............................................................................................................ 66 Analyze Phase ..................................................................................................................... 66 Design Phase ....................................................................................................................... 67 Build Phase .......................................................................................................................... 68 Page 3

9.2.1 9.2.2 9.2.3 Version 5.0

................................................................................ 71 Analyze Phase ................. 73 Build Phase ............................. 70 Deliverables..................1 11..............................4 11......... 74 10.......2..2............3 Version 5....................2 Detailed Design Documents ...2.2......................................................................................................2 Responsibility Matrix .....................2...........2..... 74 Deploy Phase........... 79 11............................................. 76 Deliverables................................ 80 11......... 80 11...........................................2...................................................0 10............................................................2...........2........................4 9............................................................................................................................................................................. 71 10....................................................2.....0 11....................... 77 Business Intelligence Services and Reporting ...........2...........................................1 Analyze Reports ................................................ 71 Scope Definition .............................................. 78 Scope Definition ..................... 75 10....1 11. 80 11.......2 Cutover:....................................................................... 74 10....2........ 80 11...................................................................................................2............. 78 Major Activities by System Development Methodology Phase ....... 70 Data Conversion ....3............................................................................................................................ 81 Page 4 Responsibility Matrix ....................................0 Test Phase ........................1 Conversion Analysis .........5 Test Phase ............................................................................1 10............... 79 11..................1 General Design Documents: ........................................................................................................ 79 Analyze Phase .. 71 Major Activities by Phase ......................................................................1 10...........2........................................................................................... 74 10................. 81 Deploy Phase......................................2 Design Phase .....................................................................................2.................................................. 69 Responsibilities ....................................................................5.....................................3 Build Phase ........................2..............................................2...................................................................................................................................................................................2 Test Phase ...............................1 Build and Component Test........................................................1 Build and Component Test:............................................................ 80 11................................1.................................1...........................................................2...............................................4 11......................................................................................2........................9....................................................3 10.......1 Mock Conversions: .................................................................................... 74 10..................... 69 Other Interface Considerations .....4 10............... 69 Deploy Phase....................................................3 9...............5.5 9................................................................................5 10.............................2 10............................2...............................5 11.2........ 82 ...............3.............................................................. 71 10.....................3 Design Phase ..........................4 9..........................................2..............................................................................................................................................................................

......................3...5 Provide Communications /Update Communication Plan ................................2....................4 Design Change Discussion Guides/Readiness (Business Process) Workshops .....................................3 Create Communication Plan .......................................2................................................................... 99 14........2 Launch Change Agent Network and Regional Implementation Leads.......2 Deliverables and Work Products........................................3 Design Phase .........................................2.................1........................................................ 99 14........ 92 12............... 105 Page 5 .........................................................................................1 12...........................................................................................................4..........................................1 Support Road Shows ...........................................................1....................2......................................3 Version 5.1......1............ 96 Deliverables and Work Products .....................................0 12.............................................................................................. 82 11.........5 12................................................................................... 83 Scope Definition .2....................................................0 Build Phase ..............................................1 11......................................................... 96 Enterprise Readiness ..........1.............................................................1 Build and Component Test...................................................................1...................................... 98 14................1.2..........................4 12.................................... 100 14........... 84 Major Activities by Phase ................................................................... 99 14................................................3 Document System......... 94 Responsibility Matrix ......................................................................................... 92 Build Phase ..........................2....1.................................................1................................. 97 Major Activities by Phase ......1...................................2 Design Phase ......................................................... 97 14...........................2............................................. 93 12....................0 14...... 100 14......11.................2............................................................. 92 12......... 94 Section 7 of the K-MED SOW Deploy Phase ....................................2............................................4 13........................... 97 Analyze Phase ...................................1 12..................... 93 12......1................ 97 14................................2 14. 101 14....................................................... 98 14. 94 Deliverables and Work Products....1 13..........................................................................2 Create Enterprise Readiness Plan .....2 12.........1. Process and Role Gaps ..........................................................1 Develop the Stakeholder Assessment and Stakeholder Management Plan................1 Analyze Forms and Notices ...................... 82 Automated Forms and Notices ........................1........................... 96 Scope Definition ........................................................1 14.......................3 12......5 12.................................................................................. 94 Imaging and Content Management .........1..... 92 Analyze Phase ....................1 Test Phase .....1...................2................4 Other Requirements ...... 82 Scope of the Business Intelligence Services ..............................................................................................0 13.....2...........................................

........... 120 15....................................2 Train-the-Trainer .0 15......4. 113 15..................1.................................. 106 14.................................................................1..........................................................................4................ 121 15...................................................................................................4 15..................3......4..................1................. 109 14.....................2 Training Curriculum..........0 ..................................5................................1 15...................1 Assess and Report Readiness ..................................................... 109 14....................................................................................1.....1.......1............................................. 112 Analyze Phase ...................................................................4......................................... 110 Other Requirements ..... 112 Major Activities by Phase .............................................3.........................................................1............................................................................................................................................................ 116 15.................................2 Provide Communications / Update Communication Plan ................................................................3 15.........4 Training Delivery .....................1..................1.....1............. 115 15.................................................2 Training Design....................1.......3.....................1 Responsibility Matrix ............................. 123 Deliverables......4 Responsibility Matrix ....1...................................................................................................4 Deploy Phase..................................4 Assess and Report Readiness ................................4 14.............1...............................................................3 14.................................2........................................................................................................................................... 123 Page 6 Version 5... 119 15.......3 Build Phase ...............................................2......1........................ 109 14.....................................................1......................................................6 Training Transition .................2 Test .4....................................................1...................................................................... 106 14....1 Build Change Discussion Guides/ Readiness (Business Process) Workshops ............................2 14........................................................................ 105 14............... 110 Deliverables.........1............................................................................ 110 Training Services ..........1..............................................................5 Training Administration .....2 Design Phase .............................................1..........................3.................................. 116 15................................1 Analyze End User Training and Support Needs...................2 Create Role Descriptions ...................3....................................................1. 115 15........ 106 14.....................................................3.......................................1..........................................1.2 15................ 120 15.................................5 Test Phase .. 112 15...............3 Provide Communications / Update Communication Plan ......1 Build .......................... 118 15... 123 Other Requirements .......................1..................1 Training Tools Training ...............3 Training Facilities......................................................................................5........................ 109 Deploy Phase...........1................................................... 118 15............................. 115 15.............................1...................1.................. 122 15.......................14......... 112 15............................4.....1 Pilot Training .................................... 118 15................

...................... 135 SRS Quality Assurance...2 Design Phase .....................................................................................................2..................2..................................................................................................................................1............. 130 16....................................................................1 18................ 127 16.................................2................................................................3 18..................................................0 16................... 138 Deliverables and Work Products............... 140 Help Desk ....... 124 Scope Definition ........................... 126 16.... 133 Deliverables................................................................................. 137 Major Activities .................................. 142 Responsibility Matrix ....................................................................................2................................ 125 16............ 128 Deploy Phase.......2........................................................ 141 Continuity of Operations and Disaster Recovery ......................6. 131 Technical Infrastructure Build and Operations ...............4 16...........................2................................................................................................................................................................................................... 130 Deliverables.................. 130 Other Requirements ......... 142 Scope Definition .............................................................2 18.................. 128 Test Phase ...............................................1 Personal Learning Plans ...2 Responsibility Matrix ..1 21.................3 Design Small Group Walkthrough sessions....................................................................................................... 124 Major Activities by Phase .. 127 16........ 138 508 Compliance ....................2........................................................................................2...................0 18...........0 17.......................................2..........................................................................................16..........5 17...5 16..................................2 Knowledge Transfer Plan ......1.3 16......1 Assess Knowledge Transfer Progress – Post Systems Support .0 21....................................... 124 Analyze Phase ......................................................................3 16....................0 20.......... 137 Responsibility Matrix ..............0 21............................. 130 16...........6 Build Phase .............. 132 Responsibility Matrix .............2 Knowledge Transfer Services ...................................................................2......4 16...............................................3 19..........................................................................................................................................................................................................................1 17..........................................0 ........... 129 Post Systems Support Phase .....................................................2 17.............................................................................2................................................................................................1 16....................................................................................................... 126 16......................................2............ 143 Page 7 Version 5......................................................................2....................................................................1 Identify Roles ......................................................2....... 132 Major Activities ................................................................................2........................................................................................... 124 16.......................2 Assess Knowledge Transfer Progress ....................1 16.......................................... 124 16.....................................................................

......1..............1..........................................................................1 IVR deployment:....................................................................5................................................................................................................ 146 22............................. 149 Deliverables.1 22.......................3 22.....4..................... 161 Build Phase .......................1..............................................................................................................2 22.............................................................................................0 22....................................................5 Version 5.4. 152 Analyze KEEP Requirements ...............................0 23..................................................... 159 Analysis ......................................................1...........................................1......................................................................................1............................0 24...........1 23.........................................................................................1 25............... 154 Deliverables and Work Products...................................................................... 159 26.................1..............................1....................................1 Virtual Contact Center Analysis ..................... 149 Post-Implementation Support .................... 148 Responsibility Matrix ......................0 Deploy Phase.......................................1........................ 162 26........ 152 25....... 165 ................................................................................................................................................................................... 152 Analyze Phase .........................................................................................................3 23...................................................................................................2 Build and Component Test............................................................................................ 145 Major Activities .2 24...... 147 Print Mail ..........4 26...............1 Responsibility Matrix ...................................1 VCC IVR Testing .....................................................................................................1 Detailed Design Documents ........2 22............................ 164 26........................................................................................1.... 151 Archiving (KEEP)..................................................................... 163 26. 154 Virtual Contact Center........ 150 Major Activities by Phase ..................................... 143 Ongoing Operations .2 Telephony / ACD Testing ...............................................3 25...............................................................................................................0 25............1...................................................................4 Test Phase .............................................. 145 Knowledge Transfer ................ 163 26...................................................................................................................................................................................................1....................................................... 155 Major Activities by Phase .........................................1 25............................ 162 26...................3....................1 26...................... 159 26.........2 25...3.................. 145 Enhancements.................................................1 Deliverables and Work Products......................................................................................................................................2 26..............................1...........................1........................... 165 Page 8 26.........................1......................................... 147 Deliverables................................................................ 153 Other Considerations .........................3 Design Phase .......................1 Responsibility Matrix ......0 26.......................... 162 26...................21.......

.................................1.........................0 Business Process Reengineering (BPR) and Business Process Improvement (BPI) – Change Management ............ 167 Deliverables..................................5....... 167 27...............................2 26.........................................1............................................................2 Telephony /ACD deployment ....... 169 27.......26...........1 27........................................ 168 Perform Business Process Reengineering (BPR)/Business Process Improvement (BPI) ...............................................2 Deliverables/Work Products .......1........... 166 26.............................................1 27............ 172 Version 5..3 Other Requirements ............................................. 168 27.............0 Page 9 . 168 Business Activities and Tasks ................................1 Business Process Reengineering and Business Process Improvement .....................................................................................................................................................................................

found at: http://da. procedures.  The scheduled time and agenda will be determined and agreed upon by both the State and Contractor during detailed project planning. The SRS SOW is an incremental work effort to the K-MED SOW and should be viewed as the work necessary to be done that is in addition to the K-MED SOW.0 Introduction / Purpose The purpose of this SRS Statement of Work (SOW) is to document and formalize the decisions made and agreements reached during K-MED/Avenues contract negotiations. for up to 10 State agency staff to attend the session. It lists all deliverables and provides a brief description of each deliverable. 46-237 and travel arrangements are compliant with the State of Kansas Travel Policies. All travel and expense arrangements shall fully comply with the terms of K. Receive training in the solution architecture and practices. nor necessarily nullify. The SOW defines the Project phases and releases. analyst. If the SOW is silent on a given item or approach. and guidelines for product maintenance and enhancement. The Contractor shall be responsible for all the travel and lodging expenses. The SOW identifies which party is responsible for specific Project activities.A. then these other documents and Contractor commitments are in full force. Texas.0 Page 10 . State’s RRO or the Contractor’s proposals. standards. Version 5.ks. The expectations of the session are:   See a demonstration of the proposed solution and all technical aspects that support it. software administration. including the change control process. The SOW includes proposed Contractor and State staffing.us/ar/employee/travel/.1. In many instances the SRS SOW will refer to the K-MED SOW. and business staff.state. The SOW does not substitute for. It particularly documents any item that is different from the State’s RFP.S. Any consideration of the SRS SOW must include the K-MED SOW for a complete picture of the project. any commitments or approaches described in the Contractor’s proposal or other Contractor commitments made during the procurement process. 1. The SOW defines requirements for project controls and project administration. The State will be represented by a team consisting of developer.1 Avenues Site Review The Contractor will provide a Demonstration and Training session of the K-MED/Avenues Vendor’s proposed system at the central development site located in San Antonio. The SOW supplements the contract by providing required clarity to specific areas of the Contractor’s proposal. See a presentation and walk thru of the development center processes.

It is expected that the State will cover the meal expenses for the staff attending.0 Page 11 . Coverage of ground transportation will be arranged in the planning of the trip. The Contractor will provide the airfare and lodging arrangements for the State staff specified. It is expected that the session will not exceed two days. The billing for these accommodations will go directly to the Contractor from the travel companies.The State team will arrive in San Antonio on the day before the session is to begin and depart from the location at the conclusion of the session. Version 5.

and these will be decommissioned.0 Functional Scope The Avenues project will implement the next generation of integrated eligibility and benefits administration information management systems that will include an Integrated Service Delivery model to better serve Kansans. all functionality and data from these systems will be incorporated into the new system.2. per the functional and conversion design. The scope of the Avenues project is extensive and is summarized as follows. and provider enrollment) Low Income Energy Assistance (LIEAP) Version 5. The following programs are in scope for Avenues: – – – – – – – – Temporary Assistance for Needy Families (TANF) SNAP (Food Assistance) Refugee Assistance General Assistance Funeral Assistance Work Programs (Includes both TANF and Food Assistance Employment & Training) Child Care Subsidy (Includes customer eligibility. benefits. Integrated service delivery that is focused on the client will require improvements to the current SRS business processes and the underlying information technology that supports them.0 Page 12 . Replacement of the following legacy systems: – – – – – – KAECSES-AE Kan-Pay KsCares EATSS TOP LIEAP systems As part of the project.

The following Children and Family Services programs are for payment or emergency payments only. software. 2. Version 5.0 Page 13 . The SRS Concept of Operations document (see Appendix) provides a description of the SRS current environment and the future vision of operations. Establishment of the appropriate communication and change management methods and structure. processes. Establishment of the core technical infrastructure to support the solution. and users trained in the use of the system. infrastructure. such as conversion. SRS will have the ability to consolidate service delivery. Any new organizational structures will be implemented and staff assigned to new duties. This will implement a new unit and the necessary system functionality to provide statewide customer support using phone and internet service channels. Business Process Reengineering/Improvements. and support for the establishment of a Records Management Center. in accordance with the SOW and Avenues requirements. perform integrated case management. Implementation of a Virtual Contact Center. rollout. and eliminate redundant and inefficient processes. This will include the hardware.1 Concept of Operations The SRS future vision model shares many concepts of the K-MED vision. Staff business processes will be reengineered for more efficiency in meeting customer needs and use of the new solution. This will include all aspects of implementing a new system. regardless of the staff location. interfaces. Implementation of a new organizational structure for programs supported by Avenues. – – – – Adoption Support Subsidy Permanent Custodianship Independent Living (Chaffee) Generic Family Services Implementation of the new Eligibility and Benefits Administration System (Avenues). The K-MED vision provides the base for SRS with incremental aspects pertaining to the SRS program service delivery. new business processes. Establishment of a Content Management solution that is integrated with the eligibility system.

Business Process Reengineering/Improvement. Content Management (including Document Conversion). Figure 1 . SRS work begins with Phase 2. The integrated Project Plan will contain the aligned workplan with K-MED. Project Management. and Business Intelligence Services LIEAP Virtual Contact Center Deployment Date NA Month 21 Phase 3 Phase 4 Month 28 Month 31 The following chart represents the Avenues Timeline.0 Page 14 . Technical Architecture and Infrastructure. which will coordinate the implementation of phases.0 Project Phases and Timeline Project Phase Phase 1 Phase 2 Deliverable/Scope Phase 1 involves K-MED scope only.SRS Timeline Version 5.3. Eligibility and Benefits Administration System.

Eligibility and Benefits Administration System. and resolving problems and issues. develop.1.1. We are using the broad term “Change Management” to include the activities of Business Process Reengineering. Business Process Improvement. as well as the plans. which is not scope within the SRS – Avenues Implementation.1. Perform Business Process Reengineering (BPR)/Business Process Improvement (BPI) Using a six-step method to conducting business process improvements for the Avenues project. and developing and implementing the issue and risk management programs. and Business Intelligence Services. Accenture will work to maintain a cooperative working relationship with State staff and the State’s Independent Validation and Verification Vendor (IV&V) on an ongoing daily basis to design. is K-MED scope associated with the Self Screening Portal and Presumptive Eligibility. Business Process Reengineering/Improvement. tracking. and leading the project in cooperation with the State’s Project Director and staff. Our Project Manager is supported by a PMO Lead focused on working with your PMO and IV&V to track quality metrics and overall team performance. arranging and conducting status meetings. 3. Technical Architecture and Infrastructure. and identify new business processes. Our approach to performing the activities surrounding Project Management involves leveraging the PMO established by the K-MED project and adding additional focus on quality.1.1 Project Phases Phase #2: SRS – Avenues Implementation Listed below are the high-level work efforts that are In Scope for Phase 2. Accenture will provide a staff person familiar with the proposed eligibility system to work with this team in:  helping to identify a plan of implementation of the new business processes.3. evaluate.1. communications and activities necessary to get your staff ready for the new processes that accompany the integrated KMED and Avenues System. implement. This phase includes the following: Project Management.2 Business Business activities and tasks are necessary to plan and prepare for SRS deployment of change management staff. Content Management (including Document Conversion). managing the quality reviews. Other activities would include conducting project initiation. controlling. It should be noted that Phase 1. identifying.0 . Accenture will provide the appropriate staff with Business Process Improvement expertise (during the initial window in the project) to research. 3. and operate a system that meets the required specifications.1 3. and reporting the work.1 Project Management Project Management will include planning. maintain. Page 15 Version 5.

1. The solution will allow the State to scan documents and process images electronically. We will work with our Perceptive partners to integrate the interim solution into the Eligibility and Web Portal systems. as well as the technical architecture support to design.e. They will include the activities and tasks to deploy the infrastructure.3 Technical Architecture and Infrastructure The Technical Architecture and Infrastructure activities are intended to extend the K-MED architecture and scale it appropriately for the increased caseloads of Avenues.1. build. development and implementation of the security. 3. Perceptive is well equipped to rapidly develop and deploy the standalone imaging solution. At that point.1. Our approach to performing the activities surrounding the Technical Architecture and Infrastructure activities involves leveraging the technical teams and resources that already exist for the K-MED project. It will give SRS users the ability to store and retrieve case related documents electronically. 3. Based in Kansas and experienced with public sector ECM implementations.1. aiding the state in the rollout of these new processes. a desktop. and view the stored images online from within the Avenues System. Accenture will. Version 5. and any other aspects of successfully transitioning the organization to the new business processes. however. test and deploy K-MED/Avenues. The Tech Arch resources assigned to Avenues will be focused on adapting the architecture and infrastructure to SRS needs rather than starting from scratch. provide the correct file format to the external vendor so the historical documents can easily be consumed/converted by the Image now.  working with SRS to establish and maintain a model business process office. and put the “Client” on a server. development of the software and equipment. Accenture’s approach to performing the activities surrounding Content Management involves leveraging the deep expertise of our teaming partner.5 Document Conversion Historically scanned and imaged documents (i.0 Page 16 .1. 3. These tasks would follow a methodology that includes the processes necessary to analyze the equipment and software requirements. education.. training.1. and software for the integrated K-MED/ Avenues system. Perceptive. equipment. or both based on what works best for the document conversion work effort. all appropriate Avenues users will be able to benefit from ongoing ECM capabilities. management of the procurement process for hardware and software.4 Content Management Accenture’s Content Management solution will be to build on capabilities in the existing APSP to provide a more robust solution supporting cohesive integration with the APSP Portal application and enhanced workflow capabilities. content) will be converted from the legacy system to the SRS – Avenues solution by an external contractor and is not part of the Accenture scope.

3. role definitions.3 Ongoing Operations Accenture will provide resources dedicated to Knowledge Transfer. conversion and interface requirements. Data Conversion as well as System Testing and Training so that the Avenues project is well represented in the combined team.2 Phase #3: LIEAP Phase 3 will include the implementation of the Low Income Energy Assistance Program (LIEAP). as well as maintaining and updating information about vendors. organizational structure.1. and Help Desk for a period of 12 months after the Implementation of the SRS – Avenues application. Accenture will add developers focused on development of the Eligibility System. Enhancements. we will make use of existing skills and capabilities while bringing additional Business Intelligence Services and Reporting experience. 3. Interfaces.6 Eligibility and Benefits Administration System Eligibility and Benefits Administration includes the incremental modifications to the K-MED solution to meet the Avenues functional. The modifications to the KMED Business Intelligence Services design will primarily be driven by the programmatic changes for the SRS-specific programs. This implementation will help eligible households pay for a portion of their home energy costs by providing an annual benefit.1. Customers contacting the agency will Version 5.3.1.0 Page 17 . Our approach to performing the activities surrounding Eligibility System and Web Portal involves leveraging the large development team that exists for the K-MED project while enhancing it with additional functional and technical resources.1. The solution will consist of registering clients.1.1. processing a payment.7 Business Intelligence Services and Reporting Business Intelligence Services and Reporting involves the activities and tasks necessary to implement the K-MED Business Intelligence Services architecture for the Avenues Project for use by SRS decision makers. determining a clients eligibility and benefit amount.1. 3. technologies. we will confirm that adequate storage for the incremental case load increase for SRS cases has been defined in the plan. As we perform the Design for Avenues.4 Phase #4: Virtual Contact Center The Virtual Contact Center (VCC) work effort will establish the tools. 3. and physical structure necessary to allow the SRS to improve customer service through a consolidated statewide Virtual Contact Center. At the conclusion of the Ongoing Operations phase SRS staff will have the knowledge and “hands on” expertise to manage and support future enhancement work without the guidance of Accenture resources. technical. In this way. Our approach to performing the activities surrounding Business Intelligence Services and Reporting involves leveraging the reporting capabilities of the K-MED team with additional resources from Accenture Analytics and our San Antonio Development Center.

Version 5.be routed through this Virtual Contact Center in order to improve response times. customer satisfaction and improve workforce efficiency.0 Page 18 .

). and Deployment of the required work products.. etc. Build and Unit Test (i.0 Page 19 .e. pages. Accenture will also be leveraging the Accenture resources assigned to the K-MED project in an effort to maximize the team productivity between the two projects. reports. forms. By the very nature of integrating SRS staff with Accenture resources SRS will learn how to maintain and enhance the system. Deliverables. Version 5. Accenture and SRS staff will work together to complete General and Detailed Design documentation. and Application Components to successfully implement the benefits system. database updates.4. batch. interface.0 Project Staffing The Project Staffing SOW is intended to identify the Contractor and State resources needed to implement the SRS Avenues Solution. System Test.

Arch.Conversion Avenues Account Lead* Avenues Project Manager PMO Manager Change Management Project Manager* Business Process Reengineering Lead Business Analyst Lead Business Analyst Training Developer Training Developer Training Developer Technical Architecture and Install Infrastructure Manager* System Architect Database Administrator Content Management Manager* Imaging/Content Management Developer Imaging/Content Management Developer Imaging/Content Management Developer Eligibility and Benefits Administration System Manager* Business Functional Manager/Testing Application Developers Application Developers Application Developer – Conversion Application Developer – Conversion Debora Morris Keith Salas TBD Robin Murphy TBD TBD TBD TBD TBD TBD Mel Pieper TBD TBD Kristen Parker TBD TBD TBD Jerry Nielson TBD TBD TBD TBD TBD Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka SADC Topeka SADC Version 5.Conversion Eligibility System . Arch.1 Accenture Team Table 1 . Arch.Accenture Staffing Table Role Resource Name Location Roll On Month M1 M1 M1 M4 M4 M5 M4 M6 M6 M13 M1 M3 M3 M1 M1 M1 M1 M1 M1 M2 M6 M4 M5 Roll Off Month M21 M21 M21 M21 M16 M5 M16 M20 M18 M19 M21 M17 M21 M20 M20 M20 M20 M21 M18 M21 M21 M21 M21 Total Months 4 21 21 18 13 1 13 15 13 7 21 15 19 10 5 3 15 21 15 20 16 18 17 Project Management Project Management Project Management Change Management Change Management Change Management Change Management Change Management Change Management Change Management Technical Architecture Technical Architecture Technical Architecture Tech. .Content Management Tech. .0 Page 20 .4. . .Content Management Tech.Content Management Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System . Arch.Content Management Tech.

Team Role Resource Name Location Roll On Month M6 M6 M7 M5 M6 M24 M26 M26 M21 M13 M13 M4 M4 M4 M4 M7 M12 M7 M7 M7 Roll Off Month M18 M11 M20 M21 M20 M31 M31 M31 M26 M21 M21 M12 M6 M6 M6 M15 M23 M24 M12 M12 Total Months 13 6 14 20 22 8 6 6 3 9 9 9 3 3 3 9 12 19 6 6 Eligibility System .Interfaces Eligibility System .Interfaces Eligibility System Eligibility System Virtual Contact Center Virtual Contact Center Virtual Contact Center Virtual Contact Center Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Reporting Business Intelligence Services and Application Developer – Interfaces Application Developer – Interfaces Application Developer – Interfaces Application Developer – Forms Application Developer – Forms Virtual Contact Center Project Manager* IVR/CRM Developer IVR/CRM Developer IVR/CRM Developer Business Intelligence Services and Reporting Project Manager* Reports Lead Application Developer – Reports Application Developer – Reports Application Developer – Reports Application Developer – Reports Application Developer – Reports Application Developer – Reports Application Developer – Reports Application Developer – Reports Application Developer – Reports TBD TBD TBD TBD TBD David Corey TBD TBD TBD Anthony Perez TBD TBD TBD TBD TBD TBD TBD TBD TBD TBD SADC Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka SADC Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Topeka Version 5.0 Page 21 .Interfaces Eligibility System .

Version 5. This team will support Project Management functions during LIEAP and Virtual Contact Center activities.0 Page 22 .Team Role Resource Name Location Roll On Month M10 Roll Off Month Total Months Reporting Business Intelligence Services and Reporting Application Developer – Reports TBD Topeka M18 9 NOTE: Accenture will leverage the K-MED Project Management team for SRS beyond month 21 .

SRS Staffing Table Role Project Manager PMO Manager Project Manager System Architect Business Functional Manager Business Functional Manager Business Analyst/SME Business Analyst/SME Business Analyst/SME Business Analyst/SME Business Analyst/SME Application Developer Application Developer Application Developer Application Developer Application Developer Application Developer Application Developer .0 Page 23 . It highlights the Team. training.Content Management Table 2 . Team Project Management Project Management Project Management Technical Architecture Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System Eligibility System .5 Skill Sets for both SRS and K-MED projects. Resources marked with an asterisk are intended to highlight those resources that would be part of the 12 month Ongoing Operations team.2 State The table below defines the SRS Staff required to support the SRS Project teams.Conversion Imaging/Content Management Developer Roll On Month M1 M1 M1 M1 M1 M1 M1 M1 M1 M1 M6 M2 M2 M6 M6 M6 M1 M6 M1 Roll Off Month M21 M39 M39 M21 M39 M39 M39 M39 M39 M39 M39 M39 M39 M39 M39 M39 M39 M21 M21 Total Months 21 39 39 21 39 39 39 39 39 39 34 38 38 34 34 34 39 16 21 Version 5. build and test. and Roll On and Roll Off Months for each resource.Conversion Eligibility System . Role. For a description of Roles please refer to section 4.4. below. These resources would support the management. and implementation of the ongoing support and approved enhancement requests during the 12 month Ongoing Operations phase of the project.

Version 5. Additional resources may be identified during the Analyze and Design phases of the project.0 Page 24 . There is an expectation that the State will provide business resources. technical resources and subject matter experts as needed to support the project.Team Business Intelligence Services and Reporting Eligibility System Eligibility System Eligibility System Enterprise Readiness Enterprise Readiness Enterprise Readiness Enterprise Readiness Enterprise Readiness Role Application Developer – Reports Tester Tester Tester Business Process Reengineering Lead Business Process Reengineering Lead Training Developer Training Developer Training Developer Roll On Month M13 M6 M6 M6 M4 M4 M6 M6 M6 Roll Off Month M21 M18 M39 M39 M16 M16 M21 M21 M21 9 Total Months 13 34 34 13 13 16 16 16 Note: This table represents the minimum number of resources contractually obligated to complete the SRS Contract.

3 Organization Chart The proposed Avenues implementation team is shown in the Avenues Project Organization Chart.4.Avenues Project Organization Chart Version 5.0 Page 25 . Figure 2 . This chart shows the resources specifically identified for SRS and its requirements across all phases of the project. Accenture will leverage Perceptive to fill the roles for the Content Management while Accenture while remaining overall responsible for the overall project.

4.0 Page 26 . unless prevented from doing so by circumstances beyond the Proposer’s control. and to the satisfaction of the customer 15 years experience managing technical support/architecture teams 10 years experience in managing system architecture at the enterprise level 12 years of experience working with the proposed RDBMS-based applications Version 5. Role Keith Salas Avenues Project Manager     Robin Murphy Sub-Project 1 Business Architecture and Change Management Project Manager    Table 3 . testing and implementation 1 year experience organizational design and implementation Mel Pieper Sub-Project 2: Update Technical Architecture and Install Infrastructure Project Manager        25 years of experience in the IT industry delivering large. complex systems. Designs and implements project plans Relies on experience and judgment to plan and accomplish goals Defines future business processes for use with Avenues solution Performs Organizational Assessment to support of the new business model and provide recommendations for organizational change Develops a Stakeholder Assessment and Management Plan Works directly with the project managers to provide communications on status of project and web updates Designs expansion of K-MED technical architecture to support Avenues requirements Defines system and application architecture and would provide vision. ontime and on budget. problem anticipation. and to the satisfaction of the customer 9 years of health and human services experience including 6 years eligibility determination and 2 years child support systems 7 years of project management experience        3 years experience in change management / implementation 2 years health and human services experience including Medicaid eligibility determination systems 6 years experience in training development and delivery including leading training teams 4 years experience business process development. complex systems. and remove roadblocks Management and technical support to project team members Handles complex projects. Proposed consultants should be available to staff the project. and problem solving ability to organization Assists in the definition of the architecture    Relevant Experience 13 years experience in IT field delivering large. on-time and on budget.4 Key Personnel Listed in the table below are the contractor resources that have been identified as key to the Avenues project. creates plans to mitigate risk. Is the single point of contact for the State regarding the Avenues implementation Resolves escalated issues.Key SRS Personnel Role Descriptions Oversee and would provide day-to-day direction of the project.

Advanced Call Routing. Serves as an advisor to senior IT leadership on advanced technologies and evaluates the business impact through cost/benefit analysis. complex systems. building and managing software projects Led the design and implementation of document management solutions as a project manager for over 85 projects Led the document management team for the California Statewide Automated Welfare System (SAWS) Consortium-IV (C-IV) project. development and implementation of the ECM and integration with Avenues   Relevant Experience 10 years of experience years of experience supporting object oriented web applications 10 years of health and human services experience including 10 years TANF. Call Recording. configure. installation and maintenance of two 500+ seat Version 5. Recommends and incorporates technology with long-term business plans Develop and design the overall ECM storage and retrieval strategy Define a conversion strategy for existing paper case files Leads the overall design. and to the satisfaction of the customer 9 years of health and human services experience including 9 years Welfare eligibility determination systems 7 years of project management experience Jerald Nielson Sub-Project 4: Eligibility and Benefits Administration System Project Manager    Dave Corey Sub-Project 5: Virtual Contact Center Project Manager    Leads the technical team and oversees all technical aspects of Avenues application development including data conversion. and establishes priorities and strategies consistent with business goals and economic viability. including wireline service (PSTN) and VoIP network configurations. 28 years experience in telecommunications infrastructure for Avaya and Cisco systems. CTI. Fax Server. testing. and Workforce Management applications) Development. and implement the Virtual Contact Center Defines integration of telephony systems with Avenues CRM functions Analyzes field offices and provides recommendations for new model to support the Virtual Contact Center         33 years experience in the communications industry. SNAP and other program eligibility determination systems  Kristen Parker Sub-Project 3: Content Management Project Manager        9 years experience in designing.0 Page 27 . Call Management Systems. on-time and on budget. portal and interfaces Manages technical resource allocation for the team to manage project cost and schedule Reviews all technical deliverables and would provide input to the Overall Project Manager regarding approval of technical deliverables Leads detailed design meetings to build. Voice Messaging. including ancillary applications (IVR.Role Role Descriptions and technology needs of the organization based on new and emerging technologies. Quality Monitoring. Experience marrying the unique needs of human services case management with the best practices of document management systems 7 years of experience in managing application development at the enterprise level Developed and maintained a major health and human services systems on J2EE platform 11 years of experience in IT field delivering large.

PL/SQL. Oracle Warehouse Builder. 2 years of development team leadership experience.Role Role Descriptions   Relevant Experience call centers for health and human services clients. 7 years experience in health and human services – 5 years in support of Medicaid eligibility systems. 3 years experience in architecting and implementing eligibility system data conversion components leverage Oracle Database and Oracle Warehouse Builder. SQL. Oracle Reports Builder. Oracle Business Intelligence Enterprise Edition(OBIEE) and Data Warehousing Dimensional Design Concepts. Extract Translate Load Design Concepts (ETL). and 2 years at the Texas Welfare Modernization project. 1 year experience in maintaining and enhancing a production Business Intelligence Services providing analytical reports from eligibility system data. leading teams of 2-3 developers to meet project milestones on time and on budget. and data mining tools & techniques      Version 5. reporting.0 Page 28 . Oracle Database. 6 years experience in IT field maintaining and enhancing a large and complex eligibility system to meet customer needs Anthony Perez Sub-Project 6: Business Intelligence Services and Reporting Project Manager  Leads the Business Intelligence Services & Reporting team. 2 years of project management experience 3 years experience in architecting and implementing eligibility system reporting components leveraging various tools and concepts. skilled in data analytics.

Technical Architect Manages/enhances Architecture Blueprint.4. Resource Management Work plan management of the Avenues project Understanding of Service Oriented Architecture principles and governance Reviews application for performance and standards Reviews log directories for growth and manages appropriately Reviews capacity planning and performance impact Serves as nexus between program/application needs and architecture Skilled in the implementation of Enterprise Service Bus Assesses business needs and enhances the architecture appropriately Reviews and supports project teams with architectural guidelines Assists in enhancing SOA methods Conducts Technical / Architectural Quality Assurance Specific Skills in Oracle Service Oriented Architecture suite and the open standards within the APSP that implement it. The focus is to provide a high level description with a focus on the tool and developments skills. System Architect            5. Risk and Issue Management 2. Project Manager      2. Deliverable Management 4. Role 1. It is expected that the Key Skills and Responsibilities that are highlighted in bold font are the needed skill sets that would most benefit the project. Patterns and Reference Architectures Codes tests. Change Control Management 3.5 Skill Sets for the SRS project The listing below includes roles/skill sets for the SRS project. Document Management 5. PMO Manager  Key Skills and Responsibilities Provides day-to-day leadership of project team Champions project vision and goals Bridges IT relationship with multiple agencies and outside organizations Builds the team Executes governance Monitors project plans and redirects team efforts as needed to adhere to project schedule and outcomes Leads and manages the PMO team and resources including (but not limited to): 1. and configures system components Version 5. Application Developer – (Focused on Java) 4.  3.0 Page 29 . A person can serve more than one role. Provides day-to-day leadership and management of the Project Management Office (PMO) team and resources.

Java. interact with and analyze the result set. Knowledge of development environment Designs/modifies report layouts Understands databases in order to access report data Translates business requirements into report design Creates report templates to include standard report objects. Rational Suite (Trained). Unified Modeling Language (UML). Business Functional Manager/Testing Lead       Version 5. Oracle Unified Business Process Management. Application Developer – Conversion Key Skills and Responsibilities Translates functional requirements and designs into programmatic code Implements agency-specific configurations and customizations Performs testing on code until passes unit test conditions Database knowledge . executes.Role       6. and layouts View. Services Oriented Development. add comments and personalize widgets Share and distribute objects and reports to be consumed by others and collaborate through integrations with other software packages Specific tools Oracle Business Intelligence Enterprise for Business Intelligence Services reporting/Oracle BI Publisher for reports Understand data translation Ability to translate requirements into specifications and aid in test planning Knowledge of data handling methodologies Ability to create reports Data analysis skills Use of Oracle Warehouse Builder in loading data Responsibilities of this position include functional aspects of SRS Avenues including requirements definition. Application Developer – Reports           7.0 Page 30 .ANSI SQL. queries. Oracle Portal. XML. and share the results around information Drag-and-drop trusted content. filters and other content Add colors and text. and documents testing processes involved in the implementation of the systems and services Coordinates the project work plan and schedule for the Testing Team Works closely with Application Development Team to verify timely completion of testing and testing status Produces and tests new and existing reports Codes and tests conversion programs to accurately convert data from legacy systems       8. and testing Facilitates requirements sessions and oversee the writing and validation of detailed requirements. Data Access Objects Specific programming language skills/knowledge . Java Server Pages. Works closely with the Implementation team to plan for business changes needed to accommodate the new system Plans. design. Spring Framework.

Adobe Captivate and RoboHelp Knowledge of SRS’s business requirements and processes 10.0 Page 31 .g. constructing and execution of Avenues tests.    Version 5. intake) Ability to articulate SRS stakeholder and customer needs Ability to communicate complex issues to technical and non-technical audiences Ability to communicate issues with technical and non-technical audiences Familiarity with Avenues Training tools: Microsoft Work. Tester Verifies team deliverables Interfaces with other teams Key Skills and Responsibilities Provide expertise in the planning. Apply business and functional knowledge to meet the team’s overall test objectives. Business Analyst/SME Provides subject matter expertise to developers. and scanning hardware deployment. designers. training team and enterprise readiness team       13. document indexing. skills in the ImageNow product Leads team to redesign SRS business processes to take best advantage of system capabilities     Leads team to make organization and roles changes to align with new and revised business processes Develops in-depth knowledge of system functionality and processes Knowledge of SRS’s business requirements and processes Ability to evaluate options in light of operational.  Knowledge of SRS’s business requirements and processes  Works closely with Application Developers to verify the application and any identified defects  Assists in the development of test conditions and test scripts  Assists in the execution of test scripts  Logs the necessary defects for the Avenues application related to execution of test scripts 2 to 3 years in imaging. and policy considerations Defines system requirements/configuration based on SRS business requirements Provides guidance. Business Process Reengineering Lead – SRS 12. Training Developer Contribute to the Training Team by assisting in designing and developing the training materials.Role   9. input and review for training and enterprise readiness materials Knowledge of SRS’s organizational culture and business requirements Understanding of specialty areas (e. Imaging/Content Management Developer 11. management.

188 $128.0 Deliverable Schedule The following deliverable schedule provides the agreed upon pricing for specific deliverables and the associated expected month for completion. and shall govern. No.080 12 13 14 15 3 3 10 6 $561. Holdback of the deliverables for the implementation of the BPR changes (Pilot.282 $144.329 $96. which may vary from this table.643 $481. 1 2 3 4 5 6 7 8 9 10 11 SRS Deliverable Name Project Management Plan Cost Allocation/Time Reporting Detailed Project Plan (KITO Approved) Facility Management Plan Communications Plan Risk Management and Issues Management Plan Configuration Management Plan Knowledge Transfer Plan Interface Plan (P2) Reports Plan (P2) Interface Standards and Layouts (for Agencies and Business Partners) (P2) Requirements Validation (P2) Business Intelligence and Reporting Plan Enterprise Readiness Plan (P2) Conversion Plan (P2) Deliverable Month 1 1 1 1 1 1 1 9 2 2 2 Deliverable Price $80.610 $481.972 $914. Other payments due to the contractor are incorporated into the contract and are detailed in the recurring payment schedule below.235 $64.329 $112.409 $465.409 $673. The holdback of deliverables will be released following the Acceptance of the deliverable. will be released upon Acceptance of the BPR deliverables and completion of the BPR work.362 $369.2 and again for Phase 3 and Phase 4. and the Acceptance of the Avenues implementation in Phase . The Project Work Plan will establish specific due dates for each deliverable. and each subsequent set of offices in deliverable list).376 $112.423 $208.676 Version 5.5.0 Page 32 .

939 $320.287 $320.329 28 29 30 31 32 33 34 35 36 37 20 20 10 21 21 11 15 15 23 24 $176.516 $465.033 $353.0 Page 33 .845 $240.939 $320.No.704 $497.939 $288.939 $401.362 $497.362 $465.456 $353. 16 17 18 19 20 21 22 23 24 25 26 27 SRS Deliverable Name Application Code and Unit Test (P2) Continuity of Operations Plan (P2) Training Plan (P2) Capacity and Performance Plan (P2) Training Materials (P2) Deployment/Rollout Plan (P2) User Acceptance Test Plan (P2) Online User Guide (P2) Operating Procedures Guide (P2) Tables and Rules User Guide (P2) Data Conversion Dry-Run (P2) Knowledge Transfer Scorecards (Completed Phase 2 Personnel Assessments) Performance Test (P2) Training Delivery Complete (P2) Detailed System Design (DSD) (P2) Application Deployment (P2) System Acceptance (P2) System Test Plan (P2) Continuity of Operations Exercise (P2) System Test Results(P2) LIEAP Detailed System Design LIEAP System Test Plan Deliverable Month 13 15 6 6 13 15 15 14 14 14 21 20 Deliverable Price $962.123.174 $112.817 $240.704 Version 5.704 $224.362 $561.643 $1.456 $465.657 $320.033 $240.

308 $553.470 $240.423 48 49 50 51 52 53 3 5 6 8 10 12 Total Deliverables: $553. however.704 $160.923 $18.470 $192.362 $144.816. All other deliverables are common to both K-MED and SRS. 36.No.704 $144. following implementation: Version 5. the price is only specific to SRS portions of the deliverable.846 $346.46 are unique to the SRS – Avenues project.154 $346. Listed below are recurring payments.185 *Deliverables 12.423 $160. Service delivery billings refer to 12 months of maintenance services.154 $276. 35.0 Page 34 .751 $465.563 $240.563 39 40 41 42 43 44 45 46 47 27 27 28 30 24 24 25 30 31 $256. 38 SRS Deliverable Name User Acceptance Testing Results and Resolutions Document (P3) LIEAP Application Deployment LIEAP System Acceptance LIEAP System Documentation and Knowledge Transfer Virtual Call Center Deployment Organization Design for Virtual Contact Center Virtual Call Center Detailed System Design Virtual Call Center System Test Plan Virtual Call Center System Acceptance Virtual Contact Center System Documentation and Knowledge Transfer BPR Assessment BPR Plan BPR Implementation Pilot BPR Office Implementation 2 thru 6 BPR Office Implementation 7 thru 11 BPR Office Implementation 12 thru 15 Deliverable Month 27 Deliverable Price $192.846 $692. 38 .

959.299 $117.317 FY2014 33 Apr-14 $0 $116.787 $127.317 $116.504 $1.042 $112.000 FY2012 1 Aug-11 $90.675 FY2013 21 Apr-13 $68.299 FY2014 29 Billing Category Monthly PMO Billings Service Delivery Billings Dec-13 $0 $117.504 $90.645 $0 FY2012 8 Mar-12 $75.345 $0 $65.675 FY2013 22 May-13 $10.874 $0 $0 $0 $0 $0 No further service recurring payments after month 33.392 FY2014 24 Jul-13 $10.959.700 $117.675 $0 FY2012 11 Jun-12 $65.645 $75.645 FY2013 19 $65.299 FY2014 30 Jan-14 $0 $117.317 $117.185 $2.575 $77. SRS Deliverables SRS Non Deliverables $18.392 $0 FY2013 16 Nov-12 $66.359 FY2014 27 Oct-13 $0 $117.874 FY2014 34 May-14 $0 $0 FY2014 35 Jun-14 $0 $0 FY2015 36 Jul-14 $0 $0 FY2015 37 Aug-14 $0 $0 FY2015 38 Sep-14 $0 $0 SRS Non-Deliverable Billings $117.Fiscal Year: Month: Billing Category Monthly PMO Billings Service Delivery Billings Holdback Eligible N N Total Category Price $1.745 $65.345 $68.345 $0 SRS Non-Deliverable Billings $68.775.317 FY2014 32 Mar-14 $0 $117.277 $0 FY2012 7 Feb-12 $75.299 $68.042 $112.299 $68.504 $21.675 FY2013 23 Jun-13 $10.392 $0 FY2013 15 Oct-12 $66.370 $80.570.645 FY2012 9 Billing Category Monthly PMO Billings Service Delivery Billings Apr-12 $75.370 $0 FY2012 5 Dec-11 $80.426 $0 FY2012 3 Oct-11 $80.317 FY2014 31 Feb-14 $0 $117.426 $80.299 $117.370 $0 FY2012 4 Nov-11 $80.675 $0 FY2013 12 Jul-12 $65.675 FY2013 20 Mar-13 $68.787 $122.787 $122.645 $0 FY2012 10 May-12 $65.745 $66.370 $80.787 $122.675 $0 FY2013 14 Sep-12 $66.345 $0 $65.345 FY2014 28 Nov-13 $0 $117.689 Version 5.401 $117.816.0 Page 35 .645 $0 SRS Non-Deliverable Billings $2.392 FY2014 25 Aug-13 $10.299 Billing Category Monthly PMO Billings Service Delivery Billings Feb-13 $68.359 $0 FY2013 18 Jan-13 $68.675 $0 FY2013 13 Aug-12 $65.042 $112.345 $0 SRS Non-Deliverable Billings $75.392 FY2014 26 Sep-13 $10.042 $112.345 $122.392 $0 FY2013 17 Dec-12 $68.345 $68.745 $66.277 $75.745 $66.370 $0 FY2012 6 Jan-12 $80.370 $80.575 $0 FY2012 2 Sep-11 $77.389.317 $117.

1 KITO Requirements The Project Management Plan shall meet all requirements of ITEC Policy 2400. The project’s critical path(s) shall be identified. Quarterly Reports shall be prepared in a timely manner by the Contractor so that they can be submitted by the Project Director to the KITO office on a quarterly basis. The Detailed Project Plan. An updated version of the project plan shall be submitted by the Contractor on the 3rd business day after the end of the quarter. the K-MED/AVENUES Project Steering Committee and KMED/AVENUES Project Team members.0 Page 36 . are met. 6. and must be approved by the CITO prior to commencement of material project activities (January 1. a detailed work breakdown structure completed in Microsoft Project. The K-MED/AVENUES Project Management Plan will reflect the four major project phases for the K-MED/AVENUES project. deliverables and the summary level dependent activities in sufficient detail to assess milestone and deliverable statuses. as specified in ITEC Policy 2400 Revision 1. the Detailed Project Plan for the next development phase will be further refined. Near the completion of the preceding development phase. The PMO will ensure that all applicable Kansas Information Technology Office (KITO) requirements. Additional internal milestones/deliverables shall be established for management and reporting purposes. All tasks shall be resource loaded (both Contractor and State employees) and leveled. The PMO shall be responsible for providing project management services. All deliverables shall be shown as milestones. all individual tasks for the Plan and Analyze Phases of the project shall be equal to or more than eight hours and less than or equal to 80 hours of duration (unless there is a KITO exception). April 1.0 Project Management and Project Administrative Services The Project Management Office (PMO) will be comprised of representatives from the K-MED/Avenues State and Contractor Project Teams. State’s Project Manager. The tasks for later work may be greater than 80 hours but must be in sufficient detail to show all milestones. For Project Phases 1 and 2. KITO Quarterly Reporting Cover Letter Transmittal Letter (including narrative) Checklist Contractor KDHE-HCF/SRS Lead Lead Lead Version 5. Revision 1. The K-MED/AVENUES State Management Team shall include the State’s Project Director(s).6. and October 1). is one part of the overall K-MED/AVENUES Project Management Plan. The table below identifies the elements of the Quarterly Report and responsibilities. The PMO will generate and provide project management analysis and information to KMED/AVENUES Project leadership. July 1. Quarterly reports shall show the project’s progress and estimate at completion. as well as the Contractor Project Manager.

The table below identifies the elements of the K-MED/AVENUES Project Monthly Status Reports and responsibilities. for select project WBS elements earned-value reporting may be beneficial. schedule or cost shall be maintained and supported by the Contractor at no additional cost provided the additional reporting requirements pertain to activities the Contractor is responsible to perform or information the Contractor is responsible to manage. Accepted KMED/AVENUES Project Monthly Status Reports shall constitute the Deliverable that permits payment for project management services. The QARP process shall be used for these monthly deliverables. KITO reporting information and frequency may increase.0 Page 37 . schedule or cost.2 Internal Reporting Requirements The Contractor shall provide K-MED/AVENUES Project Monthly Status Reports that reflect the previous month’s activities. In addition. 6. in the week following the reporting period.Updating Plan (WBS. If a State holiday occurs during one of the report preparation days. 10am. communication. etc. the State shall request and the Contractor shall provide earnedvalue reports for the duration of the specific scope element or until the State is satisfied with the progress of the specific scope element. K-MED/AVENUES Project Monthly Status Reports are due by Tuesday. 10am. a grace period of one day will be allowed for the submittal of the report.) Progress in Knowledge Transfer Change Request Log Staff Changes (Contractor and State) Contractor Lead Lead Lead Lead Lead Assist Lead Assist Lead KDHE-HCF/SRS Team Assist Assist Assist Assist Assist Lead Assist Lead Assist The Contractor shall provide K-MED/AVENUES Project Weekly Status Reports that reflect information for the Monday through Friday time period. Where the State believes that this level of granularity will provide a valuable indicator of the status of a discrete critical project scope element. Schedule. in the week following the end of each month. Monthly Reporting Budget-to-Actual Critical Path & Analysis Milestone Status Project “Health” Assessment Look ahead (upcoming activities and issues) Outreach Activities (training. K-MED/AVENUES Project Weekly Status Reports are due by Tuesday. If a State holiday occurs during one of the Version 5. risk issues and mitigation activities. Any additional reporting requirements arising during the course of the Project due to problems adversely affecting scope. EAC) WPI Lead Assist Assist Lead If the Project encounters problems adversely affecting scope.

The table below identifies the elements of the K-MED/AVENUES Project Weekly Status Reports and responsibilities. version control of documents.0 Page 38 . system and performance testing. and access to. Time reporting for State project personnel shall be performed on a weekly basis. Training shall be held for all members of the co-located Project Team deemed necessary by the State Project Director(s). Actual Time per WBS Element Capture and record Contractor time Capture and record State time Contractor Lead Lead Lead Lead Lead Assist KDHE-HCF/SRS Team Assist Assist Assist Assist Lead 6. The amount of training time provided by the Contractor shall be sufficient to adequately train project team members so that they may adequately perform their project responsibilities. The Contractor shall provide the State access to MS Project to enable authorized personnel from the State to enter hours worked by WBS element for each employee or other updating as appropriate. the Rationale Toolset for requirements management.3 Project Time Reporting and Cost Allocation The Contractor shall maintain a record of hours worked per WBS element on the MS project plan. internal workflow processes for defect management and testing tools for unit. Weekly Reporting Accomplishments Activities for Next Reporting Period Issues/Risk Elements Status of Critical Path Budget to Actual Contractor Lead Lead Lead Lead Lead KDHE-HCF/SRS Team Assist Assist Assist Assist Assist 6. The table below identifies the work elements for time reporting and responsibilities. Host. a grace period of one day will be allowed for the submittal of the report.4 Project Execution Tools The Contractor shall provide all necessary training in. A template for the K-MED/AVENUES Project Weekly Status Report is provided in Attachment A. Administer MS Project Server or other time capture/allocation tool Train Appropriate Project Team Members on Time Reporting Update Project Schedule/WBS with Actual Employee Time Provide Monthly Reports on Budget vs. Project Execution Tools Contractor KDHE-HCF/SRS Team Version 5. Time Reporting Configure.report preparation days.

Host. 6. The Plan shall also include mitigation measures to monitor identified risks. The Plan shall identify key risk elements and rank these risks based on the product of the probability of occurrence and the impact (i.7 Deliverables Please refer to Section 5. in consultation with the K-MED/AVENUES State Management Team. Conduct the meeting.e. Risk and Issues Management Meetings will be scheduled monthly and will include members of the KMED/AVENUES State and Contractor Management Teams.0 Deliverables Schedule above. unless a risk element occurs. The updated Risk and Issues Tracking Document shall be included as a subsection of the K-MED/AVENUES Project Monthly Status Report. 6. Document action items. Administer Rationale Toolset Train Appropriate Project Team Members on Tools Contractor Lead Lead KDHE-HCF/SRS Team Assist Assist 6. Using these measures. in which case that risk element shall be reflected as an issue.Project Execution Tools Configure. Preparing meeting agendas and documenting action items. Version 5.0 Page 39 . Issues which prevent work from being accomplished shall be reported as part of the K-MED/AVENUES Project Weekly Status Report.6 Risk and Issues Management The Contractor shall. issues and decisions may also be performed by the K-MED/AVENUES State Project Team members when deemed appropriate and mutually agreed to by Contractor and State. develop and maintain a Risk and Issues Management Plan which shall include a Risk and Issues Tracking Document. Qualitative Risk Analysis).5 Documentation of Meetings and Decisions The Contractor shall utilize the following procedures for conducting and documenting meetings:    Prepare agenda including meeting objectives. the Contractor shall update the Risk and Issues Tracking Document to report on the status of identified risks and any proposed or implemented risk mitigation activities. issues and decisions.

0 Page 40 . Change Control Process and Acceptance of Deliverables 6. 4) Level 1 – Executive Sponsors approve recommendations from Level 2 and provide Statewide leadership and the mandate for the K-MED/AVENUES Project. Change Request Authority Cost Impact Scope Impact Schedule Impact Agency Impact Law.8.1 Governance Project Governance is defined in the K-MED/AVENUES Steering Committee Charter and in the KMED/AVENUES Project Management Plan. Four levels of project governance are delineated below: 1) Level 4 –K-MED/AVENUES State Managers (Business. 3) Level 2 – K-MED/AVENUES Steering Committee is authorized to approve significant scope changes and make recommendations to the Executive Sponsors on policies and issues affecting agencies.8 Governance. regulations or other nonKDHE-HCF/SRS/KID policies Level 2 Steering Committee Changes over $ 50K and under$250K “Significant” impact on project scope (+/) - TBD Recommends changes to ExecutiveSponsors Level 3 K-MED Leadership Team (CCB) Changes under $50K “Moderate” impact on project scope (+/) - Any change affecting KITO milestones or other key (internal management) milestones Any decisions/ changes to T support specific agencies or “adversely affecting ” agencies Any changes affecting KDHE-HCFSRS policies and procedures Level 4 State Leads PMO Business Tech Enterprise Readiness All changes affecting cost(+/-) must be approved by K-MED Leadership Team “Minor” impact on project scope (+/) - “Minor” impact on project activities that do not adversely impact a milestone Version 5.6. Reg. 2) Level 3 –K-MED/AVENUES State Management Team is authorized to approve moderate scope changes. Technical. Policy Impact Level 1 ExecutiveSponsors Changes over $250K Would be associated with Any change affecting cost impact the “Golive” date - TBD Any changes affecting laws. Enterprise Readiness) are authorized to approve minor changes in project scope.

the State Project Manager. Disapprove the CR c. Technical and Enterprise Readiness). The CCB shall determine if the approved CO shall be designated as: a. Priority 3 – Not Urgent and Major Impact d. Request additional information d.6. 2. Functional. schedule and State and Contractor resources. Priority 1 – Urgent and Major Impact b. the Contractor and affected stakeholders. 4. and the Contractor’s Project Manager. All CRs must be sponsored by a K-MED/AVENUES State Manager (i. A member of the State’s PMO shall serve as the Secretary of the CCB. Analysis will include impacts to business requirements. Change Requests (CR) are submitted by the K-MED/AVENUES State Management Team to the Change Control Board (CCB).e. The CCB shall be comprised of the State Project Director(s). The request should include a priority designation. CRs will be presented to the CCB and the merits of each CR shall be discussed collaboratively among the CCB.0 Page 41 . a fixed-price CO. The Contractor shall not bill the State for developing CRs. cost. To initiate a CR. Version 5. CRs shall be developed using the attached template. The K-MED/AVENUES Project Team Manager must receive authorization from the CCB to proceed with the CR. Priority 2 – Urgent and Minor Impact c. a.2 Change Control Process The following process shall be used for all scope. the K-MED/AVENUES State Manager shall send an email request to the CCB. Priority 4 – Not Urgent and Minor Impact 3. All CRs and their disposition shall be documented in the Change Control Log. 7. 5.8. Approve the CR b. Within five days the CCB shall either: a. schedule or cost changes: 1. Present the CR to the Steering Committee (as appropriate) 6. the sponsor. Approved CRs shall become Change Orders (CO) to the SOW.

g. the CR shall be closed and documented in the closed page of the Change Control Log. 9. In most cases CO requiring funding will come from the designated pools of hours reserved for modifications and enhancements. a time extension for a deliverable). workflows and reports. The Requirements Traceability Matrix shall be updated to reflect the changes in scope to the applicable requirements. The CCB shall designate the funding source for the approved CO.b. After the change has been implemented and accepted. Version 5. a schedule impact CO (e.0 Page 42 . d. c. a “time and materials” CO. interfaces. 8. conversions. or e. a reduction in scope CO. a trade-off of hours from scope reduction.

Change Request (CR) Change Request #: ______ Date Requested: _______________________ Requested by: Assigned to: _______________________ _______________________ Priority: ______________ Priority 1 – Urgent and Major Impact Priority 2 – Urgent and Minor Impact Priority 3 – Not Urgent and Major Impact Priority 4 – Not Urgent and Minor Impact Description of Change and High-level Requirements: Reason for Change: Implications of Not Making Change: Analysis of Change Analyst: ________________________ Est.0 Page 43 . Cost Impact: _________________ Est. Schedule Impact: _____________ Milestones/Deliverables Impacted: __________________________________________________ Teams Impacted: Time to Complete Analysis: ______ hrs Date Completed: _________________  Functional  Enterprise Readiness  Technical/Infrastructure  Business Intelligence Services Systems Impacted: _______________________________________________________________ Deliverables Impacted: ____________________________________________________________ Version 5.

usability and customer/stakeholder impacts) Level of Effort Team Contractor State Design Hours Development Hours Testing Hours Documentation Hours Training Hours Resource Estimate Team Member Contractor Contractor Contractor Contractor State State State State Name Hours Rate Start Date End Date N/A N/A N/A N/A Schedule Impact Design Expected Complete MM/DD/YY Development Expected Complete MM/DD/YY System Test Expected Complete MM/DD/YY Fixed-Price Change Order Total Fixed Price: $ Detailed Fixed-Price Cost Breakdown by Phase (includes labor.) Version 5. technical.0 Page 44 . etc. travel.Change Request (CR) Preferred Resolution and Assumptions: (Describe the best solution for the project while addressing functional. usability and customer/stakeholder impacts) Alternate Solutions (if applicable): (Describe alternative solutions while addressing functional. technical.

etc. screen shots of applicable delivered pages.) Version 5.Design Phase Development Phase System Test Phase Training Material & Documentation Time and Materials Change Order Price Not to Exceed: $ Actual expenses shall be reimbursed at the agreed to labor rate and shall include travel. etc Detailed Cost Estimate by Phase Design Phase Development Phase System Test Phase Training Material & Documentation Deliverable(s) Risks and Issues (Identify impact to existing project risks and issues) Supporting Documentation (Provide information relative to any documentation supporting this change request such as documents/files names. mock-ups.0 Page 45 . links. process flow diagrams.

Secretary to Initiate CR K-MED Leadership Team Approve/Disapprove Request to Initiate CR.K-MED Lead Send e-mail CR Request (w/ Priority) to CCB. Leadership Team to respond w/i 3 days Approve K-MED Lead Assigns Project Personnel to Develop the CR Project Personnel Develop CR Disapprove Stop State Lead Submits/Presents CR to CCB Escalate If > $50K Brief Steering Committee Steering Committee Decision on CR CR is Entered into Change Log Disapprove Stop K-MED Leadership Team Reviews CR and Responds w/i 5 days Approve Approve Execute CR • define deliverable (DED) • update project plan (as req’d) • update RTM (as req’d) • notify impacted team members and stakeholders Perform Additional Analysis or Provide Additional Information Defer Disapprove Request Additional Information/ Analysis Stop Version 5.0 Page 46 .

and Enhancements & Modifications The project team will be responsible for analysis. etc) to the base description for the Avenues system build. Interfaces. 4. In scope are the requirements provided in SRS Human Services Eligibility Modernization RFP. 2. The K-MED SOW in Section 7 describes the phases of the System Development Lifecycle which trace RFP Requirements through the KMED implementation. Testing. Key additions not detailed in the Avenues requirements but are part of the project scope include: Report Development – Described in the Business Intelligence Services and Reporting Statement of Work (SOW) Forms and Notice Development – Described in the Automated Forms and Notices SOW Conversion of LIEAP – Described in the Data Conversion SOW NOTE: Although Accenture will not convert from the EATSS or TOP systems. and confirm the necessary functionality is working in Avenues. configuration. Business Process Design.0 Page 47 .0 Requirements Validation. Software Configuration. software configuration.7. testing. including requirements validation. and system testing of the SRS Avenues application. 3.g. and enhancements and modifications. Additional sections of the Avenues SOW have been added to supplement special scope areas (e. Version 5. Workflows. business process design. design. The specific requirements in scope include: 1. The Avenues scope follows the same process as described in Section 7 of the KMED SOW. Business Requirements Technical Requirements Interface Requirements Conversion Requirements The Avenues scope is an incremental addition to the K-MED scope. Accenture will test the ability to decommission these systems during Operational Readiness Testing.

Test phases will build upon each other in functionality and complexity. The goal will be that critical and high priority SIRs are corrected prior to the next test cycle. create and execute the necessary scripts based on the defined test conditions and cycles. System Investigation Requests (SIRs) will be identified. The result will be one integrated K-MED/Avenues Test Team. and scripts that are defined in the K-MED Test Phase. consisting of both Contractor and State staff. will design. processes.0 Page 48 . Version 5. assigned a priority. During test execution. conditions. As part of the SRS testing effort and to adequately test the Avenues scope. and tracked through to completion.7.1 Test Phase The SRS Test Phase will reference the K-MED Test Phase as the Avenues solution will leverage the methodologies. The K-MED/Avenues Testing Team. Accenture will supply a subset of Business Analysts and Application Development resources as an increment to the overall K-MED Test team.

0 Page 49 . The plan addresses at a high level the test environment. approach. data 32 Test System Test Plan Version 5. This deliverable describes the standards and process for making modifications to the APSP application.3 Ref. Interfaces.2 Analyze Phase Responsibility Matrix Scope Element Contractor Lead Lead Lead Assist Assist Assist SRS Conduct Conference Room Pilot Perform Fit/Gap of APSP to K-MED Requirements Define Reports. entry and exit criteria. Exception and error handling processing will be validated against signed-off program design specifications.not a paid deliverable) 15 Build Application Code and Unit Test This deliverable represents the developed and unit tested enhancements and modifications that are ready for system test. and the schedule for test activities. System Test Plan describes the test strategy for K-MED including the sequence and methodology of testing. Enhancements and modifications will be tested as standalone modules. It also includes a list of business processes per module. schedule. The System Test Plan will include objectives. No. and implementing the KMED System. script documentation. the tests to be performed. 29 Deliverables and Work Products Phase Design Deliverable/Work Product Name Detailed System Design Description The General and Detailed Design documents the technical requirements for developing.7. NA Design Development Standards Guide (work product . Enhancement. Forms and Workflows (RICEFW) Inventories Design Phase Design Modifications Design Security Build Phase Build Configuration Build and Unit Test Application Components Develop Test Conditions and Scripts Test Phase Plan Integration Test Plan System Test Plan UAT Execute Integration Test Execute System Test Execute User Acceptance Test Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Lead 7. testing. Conversion.

This deliverable provides documentation of the issue tracking and resolution during UAT.Ref. and requirements traceability. assumptions. type and status of identified SIRs during the system testing process. entry and exit criteria. constraints. risks.0 Page 50 . This deliverable documents the system test results of the system test conditions and scripts and the fixes or SIRs identified due to system test. and requirements traceability. No. data management. Phase Deliverable/Work Product Name Description management. constraints. assumptions. risks. schedule. It details of the test scripts executed and the number. 21 Test User Acceptance Test Plan We will include the following in the User Acceptance Test Plan: objectives. script documentation. 34 Test System Test Results 37 Test User Acceptance Testing Results and Resolutions Document Version 5. UAT testing results are reported in this deliverable. approach.

. Complete and Forward Form) or discrete. then escalate to role X) Business processes often include sub-processes. and Java Server Pages-based portlets for forms and page elements. technical design.8. unique system operation (i. forms. Business processes will describe workflows for both human and system users. Get Normalized Address) that is performed during the course of the business process. configuration. Business Process designs can include input data. build and unit test. tasks.e. will be responsible for design. The following definitions were used when estimating the effort for workflows. Non-BPM workflows will consist of Java code for page-to-page workflows. process flows.0 Page 51 . if program=”Medicaid” then forward to role X) Escalations (i. This team will also be responsible for configuring and/or changing workflows internal to the system. These processes will be configured according to SRS need. BPM-based workflows will be designed. functional design. unique human task (i. and business activity monitoring events. routing (including escalation)..1 Scope Definition APSP provides 12 BPM workflows that are shipped “out of the box”.0 Workflow Analysis and Development The Avenues Project team. Role: The human or system actor performing the process step. and testing of the system BPM-based workflows within the Business Process Management (BPM) tool. invocation of external systems like rules engines.. and system testing.e.. For example. If application has been idle at this step for 24 hours.e. output data. The building of these sub processes will follow the same sizing approach as any other process. Sub-processes included in master processes will be counted as 1 process step. The following BPM constructs are not process steps are not counted as such: Decision points (i. tasks and reminders. 8. These are identified by the role headings in a typical “swim lane” flow design diagram.. the following simple process is comprised of 4 Process Steps and 2 Roles: Version 5.e. including the business analyst. built and deployed in the Oracle BPM Suite environment.e. These definitions will be used to determine complexity both during the configuration of included workflows and when implementing any contingency workflows: Process Step: A discrete. Their tasks will include requirements validation. Is Address Normalized?) Routing rules (i.

Answer Non-Financial Questions 2. more complex process flow has 12 process steps and 4 roles: This count includes the following 8 Human Task Process Steps: 1. Answer Financial Questions Version 5.0 Page 52 .The following.

then that complexity will be applied to the business process effort. The number of steps and roles will then be compared to the above scale. Run Eligibility 7. If one of the measures falls in a higher complexity range. Mail Notices and Correspondence 4. Check Business Rules 3. Review Results 8. Request Information (unique step called in two different contexts) 6. Assign Caseworker (calls the existing Assign a Caseworker sub process) 2. If both numbers fall in the same complexity range. Complete Application This count includes the following 4 System Tasks Process Steps: 1. then the higher complexity will be assigned to the business process. Workflow Complexity Process Steps (Human and System) Up to 5 6-11 12+ Roles (Human and System) 1 to 2 3 to 4 5+ Simple Average Complex After general design. Submit Application 4. Provide Information (unique step called in two different contexts) 5.0 Page 53 . the number of steps and roles in the business process will be counted.3. The following sample workflow inventory demonstrates sizing examples: Workflow Process Steps (Human and System) 5 5 13 3 2 4 Roles (Human and System) Complexity Sample Workflow 1 Sample Workflow 2 Sample Workflow 3 Average Simple Complex Version 5. Post Results to Self Service Portal The following scale will be used when building a new business process or configuring an existing business process.

and data changes to the base process flow that is included with the solution. Configuration does not include major changes or re-purposing of the base process flow.0 Page 54 . Process configurations to the following processes are in-scope for the Avenues solution. Using personal learning plans (PLPs). Configuration also includes configuring Business Activity Monitoring events for tasks in the workflow. alert.The following BPM-based workflows are included in the APSP solution. Public Assistance Portal BPM Workflows Workflow Registration                                 Steps Application Received File Clearance Worker/Clearinghouse Assignment Intake Verifications Received Application Assigned to Worker Verify/Complete Intake Eligibility Determination Supervisor Authorization Documents Generated Active Program Re-assigned (if needed) Receive Update/Re-application Process Update/Re-application Eligibility Determination (if needed) Documents Generated (if needed) Random Sample Case Identified Worker Assignment Process Review Decision/Outcome Potential Case Identified Worker Assignment Research Cost Avoidance/Recovery Action Documents Generated (if needed) Request Filed Worker Assignment Review Decision/Outcome Identification Worker Assignment Process Decision/Outcome Complexity Average Determine Eligibility Complex Case Maintenance Average Quality Assurance Average Cost Avoidance and Recovery Simple Hearings and Appeals Simple Overpayment/ Underpayment Simple Version 5. reminder. role. Configurations include modifications of business process flow. BPM skills will be transferred to State employees for the purpose of extending and repurposing the existing workflows. such as extensive branching of an existing flow.

lack of transportation) Steps Complexity Simple Worker Reassignment Average Resource Databank and Collaborator Access Employment Services and Child Care SelfSufficiency Planning Simple Average Simple Simple  Average Version 5. Captures information regarding customer needs and barriers (e.0 Page 55 . skills) and desired outcomes and strategies (e. Provides job matching functionality based on customer skills documented by employment services workers and job opportunities listed in the Resource Databank. employment goals) Monitors attendance. Reminder. degrees. Public Assistance Portal Non-BPM Workflows Workflow Fraud              Customer Activities and Progress Tracking Skills Assessment and Job Matching Needs Assessment. and progress of customer training activities Allows customers to enroll in training activities Training providers manage attendance for each session. and data changes to the following processes are in-scope for the Avenues solution..g. performance.g.. Supportive Services and    Identification Worker Assignment Process Decision/Outcome Redistribute Person’s Workload Future Date an Assignment Automatically Reassign Programs Based on Program State Captures Third Party Organization Information Manages Recruitment of New Organizations Third Party Organization Self Service Allows workers to create Action Plans to document customer concerns and issues Documented Family Plans capture customer strengths (e.. minimizing training data that worker must enter.Self Service Portal BPM Workflows Workflow Automatic Application               Steps Application Received File Clearance Worker/Clearinghouse Assignment Intake Verifications Received Application Assigned to Clearinghouse Status Reported to Customer Questionnaire Received Possible Eligibility Determined Status Reported to Customer Demographics or Income Change Received Verifications Received Worker/Clearinghouse Assignment Status Reported to Customer Complexity Complex Screening Simple Report a Change Simple The following non-BPM workflows are included in the APSP solution. alert.g.

1 Major Activities by Phase Analyze Phase Analyze Process Flows The Avenues Project team.2. This step includes defining strategy for use of the workflows delivered with the APSP solution. Requirements should include system users. and type. Determines eligibility for Child Care based on person and case data Generates Notices of Action for Child Care automatically Payments to Child Care Providers are calculated within the system based on information from the Child Care certificate Displays Child Care waiting list functionality for jurisdictions that require waiting lists. Document high-level requirements for each BPM business process. Verify/complete intake (including Foster Care specific data collection pages) Determines eligibility for Foster Care based on person and case data Generates Notices of Action for Foster Care automatically Payments to Foster Care Payees are calculated within the system based on the results of the eligibility determination and benefit calculation Verify/complete intake Determine eligibility for Adoption based on person and case data Payments for Adoption are issued Complexity Average Average Adoption    Simple 8. including the business analyst. Generates Payment Requests to repay Service Providers for their services. decision points. the workflow capabilities of Oracle BPM Suite.1 8.0 Page 56 .1. human users. Case Workers. description. Version 5. Contractor Responsibilities: Attend meetings with Business Analysts. and State Functional SMEs to identify BPM and non-BPM workflow requirements. and desired outcomes for each process.2 8. Confirm an inventory of BPM processes and sub-processes to be developed including the process name.Workflow Payment Requests   Child Care     Foster Care     Steps Creates Service Arrangements and authorizes Supportive Services or Referrals to Service Providers. and defining any additional business processes not delivered with the APSP solution. Identify and document the security roles for each BPM and non-BPM workflow.2. will work closely with the SRS business analysts to inventory and define Avenues workflow requirements. This serves to identify the nature and degree of the workflow development work.

Develop high level test conditions and expected results for each BPM and non-BPM workflow.2 Design Phase The design phase begins with specifications from the Analyze phase. Assist in the documentation of high-level business process requirements for each functional area. Rationalize workflow requirements and determine if “as-is” processes already exist that could be used as starting points in the Design Phase. will deliver the future state solution.2. Review and approve the Business Process General Design Documents.2. as it defines the list of processes that will be built in subsequent activities. Assist in the development of high-level test conditions and expected results for each workflow. State Responsibilities: Contribute to Business Process General Design Documents. State Responsibilities: Provide Subject Matter Experts (SMEs) for each functional area that can efficiently and accurately document/describe required workflow requirements. Version 5. 8. 8. Contractor Responsibilities: Produce Business Process General Design Documents for each business process defined in the Analyze Phase.2.0 Page 57 . Make design decisions in a timely manner. once performed in Build. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase. Review and approve the process inventory – this is important. and ends with a list of tasks that. Plan Assembly Test of the approved processes.1 General Design Documents General designs will be created for each business process that was approved at the end of the Analyze Workflows activity. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase.

8.2.3 8.2.3.1

Build Phase Detailed Design Documents

Produce Detailed Design documents for the business processes approved during the Analyze Phase. Contractor Responsibilities: Produce Detailed Design documents for business processes. Unlike General (functional) Designs, these detailed (technical) designs are intended as technical specifications that can be executed by business process developers and service interface developers. State Responsibilities: Contribute to Detailed Design documents for State assigned business processes. Review and approve each of the business process Detailed Design Documents.

8.2.3.2

Build and Component Test

The Avenues Project Team shall code and unit test business processes approved in the Analyze Phase. Contractor Responsibilities: Create Assembly and System Test Scripts. Code and unit test business processes. Conduct and document unit testing as part of the development documentation. State Responsibilities: Review and approve the code, unit test-scripts and unit test results developed by Contractor. Code and unit test business processes.

8.2.4

Test Phase

See Section 7 of the K-MED SOW.

8.2.5

Deploy Phase

The Avenues Project Team shall deploy the business processes approved in the Analyze Phase. Contractor Responsibilities: Deploy business processes documented through analyze/design and build activities Version 5.0 Page 58

Monitor the Deployment Readiness Checklist to prepare for business process deployment State Responsibilities: Review Readiness Checklist and attend go/no-go decision meetings.

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8.3

Responsibility Matrix

The table below summarizes the responsibilities.
Workflow
Analyze Phase Analyze Business Process Requirements Coordinate Interaction with Business Process SMEs Define Business Process Strategy Confirm Business Process Inventories Plan System Test Design Phase Design Business Processes Plan Assembly Test Complete detailed design documents Build Phase Build and Unit Test Processes Develop Test Conditions and Scripts Test Phase Execute Assembly Test Execute Product Test Lead Lead Assist Assist Lead Lead Assist Assist Lead Lead Lead Assist Assist Assist Lead Assist Lead Lead Lead Assist Lead Assist Assist Assist

Contractor

SRS Team

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in turn. Coverage will focus on the business process and its integrated system actors delivering the business outcomes outlined in the Detailed Design documents. Test scripts that test each assembled business process as part of the system as a whole.4 Deliverables and Work Products The table below summarizes the Business Process and workflow work products to be created during each phase: Ref. skeleton process flow diagrams. data outputs. 29 Detailed System Design NA Application Code and Unit Test Test scripts that test every aspect of the discrete unit. confirmed Avenues requirements for workflow processing will be included in the Workflow Processing Scope. NA Integration Test Results NA System Test Results Version 5. This includes human actors having the correct access and ability to interact with the process and the process behaving as designed in the Detailed Design documents. The BPM and workflow designs for Avenues.0 Page 61 . The Detailed System Design documents will provide technical detail to solve the workflow. the Requirements Matrix for traceability. Test scripts that test integration with related systems. alerts and notifications.and business process-related requirements. NA Phase Deliverable Name Work Product Workflow Processing Scope Description The inventory of in-scope. Coverage is focused on the individual process behaving in a technically desirable manner. in this case each business process or workflow. system and human actors. No.8. Coverage is focused on testing every system interface for the specific business process to validate that the assembly passes data as intended in the Detailed Design documents. and. These designs will include data inputs. and other desired outcomes for each workflow. service level agreements (if applicable).

and system test. 2) developing programs to receive and insert SRS data into their agency system(s). technical design.2 identifies the interfaces that have been reviewed by both SRS and Accenture and have determined are not in scope for the SRS – Avenues projects.Contingency of Interfaces Complexity Level Description Simple Mapping with Simple Adapter Average Mapping with Average Adapter Complex Mapping with a Complex Adapter Total 2 1 2 5 Number of Interfaces Hours Less than 60 hours/each 60 . These responsibilities are inclusive of requirements validation. Any additional interfaces (i. testing and deployment of all (inbound and outbound) system interfaces identified in section 6. Section 1..1 defines the interfaces that are in scope for the SRS – Avenues projects.100 hours/each Greater than 100 hours Version 5. Complexity Simple Average Complex Table 4 .1 Scope Definition Section 1. more than 6) will need to be approved through the projects Change Control Process.9. build and unit test. 3) testing interface(s) and 4) participating in deployment. The State shall provide an interface Lead to assist the Accenture team with interface activities.0 Interfaces The Accenture team shall be responsible for design. The state interface Lead shall be responsible for establishing Interface Partner Agreement (IPA) and coordinating interfacing activities with all state and federal agencies. State agencies will be provided specified timeframes to perform activities identified above. functional design. A total of 6 interfaces. 9. configuration. During the negotiating period Accenture compared the list of Interfaces that we removed and added.e.0 Page 62 .1 below. delta was used to cover the contingency of interfaces that may not have been identified at the time of the SOW writing. which have been mutually agreed to by both SRS and Accenture. can be added to the Interface Team scope. State agencies receiving data via interfaces from SRS shall be responsible for: 1) mapping data elements from SRS interface layout(s) to their systems.

These interfaces will need to be shared/extended with SRS:         Daily SDX – SSI State Data Exchange Interface with: EATSS & KAECSES-AE.1 Interfaces In Scope The following 17 interfaces are included in the K-MED solution and will be extended or reused to meet the SRS Avenues requirements: Table 5. SSA system Monthly BENDEX – Beneficiary Earnings Data Exchange Interface with: EATSS & KAECSES-AE. SSA system Daily CHIPRA (CHIP Citizenship) SVES Requests – Not Active at this time Interface with: EATSS & KAECSES-AE. SSA system Daily SVES – State Verification Exchange (Wire Third Party Query) Interface with: EATSS & KAECSES-AE. SSA system Daily SVES – State Verification Exchange (Wire Third Party Query) Interface with: EATSS & KAECSES-AE. SSA system Daily Qualifying Work Quarters (Sent to SSA through SVES) Interface with: EATSS & KAECSES-AE.Interfaces that exists with the APSP solution Interfaces Child Care Provider Information Version 5. These similar interfaces will be configured or modified to meet the SRS Avenues requirements: Table 6.Interfaces in Scope that are Included in K-MED Interfaces Referrals to Child Support Enforcement Child Support Alerts – Including Non-Cooperation Child Support Income Information Person & Program Involvement Base Wage and Unemployment Benefit Information Treasury Offset program High Level Client Index SDX – Supplemental Security Income State Data Exchange BENDEX – Beneficiary Earnings Data Exchange SVES – State Verification Exchange Death Records Inmate Information BC/BS Premium Information Interstate Match Veterans Administration (VA) Match Federal Match Electronic Access to Social Security (EATSS) * * The following Interfaces are In-Scope for K-MED. SSA system Daily BENDEX – Beneficiary Earnings Data Exchange Interface with: EATSS & KAECSES-AE. SSA system Daily Qualifying Work Quarters (Sent to SSA through SVES) Interface with: EATSS & KAECSES-AE.1. SSA system The following 8 interfaces are similar to existing interfaces in the APSP Benefits System.9.0 Page 63 .

0 Page 64 .Interfaces EBT Issuance Client Benefit Information & Warrant Numbers Overpayment and Kansas Revenue Tax Data Client Status Changes Wage Information (BEERS) TANF High Performance Free and Reduced School Lunch Version 5.

1.New Interfaces Interfaces Kansas Job Link – Public Assistance Recipient. all alerts from this information are currently suppressed. It is identified as a K-MED Report This is a K-MED Interface. These interfaces are not in scope for the Interface work effort: Table 8. Employer. VRV Online Wage. This is a K-MED Interface. it is NOT identified as an Interface that is In-Scope. At this time.0 Page 65 . Notes Version 5. EVES is not used and this information is exchanged through SVES. however.Interfaces that are Not In Scope Interfaces Client Address Changes – Although an active exchange. however.The following 17 interfaces are new and will be created to meet the SRS Avenues requirements: Table 7. & Unemployment Benefit Information Driver’s License & Vehicle Registration Level of Care Information This is a K-MED Interface.2 Interfaces Not In Scope The following 21 interfaces were either (1) desired but not required by SRS staff or (2) are no longer active SRS interfaces. Rehabilitation Services Recipient. it is NOT identified as an Interface that is In-Scope. however. and Child Care Payment Information Foster Care Issuance Low Income Energy Assistance Program (LIEAP) Interface Juvenile Justice Authority (JJA) Reports Sedgwick County Sheriff’s Department – Fugitive Felon Information Shawnee County Sheriff’s Department – Fugitive Felon Information Lifeline Auto Enrollment Adoption Subsidy SCRIPTS Background Checks ACF800 (CCDF Child Care Report) KHPOP DIFSLA Match KPERS The Work Number SAVE ACF801 (Child Care Monthly Report) 9. Kansas Department of Health and Environment – Client Identification Number Exchange EVES – SSN Verification with Social Security Administration. it is NOT identified as an Interface that is In-Scope. Defense Enrollment Eligibility Reporting System (DEERS) Currently not an active match.

however. it is NOT identified as an Interface that is In-Scope. developers will create detailed requirements and technical specifications explaining how they will build the functionality documented in the Interfaces General Design. During the Design Phase. 2) source and target systems. document the high-level requirements for each inbound and outbound interface as input into an Interfaces Design document.2 9. however. it is NOT identified as an Interface that is In-Scope. Requirements should include direction (to/from SRS). Every interface identified will be documented and defined. This is a K-MED Interface. 9. however. however. Support SRS agency interface resources in documenting the coordination efforts related to the highlevel requirements for each Interface Partner.2.1 Major Activities by Phase Analyze Phase At the completion of the Analysis Phase.0 Page 66 .CLARIS Food Programs Reporting System (FPRS) This is a K-MED Interface. it is NOT identified as an Interface that is In-Scope. it is NOT identified as an Interface that is In-Scope. This is a K-MED Interface. Version 5. 3) real-time or batch processing and 4) volume and frequency and 5) method for validating successful transmission. This is a CAPP Interface. Contractor Responsibilities: Conduct meetings with agency system SMEs to identify interface requirements.PC Admin. designated State staff will sign off on the Interfaces that will be included in Avenues. For the interfaces that are listed above. Terminal EBT – Web Portal Automated Standard Application for Payments (ASAP) Account Management Agent (AMA) KDHE – WebIZ Enterprise Access System (EAS) Case Management System On-Line application KHPA Website KDHE .LIVING ARRANGEMENT/LEVEL OF CARE OF NON INDEPENDENT LIVING MEMBERS BY PROGRAM AND AGE GROUP) Missouri Client and Benefit Information Food Stamp Fraud Disqualification Data EBT. This work product shall define: 1) the purpose of the interface.Interfaces Notes (MR-36 .

Contractor Responsibilities: Produce detailed technical design documents for exchange of SRS data. The result will be Interface Partner Agreements with all State agencies sending or receiving data via interfaces with SRS Determine transaction volumes and interface frequency and processing mode and architecture. Detailed designs will be created for each interface. Provide interface Lead and access to agency business and technical resources. These detailed (technical) designs are technical specifications that can be executed by interface configuration SMEs and developers. will deliver the functioning. a data map document shall be created.0 Page 67 .frequency. For interfaces that will be used to populate data into the SRS application. The data map document will include the identification of the source system and each field.2. Define the testing approach for each interface. It shall result in a list of tasks that. The designs include data elements and data mapping for each interface into and out of SRS. Define error handling procedures. 9. Version 5. Leads in the development of high-level test conditions and expected results for each interface.2 Design Phase The Design phase shall build upon the requirements and specifications from the Analyze phase. State Responsibilities: Approve the in-scope interface inventory and all changes to the interface inventory. Review and approve the deliverable(s) from this phase. the target system and each field and the rules to convert or transform the data. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase. Define interface security protocols and standards and how these will be implemented. Define/verify the schedule for interface activities and adjust the project plan accordingly. volume of transactions. once performed in the construction (or build) phase. unit tested interfaces. and user roles affected. Assist in the development of high-level test conditions and expected results for each interface.

defining the scope of the efforts for that phase.Determine how the system will be configured to create/send and receive/process interface files/messages to and from other systems. Participate in regular meetings with state agencies to discuss interface activities. Develop interface layouts and transmission modes for each interface. Version 5. responsibilities and timelines. 9. State Responsibilities: Assist Accenture with interface design activities by providing business owner input. responsibilities and timelines. unit test-scripts and unit test results developed by Accenture. Lead conference calls with federal partners.0 Page 68 . Further define error handling procedures for each interface. The detailed technical design documents will be input into the Application Development phase. Compile appropriate technical documentation for each interface. Participate in conference calls (related to interfaces) with federal partners. State Responsibilities: Review and approve the code.2. Present detailed design information to agencies. Contractor Responsibilities: Build and unit test delivered interfaces. Conduct and document unit testing and report test results. Create unit test procedures and scripts.3 Build Phase The Interface Development Team will use the detailed technical design documents (created in the Design Phase) to code the Interface identified in the Interfaces General Design. Build and unit test new interfaces. Review and approve design documents. Lead monthly meetings with state agencies to discuss interface activities.

documentation and security Identify interface requirements type of interface/frequency/data elements Create data mapping Hold “workshops” for agencies Build interface testing environment Provide technical assistance for agencies developing interfaces Develop interface validation procedures for source/receiving systems Develop interface testing plans Code and test interfaces Develop reports/queries for validation Develop and maintain master list of all interfaces Determine interface schedule requirements and document Performance test all interfaces Develop technical documentation for each interface Lead Lead Lead Lead Assist Lead Lead Assist/Lead Lead Lead Lead Lead Lead Lead Lead Assist Assist Assist Assist Assist Assist Assist Lead (for agency) Lead (for agency) Lead Assist Assist Assist Assist Review Lead Assist Assist Assist Lead (for agency) Attend Accenture SRS Agency Version 5. 9.0 Page 69 . 9.2. Interfaces Agency Interfaces Identify required interfaces Develop interfaces. SRS and state agencies.5 Deploy Phase The Deploy phase shall deploy the necessary interfaces as defined in the requirements and specifications from the Analyze phase. Contractor Responsibilities: Deploy interfaces as documented through design and build activities Monitor the Deployment Readiness Checklist to prepare for SRS Deployment State Responsibilities: Review Readiness Checklist and attend go/no-go decision meetings.4 Test Phase See Section 7 of the K-MED SOW.9.3 Responsibilities The table below summarizes the responsibilities for the Accenture.2.

4 Other Interface Considerations Addition or subtraction of interfaces shall follow the agreed-upon change control process. Ref. For a listing of interfaces defined as Not In Scope please see section 1. 9. Interface detailed (technical) designs are technical specifications that can be executed by interface configuration SMEs and developers. 29 Phase 2 Detailed System Design (DSD) 11 Phase 2 Interface Standards and Layouts (for Agencies and Business Partners) Version 5. No.9.0 Page 70 . Interface Standards and Layouts document will serve as the accepted file formats that SRS Agencies and Business Partners will need to agree to in order to send and receive files after the implementation of the SRS – Avenues solution. 9 Phase Phase 2 Deliverable Name Interface Plan Description The Interface Plan deliverable will define the contractors approach to the Design and Build of the Interfaces that are identified as InScope for the SRS Avenues project.5 Deliverables The table below summarizes the interface deliverables to be created during each phase.2. Payment for deliverables shall be as agreed to on the Deliverable Payment Schedule.

Physical characteristics of the data processed and maintained 3. and loading of data from the source systems into Avenues. The conversion team develops an inventory of existing data formats. mapping.1 10. transformation.972 Total People General Assistance: 2.1.000 Cases KsCares Child Care – 10. 10.371 Cases – 2.380 Cases – 36.319 Children TANF Employment Services: 12.1 Scope Definition The following conversion source systems are in scope. The analysis effort primarily focuses on analyzing the following: 1.609 People Refugee Assistance: 47 Cases – 52 People CFS Payments are approximately 16.510 People Food Assistance E&T: 157 People LIEAP** Grand Total TBD during Analyze Phase of SRS – Avenues project * Case and Persons counts have been taking from the RFP and only represent estimates.0 Data Conversion The SRS Avenues Data Conversion Team will be responsible for the extraction.20.2. SRS Data Sources’ Technical environments 2.2. The SRS Avenues Data Conversion Team will be comprised of representatives from the Contractor and SRS and its legacy system teams. and data conversion requirements of the legacy systems to define the scope of the SRS .741 Cases .10.1 Major Activities by Phase Analyze Phase Conversion Analysis The purpose of the analysis effort is to identify and analyze the sources of data to be converted. ** The LIEAP system will be implemented in Phase 3 of the SRS – Avenues project. data validation and acceptance. data mapping. 10. mock conversions. data cleansing.Avenues Project conversion effort.394 People Food Assistance: 117.752 Cases – 259.2 10. Commonality and relationships among the case management data elements Version 5. A conversion is defined as a file or database tables that needs to be converted from one source to another Conversion Source KAECSES-AE Conversion* TANF: 14.0 Page 71 .

0 Page 72 . Provide SME support in the Data Quality Assessment. Perform analysis of the data from the various legacy systems to determine which data should be converted from which system. Development of Conversion Plan.4. This is an important activity since it serves as input in how SRS will extract data in the standard conversion templates. Lead Data Quality Assessment supported by SRS SMEs. accessibility and the process for maintaining the data 5. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase. SMEs play a critical role in confirming how the source data supports the current business process. Review and approve the Gap Analysis. State Responsibilities: Provide Subject Matter Experts (SMEs) for each system that requires conversion. Make design decisions in a timely manner. The SRS will take responsibility for all modifications to existing SRS systems. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase. Develop high level test conditions and expected results.. Level of data quality 6. Version 5. Potential extraction point in time and or business processes for each system Contractor Responsibilities: Conduct meetings with central and SRS SMEs to identify conversion requirements. Assist in the development of high-level test conditions and expected results for each central and agency system that requires data conversion. Overall stability. SRS will take responsibility for the portions of these tests that deal with the legacy systems. Perform Gap Analysis to identify gaps between the data available in the legacy systems in comparison with the data requirements of the Avenues System.

Version 5. 5. Lead design of automatic conversion routines. Confirm modules are reused where possible. Existing conversion routines are configured for loading of data into Avenues. Confirm that the data elements (automated or manual) are included in the Conversion Data Dictionary. Review State developed Detailed Design Documents for legacy conversion work units. Define Detailed Source to Target Data Maps and translation rules. 6. Confirm validation of data relationships from disparate data sources. 7.10. 3. Document its structure and schedule availability for conversion activities. Baseline the control totals in order to measure the completeness of the conversion modules.2. Contractor Responsibilities: Provide Conversion Data Dictionary and lead mapping of legacy data elements to Avenues source element. Assist the Contractor with the development of the Design Documents.2 Design Phase The defined requirements and the analysis performed to-date drives the conversion design specifications of the data cleansing. Collect transaction and balance volumes to be used in planning the Mock Conversion Test. Ensure that it has been cleansed in time for the conversion process. extract. 4. and load modules. Refine the initial Gap Analysis and document processes to address each data gap. Confirm data cleansing processes. 2. Design Manual Data acquisition processes with support from SRS SMEs.0 Page 73 . transformation. Confirm that the historical data elements are accounted for in the new system. Produce Detailed Design Documents for data upload work units. The conversion Detailed Design Documents will: 1. 8. State Responsibilities: Evaluate the source data for conversion.

2.5 10. Develop/modify test conversion reports. Approve the data-maps including default logic in the data mapping documents.2.4 Test Phase See Section 7 of the K-MED SOW 10.3. Configure APSP delivered data upload and extract routines. Conduct and document unit testing as part of the development documentation. Contractor Responsibilities: Develop/modify data upload routines. 10.2. these conversion routines will also be included in the Mock Conversion Testing. Review and approve the unit test-scripts and unit test results developed by Contractor.1 Build Phase Build and Component Test: The SRS – Avenues Data Conversion Team shall code and unit test modifications. State Responsibilities: Code and component test the extract and reconciliation files and reports from the legacy systems. 10.Develop the extract specifications and file specifications for the legacy system from which data will be extracted to load into APSP standard conversion templates. Review and approve each of the Detailed Design Documents.2. If additional conversion modifications are identified during the Analyze Phase.5.2.0 Page 74 .3 10. The goal of the mock conversions will be to verify that the delivered conversion templates can be used to load information for the integration testing and subsequent go live.1 Deploy Phase Mock Conversions: The SRS Avenues Data Conversion Team will execute a minimum of three Mock Conversions. Develop Detailed Design Documents for legacy extracts. Create unit test-scripts. Version 5. and may approve the rules to convert or transform the data.

Support SRS as it executes data cleaning by identifying data to be “cleansed” and providing recommendations on data clean-up approaches. Verify and validate the results of the mock conversions. and LIEAP legacy sources into the SRS – Avenues solution. Prepare a schedule of mock conversion activities that outlines the tasks and timeframes for the mock conversions. Review and approve the mock conversion results document including delineation of responsibilities for actions resulting from the mock conversions. A mock conversion is an iterative process of executing conversions. The reports shall also include summary count information that SRS can use to help measure its progress related to data cleansing. Provide overall input into the Go-Live cutover plan for Conversion. Prepare a mock conversion results document after each mock conversion.2. Complete the data cleansing and purification of data contained in the legacy systems as required to support the data conversions. Produce the source data files required to support each mock conversion. This Cutover Plan will define the dependency and successor activities necessary to successfully convert data from the KAECSES-AE.5.2 Cutover: The SRS – Avenues Conversion team will execute all of the cutover activities defined in the Cutover Plan. Execute mock conversions. KsCares. 10.0 Page 75 . Validation and reconciliation report(s) will be created as part of each scheduled mock conversion that documents data discrepancies. State Responsibilities: Correct all System Investigation Requests (“SIRs”) for extract programs that arise from mock conversions. Such files will comply with the extract and file specifications. Decommission in scope Legacy Systems. advise and support the State in their data cleansing activities. including if necessary manually or programmatically correcting the data. performing validation and verification and correcting conversion programs that are built by the project team until the data is sufficiently usable for Integration Testing.Contractor Responsibilities: Coordinate. Version 5. which summarizes the results of that conversion execution and the action items for both Contractor and the SRS in light of those results.

Contractor Responsibilities: Execute the Go-Live cutover plan for Conversion activities. State Responsibilities: Produce the source data files required to support Phase 2 Go-Live. Scope Element Create conversion plans and procedures Create data conversion and migration maps and specifications Create conversion extract programs Create data cleansing plan Perform legacy data cleansing Create data loading scripts (including table load sequencing) Develop data load validation reports/queries Load agency cleansed data Run reports/queries in APSP/Avenues to validate data conversion Build crosswalk tables as required Populate crosswalk tables Conversion Cutover Testing Develop cutover plan Run two successful test conversions for all data to be loaded Lead Lead Lead Lead Lead Lead Lead Lead Assist Assist Lead Assist Assist Assist Assist Lead Lead Contractor Assist Assist Lead Lead Lead Assist Assist SRS Team Version 5. 10. Such files will comply with the extract and file specifications.0 Page 76 .3 Responsibility Matrix The table below summarizes the responsibilities.

and load it into the new application. No. The Conversion Data Dictionary (CDD) identifies and documents (in one repository) the SRS target data elements from the base APSP software. required resources.4 Deliverables The table below summarizes the data conversion deliverables/work products to be created during each phase: Ref. This deliverable is the conversion of data in a test environment. this deliverable will document the results of the final mock conversion. Phase Analyze 14 Deliverable/Work Product Name Conversion Plan Description The Eligibility Data Conversion Plan documents the requirements. The Data Conversion Design defines the manual and automatic procedures and programs needed to extract data from the current applications. Working in collaboration with SRS personnel. Coordination with all involved parties. It is updated with mappings from the source data. Each mock conversion will be executed in a production-size environment to simulate the actual cutover event.0 Page 77 . Conversion loads and manual updates are executed prior to data validation. resources and production data. The plan will include itemized tasks. Existing data is formatted and cleansed prior to loading it into the new application.10. cleanse it. The System Test Plan will include a Conversion Test Plan that documents the requirements needed to test Avenues requirements with converted data in an effort to deliver the required business functionality to the SRS users. and programs needed to extract data from the current applications. NA Design Conversion Data Dictionary (work product – not a paid deliverable) NA Design Data Conversion Design (work product – not a paid deliverable) NA Build Data Conversion Build/Unit Test (work product – not a paid deliverable) Test 32 System Test Plan Deploy 25 Data Conversion Dry Run Version 5. and timings to best predict the length of time the conversion cutover will take. conversion timeline and possible issues and risks will be specified. including schedule. manual and automatic procedures. Conversion tools and infrastructure requirements will be also be included. conversion strategy and required certification. Data will be processed via the conversion process to format it to the standards of the new system.

etc.1 Scope Definition The reports scope includes development of the 58 (fifty eight) undefined report complexities listed below in the reporting tool library. drillable reports.0 Business Intelligence Services and Reporting The SRS Business Intelligence Services and Reporting team will be responsible for the design. Complexity Simple Examples Report Count 17 Medium Complex A report containing one detailed list with no summary section. if any. SRS). In addition. The same criteria as medium. These tasks will include requirements validation.11. or (2) configured in an effort to make the report titles and headings specific to Kansas (i. and system testing of the reports counts described in Section 11. The details may be broken into sections on a single grouping (example by Worker or by Program). During the Analyze phase of the Avenues project SRS staff will have the opportunity to review reports that come with the system and determine which. 34 7 Version 5. testing. Totals are included after each section.. whereas. could (1) be modified as part of the reports scope/development effort. and further subdivides by status. and longitudinal analysis. and deployment of reports as defined in the SRS scope. technical design. benefit month.e. except there could be many groupings/sections included on the report. A report containing a summary and detail listing on the same report layout.1 Scope Definition. functional design. Totals may be included after the section. the team will leverage the Business Intelligence Services implemented for K-MED to support more advanced reporting features not achievable from the transactional application database like dashboards. During the Analysis Phase. Reports that require modifications would count against the 58 undefined reports. The following reports complexities are in scope. reports that are configured would not. with the possibility of a grand total at the end.0 Page 78 . build and unit test. the report inventory will be defined and confirmed.. aid code. An example of this is a report which breaks down by Recovery Account Type. 11. configuration.

Define the types of reports and the purpose for the reporting and online analytical tools. Make design decisions in a timely manner.Major Activities by Project Phases 11. Identify and document the roles for each report. Review and approve documentation of high-level reporting requirements for each functional area.0 . Document high-level requirements for each report. Review and approve the report inventory. Requirements should include intended use.2 11. and volume of transactions.    State Responsibilities:  Provide Subject Matter Experts (SMEs) for each functional area that can efficiently and accurately define/describe required reporting requirements. and confirm SRS reporting requirements.1 Major Activities by System Development Methodology Phase Analyze Phase Analyze Reports The SRS Business Intelligence Services and Reporting team will work closely with the SRS Business Analysis team to define. Develop high level test conditions and expected results.1. This serves to refine the requirements of the reports in scope. Page 79     Version 5.2. frequency. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase. This step also includes defining strategy for use of the different reporting capabilities of SRS.2. Review and approve high-level test conditions and expected results for each report. The reporting database is a copy of the Online Transactional Processing (OLTP) database which is used for canned reports and ad-hoc queries. and will describe the strategy for using the reporting database or Business Intelligence Services for reporting purposes. The Business Intelligence Services provides a flattened data model to expand reporting capabilities which cannot be addressed in the OLTP data structure.1 11. Contractor Responsibilities:    Attend meetings with State Functional SMEs to validate and elaborate reporting requirements. validate.

General designs will be documented in a format which can be used in user manuals. and ends with a list of tasks that.2.2. system documentation and training materials. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase.1 General Design Documents: General designs will be created for each reporting work unit that was approved at the end of the Analyze Reports activity. Contractor Responsibilities: Leads in the coding of reports assigned to the Contractor. Plan Assembly Test of the approved reports.1 Build Phase Build and Component Test The Reporting Team shall code and unit test reports approved in the Analyze Phase. these detailed (technical) designs are intended as technical specifications that can be executed by report developers. 11. Contractor Responsibilities: Produce General Design Documents for work units identified in the State-approved Reports inventory. will deliver the future state solution.2. State Responsibilities: Review and approve the General Designs. 11.2.2.2 Design Phase The Design Phase begins with specifications from the Analyze Phase. 11.2.3. 11.2 Detailed Design Documents Produce Detailed Design documents for the reporting work units approved during the Analyze Phase. Contractor Responsibilities: Produce Detailed Design documents for Reporting work units.0 Page 80 . State Responsibilities: Review and approve each of the Detailed Design Documents. once performed in Build.2. Version 5.3 11. Unlike General (functional) Designs.

Contractor Responsibilities:   Deploy reports as documented through design and build activities Monitor the Deployment Readiness Checklist to prepare for SRS Deployment State Responsibilities:  Review Readiness Checklist and attend go/no-go decision meetings. Version 5. Assists in the documentation of unit testing as part of the development documentation. 11. Review and approve unit test-scripts and unit test results developed by Contractor.Leads in the creation of unit test scripts.2.5 Deploy Phase The Deploy phase shall deploy the necessary reports as defined in the requirements and specifications from the Analyze phase.4 Test Phase Section 7 of the K-MED SOW 11. Leads in the documentation of unit testing as part of the development documentation.0 Page 81 . Assists in the creation of unit test scripts. State Responsibilities: Assists in the coding of reports assigned to the Contractor.2.

and Load (ETL) to the Business Intelligence Services. 11. frequency.4 11. Business Intelligence Services and Reporting Analyze Phase Analyze Reporting Requirements Define Reporting Strategy Define Report Inventories Plan System Test Design Phase Design Reports Plan Assembly Test Build Phase Build and Unit Test Reporting Components Develop Test Conditions and Scripts Test Phase Execute Assembly Test Execute Product Test Lead Lead Assist Assist Lead Lead Assist and Approve Assist Lead Lead Assist and Approve Assist Lead Lead Lead Lead Assist Assist Assist and Approve Assist Contractor SRS Team 11. intended use. data access logic.5 Deliverables and Work Products The table below summarizes the Business Intelligence Services and Reporting work products and deliverables to be created during each phase: Ref. No. The designs for each report include the following: report layout. The Incremental SRS Business Intelligence Services requirements include adding 17 (seventeen) extracts that are added as an Extract.11. 10 Phase Analyze Deliverable Name Reports Plan Description The Reports Plan is the primary deliverable resulting from the Analyze Phase. The Reports Plan consists of the report inventory and high level requirements defining data source. For each report a General and Detailed Design is completed. Transform.3 Responsibility Matrix The table below summarizes the responsibilities.1 Other Requirements Scope of the Business Intelligence Services The SRS Business Intelligence Services will leverage the Warehouse Architecture and Warehouse Report Development scope from the K-MED implementation. 29 Design Detailed System Design Version 5.0 Page 82 .4. parameters.

execute unit test. methodologies. business processes. they will also be responsible for the development of approx. There are. designs. and implemented leveraging the technical infrastructure. and integration with other elements of the SRS Avenues application. forms. be expected to provide (1) the static content and text snippets. identifying database mapping to dynamically populate the forms and notices in accordance with requirements.1 Scope Definition Version 5. such as the rules engine to populate Notice of Actions (if required). They work closely with the business analysts and will primarily be responsible for the conference room pilot. and provide system testing support. The SRS Automated Forms and Notices Statement of Work (SOW) will reference the K-MED Automated Forms and Notices SOW as the SRS Avenues solution will be designed. however. tested. two differences between the K-MED and SRS Automated Forms and Notices solutions: The Forms and Notices listed in section 12. This includes the provision of static content and text snippets that are dynamically pulled together through Adobe LiveCycle to create forms and notices. Their tasks will include requirements validation. assigned to the Forms and Notices team. SRS will provide forms analysts/developers to assist in the development and testing of the forms and notices.12. 25% of the Forms and Notices listed in the section X. and development phase activities that are defined in the K-MED Automated Forms and Notices SOW. and notices to SRS Avenues forms and notices during conference room pilot. The Contractor provides technical support in using the Adobe LiveCycle tool and the development of the forms and notices. configuration. mapping current APSP Notice of Action (NOA) snippets. This includes use of the Adobe LiveCycle tool.1 Scope Definition are specific to the SRS programs and business processes and not other agencies. This team includes resources from the SRS and the Contractor who work collaboratively to develop the forms and notices.0 Page 83 . and testing of automated forms and notices as defined in the SRS Avenues scope. built. Not only will dedicated SRS staff. Then they configure and build forms and notices. SRS staff are also responsible for the translation of text on forms in Non-English languages. and (2) the translation of text on forms in Non-English languages.0 Automated Forms and Notices The Avenues Automated Forms and Notices team is a sub-team of the development team.

12. Table 9 .5 fields populated with no complex calculations or interaction/content generated by the rules engine or a complex static form A complex form is one that includes either one or more complex calculation.Case Review Notice Change Notice Information Received Notice Case Transfer Notice Form Type Form # Form Title Version 5.List of Forms and Notices Program KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client C102 C103 C104 C105 C106 C107 C108 C109 C110 C112 C120 C201 C202 C204 C205 C302 C303 C304 C305 C306 C401 C402 C403 Reporting Requirements .1 Scope Definition The scope for automated forms and notices include the forms and notices listed in the table below. interaction with the rules engine. It also would include multiple snippets.Estimating Assumptions Complexity Simple Definition A static form that requires no data populations and is static.Important Notice (CC) EBT CC Training Provider Information Request Child Care Benefits Balance Claim Balance Change .Paid with EBT Benefits CC Approval . The following are assumed related to the scoping of Automated Forms and Notices.Remote PIN Incomplete Application Notice Eligibility Notice Ineligibility Notice General Verification Request Incomplete Review Notice Overdue Case Review Notice Review Eligibility Notice Review Ineligibility Notice CC Plan .Denial Change in SRS Service Center CC Approval Existing Card Vision Card .Child Care Enrollment Fee Request Form Enrollment Fee Approval .0 Page 84 . This is a form that is available via the K-MED application and is mailed out Form with 1. % 40% Hours Estimated per Form/Notice Between 8 and 20 hours each Medium 40% Between 20 and 40 hours each Complex 20% Between 40 and 100 hours each Table 10 . or more than 5 fields populated.

Repayment Agreement Overpayment Claim Change .Restoration of Benefits Child Care Service Plan Direct Pay Review Eligibility Notice EBT Child Care Parents Printer Family Plan .Additional Benefits Child Care .Denial Participation Review Request Non-attendance Notice General Correspondence Notice Of Taf Months/Schedule Review Work Experience Appointment Letter Work Experience 2nd Appointment Work Experience Assignment Letter Work Experience Evaluation Orientation to the World of Work Letter Life Skills Letter Job Search Letter Job Search Verification Job Contact Disallowance Job Club Letter Employment Letter Transitional Service Expiration Employment Follow-up Transitional Service Offer Self-sufficiency Plan Review 1st Letter Self-sufficiency Plan Review 2nd Letter Kansas Competency Assessment Letter Referral Letter Version 5.Reduction Overpayment Claim Deletion Overpayment Claim Addition Overpayment Repayment Plan 1st Orientation Letter 2nd Orientation Appointment Letter 2nd Appointment Letter Education Activity Letter Training/Vocational Education Activity Letter Training/Vocational Education Approval .Remail Overpayment Claim Initiation .0 Page 85 .Program KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares Form Type Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Child Care Client Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Form # C404 C502 C806 C807 C810 C811 C888 C899 C911 C912 C913 C914 C915 W001 W002 W006 W007 W101 W102 W103 W104 W106 W107 W108 W201 W202 W205 W206 W207 W251 W351 W353 W354 W355 W402 W404 W405 W407 W451 W452 W454 W455 Mass Case Transfer Termination Notice Form Title Child Care .

2ND. APPROVAL OF 2ND & 3RD GA REVIEW COMPLETE GARN APPROVAL GA HARDSHIP APPROVAL FOR AGE OR GARN GA-TIER I HARDSHIP APPROVAL GA HARDSHIP APPROVAL .Local Issue Provider Notice .0 Page 86 .CCC Rate Change Completed .1st Letter Repayment . & 3RD MONTHS Version 5.Reduction Overpayment Claim Deletion Overpayment Claim Addition GA .Repayment Agreement Overpayment Claim Change .Reg Denial or Termination Notice Eligibility Notice Review Eligibility Notice Child Care Time Sheet .Lic .Program KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares KsCares GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices Form Type Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Work Programs Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Child Care Provider Approval Notice Approval Notice Approval Notice Approval Notice Approval Notice Approval Notice Approval Notice Approval Notice Approval Notice Approval Notice Approval Notice Form # W501 W502 W503 W504 W506 W507 W802 W806 W808 W888 W901 W911 W912 W913 P101 P102 P103 P104 P105 P201 P202 P304 P400 P502 P888 P901 P911 P912 P913 P914 G101 G104 G105 G106 G107 G113 G114 G115 G191 G192 G193 Notice of Change Notice of Closure Form Title 1st Request for Information 2nd Request for Information Repayment .CCC Rate Modification Request .Reg Rate Change Completed .Provider Returned Warrant Overpayment Claim Initiation .2nd Letter Check Enclosed Work Program Payment Work Experience Reimbursement Allowance EBT Mass Notice Returned Payment Repayment Agreement Overpayment Claim Reduction Overpayment Claim Deletion General Notice Rate Modification Request .Lic .VR GA & FS APPROVAL FOR ONE MONTH ONLY GA AND FS APPROVAL FOR 1ST AND 2ND MONTH GA/FS APPROVAL 1ST.APPROVAL FOR ONE MONTH ONLY DENIAL 1ST MONTH APPROVAL FOR 2ND MONTH DENIAL OF 1ST MO.Case Closed EBT Child Care Notice .

0 Page 87 .APPLICATION WITHDRAWN GA . GA & FS DENIAL\FAILURE TO PROVIDE INFO.FAILURE TO PROVIDE INFORMATION GA .CITIZENSHIP/ALIEN STATUS GA DENIAL .NON COOP WITH PMDT G221 GA DENIAL NON-COOP POST 45 DAYS GA .24 MONTH TIME LIMIT GA HARDSHIP CLOSURE GA/MEDIKAN CLOSURE 18 MTH LIMIT -TIER II GA CLOSURE .LOSS OF CONTACT TO THE FAMILY OF THE DECEASED GA .INELIGIBLE ASSISTANCE UNIT GA .INCOME EXCEEDS MAXIMUM GA .FAILURE TO COOPERATE RESIDENCY REQUIREMENT NOT MET GA .OTHER REASONS GA .Program GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices Form Type Approval Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Denial Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Form # G196 G200 G201 G202 G203 G204 G205 G207 G208 G209 G210 G211 G212 G214 G220 G221 G240 G290 G291 G292 G293 G294 G295 G296 G297 G298 G299 G400 G401 G402 G403 G404 G406 G407 G408 G409 G410 G411 G412 G413 G414 G417 Form Title GA & FS REVIEWS COMPLETE GA . GA AND FS DENIAL/OTHER REASONS GA & FS DENIAL/APPLICATIONS WITHDRAWN GA FAILED TO PROVIDE/VERIFY INFORMATION GA FAILURE TO COOPERATE RESIDENCY REQUIRMENT NOT MET GA-LOSS OF CONTACT TO THE FAMILY OF THE DECEASED CLOSURE EXCESS NET INCOME CLOSURE RESOURCES EXCEED MAXIMUM GA CLOSURE .OTHER REASONS GA .CLOSURE AT CLIENT'S REQUEST GA-INELIGIBLE ASSISTANCE UNIT CLOSURE/NO LONGER GA VULNERABLE GA CLOSURE .FAILURE TO APPLY FOR POTENTIAL BEN.RESOURCES EXCEED MAXIMUM GA DENIAL .24 MONTH TIME LIMIT FAILURE TO MEET VULNERABILITY CRITERIA GA DENIAL .SSI APPROVAL Version 5. GA AND FS DENIAL/FAILURE TO COOPERATE GA/FS DENIAL/RESIDENCY REQUIRMNT NOT MET GA & FS DENIAL LOSS OF CONTACT TO THE FAMILY OF THE DECEASED GA & FS DENIAL/INCOME EXCEEDS MAXIMUM GA & FS DENIAL/EXCESS NET INCOME GA AND FS DENIAL/RESOURCES EXCEED MAX.

NONRECIPIENT GA FRAUD DISQUALIFICATION . Notice Misc.RECIPIENT GA REPAY AGREE.APRVL FOR ONE MONTH ONLY FS APRVL FOR 1ST & 2ND MONTHS APROB. Notice Misc. Notice Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Form # G420 G440 G450 G452 G490 G492 G493 G494 G496 G497 G498 G499 G600 G601 G602 G701 G702 G703 G704 G706 G713 G751 G753 G801 G827 G828 G830 G831 G832 G834 G850 G851 G852 G853 G854 F101 F102 102F F103 103F F104 Form Title GA CLOSURE -NON COOP W/PMDT FAILURE TO APPLY FOR POTENTIAL BENEFITS FAILURE TO COMPLETE REVIEW TIME LIMITED PROGRAM . APROB. Notice Misc. DE FS PARA EL 1ER. Notice Misc. 2ND AND 3RD MOS.Program GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices GA Notices FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES Form Type Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Closure Notice Reinstatement Notice Reinstatement Notice Reinstatement Notice Change Notice Change Notice Change Notice Change Notice Change Notice Change Notice Change Notice Change Notice Misc.TIME LIMIT INFORMATION FS . 2ND MO. Notice Misc. Notice Misc.PERMANENT GA FRAUD DISQUALIFICATION--RECIPIENT GA REPAY AGREEMENT . 2DO Y 3ER MES FS DENY 1ST MONTH/APPR.CHANGE IN BENEFITS/INCOME CHANGE CHANGE IN BENEFITS/LIVING ARRANGEMENTS GA CHANGE IN BENEFITS-RECOUPMENT GA/FS CHANGE IN HOUSEHOLD MEMBERS GA/FS CHANGE IN BENEFITS-RECOUPMENT CASELOAD TRANSFER GA FRAUD DISQUALIFICATION . Version 5.GARN GA & FS CLOSURE-FAILURE TO PROVIDE INFO CLOSURE/RESIDENCY REQUIREMENT NOT MET GA AND FS CLOSURE/LOSS OF CONTACT TO THE FAMILY OF THE DECEASED GA AND FS CLOSURE/EXCESS NET INCOME GA AND FS CLOSURE/EXCESS RESOURCES GA AND FS CLOSURE/OTHER REASONS GA AND FS CLOSURE/CLIENT REQUEST GA-REINSTATE AFTER SUSPENSION ERRONEOUS DISCONTINUANCE BENEFITS PAID PENDING HEARING DECISION CHANGE IN BENEFITS .FRAUD . Notice Misc. Notice Misc.0 Page 88 . Notice Misc. Notice Misc. DE FS PARA EL 1ER Y 2DO MES FS APPRVL 1ST.-AGENCY/CLIENT RECIPIENT GA-REPAYMENT AGREEMENT-NON RECIPIENT GA-SOCIAL SECURITY APP NEEDED GA-SOCIAL SECURITY APP NEEDED GA-SSA APP NEEDED-NEW CLIENT GA-SOCIAL SECURITY APP PENDING GA .OTHER REASONS SUPPLEMENTAL BENEFITS CHANGE IN HOUSEHOLD MEMBERS GA . Notice Misc.

FS .ABAWD REQUIREMENTS NOT MET FS STUDENT ELIGIBILITY CRITERIA NOT MET FS DISASTER PROGRAM DENIAL FAILURE TO PROVIDE OR VERIFY INFORMATION FS CLOSURE .NO IR REQ FS APPRVL 1ST/2ND/3RD MOS.NO IR REQ FS APRVL FOR 1ST/2ND MOS .FAILURE TO COOPERATE RESIDENCY REQUIREMENT NOT MET FS .0 Page 89 .Program FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES Form Type Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Approval Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Denial Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Form # F105 F106 106F F107 107F F111 F112 F113 F114 F115 F120 F121 F130 F131 F132 F133 F134 F135 F137 F138 F139 F200 F201 F202 F203 F205 F207 F208 F209 F210 F211 F216 F221 F230 F400 F401 F402 F403 F404 F405 F407 F408 FS REVIEW COMPLETE Form Title FS DENIAL 1ST MO./APPR 2/3 MOS + IR REQ.NO IR REQ FS DENY 1ST MO. + IR.NO IR REQUIRED FS APPR.OTHER REASONS Version 5. APPRVL 2/3 MOS REVISIÓN DE FS COMPLETA FS REVIEW COMPLETE ../APPR. . FS DENY 1ST MO.. 2ND MO./REACTIVATE APP.IR REQUIRED FS REVISIÓN COMPLETA . + SR REQ. FS APPROVAL FOR 1ST/2ND MOS.. FS DENY 1ST MO.SR REQUISITOS FS APRVL FOR ONE MONTH ONLY + IR REQ FS APRVL FOR 1ST/2ND MOS + IR REQ FS APPRVL 1ST/2ND/3RD MOS.OTHER REASONS FS .LOSS OF CONTACT FS DENIAL-INCOME EXCEEDS STANDARDS FS . APPR 2/3 MOS.RESOURCES EXCEED MAXIMUM FS CLOSURE . 1/2 MOS SI/24 MO REV PER FS APPROVAL FOR 1/2 MOS . REQ./APPR.NO IR REQ FS REVIEW COMPLETE .POSTPONED VERIFICATION FS DISASTER ASSISTANCE APPROVED FS APRVL FOR ONE MONTH ONLY .FAILURE TO COOPERATE FS .NO IR REQ FS DENY 1ST MO.CITIZENSHIP/ALIEN STATUS FS DENIAL .NO REPORTING REQUIREMENT FAILURE TO PROVIDE INFO.REMOTE PIN EXPEDITED FS .RESOURCES EXCEED MAXIMUM FS DENIAL .RESIDENCY REQUIREMENT NOT MET LOSS OF CONTACT TO THE FAMILY OF THE DECEASED INCOME EXCEEDS STANDARDS FS .DOES NOT MEET HOUSEHOLD REQUIREMENT FS DENIAL ..APPLICATION WITHDRAWN FS . 2ND MO.

CHANGE IN HOUSEHOLD MEMBERS FS .PERMANENT FRAUD DISQUAL.CHANGE IN BENEFITS/OTHER REASONS FS . Notice Misc.CHANGE IN BENEFITS .ADDED TO ANOTHER ACTIVE CASE FS .ERRONEOUS DISCONTINUANCE BENEFITS PAID PENDING HEARING DECISION FS IR REINSTATEMENT NOTICE FS IR AVISO DE REINCORPORACIÓN FS .FRAUD .-PARTICIPATING INDIVIDUAL REPAY AGREEMENT .ABAWD REQUIREMENTS NOT MET FS STUDENT ELIGIBILITY CRITERIA NOT MET FS .CITIZENSHIP/ALIEN STATUS FS-CHANGE TO ZERO BEN.ABAWD REQUIREMENTS CHANGE DUE TO COOPERATION/WORK PROGRAMS FS .IR AVISO DE NO RECIBO FS .0 Page 90 . Notice Form # F409 F410 F412 F416 F421 F422 F424 F426 F448 448F F600 F601 F602 F604 604F F701 F702 F703 F704 704F F705 F706 F707 F708 F709 F711 F712 F713 F716 F744 F745 745F F746 F801 F827 F828 F830 F831 Form Title FS .MASS CHANGE/BENEFIT CHANGE MODIFICACIÓN EN LOS BENEFICIOS FS .PARTICIP.WORK PENALTY FS CHANGE . FRAUD DISQUALIFICATION . Notice Misc. Notice Misc.REINSTATE AFTER SUSPENSION FS . PENDING FS CHANGE IN BENEFITS-RECOUPMENT FS CHG IN BENEFITS .CHANGE IN BENEFITS/INCOME CHANGE CAMBIOS EN INGRESOS/BENEFICIOS DE FS CHG IN BENEFITS/INC CHG NO DEP CARE VERI FS INTERIM REPORT REVIEW COMPLETE FS-SSI 12 MONTH REPORT REVIEW COMPLETE CHANGE IN BENEFITS/CHANGE IN HH DEDUCTS.Program FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES Form Type Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Closure Notices Reinstatement Notices Reinstatement Notices Reinstatement Notices Reinstatement Notices Reinstatement Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Change Notices Misc.WORK PENALTY FS CLOSURE .IR NON-RECEIPT NOTICE FS ./INFO.SUPPLEMENTAL BENEFITS FS .CLOSURE AT CLIENT REQUEST NO LONGER MEETS HOUSEHOLD REQUIREMENT FS CLOSURE . FS CHANGE .2 MONTHS CASELOAD TRANSFER FRAUD DISQUAL.-NONPARTICIPATING INDIVID. Notice Misc.RESIDING IN AN INSTITUTION FS .1 PERSON HH DISQUALIFIED FOR FRAUD FS . HH Version 5.

HH REPAYMENT AGREEMENT ACUERDO DE REPAGO FS .NOPART.AGENCIA/CLIENTE NO P REPAY AGREEMENT -FRAUD . the forms will be ‘locked’ and any future changes must follow the Project Change Management procedures . Notice Misc. Notice Misc. HH ACUERDO DE REPAGO . Notice Misc. Notice Misc. Notice Misc. AGENCY/CLIENT NONPART HH ACUERDO DE REPAGO .Program FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES FS NOTICES Collateral Contact Notices Collateral Contact Notices Collateral Contact Notices Collateral Contact Notices Collateral Contact Notices Collateral Contact Notices Collateral Contact Notices Collateral Contact Notices Collateral Contact Notices Collateral Contact Notices Form Type Misc. Notice Misc. or different forms/notices may be used to accomplish the same thing. Notice Misc. and a scope of 299 forms to be developed as part of the Avenues Solution.0 Page 91 . Notice Misc.NOTICE OF RESTORED BENEFITS FS-IMPORTANT INFORMATION (ABAWD) CHANGE REPORT FORM INTERIM REPORT INCOMPLETE NOTICE AVISO DE INFORME PROVISIONAL INCOMPLETO FS-IMPORTANT INFORMATION . Notice Misc. These changes will be captured in the design documents. Notice Misc. Version 5.NONPARTICIP. During the analyze and design phase. HH ACUERDO DE REPAGO .PARTICI.AGENCY/CLIENT PART. . Notice Misc. Notice Misc.AGENCIA/CLIENTE PART REPAY AGREE. Notice Misc. these forms may change.NOTICE OF LOST BENEFITS NOTICE OF LOST BENEFITS WITH OFFSETTING ELIGIBILITY FOR FREE SCHOOL MEALS FS INTERIM REPORT FORM FS FORMULARIO DE INFORME PROVISIONAL FS .ABAWD/ICT FOOD STAMP ADJUSTMENT NOTICE EMPLOYER LETTER LANDLORD LETTER BANK LETTER LIFE INSURANCE LETTER GENERAL CORRESPONDENCE TO COLLATERALS REPAY LETTER TO TREATMENT CENTER FIELD NOTICE-EXPUNGED FS/CASH CLAIM CHG FUNERAL AGREEMENT REFERRAL ANNUITY REFERRAL NOTE: This list of forms represents the current forms used by SRS. Notice Misc. Notice Misc.FRAUDE . Once Detailed Design is complete. Notice Misc. HH REPAY AGREE. Notice Misc. Notice Form # 831F F832 832F F833 833F F834 834F F835 835F F839 F841 F842 F843 843F F844 F845 F846 F847 847F F849 F850 I001 I002 I003 I004 I005 I010 I011 I012 I013 Form Title ACUERDO DE REPAGO . Notice Misc. Notice Misc.FRAUDE . Notice Misc.

 State Responsibilities:    Provide copies of all existing forms and notices that are currently in scope. Make design decisions in a timely manner.1 12. Version 5. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase.1.AVENUES Business Analysts to validate and confirm SRS . This step also includes reviewing the forms available in the APSP application to map.0 Page 92 .2 Design Phase The Design Phase begins with specifications from the Analyze Phase.12.2. where appropriate.AVENUES forms and notices to existing templates in APSP. and ends with a list of tasks that.AVENUES forms and notices requirements.    12. Lead review and mapping of in scope SRS .2 12.2. will deliver the future state solution.1 Major Activities by Phase Analyze Phase Analyze Forms and Notices The Automated Forms and Notices Team will work closely with the SRS . Review and approve the forms and notices inventory. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase. Document existing in scope SRS .AVENUES forms and notices. Attend and participate in forms and notices review. Contractor Responsibilities:     Attend meetings with SRS Functional SMEs to validate forms and notices. This serves to refine the requirements of the forms in scope.AVENUES forms and notices. to the existing SRS . Setup and configure the Adobe LiveCycle and provide on the job training support. Provide Subject Matter Experts (SMEs) for each functional area that can efficiently and accurately document/describe required forms and notices requirements and population.2. once performed in Build.

the definition of the dynamically populated fields if required for the form or notice. unit test-scripts and unit test results developed by Contractor.0 Page 93 . Plan Integration Test of the approved forms and notices.   12. and the identification of corresponding APSP template where applicable. Contractor Responsibilities:  Produce General Design Documents for Contractor assigned forms identified in the Stateapproved RICEFW inventory. Provide technical support on Adobe LiveCycle for team. Contractor Responsibilities: Configure. modify and/or develop.  State Responsibilities:  Produce General Design Documents for Contractor assigned forms identified in the Stateapproved RICEFW inventory.2.1 Build Phase Build and Component Test The Forms Team shall configure. Review and approve the General Designs. and unit test forms assigned to the Contractor. Provide technical support on Adobe LiveCycle for team. modify and unit test forms approved in the Analyze Phase. Conduct and document unit testing as part of the development documentation. Review and approve the forms and notices. Version 5. modify and/or develop. Conduct and document unit testing as part of the development documentation. and unit test forms assigned to the Contractor. Plan Integration Test of the approved forms and notices.2. State Responsibilities: Configure.3.3 12.Forms and notices designs will be created for each form or notice that identifies the static content.

4 Deliverables and Work Products The table below summarizes the Forms and Notices work products and deliverables to be created during each phase: Ref. 12.12. Automated Forms and Notices Analyze Phase Analyze Forms Requirements Define Forms Inventories Plan System Test Design Phase Design Forms Plan Assembly Test Build Phase Build and Unit Test Forms Components Develop Test Conditions and Scripts Test Phase Execute Integration Test Execute System Test Lead Lead Assist Assist Lead Lead Assist Assist Lead Lead Assist Assist Lead Lead Lead Assist Assist Assist Contractor SRS Team 12.5 Test Phase Section 7 of the K-MED SOW Deploy Phase The SRS Project Team shall deploy the forms approved in the Analyze Phase.0 Page 94 . Contractor Responsibilities: Deploy the forms documented through design and build activities Monitor the Deployment Readiness Checklist to prepare for SRS Deployment State Responsibilities: Review Readiness Checklist and attend go/no-go decision meetings.2.3 Responsibility Matrix The table below summarizes the responsibilities.4 12. the definition of the dynamically populated form fields if Version 5. No.2. NA NA Phase Analyze Design Work Product Forms and Notices Inventory Forms Design Deliverable Description A listing of forms and notices in scope with a mapping to templates if any in APSP. The General Design lists the forms static content.

15 Build Application Code and Unit Test Delivery of the forms and notices source code. No. and the identification of corresponding APSP form/template where applicable.0 Page 95 . Version 5. Phase Work Product Deliverable Description required for the form. NOTE: Work products do not have a dependency on deliverables. unit test scripts and execution results.Ref.

business processes.0 Page 96 . 29 Phase Deliverable Name Detailed System Design Work Products Description The Functional and Detailed Design Document details the functional and technical requirements for developing. This deliverables marks the integration of the interim solution into the Eligibility and Web Portal systems.0 Imaging and Content Management The SRS Imaging and Content Management Statement of Work (SOW) will reference the K-MED Imaging and Content Management SOW as the SRS solution will be designed. and accessed through the Avenues system) will be identified during the analyze and design phases of the SRS project. built. There is. Accenture will also support SRS staff in the establishment of Central Records Center. designs. 13.e. documents that will be scanned. tested. 13. NA ECM Interim Solution The ECM Interim Solution involves rapidly developing and deploying the standalone imaging solution. In addition to the scope defined in the Imaging and Content Management sections below. one difference between the K-MED and SRS Imaging and Content Management solutions and that is the document types that are scanned by eligibility workers.. NA ECM Eligibility Integration Version 5. however.13. and implemented leveraging the technical infrastructure. and implementing the Content Management solution for SRS. Both SRS and Accenture agree that SRS will take the lead in the operations of the Central Records Center.2 Deliverables and Work Products The table below summarizes the Imaging and Content Management work products and deliverables to be created during each phase: Ref. These document will be identified during the analysis and design phases of the SRS project. Support will include planning discussions during the Analyze and Design as well as guidance during the Build and Deployment phases of the Central Records Center. The ECM Eligibility Integration occurs after Document Conversion has competed (or reached an acceptable level). No. and development phase activities that are defined in the K-MED Imaging and Content Management SOW. categorized.1 Scope Definition The necessary document types (i. methodologies. testing.

The Enterprise Readiness team will be comprised of representatives from the State project team and Contractor.14.1.1. customer) stakeholders and assesses the type and extent of impacts they will experience from the Avenues implementation. Enterprise Readiness Plan and Communication Plan that define the scope and contents of the Enterprise Readiness activities for the project. and conducting Readiness Workshops with Change Agents are targeted toward SRS users who use K-MED for medical eligibility.0 Enterprise Readiness The Enterprise Readiness Team prepares SRS users for the transition to the new integrated KMED/Avenues system and business processes. 14. Activities in the SRS Scope of Work are an incremental add to the K-MED SOW to address the Avenues-specific processes.1 14.1. The readiness activities in the K-MED Scope of Work. Contractor Responsibilities: Work with the State to identify key internal/external stakeholders and the key impacts for each group Define initiatives to keep key stakeholders involved throughout the project Develop the Stakeholder Management Plan Version 5. The Stakeholder Assessment document identifies internal and external (e. such as identifying process and role gaps. the team produces the Stakeholder Assessment and Stakeholder Management Plan.0 Page 97 . 14. The Stakeholder Management Plan outlines how the project will develop support among the key stakeholders by involving them in project activities. Because the K-MED implementation affects SRS workers.1 Develop the Stakeholder Assessment and Stakeholder Management Plan An input into the Enterprise Readiness Plan is the Stakeholder Assessment and Stakeholder Management Plan. the K-MED Scope of Work includes enterprise readiness and communication initiatives aimed at supporting SRS personnel through the transition.1 Major Activities by Phase Analyze Phase During the Analyze Phase. The results of the assessment will feed into the Communication Plan.g. producing Change Discussion Guides to explain new processes.

The Enterprise Readiness Plan also describes how the SRS Enterprise Readiness initiatives build on and integrate with K-MED change activities.1.1. It will also describe methods for collecting feedback on the effectiveness of the communication initiatives. It describes the Enterprise Readiness tools and processes and provides a high-level schedule. and schedule. methods. information needs.1.State Responsibilities Provide information to the Contractor regarding key internal/external stakeholders and impacts. The plan will identify stakeholders. the document will address how to coordinate communication methods and timing to provide the most effective communication for SRS employees. Contractor Responsibilities: Using input from the State. Contractor Responsibilities: Create the Avenues Communication Plan and define the messages and delivery methods Version 5.2 Create Enterprise Readiness Plan The Enterprise Readiness Plan describes the overall approach to conducting readiness activities for SRS.3 Create Communication Plan The Enterprise Readiness Team will create the Communication Plan. develop the Enterprise Readiness Plan State Responsibilities Coordinate meetings with any groups necessary to complete the plan Provide input into Enterprise Readiness Plan Review and approve the Enterprise Readiness Plan deliverable 14.0 Page 98 . senders. including organization charts Coordinate meetings with any groups necessary to complete the assessment and plan Provide input into the Stakeholder Management Plan Review and approve the Stakeholder Management Plan content that will become a part of the overall Enterprise Readiness Plan deliverable 14. Because there is a great deal of overlap between the K-MED Communication Plan and the Avenues Communication Plan.1. key messages.

methods and materials to facilitate readiness and transition for stakeholders. Contractor Responsibilities: Work with the State to plan the agenda for the Road Shows Create Road Show materials State Responsibilities: Provide input and review for Road Show materials Determine Road Show locations Conduct Road Shows 14.1. Assistance would include identification and input regarding stakeholders. and delivery methods. and who support their peers in the days and months following implementation. Accenture will support the State in identifying KDHE-HCF and SRS personnel who will serve as Change Agents and Regional Implementation Leads. State Enterprise Readiness team members identify Regional Implementation Leads who will monitor readiness at a regional level.0 Page 99 .State Responsibilities: Assist the Contractor in the development of the Communication Plan.1 Support Road Shows The Enterprise Readiness team supports the Road Show effort by providing communication materials such as a PowerPoint presentation to be used during the meetings. Also during this phase.2. Change agents can represent any area of the business affected by the upcoming process changes.2. Review and approve Communication Plan deliverable Review and approve communication materials 14. Change Agents are staff who help their local offices adapt to changing business processes and prepare for implementation.2 Design Phase During the Design phase. They also support Road Shows to kick off Phase 1 and 2 for system users. 14.1. as identified in the Enterprise Readiness Plan. monitoring and reporting on production transition readiness for all locations Version 5. Each local office will identify one or more Change Agents who will assist their offices with K-MED and Avenues changes. messages. the Enterprise Readiness Team designs the readiness tools.1. The Regional Implementation Lead is the person responsible for supporting.2 Launch Change Agent Network and Regional Implementation Leads During this phase.

2.0 Page 100 .in the region. They then conduct Readiness Workshops with the Change Agents to explain the information in the guides and prepare the Change Agents to deliver the material back in their own areas. 60. Process and Role Gaps Accenture and State Enterprise Readiness team members document the major functional differences between the current systems and the integrated K-MED and Avenues system.4 Design Change Discussion Guides/Readiness (Business Process) Workshops Enterprise Readiness Team members develop Change Discussion Guides that describe the changes that affect job functions and roles. In addition.2.1. The ER team works with the Regional Implementation Leads to conduct readiness reviews at 90. Contractor Responsibilities: Use information from fit gap activities and other project documentation to document functional differences Conduct business process reviews (work with business analysts. The project will define up to four “to-be” business process models that align with the different types of local offices. etc. The SRS SOW includes the incremental work to analyze the gaps for Avenues-related functionality and business processes. and weekly during the month prior to deployment. the team facilitates business process reviews (“as-is” versus “to-be”) to define the differences between the current environment and the future environment. Please refer to the K-MED Scope of Work for details and responsibilities. state personnel.3 Document System. 14. and 30 days prior to go-live. The effort to organize and manage the Change Agent program and work with the Regional Implementation Leads is included in the K-MED Scope of Work. to receive the appropriate input) Document the future business processes Document gaps between the current and future processes State Responsibilities: Provide existing “as-is” analysis Participate in documenting functional differences Participate in process reviews Participate in documenting revised business processes and gaps Review and approve the process and role gap documentation 14. The workshops provide an overview of the new business processes and provide tools Version 5.1.

Review and approve Change Discussion Guides and workshop materials 14. tools. Other workshop materials include PowerPoint presentations to present the new enterprise business processes.0 Page 101 .5 Provide Communications /Update Communication Plan The Enterprise Readiness team creates and delivers specific communication messages. and templates to help offices assess impacts and document actions. supervisors and staff in their locations about how business processes and job roles would change with the new system. and events. This would include providing content and/or development of specific portions of assigned workshops. The team reviews and updates the Communication Plan quarterly to include specific stakeholder information and specific communications messages. (NOTE: The Enterprise Readiness team creates “desk aids” that refer specifically to the tools and procedures that would help local offices plan for the upcoming business process changes and prepare for implementation – these documents will not be needed after post implementation support. Contractor Responsibilities: Work with SRS to update the Communication Plan on a quarterly basis to address stakeholder feedback and to reflect new information regarding specific stakeholders and specific communications messages.2. creates “job aids” that relate to tasks users perform in the system – these documents persist over time) State Responsibilities: Participate in the design of the materials. This task is repeated for each phase. however. Change Agents use the guides to generate discussion among managers.and aides to facilitate the local offices in identifying impacts and specific actions to prepare for implementation. and events Implement communication initiatives specified in the Communication Plan State Responsibilities: Produce/deliver communications with help and guidance from the Contractor Provide input and review for communication materials and initiatives Version 5. materials and events as outlined in the updated Communication Plan. as well as checklists or “desk aides” to provide assistance. Contractor Responsibilities: Design the Change Discussion Guides and other workshop content and material using baseline materials as input. The training team. timing. timing.1.

14.1.2.6

Office of the Future

Scope Description to Develop an Office of the Future Demonstration Accenture will develop a demonstration for state staff to show them the types of business process and functional changes that they will implement with Avenues. This demonstration will be a prototype of the Office of the Future. This is a description of the scope for the development of the Office of the Future prototype. Purpose of the Office of the Future Demonstration The purpose of the Office of the Future demonstration is to: • Visually demonstrate to state staff the changes to work processes that they will experience with the implementation of Avenues. Allow staff time to view the prototype from their workstations, at their convenience, and to generate ideas and questions for discussion with their supervisors and teams Demonstrate the interaction of business processes with new functionality, including selfservice portals, document imaging, interactive voice response, Call Center, and data interfaces Replace the use of Change Discussion Guides (included in our original proposal) with this visual, self-paced, hands-on change management tool.

Approach to Creating the Office of the Future Demonstration During the Analysis and Design Phases of the Project, Accenture’s change management staff will facilitate sixteen sessions with users to develop the To-Be business processes. The purpose of these sessions is to identify the transitions required to move from the As-Is business processes to the To-Be business processes. Using the To-Be processes, we will develop a Avenues demonstration that will replace the need for creation and deployment of Change Discussion Guides. We will show the prototype during a Conference Room Pilot (CRP). The state team will verify the Avenues system implements state processes correctly and meets requirements, as they see those processes. By actually seeing the business process changes and the relation to the Avenues system, state users will get a clear demonstration of how the changes will work. The Office of the Future demonstration will be used by each group of staff, at their workstations, prior to Pilot and prior to each Phase, to prepare them for the business process changes that will occur. The Office of the Future will be flexible, in that individuals can view it as many times as they like, then teams Version 5.0 Page 102

could watch portions of it and discuss how they see it working in their office locations. The use of the prototype should reduce the demand on line staff’s time to attend meetings. We will develop the Office of the Future Demonstration using portions of the Avenues prototype and a variety of other multi-media sources. We will develop the Demonstration using Adobe Captivate software (which is already included in our proposal as the training development tool). We will develop video presentations of new process flows in an office-like environment, by setting up a “model office” which will be recorded at the Project site. Members of the Project team will walk through the new business processes, showing integration of new system features into the business flows. A voice-over will unify the presentation, as workers move from viewing the video, to looking at Avenues pages (screens), and learning about the changes from As-Is to the To-Be processes that are relevant to their roles. The end product will be a richly layered web-based module that Avenues system users can launch at their workstations. Workers will be able to select and view clips of the demonstration directly relevant to their worker roles. It will include information about To-Be processes that was formerly to be included in the Change Discussions Guides, but with the added features of visual and graphic demonstrations. The Office of the Future will address the following change management and readiness needs: • Creating a shared language (new Avenues system terminology) and vision among leaders and staff from different agencies, programs and locations Introducing business process changes and new functionality in a visual and engaging manner Supporting users as they transition to a new way of working which may include unfamiliar technology (such as Interactive Voice Response, Imaging, and call centers) Building support for changing job roles and skill needs among staff from KDHE, SRS, and other organizations Meeting the complex logistical and project management requirements of a phased Enterprise Readiness implementation the size and scope of Avenues

Readiness team members will work with state subject matter experts and members of the Accenture functional/business teams to document how new business processes and the Avenues system will affect the various Avenues user groups. Information from this analysis helps inform several activities, including skills and gap analysis, as well as role mapping. As a part of the role mapping process, the team will complete following tasks, as they would have done to create Change Discussion Guides: • Identify current roles within the organizations affected by the Avenues implementation (SRS locations, provider locations, etc.) Page 103

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Map existing roles to current (As-Is) business processes and events Identify future (To-Be) business processes Identify the changes in roles that are required to support the new business processes Analyze relationships between roles and how those relationships will be affected by the Avenues implementation Revise roles which support new business processes as required The Enterprise Readiness team will integrate information about revised roles into the Office of the Future demonstration.

• •

Additional Option for Business Process Improvement – Change and Innovation Agency As we develop the Office of the Future demonstration, we also offer an added feature of Business Process Improvement (BPI). We have successfully delivered BPI with state agencies across the nation and other government institutions around the globe, working with our clients to fit their business to the capabilities of solutions. We would tailor our approach to the specific needs of the Avenues project by leveraging our team’s experience in implementing human services solutions in 37 states in the U.S. The tailored methodology also leverages our experience implementing integrated human services solutions to provide a more focused methodology for the K-MED Project. Business Process Improvement is a key focus of our successful record in Accenture’s Public Service Operating Group. With our BPI approach, we have helped numerous public service clients to streamline and re-engineer business processes. We also team with the Change and Innovation Agency, which is a company based in Kansas City, and a leader in bringing process improvements to state agencies. Change and Innovation Agency (CIA) provides leadership consulting and practical process guidance to help teams be more productive. They have worked in agencies in all 50 states to change behaviors, preconceptions, and to drive innovative changes to process. They help teams re-imagine the work that they do and the outcomes they generate and eliminate the ‘kinks in the pipe’ that limit productivity. As an added feature of the Office of the Future, we propose that we leverage CIA in the Analysis Phase of the Avenues project to conduct several workshops. The purpose of these workshops would be to help set project mindset in the direction of positive process changes and to engage leadership in the possibilities. Systems automate processes; and Kansas has the opportunity to automate the most efficient and supportive processes. CIA can help achieve that outcome. We will incorporate the outcomes of these workshops into the Design Phase for developing the To-Be processes for the Office of the Future demonstration. Impact on Project Timelines

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develops workshop content and continues developing and delivering detailed communication messages. The prototype will then be ready for use in the field by Avenues system users. Contractor Responsibilities: Develop the Change Discussion Guides and other workshop content and material. This work will be scheduled to begin during the Design phase and complete during the Build phase of the Project. the amount of time needed for each of the State’s local change agents could be reduced by potentially as much as 50%. This could include providing content and/or development of specific portions of assigned workshops.1. State Responsibilities: Support the Contractor in the development of the materials. tools. This includes the addition of two Accenture resources for 3 months to develop the Office of the Future demonstration during the Analysis and Design Phases. However. 14. The additional effort for this work is estimated to be 6 person months of Accenture staff (2 people for 3 months). SRS offices.The development of the Office of the Future demonstration and prototype can be accomplished within the existing Project timeframes.0 Page 105 .1. This can be done by modifying the timing for some of the previously planned cultural change management work and inserting a prototype development effort. the Enterprise Readiness team continues to interact with users and change agents in support of the readiness activities outlined in the Enterprise Readiness Plan.1 Build Change Discussion Guides/ Readiness (Business Process) Workshops The Enterprise Readiness Team will develop the Change Discussion Guides and workshop materials. Impact on Project Cost: The Office of the Future would cost $199. The team defines roles and conducts role mapping. this cost is potentially offset by a savings in the need for as many state staff for change readiness activities as was originally anticipated. supervisors. conducts the first readiness assessments.3 Build Phase During the Build phase. Because the Office of the Future could replace the need for change agents in each location to train staff on Change Discussion Guides.3. and Central office staff in time to prepare for implementations. and templates to help offices assess impacts and document actions.397. 14. and 3 workshops conducted for state leadership and management during the Analysis Phase of the Project. Other workshop materials include PowerPoint presentations to present the new enterprise business processes. defines the tools and metrics to measure readiness. providers. to keep all Phases on schedule as planned. as well as checklists or job aides to provide assistance. Version 5.

skill/knowledge requirements.Help local offices identify the appropriate representatives to attend sessions Review and approve Change Discussion Guides and workshop materials 14.0 Page 106 . relationships to other roles. Contractor Responsibilities: Define and document descriptions for each role Provide the tools. As mentioned above. Version 5. 14.1. the team uses the role mapping process defined during Design phase to implement the role mapping activities.1. The Assess and Report Readiness effort is included in the K-MED Scope of Work. The following templates are samples for a Personal Learning Plan and Scorecard.3. templates and processes defined in the Role Mapping approach Support the State in role mapping activities by helping to troubleshoot the process and/or answer rolerelated questions Coordinate the receipt of the role mapping information with the Security team State Responsibilities: Use the Role Definitions and Role Mapping processes and tools to map end-users to appropriate roles within the timeframe suggested Designate functional SMEs to review the role descriptions for accuracy and alignment to the new business processes 14.2 Create Role Descriptions The Enterprise Readiness team documents detailed descriptions of new and/or revised roles. materials and events as outlined in the updated Communications Plan (see above for responsibilities). and a summary of change impacts associated with the role. Once role descriptions are complete. description of responsibilities. the actual templates used for Avenues will be developed by the K-MED Enterprise Readiness team. the K-MED Enterprise Readiness team creates the tools and templates to use for readiness assessment and tracking. Role descriptions include a role definition.4 Assess and Report Readiness During the Build phase.3 Provide Communications / Update Communication Plan The Enterprise Readiness team continues to create and deliver specific communication messages.3.1.3.

htm (2) OPA Forum http://forums. "How to APSP Rules Service") Transfer Understand OPA resources installed locally with software: (1) Oracle Policy Modeling Help (2) Oracle Policy Automation Help (3) Oracle Policy Automation Connector for Siebel Help Understand OPA product support resources available via Oracle.oracle.Personal Learning Plan (PLP) Required Knowledge Transfer Completed Personal Learning Plan For: Ben Camp Primary Role: Rules Developer Primary Learning Coach: Matt Berry Learning Objective (Knowledge/Skill to Be Acquired) Learning Approach(es) Coach Matt Berry Matt Berry Matt Berry Scott Parker Scott Parker Scott Parker Scott Parker Scott Parker Scott Parker Scott Parker Start Date End Date 5/23 5/23 5/23 TBD TBD TBD TBD TBD TBD TBD 5/24 5/24 5/24 TBD TBD TBD TBD TBD TBD TBD Status Complete N/A Complete N/A Describe Policy Automation Terms and Concepts Author Rules in OPA Using Word and Excel Small Group Walkthrough Complete N/A On-the-Job Practice & Knowledge Transfer Test Rules On-the-Job Practice & Knowledge Transfer Create Visualizations within Oracle Policy Modeling On-the-Job Practice & Knowledge Transfer Understand OPM Integration Points and Version Control Knowledge Transfer Understand Packaging and Deployment Options Knowledge Transfer Deploy a rule using Oracle Web Determinations Server On-the-Job Practice & Knowledge Transfer Use the APSP Rules architecture component to implement a rule On-the-Job Practice & Knowledge (Reference: APSP Workbench.oracle.html Understand resources available in the APSP Workbench installed Self-Study locally with software (Browse APSP Workbench help content in Eclipse) Gain deeper experience with OPA tools and concepts Oracle University Oracle Policy Modeling: Essentials Part I Course Self-Study Not Started ______ / _______ Not Started ______ / _______ Not Started Not Started Not Started Not Started Not Started ______ / _______ Scott Parker TBD TBD Not Started ______ / _______ ______ / _______ ______ / _______ ______ / _______ (To be initialled upon completion of all Knowledge Transfer tasks) Learner: Learning Coach: Knowledge Transfer Completed Next Steps (Initials of Learner & Coach) Describe key features and functions of Oracle Policy Automation Small Group Walkthrough (OPA) Understand OPA Components and Architecture Small Group Walkthrough Ben to ask follow-up questions as needed Ben to ask follow-up questions as needed Ben to ask follow-up questions as needed N/A Self-Study Scott Parker TBD TBD Not Started N/A Matt Berry TBD TBD Not Started N/A N/A TBD TBD Not Started N/A Version 5.jspa?forumID=828 (3) OPA on OTN http://www.oracle.0 Page 107 .com/technetwork/apps-tech/policyautomation/overview/index.com: (1) OPA Knowledge Support http://www.com/forums/forum.com/partners/en/knowledgezone/applications/policy-automation-042908.

The team will work with the Regional Leads to conduct a readiness review at 90. along with application readiness.Scorecard During this phase. and 30 days prior to go-live. environment readiness and support readiness. 60.0 Page 108 . Readiness results are used as input into deployment go/no-go decisions. summarize and report on readiness assessment results State Responsibilities: Participate in reviews Version 5. and weekly during the month prior to deployment. the ER Team will orient the Regional Implementation Leads who will monitor readiness at a regional level. Go/no-go meetings will review these regional readiness assessments. The team will track readiness in an overall tracking tool that contains each location and the readiness status. Contractor Responsibilities: Create and distribute readiness checklist Conduct readiness assessments Analyze.

Contractor Responsibilities: Create and distribute the applicable readiness checklists for this phase Conduct readiness assessments Analyze.0 Page 109 .4 Test Phase During the Test phase.Review and approve readiness checklist Assist contractor in the review of assessment results and the preparation of the summary report 14. the Enterprise Readiness team conducts the readiness assessments.1.2 Provide Communications / Update Communication Plan The Enterprise Readiness team continues to create and deliver specific communication messages. The team will conduct a readiness review at 90.1.1 Deploy Phase Assess and Report Readiness During the Deploy phase. assess and report readiness. Version 5. analyzes the results and prepares a report of the assessment findings. and weekly during the month prior to deployment. materials and events as outlined in the updated Communications Plan (see above for responsibilities). 14.1.5 14. the Enterprise Readiness team delivers specific communication messages as defined in the updated communication plan and will continue to support readiness tasks. summarize.5. and 30 days prior to go-live. 60.1. and report on the readiness assessment results State Responsibilities: Review and approve the readiness checklists for this phase Participate in readiness reviews Assist the Contractor in the review of the assessment results and the preparation of the summary report 14. and provide outreach and support to users as they prepare for implementation.5.

how many) Readiness Workshop Presentation Role Definition Role Mapping using above definitions Create readiness assessments Lead Lead Lead Assist Lead Lead Lead Lead Lead Lead Lead Contractor Assist Assist Assist Assist Lead Assist Assist Assist Lead Assist Assist Assist State 14.4 Deliverables The table below summarizes the Enterprise Readiness deliverables to be created during each phase: Ref.14. The Stakeholder Management Plan outlines how the project will develop support among the key stakeholders by involving them in project activities. including process for quarterly updates 5 Analyze Communication Plan Version 5. The Plan includes such information as:       Communication Goals and Objectives Stakeholders Communication methods Anticipated messages and timeline Feedback mechanisms Suggested communication process. 14. No.0 Page 110 . NA Phase Analyze Deliverable Name Stakeholder Assessment and Stakeholder Management Plan (work product – not a paid deliverable) Description The Stakeholder Assessment document identifies internal and external stakeholders and assesses the type and extent of impacts they will experience from the Avenues implementation.3 Other Requirements None identified. The Communication Plan describes the communication approach.2 Responsibility Matrix The table below summarizes the responsibilities associated with Enterprise Readiness and Communication: Scope Element Create Stakeholder Assessment and Stakeholder Management Plan Develop Communication Plan & Delivery Methods Create communication tools and delivery Create Enterprise Readiness Plan Meeting Logistics Identify System. Process and Role Gaps Develop Change Discussion Guides Readiness Workshop Development (who. when. tools and templates. and methods that will be used on the project. how. structure.

Ref. No.
13

Phase
Analyze

Deliverable Name
Enterprise Readiness Plan

Description
The Enterprise Readiness Plan details the approach for preparing the State for implementation and the associated changes. The Plan will include such information as:     Enterprise readiness goals, objectives, and overall approach Initial impacts, initiatives to address, and timeline Change Agent Network description and associated roles and responsibilities Approach for assessing readiness

NA

Build

Change Discussion Guides (work product – not a paid deliverable)

Change Discussion Guides that describe the process changes that affect job functions and roles. They also include key decisions the local offices need to make in order to prepare for implementation of the new processes.

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15.0

Training Services

The Training team will be responsible for End User Training for the SRS users identified in Appendix 8 of the K-MED RFP. This includes analyzing the training needs, confirming the training curriculum, designing and building the training materials, coordinating the training environment with the technical team, testing training materials, conducting train-the-trainer, and supporting training administration. SRS may identify additional staff (approximately 500 to 600) to be trained during the course of the Avenues project. SRS will lead the effort, with assistance from Accenture, and in conjuction with K-MED training delivery, to make sure the appropriate staff receive the necessary training within the constraints of the Accenture staff. The training services for Avenues discussed in this Statement of Work is an increment of work added to the K-MED training. The Training team will be comprised of representatives from the State SRS project team and the Contractor. The Statement of Work reflects that Accenture will coordinate closely with SRS on the training program. Five SRS personnel and a State Training Lead from SRS will serve on the Training Team and will be involved in day-to-day training analysis, design, development, and testing activities. Accenture will be responsible for Train-the-Trainer, and Training Delivery, while SRS will provide the staff to assist in Training Delivery. ITS Training will be accomplished through side-by-side knowledge transfer and other knowledge transfer methods as outlined in the Knowledge Transfer section of the SOW.

15.1
15.1.1 15.1.1.1

Major Activities by Phase

Analyze Phase Analyze End User Training and Support Needs

Within the Analyze phase, the Training team confirms training needs for each audience affected by the new business processes. When conducting a needs analysis, the team identifies roles and their corresponding tasks/responsibilities, which then drive the required skills, training needs and training schedule for that role. At the end of the Analyze Phase, the Training team develops the Training Plan that describes the key elements of the training program, and includes course outlines for each Webbased Training (WBT) and Instructor-Led Training (ILT) course. The SRS Training Plan will be a separate deliverable from the K-MED Training Plan. Contractor Responsibilities: Review the Enterprise Readiness Assessment Report Define the skills required for new and revised roles. Contractor will leverage the impact analysis that has already been conducted on the project.

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Create the Training Plan which will document the overall scope and strategy for the SRS training program Refine the preliminary curriculum using results from the audience analysis data State Responsibilities: Review the Enterprise Readiness Assessment Report Provide State context and content and assist in the preparation and development of the Training Plan Review, provide revisions and corrections, and approve the Training Plan Review, provide revisions and corrections, and give final approval for all course outlines

15.1.1.2

Training Curriculum

Using the results from the audience analysis, the Training team will refine the preliminary training curriculum for the End User Training Program. The preliminary training curriculum listed below includes courses already in scope for the K-MED project, as well as the courses that cover the additional functionality for Avenues.
Anticipated Course
Avenues and K-MED Phase 1 Customer Self Assessment Online Intake Application for Customers and Community Partners Online Intake Application for KMED/Avenues users System Navigation Presumptive Eligibility Avenues and SRS Phase 2 Eligibility Instructor-led Training 4 days for medical only; 5 days with additional program content integrated throughout course 4 hours 4 hours 4 hours 3 hours 3 hours 1 hour 2 hours 2.5 hours Baseline On line Demo On line Demo < 15 min < 15 min Baseline Baseline

Type

Length

Baseline Course or New*

Web-based Training Web-based Training Instructor-led Training

3 hours 2 hours ½ day

Baseline Baseline New

Clerical Roles Hearings and Appeals Office Administration Security Rights Administration Cost Avoidance and Recovery Calendaring Administrative Tools Data Synchronization

Web-based Training Web-based Training Web-based Training Web-based Training Web-based Training Web-based Training Web-based Training Web-based Training

Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline

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For Issuances and Collections. Version 5. business analyst. to provide the participants more flexibility to practice scenarios.0 Page 114 . etc. instead of the more structured training database. When appropriate. developer. walkthroughs occur using the sandbox or a test version of the software. Virtual Contact Center (Development of course detailed design plus mentoring of Staff to complete the course) Type Web-based Training Web-based Training Web-based Training Web-based Training Web-based Training Web-based Training Small Group Walkthrough Small Group Walkthrough Instructor-Led Training 1.5 hours 4 hours 6 hours 6 hours 4 hours 3 hours 1 day 1 day Length Baseline Course or New* Baseline Baseline Baseline Baseline Baseline Baseline Baseline Baseline 1 day Baseline Instructor-Led Training 1 day New Instructor-Led Training 1 day New *Note: Baseline courses reflect existing APSP system functionality and will be modified by the Training team to reflect Kansas-specific changes. New courses will be designed and developed “from scratch” as no baseline course materials exist. Walkthroughs would be conducted in a central location such as the Central Training Lab.) can be found in the Knowledge Transfer section of the Scope of Work. Additional information about small group walkthroughs and knowledge transfer activities for ITS and project roles (network administrator. the smaller training audience supports using this approach. Accenture will also provide joint responsibility to roll the delivery LIEAP of the Training Materials to the appropriate LIEAP staff. Small group walkthroughs are expert-led sessions with a flexible format.Anticipated Course Workload Reassignment Quality Assurance Avenues-Only Employment Services Child Care Resource Databank Overpayments Issuances Collections Additional Training Imaging/Content Management (development of course plus training for ITS Staff and Trainthe-Trainer) LIEAP Training Material and Delivery: Accenture will extending training materials (previously developed) to cover the additional LIEAP scope. business rules personnel.

as well as SRS-specific configurations and customizations to the system. 15.1 Training Tools Training The Accenture Training team members will conduct informal knowledge transfer for the State Training team members on the tools and methodology that will be used to design and build the end user training. delivered online help procedures that support Avenues functionality. During Design.2 Training Design Training designs will contain information regarding learning objectives.Contractor Responsibilities: Confirm the training curriculum. Online Help will be developed in Adobe RoboHelp. anticipated delivery method.0 Page 115 . and assisting in the development of the course outlines Review and approve all inputs. suggested content. and estimated duration. and length for each course Produce a high-level outline for each course for each SRS-specific course State Responsibilities: Assist the Contractor in defining the curriculum.2. the Training team creates detailed specifications for the end user training courses and support tools that will be developed during the Build phase.1. Training designs consider the to-be business processes. which lists the training courses. identifying specific exercises that illuminate and reinforce the course objectives. standards. The Avenues Scope of Work includes the effort to evaluate online help for Avenues functionality. providing input regarding methods. Contractor Responsibilities: Teach the State training team members the use of the tools and methods used for designing and building the end user training State Responsibilities: Ensure State training team members attend and participate in the informal meetings 15. the team will also identify changes required to the inventory of standard. Web-based Training will be developed in Adobe Captivate.1.2 Design Phase Using the Training Plan and course outlines as input. and validate the suggested deployment method. and templates used by the Contractor 15.1.. Version 5. which includes providing State context and content. The team builds on the outlines for each course identified in the Training Plan.2.

tools. using the same inputs. corrections. and training exercises based on the approved designs. Once developed.1. This content will be integrated into the full course so that SRS users see relevant scenarios and data throughout. Version 5.3. standards and templates as the Accenture team members Provide the necessary State content and context to the training materials Review and approve all inputs.1. etc. The K-MED scope of work includes developing the equivalent of 4 days of training.) as a starting point for SRS training materials and online procedures. and give final approval for all training materials 15.3 15. and guidance in the training design process State Responsibilities: Produce training and online help design documentation.Contractor Responsibilities: Produce design documents for each instructor-led course. WBTs. The team will use baseline materials plus project deliverables (standards.0 Page 116 . The SRS scope of work includes developing the equivalent of 1 day of additional training content. web-based course or online demonstration Produce an inventory of online help procedures Provide methods. SMEs review the materials and provide feedback.1 Build Phase Build The Build Phase includes developing training material. and templates used by the Contractor Review and provide confirmation of each training design to minimize rework during the Build phase Confirm the inventory of online help procedures Evaluate the look and feel of the baseline instructor-led products and implement design changes Identify additional classroom and online help custom job aids Provide revisions. During this phase. Once the feedback has been addressed. the materials are tested and revised prior to Training Deployment. online help procedures. the Training team develops SRS-specific training materials. templates. Contractor Responsibilities: Work with the K-MED/Avenues training development team to develop a combined Eligibility course that reflects both K-MED and Avenues functionality. They coordinate with the project technical staff to create a training environment and a training sandbox. standards.

as well as create new procedures where necessary Contractor shall designate functional SMEs to review the training materials for system accuracy Address the SME-reviewer feedback and update the training materials accordingly State Responsibilities: Develop training materials using the same tools and templates as the Accenture team Provide input to the training materials and support tools. Identify scenarios and training data needed to support the instructor-led course objectives Establish the training database environment and set up training data. Develop course evaluations Modify existing online help content and job aids to reflect SRS-specific configurations and customizations.). as well as agency-specific items such as logo. Training for K-MED and Avenues will use the same training environment. Paper materials consist of a slim user guide that contains course objectives. etc. terminology. with data specific to each. content and process accuracy Address the SME-reviewer feedback and update the training materials accordingly Create any SRS-specific training content required to supplement the training program Version 5. etc. and skills assessments. help desk. The WBTs will be JAWS compliant. Build new web-based training courses. simulated system pages with user interactivity. The input will include State content and context to the materials Review and approve all tools and templates used by Accenture Assist in defining exercise scenarios and data used in the training database Designate SMEs to review the training materials for State context. guidelines and suggestions for using the sandbox to reinforce their skills after training. background information.0 Page 117 . information on how to utilize user support tools after training and after implementation (online help. Modify existing baseline courses to reflect SRS-specific system configurations and customizations. K-MED and Avenues will use the same sandbox environment. Develop written training materials in accordance with 508 compliance regulations. WBT courses consist of text pages.Work with SRS to create the paper-based and online components of the Eligibility course. and a place for taking notes. Establish the training sandbox environment and define processes and procedures for the sandbox environment.

4. 15.3. Comments and observations will be captured throughout the delivery. to confirm the course duration and to validate that the objectives of the course are met as designed.0 Page 118 . Contractor Responsibilities: Test instructor-led training exercises Test new and modified web-based training courses Work with the technical team to confirm sandbox readiness for deployment Test online help State Responsibilities: Conduct testing on training exercises. Each pilot (a. Other changes mutually agreed upon by the State and the Contractor will be made prior to the training deployment to end users.Provide revisions. Results will be summarized. and give final approval for all training materials as well as support tools 15. and training exercises. content and process accuracy Provide revisions. online help procedures. while SRS will provide the staff to assist in Training Delivery.1.1 Pilot Training The Training team conducts a mock delivery of each training course. Observers from the Training team will validate course duration and identify any issues.k.a mock training delivery) will include the respective training developer conducting one practice session of each course to the trainers who are being prepared for training delivery and/or to other selected participants such as State subject matter experts. corrections. the Training team conducts a training pilot. web-based training. WBTs. the Training team tests SRS-specific training materials. corrections. Recommended changes will then be made to correct issues where training did not perform as designed or where content was incorrect. and prioritized.2 Test The Test Phase includes testing training materials prior to deployment.1. Version 5. Accenture will be responsible for Train-the-Trainer and Training Delivery. During this phase. delivers Train-the-Trainer. analyzed. and give final approval for all training materials as well as support tools 15. and online help using the same tools and methods as the Accenture team Designate SMEs to review the training materials for State context.1.4 Deploy Phase During the Deploy Phase. and deploys web-based training and online help.

2 Train-the-Trainer The Train-the-Trainer program will prepare the SRS trainers for training delivery to the end users. This represents two full conducts of the Train-theTrainer program. which shall be used to prepare the State’s trainers Prepare constructive feedback for each trainer in the train-the-trainer program and provide that information to the State Version 5. and a supported session where the trainer conducts a session or portion of an actual training session with support from a project team member. Accenture will conduct 8 Train-the-Trainer sessions. These trainers will conduct any additional train-the-trainer sessions needed to train other personnel with training responsibilities.1.Contractor Responsibilities:      Create the pilot schedule Prepare the Central Training Lab for pilot courses Conduct pilot courses Review the pilot training results and prioritize changes Apply approved changes State Responsibilities:     Provide input to the development of the Pilot Training Plan and schedule Review and approve the Pilot Training Plan as well as all training courses associated with it Identify pilot training participants Participate in the review of the pilot training results and work together with Contractor to prioritize changes Review. Contractor Responsibilities: Develop and conduct the train-the-trainer program. at least one training practice run. provide revisions and corrections. The Accenture team will conduct the train-the-trainer program which includes four sessions – a project overview.0 Page 119 . Trainers who complete train-the-trainer receive certification to deliver training.4. and give final approval for the post-pilot version of the training materials  15. a mock session of the trainer’s assigned course.

training delivery will be accomplished Version 5.State Responsibilities: Recruit the State trainers who will conduct the end user training Assist the Contractor in the development and delivery of the train-the-trainer program.4 Training Delivery Training delivery includes conducting instructor-led courses and deploying web-based training courses and online help for the State end users identified in Appendix 8 of the RFP. as well as compile results from training evaluations. and give final approval for the train-the-trainer material and courses Ensure availability and attendance of the State trainers 15. while the State will provide the staff to support the delivery of instructor-led training. Because the SRS-specific information is integrated throughout the Eligibility course.4. The SRS-specific content for the integrated Eligibility course. Contractor Responsibilities: Configure and test Central Training Lab per required specifications Provide guidance to the state on the requirements for regional training facilities to aid in identifying and establishing the sites Work with the State to confirm site readiness State Responsibilities: Provide final approval of Accenture’s plans for the Central Training Lab Identify and coordinate setup of regional training facilities considering requirements guidance provided by Accenture Test training sites to confirm preparedness for training delivery 15.4.0 Page 120 . which includes providing State content and context input to the materials Review.3 Training Facilities Training facilities consist of one Central Training Lab. and temporary training facilities.1. Accenture will lead Instructor-Led Training.1. located at the main project site. Eligibility training will take place in the Central Lab and regional facilities identified. The Accenture team will deploy WBT and online help. provide revisions and corrections. This includes the following: 1. secured and managed by the State.

Contractor Responsibilities:     Run training reports Assist in the analysis of the training evaluation results and recommendations for remediation Schedule training facilities Perform scheduling and rescheduling of training participants Version 5. as well as training administration tasks including training scheduling and rescheduling. and also provides extra help in the classroom for assisting users as they complete their online exercises. provides support from both agencies when users have questions. scheduling courses and scheduling trainers. analyzing and reporting the training evaluations.4. This helps confirm users gain an integrated view of the system. It also includes administering. It includes for example. The Project Training Lead would manage the coordination of training facilities. Imaging/Content Management training 3.5 Training Administration Training administration will involve the activities associated with managing and administering the end user training program. training registration.1. In addition. Virtual Contact Center training Contractor Responsibilities: Deploy web-based training courses and online help Compile and report on training evaluation results weekly Provide Lead Instructor during teaching of Eligibility course State Responsibilities:  Ensure user availability to attend the required training Provide support Instructor for instructor-led training courses Administer evaluations in the classroom 15. SRS will help confirm successful delivery of training by assisting with administration and analyzing training evaluation results. course completion/attendance tracking. and administering course evaluations. collecting training evaluation results. collecting.by team teaching the Eligibility course with a K-MED/Avenues instructor. reproduction of materials. 2. Accenture will execute a one-time data extract from Moodle to Pathlore.0 Page 121 .

    Track course/completing and attendance Administer course evaluations Coordinate the scheduling of instructors Complete a one-time data extract from Moodle to Pathlore.1. Contractor Responsibilities:    Work with the State Training Lead to perform knowledge transfer activities Provide electronic versions and any appropriate paper-based training materials to SRS Hold work session with SRS trainers and training developers to answer questions that they may have about the training materials and/or their development process State Responsibilities:  Participate in knowledge transfer and transition activities Version 5. provide final approval on all changes and adjustments 15.0 Page 122 . State Responsibilities:        Assist in scheduling training facilities Assist in performing scheduling and rescheduling of training participants Assist in tracking course/completing and attendance Assist in administering course evaluations Assist in coordinating the scheduling of instructors Ensure appropriate and timely completion of training registration for their users (local offices) Review training evaluations and work with Accenture to make adjustments to training presentations and/or materials for future instructor-led training sessions.4. and training materials to SRS Training staff. training responsibilities.6 Training Transition Accenture would develop and implement the Training Delivery Transition Plan that would address the approach and implementation for transitioning training roles.

17 Phase Analyze Deliverable/Work Product Name Training Plan Description The Training Plan describes the end user training approach and high-level curriculum.2 Responsibility Matrix The table below summarizes the responsibilities associated with training: Scope Element Analyze End User Training and Support Needs Approve Training Curriculum Design Training Materials Build and Test Training Create online Help Create any policy-related materials Recruit State Trainers Conduct Train-the-Trainer Training Administration Provide training facilities Prepare and test training facilities Deliver Training Assist Lead Lead Lead Assist Lead Lead Assist Lead Assist Lead Lead Lead Accenture Assist Lead Assist Assist Assist Lead Lead State 15. and validate the suggested deployment method. estimated duration. training methods and tools. as well as online help procedures and job aids as defined by the Training Designs. No. and the training development and delivery approach and schedule.4 Deliverables The table below summarizes the training deliverables to be created during each phase: Ref.3 None Other Requirements 15.0 Page 123 . NA Design Training Designs (work product – not a paid deliverable) Training Materials 19 Build NA Deploy Training Delivery Transition Plan (work product – not a paid deliverable) Version 5. Training Designs contain information regarding learning objectives. and training materials to SRS Training staff.15. The Training Materials consist of the instructor-led and web based content developer for end user training. Describes the approach for transitioning training roles. training responsibilities. The training plan will provide training course recommendations. and estimated duration. suggested content.

The ER team will create the templates used for knowledge transfer activities.1 Knowledge Transfer Services Scope Definition Project Management Leadership is ultimately responsible for confirming effective knowledge transfer takes place on the project. Activities will begin per the project plan 16.2. the Accenture team works with the SRS to confirm the list of roles targeted for knowledge transfer and the knowledge transfer tools and templates to be used for the project . 16.0 Page 124 .1. Teams use Personal Learning Plans to document and track knowledge transfer for each SRS individual who needs to maintain and operate the system after implementation.2.1 Major Activities by Phase Analyze Phase During the Analyze Phase. with a target completion of post-implementation of Phase 4. Examples of specialized roles that will participate in knowledge transfer include the following: Configuration Team Member Configuration Manager Security Analyst Infrastructure Lead Version 5.16. The Knowledge Transfer services activities described in this section will be completed in the described phases.2 16. track overall knowledge transfer progress and report to the State. Individual Team Leads: The individual Accenture team leads are responsible for documenting and monitoring knowledge transfer activities on their teams to confirm that it is taking place to the expected level and within the expected timeframes. Other responsibilities will be divided as follows: Enterprise Readiness Team (also referred to as the Change Management Team): The Enterprise Readiness team will be responsible for facilitating the activities that occur between the Accenture team and SRS personnel that prepare SRS to support the system long term.0 16.1 Identify Roles The final list of roles will be confirmed by the SRS Project Manager.

Network Administrator System Administrator Developer Business Analyst Tester Policy Analyst Help Desk/support personnel The Enterprise Readiness team works with the specific team leads and the State to determine the right mix of formal training, small group walkthroughs, and informal knowledge transfer for each role. In some cases, side-by-side informal knowledge transfer alone is appropriate for the role. In others, the team leads will need to conduct small group walkthrough sessions. The approach will depend on the complexity of the material and on the number of people who need to receive knowledge transfer for the particular topic. The ER team will seek input and review from ITS when completing the analysis. Contractor Responsibilities: Work with the State to document final list of roles Determine the appropriate knowledge transfer techniques for the roles Coordinate input with ITS State Responsibilities: Provide input into the roles analysis Review and approve the Knowledge Transfer Plan

16.2.1.2

Knowledge Transfer Plan

The Enterprise Readiness team develops the Knowledge Transfer Plan. The Knowledge Transfer Plan includes information regarding the ongoing support organization, roles, and skills and capabilities needed by each role. The Plan will also include knowledge transfer methods, key milestones, the preliminary Personal Learning Plan template, and the preliminary knowledge transfer scorecard template. The Plan will also include the processes and tools used to conduct and assess the knowledge transfer activities.

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Contractor Responsibilities: Document the Knowledge Transfer Plan, including the methods to be used for knowledge transfer, such as peer programming, shadowing, role sharing, and small group walkthrough training. Include preliminary knowledge transfer templates. Assist in defining the post-go live organization structure State Responsibilities: Define the Post Go-Live organizational structure (technical and functional) Identify the State resources targeted to fill roles in the Post Go-Live organization Address all personnel-related communications and interactions with candidates and their transition to the Post Go-Live organization Review and approve the Knowledge Transfer Plan

16.2.2

Design Phase

During the Design Phase, the Enterprise Readiness team refines the templates and confirms their final format with SRS stakeholders. They also orient the Project Team to the Knowledge Transfer and PLP processes. If the functional and technical leads require support in creating outlines or planning for their small group walkthroughs, the ER Team will coordinate with the Training team or other resources.

16.2.2.1

Personal Learning Plans

Each individual working on the Avenues project creates a Personal Learning Plan (PLP). A Personal Learning Plan is a document that lists the activities, skills, or knowledge that a person needs in order to complete their post-implementation job tasks. These plans document the individual’s current skill level for a certain topic, the desired skill level, the Accenture mentor assigned to the PLP, the reference materials, the time frame, the percentage completion, the signoff, and any next steps for the transferor/mentor or transferee. During the Design Phase, the Enterprise Readiness team will confirm the PLP template with the State and orient the project team on how to use the PLPs. Contractor Responsibilities: Identify mentors for each of the personnel targeted for knowledge transfer Develop the templates and processes to support the knowledge transfer program and confirm with the State. This consists of the Personal Learning Plan template, the Knowledge Transfer scorecard and the small group training walkthrough template Orient the team on how to use the template to create PLPs for their team members Version 5.0 Page 126

State Responsibilities: Review and approve the knowledge transfer templates

16.2.2.2

Assess Knowledge Transfer Progress

The Enterprise Readiness team will initiate and facilitate assessment of the knowledge transfer progress, as outlined in the Knowledge Transfer Plan. The team will compile the results and summarize the information in the Knowledge Transfer Scorecard. Contractor Responsibilities: Support the State in its assessment of knowledge transfer progress Compile the results and prepare the Knowledge Transfer Scorecard State Responsibilities: Assess the progress of the knowledge transfer activities and progress as defined in the Knowledge Transfer Plan Ensure State candidates participating in knowledge transfer are available, actively participate, and update their PLPs accurately and in a timely manner Provide input to creation of the Knowledge Transfer Scorecard

16.2.2.3

Design Small Group Walkthrough sessions

Using the small group walkthrough template as input, the Accenture team leads will work with the State to create the design documents for any small group walkthrough sessions needed for their areas. An example is a Rules Maintenance walkthrough. The template consists of a simple outline listing the learning objectives, topics to be covered, length, hands-on exercises, etc. Contractor Responsibilities: Develop design documents, including exercise scenarios, for small group walkthroughs State Responsibilities: Provide input into the walkthrough designs Review and approve the walkthrough designs Begin knowledge transfer/track on PLPs

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and update their Personal Learning Plans (PLPs) accurately and in a timely manner Provide input to creation of the Knowledge Transfer Scorecard 16. Contractor Responsibilities: Support the State in its assessment of knowledge transfer progress Compile the results and prepare the Knowledge Transfer Scorecard Confirm the technical environments and data needed to facilitate the small group walkthrough sessions Continue knowledge transfer/track on PLPs Version 5. The team will compile the results and summarize the information in the Knowledge Transfer Scorecard.2. actively participate. Contractor Responsibilities: Support the State in its assessment of knowledge transfer progress Compile the results and prepare the Knowledge Transfer Scorecard Organize the necessary materials and data needed to facilitate the small group walkthrough sessions Continue knowledge transfer/track on PLPs State Responsibilities: Assess the progress of the knowledge transfer activities and progress as defined in the Knowledge Transfer Plan Ensure State candidates participating in knowledge transfer are available.0 Page 128 . the Enterprise Readiness team will continue to facilitate assessment of the knowledge transfer progress. The team will compile the results and summarize the information in the Knowledge Transfer Scorecard.3 Build Phase During the Build Phase. The functional and technical teams will prepare to deliver walkthrough sessions.2.4 Test Phase During the Test Phase. as outlined in the Knowledge Transfer Plan. the Enterprise Readiness team will continue to facilitate assessment of the knowledge transfer progress. Individual team leads will confirm the environments and data are in place to conduct their walkthroughs or other knowledge transfer sessions. as outlined in the Knowledge Transfer Plan.16.

0 Page 129 . actively participate. and update their Personal Learning Plans (PLPs) accurately and in a timely manner Provide input to creation of the Knowledge Transfer Scorecard Participate in mentoring and shadowing activities with Accenture staff 16.5 Deploy Phase The Enterprise Readiness team will initiate and facilitate assessment of the knowledge transfer progress. and update their PLPs accurately and in a timely manner Review the knowledge transfer scorecard Version 5. Contractor Responsibilities: Monitor knowledge transfer progress Compile the results and prepare the Knowledge Transfer Scorecard Continue knowledge transfer/track on PLPs State Responsibilities: Assess the progress of the knowledge transfer activities and progress as defined in the Knowledge Transfer Plan Monitor and maintain knowledge transfer tools such as blogs and chat rooms Ensure State candidates participating in knowledge transfer are available.2. The team will compile the results and summarize the information in the Knowledge Transfer Scorecard. Individual team leads will conduct small group walkthroughs or other knowledge transfer sessions. logging a defect) and procedures (e. actively participate. as outlined in the Knowledge Transfer Plan.Lead the knowledge transfer of testing tools (e. steps to take to resolve a defect) through mentoring and shadowing activities with State staff State Responsibilities: Assess the progress of the knowledge transfer activities and progress as defined in the Knowledge Transfer Plan Ensure State candidates participating in knowledge transfer are available.g.g.

actively participate.4 Other Requirements None identified.2.1 Post Systems Support Phase Assess Knowledge Transfer Progress – Post Systems Support The team will facilitate assessment of the knowledge transfer progress. as outlined in the Knowledge Transfer Plan.0 Page 130 .6.6 16.2.3 Responsibility Matrix The table below summarizes the responsibilities associated with Knowledge Transfer services: Scope Element Define Post Go-Live organizational structure (functional & technical) Develop Knowledge Transfer Plan Develop Personal Learning Plans for Post Go-Live Team Member (quarterly then monthly) Develop Knowledge Transfer scorecards Assess Personal Learning Plans Assist Lead Lead Lead Assist Contractor Lead Assist Assist Assist Lead SRS State Team 16. Version 5. and update their PLPs accurately and in a timely manner Provide input to creation of the Knowledge Transfer Scorecard 16. Contractor Responsibilities: Support the State in its assessment of knowledge transfer progress Compile the results and prepare the Knowledge Transfer Scorecard Continue knowledge transfer/track on PLPs State Responsibilities: Assess the progress of the knowledge transfer activities and progress as defined in the Knowledge Transfer Plan Monitor and maintain knowledge transfer tools such as blogs and chat rooms Ensure State candidates participating in knowledge transfer are available.16. The team will compile the results and summarize the information in the Knowledge Transfer Scorecard.

0 Page 131 . 8 Phase Analyze Deliverable Name Knowledge Transfer Plan Description The Knowledge Transfer Plan deliverable will define the approach used to prepare the designated Project Team resources for roles in the Post Go-Live Organization.5 Deliverables The table below summarizes the Knowledge Transfer deliverables to be created during each phase: Ref. roles and capabilities needed Personal Learning Plan template Knowledge transfer scorecard template and processes used to conduct and assess the knowledge transfer activities 26 Phase 2 Eligibility LIEAP Knowledge Transfer Scorecard VCC Knowledge Transfer Scorecard Knowledge Transfer Scorecard Knowledge Transfer Scorecard This deliverable summarizes the results of the knowledge transfer progress to date. Results are summarized in a scorecard format as defined in the Knowledge Transfer Plan. The Plan will include:      Overall project approach to knowledge transfer and milestones etc Methods. against the plan. tools. and processes used to facilitate knowledge transfer Description of the Post Go-Live Support Organization structure. No. Results are summarized in a scorecard format as defined in the Knowledge Transfer Plan. against the plan.16. Results are summarized in a scorecard format as defined in the Knowledge Transfer Plan. 26 26 Knowledge Transfer Scorecard Version 5. This deliverable summarizes the results of the knowledge transfer progress to date. This deliverable summarizes the results of the knowledge transfer progress to date. against the plan.

The Contractor will assist the Hosting Provider who will be responsible for overseeing a DR exercise 1-2 months prior to “go-live. the Contractor. The Contractor shall assist the State in the planning and building of the off-site DR infrastructure. hosted instance of the Worker Portal and the Self-Service Portal. shall be responsible for estimating the hardware requirements for the production system. the Contractor shall apply all available service packs and updates such that the Worker Portal. It is envisioned that the equipment originally used for the User Acceptance Test (UAT) Environment will be used for the Disaster Recovery (DR) system. and activities that are defined in the K-MED Technical Infrastructure Build and Operations SOW. During implementation. OS. The Contractor will communicate the planned down-time schedule to the State in advance. the Self-Service Portal. with all commercial products from Oracle installed and configured. commercial products. as required. To expedite the Conference Room Pilots and Fit/Gap sessions. The Contractor will work with State personnel and synthesize the information to estimate the hardware required to support the required number of environments used during implementation. with input from State personnel. 17.” The Contractor shall provide maintenance and operational support of the Project’s K-MED/Avenues technical infrastructure. and applying patches and fixes to all instances of K-MED/Avenues. creating and maintaining new instances of KMED/Avenues.17. The other 8 environments will be built and maintained by the Contractor with technical input from the State.1 Major Activities The Contractor shall provide technical leadership and mentoring in planning. This will include. Version 5. This instance shall be available 24/7 except for routine environment maintenance activities. designing and building the technical infrastructure for the project. In addition. the Development Environment will be built and maintained by the Contractor.0 Technical Infrastructure Build and Operations The SRS Technical Infrastructure Statement of Work (SOW) will reference the K-MED Technical Infrastructure Build and Operations SOW as the SRS solution will be managed and executed to leverage the same technologies.0 Page 132 . the Contractor shall furnish a Reference Environment. applications. but will not be limited to: keeping the operating system current. and virtualization technologies shall be in their most current status unless both parties mutually agree that the risk and potential impact to “go-live” activities is greater than the impact of refraining from applying the latest service pack updates. databases. performing periodic backups and restores. The Contractor shall lead the effort in developing a Disaster Recovery Plan. methodologies. The Reference Environment is an off-site. Prior to production cutover. The State must provide the commercial product license keys prior to the installation of these products on the Contractor’s hosted servers.

patches and bundles as needed (when provided & available from APSP.0 Page 133 .2 Responsibility Matrix Roles and responsibilities for managing the technical infrastructure and related activities are delineated in the table below. Scope Element Build & Design Install Oracle Database Setup Oracle Database Implement Load Balancer Establish firewalls Apply fixes.17. etc. databases and applications without specifying each. It is assumed that all applicable scope elements listed below apply to all instances of the hardware.Avenues Team Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Hosting Provider Lead Lead Assist Assist Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Version 5. and in consultation w/ team) Install commercial middleware software Configure commercial middleware software Install Master Data Management software Configure Master Data Management software Install APSP architecture and portal software Install Business Intelligence Services/BI software Setup Business Intelligence Services/BI software Install Conversion software Setup Conversion software Install Batch scheduler software Setup Batch scheduler software Apply security to the DB level Document strategy for building and maintaining environments Create production system database administration procedures Create technical readiness document Evaluate WAN capacity as it relates to the K-MED implementation Create the standard technical infrastructure configuration Create database instances: Production Reference Integration Development Interface Testing Conversion Testing UAT System Testing Training Contractor SRS . Oracle.

providing detail steps necessary to bring DR site to Production Status Conduct DR development meetings Create DR Execution Plan for the DR test exercise Architect.Avenues Team Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Lead Assist Assist Assist Assist Assist Hosting Provider Assist Assist Assist Assist Assist Assist Assist Lead Lead Assist Lead Lead Assist Lead Lead Lead Version 5. install security patches. turn off unused services. implement and test a disaster recovery process Identify technical requirements Define application architecture Define technical architecture Assess technical architecture gaps Confirm technical architecture analysis and deliverables Contractor Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Assist Assist Lead Lead Lead Assist Assist Lead Lead Lead Lead Lead Lead Lead Lead Lead Assist Assist Assist Assist Lead Lead Lead Lead Lead SRS .0 Page 134 . etc Establish remote access to Kansas development environment in accordance to DISC policies Develop hardware installation strategy & plan Install & configure hardware (Development) Install & configure operating system software (Development) Install & configure hardware (Non-Development) Install & configure operating system software (Non-Development) Setup SAN drives Install SAN drivers Install backup system Develop configuration migration procedures Develop Standard technical infrastructure configuration and change management methodologies Document technical architecture Document infrastructure design Develop and document standard technical infrastructure configuration Create the business continuity plan (Disaster Recovery) Develop DR procedures.Scope Element Emergency Fix Performance tuning: Databases Application servers Web servers Batch processes Online processes Develop software patches and fixes methodology Create backup and recovery plan Test and validate backup and recovery procedures in all environments (instances) Develop Database change policies Harden the web infrastructure components.

Oracle and other commercial vendors. No. NA Deliverables Phase Work Products Technical Architecture Plan Description Analyze Version 5.Avenues Team Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist Hosting Provider Assist Assist Assist Assist Assist Assist Lead Lead Lead Lead Lead Assist Assist Assist Assist Assist Assist Assist Assist Assist Assist 17.0 Page 135 . Service Packs Application Bundles Patches & Fixes Apply software upgrades Updates & Fixes Establish plan for applying database upgrades from Oracle Perform Nightly Operations Operating System backups Database backups Web backups Other server backups Performance tuning (continuously): Databases Application servers Web servers Batch processes Online processes Cutover Create production cutover plan Create detailed task lists and work plans for Cutover Create production cutover staffing schedule Create production cutover roles and responsibilities Contractor Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead Assist Assist Assist Assist Assist Lead Lead Lead Lead Lead Lead Lead Lead Lead Lead SRS .3 Ref.Scope Element Transition technical architecture analysis deliverables Design batch processing Plan & conduct component test Build and test application components Size hardware for implementation Size hardware for production Operations Define long term production support strategy Create a production system operational model Create production System Administration procedures Create production system operation procedures Establish criteria and plan for applying software upgrades from APSP.

0 Page 136 . NA NA Phase Build Deploy Work Products Web Portal Functional and Technical Designs Technical Architecture Installation and Knowledge Transfer Description Version 5.Ref. No.

18. 2. 5. The QA Review provides objectivity. independence. Conduct annual Client Satisfaction Surveys. Adherence to quality guidelines and standards. broad subject matter experience and a careful assessment of all viewpoints. the summary of which when completed.1 Major Activities The Quality Assurance approach includes the following major activities: 1. Conduct quarterly Quality Assurance (QA) Reviews that include the establishment and evaluation of stakeholder expectations. 6.g. Use of standard quality methodologies and performance metrics. 3. Develop quality guidelines for development and testing. Contractor will prepare a work product (Client Satisfaction Survey). 7. rates of defect identification and fixes.0 SRS Quality Assurance The Contractor’s Quality Assurance (QA) approach shall include the following: 1. The findings of the QA Review will be documented. 18.0 Page 137 . 3. recommend courses of action and help verify that quality is a focus for the outcome of the Project. 2. Review and adopt recommendations of an IV&V Contractor. e. Work with an IV&V contractor that will be on-site to provide an independent assessment of project “health”. Layers of quality review. 4. Compliance with CMMI Maturity Level 4. The Contractor shall provide the selected IV&V contractor all Project information they request and access to Project personnel for interviews. 4. The external QA Review also includes inspection of deliverables to assess technical quality. will be included in the QA Review. Version 5. an evaluation of QA program metrics and interviews with managers from the K-MED/AVENUES Project. Work with involved agencies and business partners to ensure adoption of and adherence to Project QA standards. 5. Contractor QA representatives will meet periodically with K-MED/AVENUES Project Leadership to assess and review progress.

1. when) Quality Guidelines (See Contractor’s proposal Section 7. 4. pages 7-284 through 7-289) Quarterly Quality Assurance Reviews Annual Client Satisfaction Surveys Present Project QA Standards to involved Agencies and Business Partners Monitor Agencies and Business Partners to Ensure Adherence to Project QA Standards Contractor Lead Lead Lead Lead Lead Assist Assist KDHE-HCF-SRS Team Assist Assist Assist Assist Assist Lead Lead Assist Assist Assist Assist Assist IV&V Attend n/a 18. NA All QA Training (work product – not Version 5.2 Responsibility Matrix The table below summarizes the responsibilities. 2. 18. Development of a Quality Assurance Plan. State Responsibilities: 1. 3. Respond to the annual Client Satisfaction Survey. Conduct Quality Assurance Reviews per the Project Plan. roles. Assist involved agencies and business partners in meeting Project QA standards. NA Phase All Deliverable Name Quality Assurance Plan (work product – not a paid deliverable) Description The Quality Assurance Plan will outline processes. Provide QA awareness and training to the Project Team. 2. activities. who. No.Contractor Responsibilities: 1.3 Deliverables and Work Products There are no paid deliverables related to Quality Assurance. Ensure Project activities are executed in adherence to quality standards.16. Two 2-hour training classes for the Project Team on quality control guidelines and processes.0 Page 138 .3. 3. and monitoring practices fundamental for the implementation of a sound and robust Quality Assurance approach. Ref. Quality Assurance K-MED/AVENUES Quality Plan QA Training for Project Team (what. how. Make the appropriate client stakeholders available for periodic meetings.

broad subject matter experience and a careful assessment of all viewpoints. conducts the review. independence. The QA review provides objectivity. recommend courses of action. No. NA All Client Satisfaction Survey (work product – not a paid deliverable) Version 5. The program’s foundation and success begins with an objective. quality Executive Sponsor for the State of Kansas. Annual Client Satisfaction Survey provided to key Project Management and stakeholders.Ref. The external QA review would also include inspections of deliverables to assess technical quality. and interviews with managers from the K-MED/AVENUES project. An Accenture Senior Executive. quarterly reviews. an evaluation of QA program metrics.0 Page 139 . known as Quality Assurance Reviews. The findings and recommendations are documented. This executive meets quarterly with K-MED/AVENUES Project Leadership to assess and review progress. NA Phase All Deliverable Name a paid deliverable) Quarterly Quality Assurance Review Findings (work product – not a paid deliverable) Description Accenture requires that every project conduct formal. and help verify that quality is a focus for the outcome of the project. external to the KMED/AVENUES engagement.

0 Page 140 .Web Accessibility Compliance of the K-MED SOW. please see Section 24 .19. For additional details regarding the scope of work for 508 Compliance.0 508 Compliance The system delivered by the Contractor shall comply with State of Kansas Accessibility requirements. Version 5.

20. Responsibility Matrix The table below summarizes the responsibilities. As per the SRS Ongoing Operations contract with the Contractor. NA Phase Work Product Help Desk Transition Plan Description Document the transition steps of the Help Desk functionality to be incorporated into the Virtual Contact center solution from the support by the Contractor. The K-MED SOW will be the basis for the SRS increment. Scope Definition The SRS Avenues Help Desk will be an increment to the K-MED Help Desk. the Contractor will provide the Help Desk support for the SRS increment along with the K-MED portion. Help Desk Develop the Help Desk Transition Plan Contractor Assist SRS Lead Deliverables and Work Products Ref. For the purposes of this section. any reference to Help Desk refers to the Business Help Desk unless stated otherwise. Lead the transition of the Help Desk functionality into the Virtual Contact Center solution. State Responsibilities: 1. Contractor Responsibilities: 1. Assist in the transition of the Help Desk functionality into the Virtual Contact Center solution. it is expected that the Contractor will assist the State in transitioning this functionality into the Virtual Contact Center solution. No. Version 5. At the conclusion of the Ongoing Operations contract and as part of the implementation of the Virtual Contact Center.0 Help Desk The Avenues Help Desk is the single point of contact for support and online services to manage and resolve incidents and problems.0 Page 141 .

” Test results must be available for review by State or Federal officials upon request.1 and A6.2.3. the Disaster Recovery Plan must be tested every 12 months.2. Each plan will be developed and tested prior to Phase 1.e. corrective action plan.gov/kito/itec/Policies/ITECITPolicy7310. Review draft and final Plans. and Phase 4 releases.2. For each subsequent release. and in the Contractor’s proposal. ITEC Policy 5300R1 Business Contingency Planning and ITEC Policy 5310R1 .6. the plans and the tests will be built on earlier versions.2.0 21.21. 2. must be filed with the State Project Directors and any other agency authorized by the State or the Federal government.0 Page 142 . Review results of simulation and participate in debrief. This report.6. The Contractor will coordinate plan development with the State (KDHE and SRS) and the hosting vendor.ks. Review applicable State requirements for Business Continuity. 3. the hosting vendor (if different). and revisions. 3. i.Business Contingency Planning Implementation. Assist with Disaster Recovery simulation exercises. The Disaster Recovery Plan and periodic DR simulations must be executed to the satisfaction of the State to constitute “acceptance. Version 5. if any.htm 2.3. and State business partners as applicable. Develop Business Continuity of Operations and Disaster Recovery Plans for the scope of the technical architecture and Contractor operations of the Avenues System. After a release to production. 4. State Responsibilities: 1. Contractor Responsibilities: 1. http://www. Coordinate activities involving State agencies and State business partners. including test results. must be available within 90 calendar days of the completion of the test. Conduct Disaster Recovery simulation exercises in cooperation with the State. Phase 3. the RRO request. Phase 2.1 Continuity of Operations and Disaster Recovery Scope Definition The Contractor shall develop and test Business Continuity of Operations and Disaster Recovery (DR) Plans as defined in RFP Sections A6.2. Draft corrective actions and provide debrief to the State and applicable business partners.da. and a written report of the outcome.

2 Responsibility Matrix The table below summarizes the responsibilities.0 Page 143 . Continuity of Operations/Disaster Recovery Develop Business Continuity of Operations Plan Review Business Continuity of Operations Plan and Update Accordingly Prior to Each Release Develop Disaster Recovery Plan for Phase 1 Test Disaster Recovery Plan for Phase 1 Release by Performing Disaster Recovery Simulation Develop Disaster Recovery Plan for Phase 2 Test Disaster Recovery Plan for Phase 2 Release by Performing Disaster Recovery Simulation Develop Disaster Recovery Plan for Phase 3 Test Disaster Recovery Plan for Phase 3 Release by Performing Disaster Recovery Simulation Revise Disaster Recovery Plan for Steady-state Operations Test Disaster Recovery Plan for Steady-state Operations by Performing Disaster Recovery Simulation at 1 year intervals beginning 1 year after the Successful Phase 3 Disaster Recovery Simulation Contractor Lead Lead Lead Lead Hosting Vendor Assist Assist Assist Assist KDHE-HCF/SRS Assist Assist Assist Assist Agency/Business Partner Assist Assist Assist Assist Lead Lead Assist Assist Assist Assist Assist Assist Lead Lead Assist Assist Assist Assist Assist Assist Lead Lead Assist Assist Assist Assist Assist Assist 21. Version 5.3 Deliverables and Work Products The following deliverables are part of the Continuity of Operations scope.21.

Additionally the Disaster Recovery section details the retention and storage of back-up files. The plan will identify triggers for activating plans and an establishment of a Business Resumption Team. 33 Test Continuity of Operations Exercise A simulated test of a disaster is completed with a switchover to the DR environment.Ref No # 16 Phase Design Deliverable Name Continuity of Operations Plan Description The Business Continuity of Operations Plan details the Contractor core business processes and contingency plan in case of an emergency. The test is focused on procedures for the switchover. and verification of critical application functions. Version 5. hardware and networks. restart of the application. It also includes a staff chart and back-up procedures and support to accommodate the loss of online communications.0 Page 144 .

This entails ongoing operation of a computer application allowing effective system maintenance. In addition.0 Ongoing Operations The Ongoing Operations statement of work includes the tasks associated with the design/build/test/release of enhancements for SRS. During Ongoing Operations our team will build on the knowledge transfer activities that have occurred throughout the project. we create an environment where ‘shadowing’ becomes inherent. and related activities to monitor the production application. transaction volumes.22.1 Knowledge Transfer Knowledge Transfer is a two-way effort starting from project initiation through the duration of the contract. the Enterprise Readiness (ER) team will be responsible for facilitating the activities that occur between the Accenture team and SRS personnel that prepare SRS to support the system long term.1 Major Activities The Ongoing Operations effort is led by SRS and supported by six Accenture staff. and support Help Desk operations. processes and status reporting during the Ongoing Operations phase. These activities are made possible by creating a work environment where SRS and Accenture staff can work side-by-side to complete their tasks. During Ongoing Operations. This includes monitoring performance and uptime.) 22.1. We will continue to use these templates. and coordinating efforts. track overall knowledge transfer progress and report to the State. The Ongoing Operations effort begins with the implementation/go-live of SRS and continues for 12 months. Accenture will continue to provide knowledge transfer to SRS staff throughout the duration of ongoing operations. utilization of the system. and Accenture will provide six resources to assist/support this process. 22. The ER team will create the templates used for knowledge transfer activities. This will remain true for the SRS Operations Team.0 Page 145 . The state is responsible for managing the enhancement process. and supporting the enhancement process (as described below). The operations team will follow the Change and Release Management process as defined by the state. Accenture is responsible for managing knowledge transfer activities. (NOTE: Production Support is handled through K-MED. Knowledge transfer activities will focus on the following areas: Documentation of enhancement designs Identifying system-wide impact assessments Version 5. By co-locating. During the course of the SRS project. security issues.

Build activities Test activities Release Management General Configuration of APSP (See Section 16. The six Accenture roles will provide technical and functional support for the SRS enhancement effort. etc). Beginning with the implementation/go-live of SRS. The capacity for Accenture resources is set at six resources for 12 months. It is suggested that the SRS team consist of at least the following thirteen resources: Team Proj Mgmt App Dev App Dev App Dev App Dev App Dev App Dev Functional Functional Functional Functional Functional Implementation Role Project Manager* App Dev Team* App Dev Team* App Dev Team* App Dev Team* App Dev Team* App Dev Team* SNAP/TANF BA* SNAP/TANF BA* Subject Matter Expert* Tester* Tester* Bus Intel Dev* Resource Name State Deputy Mgr 1 State Developer 1 State Developer 2 State Developer 3 State Developer 4 State Developer 5 State Developer 6 Business Analyst 4 Business Analyst 5 State SME 4 State Tester 2 State Tester 3 State Bus Intel Dev Location State State State State State State State State State State State State State Roll On Month M1 M2 M2 M6 M6 M6 M1 M1 M1 M1 M6 M6 M13 Roll Off Month M39 M39 M39 M39 M39 M39 M39 M39 M39 M39 M18 M39 M21 Total Months 39 38 38 34 34 34 39 39 39 39 13 34 9 Version 5.1. rules.) 22.2 Enhancements Enhancements entail modifying existing applications in response to new or changing business requirements. online. and will provide expertise across functional areas (such as forms/reports. SRS will be responsible for managing and executing the enhancements.0-Knowledge Transfer Services of this document for more information on Accenture’s approach to knowledge transfer. Enhancements will be submitted through the change management process and approved by SRS.0 Page 146 . BPM. the State managed operations team will perform enhancements.

No. document. NA Phase On-going Operations Work Product Operations Status Report Description The monthly operations status report includes status for each area of responsibility of the Ongoing Operations team. prioritize and implement desired SRS enhancements Perform knowledge transfer activities Obtain stakeholder agreement Update use cases Define/Update RICEFW inventories Analyze integration solution Contractor Assist Assist Lead Assist Assist Assist Assist Assist Lead Lead Assist Lead Lead Lead Lead Lead SRS State Team Design/Update Application & Database 22. Unless a change order is requested to provide additional support of the enhancement process. according to the quantity/complexity of enhancements desired. the Accenture capacity will remain at six. Version 5.3 Deliverables The work product for the Operations team will provide SRS with a status report of results of the team activities.0 Page 147 . This report is submitted monthly and is tied to the monthly maintenance ebilling.2 Responsibility Matrix The table below summarizes the responsibilities associated with Ongoing Operations services: Scope Element Define Post Go-Live organizational structure (functional & technical) Identify. This includes enhancement support and knowledge transfer. Ref.The capacity for SRS resources can grow at the discretion of SRS. 22.

There exists a hierarchy to the return envelope type. organizing them into envelopes based on their destination. So. The central print process involves taking document files from the document storage repository that are marked for central printing. and 3 means seven day. e. and generating PDF files known as print bundles that are sent to the central printing facility to be printed. This barcode is used by the folding and stuffing machines to sort the documents and stuff them into the right envelopes. This ensures that two customers living at the same address do not receive their documents in the same envelope. The United States Post Office (USPS) handles envelopes without a zip code suffix differently than those with a zip code suffix. 1 means same day. The SRS Avenues printing solution is designed to effortlessly handle the maximum load of bulk printing. and each of the documents is required to come with a prepaid return envelope. For this reason. The modules run in the proper sequence resulting in the print documents being sent to the Department’s bulk printing facility using their preferred mode of transfer. This document is intended to present how the solution will deliver the appropriate information (i. thus reducing mailing costs.g. our central print architecture has separate modules for handling addresses with and without the zip code suffix. folded. stuffed into envelopes.. and mailed out to the customers. and since only one return envelope can be placed in an envelope. only one return envelope is sent. thus reducing printing and mailing errors. documents) to the SRS preferred print mail vendor. 2 means next day. The simple barcode Version 5. A special vertical barcode is added to the top left corner of each page of the document.0 Page 148 .23.e. The combination of an address and a customer name creates a unique destination and the central print batch jobs process one destination at a time rather than one record at a time. The bundler modules sort the documents with the same priority code first by zip code. if a destination is supposed to receive two separate documents. FTP. All printed documents addressed to the same destination are placed into one or more envelopes. priority 0 means top priority. The SRS Avenues solution incorporates smart cost saving features in the way it generates the print bundles.0 Print Mail SRS will be handling print mail on their own. This way all documents that will be mailed with the same priority are put in the same bundle and it is easier for the printing facility to identify the bundles and organize their print schedules accordingly. address and finally customer name. Documents that require return envelopes are placed in the same envelope if they fit. the organization of print documents into envelopes includes logic to consolidate the documents A final step in the print bundle generation is the barcoding of documents. then by zip code suffix. each task being executed by a batch module. The central print batch jobs are organized by the mailing priority of the documents to be printed. The central print architecture is split into a series of specific tasks.

last page and a new zip code indicator. page number.e. Version 5. documents) to the SRS preferred print mail vendor Perform Print Mail functions Contractor Lead Lead SRS State Team 23.2 Deliverables There are no deliverables or work products for the Avenues Print Mail solution. 23. Since the documents sent to the central print facility are already sorted by zip code.identifies the envelope number. the USPS gives a discount on the postage..0 Page 149 .1 Responsibility Matrix The table below summarizes the responsibilities associated with Print Mail: Scope Element Deliver the appropriate information (i.

will travel across the state during deployment and in the 30 days after deployment to support users. record incidents. They will be located in the Topeka project site. business analyst. assisting users in obtaining additional help. and helping users obtain support from other sources when needed. working with Regional Support Teams and the Central Support Team to report and resolve user issues. and will perform the following activities: – Monitor deployment issues and coordinate support and communications as the issues are resolved Answer direct questions from Regional Support teams/provide answers for questions not resolved onsite Coordinate data clean-up efforts Forward issues and questions to the Help Desk as needed Identify trends and report to project management about consistent areas of concern Inform Training and Enterprise Readiness resources of areas that may need additional or different training or online help content to address user support needs – – – – – Regional Support Teams – Regional Support Teams. The K-MED approach includes support for users during deployment of the system and for a period of six months after Phase 2 implementation. Information about the Help Desk facet of post-implementation support can be found in the Version 5. and issue resolutions. conducting system demonstrations. conversion. Help Desk – The Help Desk will take direct calls from users. Postimplementation support includes both onsite support and centralized support functions.0 Post-Implementation Support Post-implementation needs for the SRS-Avenues project will be addressed through implementation of the planned K-MED support approach. project communication. Change Agent support – Change Agents will support their assigned users by answering questions. Post-Implementation support includes: Central Support Team – The Central Support team coordinates onsite support during deployment and for six months after deployment. which helps minimize disruption to business functions and keep error rates and processing times low. and keeping their local leadership aware of deployment and post-implementation support schedules and plans. delivering ad hoc target topic training sessions. They will maintain regular contact with the Central Support Team to report status and receive the latest information on trends. They will provide direct support to users by answering questions. and track them to completion.0 Page 150 .24. and developer project team members. Field staff can access multiple types of help easily and quickly. comprised of enterprise readiness.

0 Page 151 . 24. Version 5.Help Desk section of the Statement of Work. Accenture will work to develop a strategy to incorporate the Help Desk into the Post-Implementation Support activities.1 Major Activities by Phase Please refer to the K-MED Statement of Work for details on the Post-Implementation Activities by Phase.

Contractor Responsibilities: 1. Provide technical assistance and expert knowledge to Contractor. 2. Confirm Solution Scope required for successful data exchange between K-MED/AVENUES and the KEEP and the feasibility of implementing during one of the four phases of the KMED/AVENUES implementation. KMED/AVENUES-to-KEEP ingest plans. and K-MED/AVENUES to KEEP interface development. and document the necessary plan to make implementation a success. 6.1 25. Version 5. Kansas State Historical Society and K-MED/AVENUES staff available for analysis and work sessions and meetings related to K-MED/AVENUES records analysis.1 Archiving (KEEP) Analyze Phase Analyze KEEP Requirements The Contractor will determine how to accomplish the results defined in the KEEP interface requirements and the feasibility of implementing the KEEP interface functions during Phase 2 or 3 of the KMED/AVENUES implementation.25. 7. Confirm and adjust the Project Plan based on the outcomes of the Analyze Phase and the defined Solution Plan. Define the conceptual data model required to support the solution plan. Confirm stakeholders and adhere to project governance and communication strategies. Provide Accenture with the technical specifications and KEEP System architecture. 4. The Contractor will lead an analysis of this change.0 25. 5. The results of the analysis may include the recommendation of specific functions to be implemented in separate phases if needed.0 Page 152 . 3. Develop the analysis document describing how to accomplish the results defined in the MMIS Member Beneficiary Subsystem requirements. 3.1. State Responsibilities: 1. Meet with State resources and obtain necessary knowledge and assistance from these resources to identify KEEP requirements and confirm business processes. Make State Archives. Document requirements and applicable use cases and business processes resulting from KEEP analysis meetings. 2.

A.4.A. 5.S.A. Assist in identifying adjustments to the Project Plan based on the outcomes of the Analyze Phase and the defined Solution Plan. Assist in defining the Solution Scope required for successful data exchange between KMED/AVENUES and KEEP.2 Responsibility Matrix The table below summarizes the responsibilities. Joint State and Contractor Responsibilities: 1.0 Page 153 . 7. Comply with the state’s Government Records Preservation Act (K. Review and approve the analysis document describing how to accomplish the results defined in the KEEP requirements.S.org/government/records/stategovt/recordslaw. 9.S. Provide technical and business Subject Matter Experts (SMEs) for KEEP that can efficiently and accurately document/describe K-MED/AVENUES to KEEP requirements.htm 2. Make decisions in a timely manner. 25. 6. 8. 75-3520) http://www. 75-3501 through K. K-MED/AVENUES to KEEP Analysis Analyze Phase Document KEEP Interface requirements Document record series to be impacted by K-MED/AVENUES and retained in KEEP Develop KEEP ingest Plan Develop Applicable Use Cases Develop KEEP Interface Analysis Lead Lead Lead Lead Lead Assist Assist Assist Assist Assist Contractor SRS Version 5. regulatory or operational requirements to providing public access to the records. 45-401 through 45414) and Public Records Act (K. Contractor will comply with legal.kshs. Assist in defining the requirements and applicable use cases and business processes resulting from KEEP analysis meetings.

deliverables.912 $163. NA Deliverables and Work Products Phase Deliverable Name KEEP Analysis (work product – not a paid deliverable) Description Consolidation of analysis artifacts including requirements. No. use cases and solution plan. and other applicable items required to implement the solution will be determined following the analysis to support an appropriate contract Change Order.4 Ref.824  25. Analyze Version 5.824 Payment Amount $81.3  Other Considerations Depending on the results of the analysis and design choices. Specific performance expectations.25.0 Page 154 . An initial estimate of implementation costs for the interfaces to KEEP are itemized below: Deliverable Name Complex Mapping with a Complex Adapter Complex Mapping with a Custom Adapter Total Work Units 1 1 Cost per Work Unit $81. additional scope may be required as a result of this analysis.912 $163.

Case Number. and K-MED CRM reporting resulting from Customer Service Representative (CSR) use of the APSP Communications Tab. and uses it to route calls using Automatic Call Distribution (ACD) software. Both IVR and Telephony Platform must support this integration Telephony Platform SRS. Integration enables retrieval of caller demographics or other data elements associated with caller provided information.IT teams. The integration is also has the capability to enable screen pop functionality. SRS. The Telephony Platform Telephony Platform.26.0 Virtual Contact Center The SRS – Avenues Virtual Contact Center (VCC) team will be responsible for the design. The SRS – Avenues Virtual Contact Center team will be comprised of representatives from the Contractor. Component Provided By SRS. and Voice over IP (VoIP) call handling with Quality of Service (QoS) tagging. Oracle / Telephony Vendor The Telephony Platform integrates with Siebel CRM through a Vendor provided Computer Telephony Integration (CTI) Application Server or Application Interface (API). Integration enables passing of caller provided information from the IVR to the Telephony Platform. This integration is essential for CSR screen pop functionality Version 5. IVR customer self-service functionality. IVR Vendor Function Component Integrates With Integration Responsibility Accenture / IVR and Telephony Vendors Dependencies IVR The IVR provides Avenues customer/program centric information to inbound callers.0 Page 155 . Language preference. etc. development and deployment of a virtual contact center using Avenues workers in SRS identified locations statewide. It collects caller provided information like SSN. and SRS. Telephony Vendor Siebel CRM. for further call processing The Telephony Platform receives caller provided information collected by the IVR. The VCC will use SRS provided telephony and Interactive Voice Response (IVR) platforms built to deliver intelligent call routing. The following high level responsibilities are defined for the Contractor and SRS and are further defined in the remainder of the virtual contact center section.

APSP. Oracle/ SRS/ Accenture Siebel CRM/ APSP integration required for caller demographics and case information retrieval Siebel CRM SRS.0 Page 156 . case information or other data used for CSR screen pop Once ACD routing is determined by the Telephony Platform.also passes selected caller provided information to Siebel CRM. Establishes link between phone and computer on CSR desktop through CSR login in the Desktop User Interface Siebel Desktop User Interface (UI) Oracle Siebel CRM. This data is coordinated with ACD call routing and appears in the Siebel Desktop User Interface when the call is delivered to the CSR. case information or other data to be used for CSR screen pop functionality. Oracle Siebel CRM uses the caller provided information (passed from the Telephony Platform) to extract caller data from Avenues. The computer / telephone association is made through the Siebel Desktop User Interface. Integration provides retrieval of caller demographics. The integration allows Siebel to determine the associated desktop for data delivery once an ACD destination has been provided by the Telephony Platform through the CTI link Oracle ACD identification (CSR ID) must be a passed between the Telephony Platform and the Siebel CRM for the CSR phone/computer association to be made Version 5. This information is used to retrieve caller demographics. described below. the information gathered is sent to Siebel CRM which in turn sends caller data to the computer screen of the CSR receiving the ACD call.

software. Voice and Data Networks. call type. and network facilities required for the build out of the VCC. transition plans and training plans for VCC staff. Automatic Call Distribution (ACD)).Contractor Responsibilities:  Facilitate all VCC detailed design meetings for the build. as required Staff the VCC team with State personnel that are qualified in their area of participation (IVR. IVR self-service functions. IVR. Telephony. if different from K-MED Development and execution of test plans for call routing. This includes change orders with suppliers and vendors of existing VCC infrastructure Provide training staff for instruction of VCC Customer Service Representatives Page 157      Version 5. VoIP Telephony. Acquisition of necessary hardware. configuration and implementation of the VCC Develop. Analysis of Toll Free voice network facilities to accommodate consolidated VCC call load Mentor SRS testing staff on the development of test plans for future functionality. including the creation of CSR and VCC Supervisor/Manager Role descriptions. reflecting the collection and reporting of SRSAvenues required CRM data.0 . program type. and Communications tab data collection and reporting Develop the organization structure. and deploy call routing strategies aligned with SRS business process decisions Integrate the IVR with back-end database systems to support customer self-service capabilities Modifications to the APSP Communications Tab. Document all VCC detailed designs for review with SRS-IT staff Assist with Data Network Analysis/Sizing for VoIP test and deployment Assist SRS staff with recommendations for office reconfiguration to accommodate VCC           State Responsibilities:  Providing direction for the development of call routing strategies. and associated databases or other SRS systems. This includes determination of functional CSR groupings that include. and customer language selection Providing base IVR and telephony systems Providing the Contractor with administrative access to VCC base systems. test.

g. etc. addresses of local offices. e. caller specific information. 3 May not be attainable if systems referenced are incompatible or do not have this capability For clarity.g. the following steps are out of scope for SRS –Avenues: Related VCC Platform IVR          Out of Scope for SRS – Avenues Professional recording of IVR voice files 4 Complex Call Routing patterns IVR outbound calling campaigns – broadcast IVR outbound calling campaigns – predictive or preview dialing Load testing of the IVR Call Recording / Screen Capture CRM integration with APSP or any other CRM application (providing screen pop. or other integrated functions) Extension of VoIP capabilities to Avenues workers using cell phones as their primary method of voice communications Development of ad hoc or customized ACD reports Telephony System / Automatic Call Distribution (ACD) Version 5. using integration with back end database systems to provide secure..0 Page 158 . e. if different than K-MED  Create detailed design document of Avenues Communication Tab  K-MED CRM functionality knowledge transfer to SRS staff 1 Simple Call Routing Patterns employ no database calls. program descriptions. The following VCC implementation steps are in scope. test and deployment to SRS offices or other Avenues workers Conduct call capacity analysis for consolidated toll free service for statewide calling Assist SRS-IT staff with resizing of voice network circuits.. 2 Call Routing Patterns with Moderate Complexity have 1-3 database calls. VCC Platform Implementation Steps                  10 Simple Call Routing Patterns 2 5 Moderate Complexity Call Routing Patterns Database integration with APSP 3 Telephony platform integration Develop and execute IVR test plans Create detailed design document of Avenues IVR end state build out IVR knowledge transfer to SRS staff Assist SRS-IT staff with analysis of SRS data network for required VoIP capacity VoIP Telephony design. providing callers static information. An implementation step is defined as a functional component required for the deployment of the Avenues Virtual Contact Center. if necessary Establish skills based routing through the ACD Identify individual offices in ACD routing patterns for effective closure procedures Standard ACD reporting Assist SRS trainers with the development of VCC CSR curriculum for Telephone/ACD use Create detailed design document of Avenues Telephony / ACD end state build out Telephony / ACD knowledge transfer to SRS staff 1 IVR Telephony System / Automatic Call Distribution (ACD) K-MED CRM Functionality  Modify APSP Communications Tab to capture SRS-Avenues required data. hours of operation. application status or program eligibility.

VoIP hardware/software/licensing for existing telephony platform 5.0 Page 159 .1 26. These strategies employ the dissemination of public information (e. Verify ACD capabilities required for intelligent call routing 8. Identification of customer contact resources by program knowledge (skill) and language capability (if bilingual support is required). APSP.1 26. Selection of web portal service calls to be used for customer specific inquiries (database dips that provide the same secure information available through the Customer Portal) 9. Customer surveys are one example of an IVR complex routing pattern. Gap analysis of current IVR capabilities and those required under SRS – Avenues.Related VCC Platform   VCC – General   Out of Scope for SRS – Avenues Load testing of the VoIP telephony deployment Video calls Duplicate system implementation for Disaster Recovery / Business Continuity CSR unified desktop providing links to Avenues ECM. The impact of call consolidation on existing toll free circuits – determination of anticipated call volumes 3. The VCC analysis phase focuses on: 1.1 Major Activities by Phase Analysis Virtual Contact Center Analysis The purpose of the analysis effort is to identify SRS requirements related to VCC customer contacts. Version 5.1. customer application or eligibility status).1.g. eligibility requirements) or caller specific information (e. program descriptions. 2.1. Call consolidation impact on IVR port size and licensing 4. The VCC team analyzes customer contact criteria provided by SRS and develops call routing strategies that work within the SRS Avenues IVR/Telephony framework. or other external systems 4 Complex call routing patterns employ 4 or more database calls or collect caller supplied data for compilation and reporting. and the statewide routing of calls to properly trained CSR resources. Analysis of data network capacities required for the deployment of a statewide VoIP solution 6..g. 26.. Verify IVR / Telephony integration required for passing call routing variables 7.

and the processing of change orders with network providers. Make design decisions in a timely manner. If legacy IVR /telephony functionality is reused in the delivery of Avenues. Process network change orders to provide VCC required voice and data capacities Process change orders on existing IVR / Telephony platforms to meet Avenues VCC requirements Assist in the development of high-level test conditions and expected results.        State Responsibilities:    Provide Subject Matter Experts (SMEs) for each VCC system and related network. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase. Confirm and adjust Project Plan based on the outcomes of the Analyze Phase. SRS will take responsibility for testing those portions of the legacy systems. Review and approve the Gap Analysis.     Version 5. and IVR and telephony vendors to determine the level of integration permitted between systems Work with SRS-IT and APSP personnel to determine SRS-Avenues changes required in K-MED Communications Tab Report integration issues and impacts to SRS. Develop high level test conditions and expected results.Contractor Responsibilities:  Conduct meetings with SRS and SRS-IT to identify IVR self-service requirements and define call routing through the VCC Assist SRS-IT with technical assessments of existing voice and data networks. as required Perform Gap Analysis to identify gaps between legacy IVR and telephony systems compared with Avenues VCC requirements Work with SRS-IT. This is an important activity since the integration of multiple systems is key to the attainment of VCC objectives.0 Page 160 .

Confirm reuse of existing IVR/Telephony programming.26.2 Design Phase Based on the requirement definitions and analysis done to this point. Confirm the level of IVR/Telephony integration 3. if required.0 . The design specifications will: 1. if needed Escalate system integration issues to SRS Create VCC systems design documentation Create VCC Organizational diagrams including Management/Supervisory structure and CSR groupings by skill/program/language Create revised floor plan documents for VCC offices requiring change Initiate mentoring with SRS team members for project design. 6. Telephony and K-MED CRM components that will be required for VCC. Confirm network capacities for VCC voice and data networks 8. Confirm the IVR use of APSP web services for data retrieval 4. by office. Page 161   Version 5. Confirm the web services to be used in the IVR 7. Detail the statewide VCC organization structure and floor space reorganization.1. Confirm the K-MED Communications Tab changes in APSP 5. the Virtual Contact Center design phase specifies the IVR. Refine the initial Gap Analysis and document processes needed to address each gap 2. if required Contractor Responsibilities:          Provide SMEs for IVR and Telephony design Provide SRS-IT with voice and data network analysis indicating the need for circuit change orders Lead design of intelligent call routing strategies base on Avenues requirements Work with SRS equipment vendors to verify systems integration design Work with APSP SMEs to incorporate APSP web service calls into the IVR design Work with APSP SMEs to modify APSP Communications Tab.

2 Build and Component Test The Virtual Contact Center Team will code and unit test each VCC system. Contractor Responsibilities:   Produce Detailed Design documents for IVR call routing and self-service functions Produce Detailed Design documents for the Telephony System / ACD call routing functions directed to VoIP endpoints.1 Build Phase Detailed Design Documents Produce Detailed Design documents for the VCC systems functionality approved during the Analyze Phase. Review and approve each of the Detailed Design Documents  26.1. and end-state voice and data network design. Confirm selected web services will provide the specific information required Confirm APSP Communications Tab changes Assist with equipment vendor meetings for integration design Assist Contractor with documentation of VCC staffing by office.1.3. and language Provide Contractor with floor plans of all new or existing VCC offices Actively participate in design mentoring activities 26.0 Page 162 . skill. Assist the Contractor with the development of the Design Documents.1.3 26.State Responsibilities:         Evaluate call routing strategies to ensure compliance with Avenues customer contact directives. Telephony system. by skill Produce Detailed Design documents for VCC voice and data networks  SRS Responsibilities:  Assist the Contractor with the development of the Detailed Design document for the VCC IVR. program. Version 5.3.

Testing to include accurate routing and messaging for bilingual callers. if required Execution of test plans related to all call routing patterns requiring retrieval of database information for callers seeking specific information related to their application or case status (web services testing) Page 163   Version 5. and execute detailed test plans for all VCC IVR call routing patterns and functions. This includes testing of simple and moderately complex route patterns and their associated voice files and database lookups. including SRS office locations. including informational messages and database integrations Execution of test plans related to call routing for dissemination of general information.4.Contractor Responsibilities:         Code the IVR and Telephony systems with VCC designed call routing patterns Program IVR/Telephony integration Program IVR/ Database integration using APSP web portal web services Work with APSP SMEs to modify APSP Communications Tab functionality.0 .1. Contractor Responsibilities:  Develop.1 Test Phase VCC IVR Testing The Virtual Contact Center Team will conduct end-to-end testing on call routing patterns in the Avenues IVR. as required Create platform specific test-scripts Conduct and document VCC systems testing as part of the development documentation Work with SRS training staff on the development of VCC training modules Create mentoring opportunities for State teammates during VCC platform builds SRS Responsibilities:    Review and approve the system test-scripts and system test results developed by Contractor SRS training staff begins development of CSR training modules Actively participate in build out of each VCC platform / application 26. hours of operation.4 26.1. program descriptions. and other required messages. plan.

including program related and language related CSR call queues Develop. including multiple test clients with data for each testable parameter (application status.2 Telephony / ACD Testing The Virtual Contact Center Team will conduct testing of VoIP telephony for each Avenues office location during normal production hours to ensure proper Quality of Service (QoS) tagging and adequate data bandwidth for all CSR required applications. program eligibility information. and execute detailed test plans related to all VCC Telephony and ACD functions. Contractor Responsibilities:  Execution of test plans related to all CSR identified skills. Mentor State team members in the development and execution of IVR test scripts SRS Responsibilities:    Assist with verification of call routing patterns and the accuracy of information provided in each Assist with the development and execution of IVR test plans Provide client test case information for database retrieval. including VoIP.0 . including VoIP testing for IP telephony in each VCC location. plan. Verification of APSP Communications Tab functionality. This testing will be done in conjunction with ACD skills-based routing tests that will verify call routing to appropriate CSR agent groups across the state. etc.4. and ACD routing and reporting VoIP quality check to ensure near toll quality voice transmission to each IP connected telephony location Test ACD office closure procedures for each Avenues VCC location ACD information storage and retrieval using standard ACD reports (platform dependent) Verify statewide access to the consolidated toll free number used for IVR/Telephony access Verification of IVR / Telephony integration through caller qualified identification being collected in the IVR and passed to the telephone system. including customer data retrieval from APSP Page 164        Version 5.1.) Actively participate in the development and execution of IVR test scripts Review and approve IVR test results   26.

0 Page 165 .1. Contractor Responsibilities:      Promotion of the VCC IVR code from the Avenues test to production environment Monitor toll free line access(voice network) to the IVR system Monitor IVR port capacities to ensure customer access Monitor IVR performance with regard to system integration and web service functionality.1 Deploy Phase IVR deployment: The Virtual Contact Center Team will execute a “flash cut” installation of the VCC IVR. skills based routing. Following the successful completion of the IVR testing and at an SRS approved time. including contact type.1.5. the new VCC IVR code will be promoted into the Avenues production environment. and other specified parameters Mentor State teammates in the development and execution of all telephony / ACD test scripts Support SRS training staff for VCC CSR training sessions   SRS responsibilities:  Assist with Telephony / ACD testing for statewide access. office closure procedures and systems integration. Mentor State team members for functional monitoring and ongoing support of the IVR State Responsibilities:    Assist with IVR performance monitoring following IVR go-live Actively participate in post-deployment IVR mentoring Review and approve successful IVR deployment Version 5. reporting by location. Verification of APSP Communications Tab reporting.5 26. Active participation in the development and execution of ACD / Telephony systems test scripts Review and approve Telephony / ACD test results Initiate VCC CSR training sessions    26. contact duration. CSR identification.

queue times. This staged deployment will use the VCC programmed capability of closing individual offices. and abandon calls Monitor CSR use of APSP Communications Tab Assist SRS-IT with data network performance monitoring for VoIP active location Mentor State team members for functional monitoring and ongoing support of Telephony / ACD systems State Responsibilities:  Assist with go-live monitoring of VCC Telephony / ACD functions during staged call center roll out Provide vendor liaison support with voice and data network providers. Contractor Responsibilities:      Promotion of the VCC Telephony / ACD code from the Avenues test to production environment Monitor skills based routing. Scope Element Create call routing patterns (IVR) Gap Analysis of existing IVR/ Telephony systems Order hardware/software for IVR/Telephony systems Voice network analysis (toll free call consolidation) Data network analysis (VoIP capacity) Voice / Data network change orders IVR / Telephony Integration APSP Communications Tab modifications IVR/ Database Integration (web services) VCC Training Curriculum development Lead Lead Lead Assist Lead Assist Lead Lead Contractor Assist Assist Lead Assist Lead Lead Assist Assist Assist Lead SRS Team Version 5.0 Page 166 . Once VoIP testing on the telephony platform has been completed.1. a staged approach will be used to roll out VCC functionality to Avenues locations across the state. In this way the VCC team will be available to each office for “day-one” support as VCC functionality rolls out.26.5.2 Telephony /ACD deployment The Virtual Contact Center Team will execute a phased installation of the VCC Telephony / ACD platform. including CSR availability. as necessary Actively participate in post-deployment Telephony / ACD mentoring Review and approve successful VCC Telephony / ACD    The table below summarizes team responsibilities for the Virtual Contact Center implementation.

2 Other Requirements None identified. this deliverable will document the design. and program efficiency gains using IVR self-service. 42 43 Design Virtual Contact Center Detailed System Design 44 45 Test Test Design Deploy Virtual Contact Center System Test Plan Virtual Contact Center System Acceptance Virtual Contact Center System Documentation and Knowledge Transfer Working in collaboration with SRS personnel.0 Page 167 . 46 Version 5. A resource that is available to SRS staff who may be new to VCC. the Virtual Contact Center detailed design document specifies the IVR. The Organization Design for the SRS-Avenues Virtual Contact Center documents the infrastructure and staffing required to deploy a statewide call center. Based on the requirement definitions and analysis. it is also a living document that details the continuing change that will occur as the VCC adapts to changes in program. This design incorporates intelligent call routing through the VCC IVR. 41 Phase Deploy Design Deliverable/Work Product Name Virtual Contact Center Deployment Organization Design for Virtual Contact Center Description The Virtual Contact Center Team will execute a phased installation of the VCC Telephony / ACD platform.Scope Element ACD reporting VCC knowledge transfer Develop cutover plan VCC testing Lead Lead Lead Lead Contractor Assist Assist Assist Assist SRS Team 26. No. skills based routing to CSR resources across the state. policy and technology. build and testing of each Virtual Contact Center component. 26. Telephony and K-MED CRM components that will be required for VCC.3 Deliverables The table below summarizes the virtual contact center deliverables/work products to be created during each phase: Ref.

The Accenture team will use a six-step method to conduct business process improvement for the Avenues project:       Assess the Organization Confirm the As-Is Business Processes / Conduct Leadership Strategy Session Use an internal team of Eligibility. and any other aspects of successfully transitioning the organization to the new business processes. • Aid the state in the rollout of these new processes.0 Page 168 .1. Any Business Process changes that are not included in the Design Phase could be deferred to a post-implementation work effort. Policy. communications and activities necessary to get SRS staff ready for the new processes that accompany the integrated K-MEDS and Avenues System. we conduct an assessment of which business processes will impact SRS such that they need to be included in the Design Phase. The BPR work effort is expected to be completed by Change and Innovation (CIA).1 Business Process Reengineering and Business Process Improvement Business activities and tasks are necessary to plan and prepare for SRS deployment of enterprise readiness staff. This will include. 27.27. Clerical Staff to Define/Enhance the To-Be Business Processes Identify the Gaps Document the Actions Required to Close the Gaps Verify the To-Be Business Processes are efficient and effective once implemented Version 5. 27. in conjuction with Accenture. and identify new business processes. Operations.1 Perform Business Process Reengineering (BPR)/Business Process Improvement (BPI) Accenture will provide the appropriate staff with Business Process Improvement expertise during the initial window in the project to research. training. Accenture will provide a staff person familiar with the proposed eligibility system to work with this team to: • Help identify a plan of implementation of the new business processes. education. but not be limited to the establishment of a Concept of Operations document. • Work with SRS to establish and maintain a model business process office.0 Business Process Reengineering (BPR) and Business Process Improvement (BPI) – Change Management During the Business Process Reengineering and Business Process Improvement phase. Business Process Reengineering and Business Process Improvement will include the plans. evaluate. SRS will have staff to work with these experts and an initial draft Concept of Operations for consideration.

Deliverables include: Process Recommendations. Standardized documentation prototype. Will conduct following the Process Assessment. observing customer interaction with the system. Team work to redesign non-system related business processes– example: whether you process verifications on the spot or batch it. This assessment prepares us to meet with management and teams. standardized interview scripts. batching of registrations. Will identify recovered resource capacity opportunity with new processes – typically 20% 30% per office. as well as redesign the new business process for the State of Kansas.27. the technology won’t be different – but timeliness will be.1. interviewing staff and clients.1 Business Activities and Tasks Listed in the table below are Business Activities and Task that Accenture will lead and SRS staff will assist. Identify Gaps and Document Actions to Close Gaps Gaps identified such as poor verification practices / policies. Half day of training combined with a strategy session for setting up Process Team Leadership and facilitation of this team to map and assess current processes. Policy change Page 169 Define/Enhance the To-Be Business Process Skills Needs and Gap Assessment Human Resource Capacity Leadership training and strategy session Process Redesign Team Version 5. Will identify local management gaps and address with training for the new process.0 . etc. and meeting with mangers. Business Activities and Tasks Organizational Assessment Business Activity and Task Descriptions Time spent in local offices reviewing operational data. Note: The decision about caseloads will be made in the team redesign phase. scheduled appointments.

Conduct shorter planning sessions with three facilities per session to build their Process Management Plans Review implementation plan progress. Facility Readiness Process Management Go-Live Support Core Team Capacity Building Review of Performance Process Planning for the next 14 offices Facility Readiness and Go-Live Support for next 14 offices Contractor Responsibilities:  Create the SRS Business Process Reengineering approach and teach the approach to State partners to assist in carrying out the activities. Process Measures. Develop a group of internal experts to carry on with roll-outs (usually after 10-15 offices). find consistent fixes. we will initially facilitate a weekly phone call between office managers and the SRS operations leader to discuss performance. providing management training. The results of these calls will be documented and distributed to the appropriate individuals.Provide a team of 3-5 over a very structured 4-day implementation of the new process. Research. As offices go-live.Business Activities and Tasks Business Activity and Task Descriptions recommendations.0 Page 170 . provide management training. . evaluate and identify new business practices. Provide a team of 3-5 over a very structured 4-day implementation of the new process. Procedural Manual. etc. informing SRS of any roadblocks.  Version 5. Implementation Plan Implementation Blitz Teams Leadership of 1-2 day sessions where staff are finalizing the deliverables once approved by Agency Leadership Working with local leaders on a weekly basis going through implementation plans.

training needs. Document information about the current organizational model and behaviors. work with SRS to establish and maintain a model business process office. and transition activities. Measure the benefits of the changes by collecting business process metrics via detailed performance reporting during the Model Business Office. and any other aspects of successfully transitioning the organization to the new business processes. Participate in BPR/BPI activities and project fit gap analysis sessions to gain an understanding of the to-be business processes. training. capacity planning. We foresee multiple sessions so that we can spend adequate time with the various business units. weaknesses. Analyze your organization charts. We see this team as a natural part of the overall Change Management team who is already in place on the project to support the change management efforts. Page 171 o o o             Version 5. Upon acceptance of the initial recommendations. Develop initial suggestions for the future organizational model and how team policy should occur. Designated SRS and Accenture change management team members work together with HR to create more detailed recommendations and perform the analysis required to modify organization charts. education. including resource needs (both the SRS and third party models). Once we present the initial recommendations to SRS leadership and other personnel SRS identifies. skills sets. job roles. and aid the state in the rollout of these new processes. Conduct the ITS Organizational Assessment effort. a knowledge transfer/mentoring plan and a recommended IT governance strategy. the beliefs that guide actions and behaviors within the organization Core competencies. opportunities and threats that influence SRS’s ability to achieve the project’s objectives. what and how SRS measures success. position descriptions. what the agency does really well and wants to continue doing well o Key Performance Indicators. Conduct the assessment activities and communicate the results iteratively with key stakeholders to refine the approach as needed along the way.0 . Work with SRS to understand the factors that influence appropriate organizational design decisions such as: The agency’s mission and how the new technology strengthens it Shared values. and SRS leadership. ITS. Identify a plan of implementation of the new business processes. and the work you have already done to document your as-is processes. we work with you to identify specific SRS staff to participate on the Organizational Change Team. Facilitate working sessions with SRS personnel to identify the impacts of the new processes on the organization and job roles. Conduct a SWOT analysis to identify and document the strengths. we refine the Organizational Assessment to reflect the feedback. Evaluate the ITS organization and produce the deliverables associated with the state’s requirements. skills requirements.

plans. training. Assist the Contractor in the development of the IT Organizational Assessment. and participate in the rollout of these new processes. Provide staff to attend and participate in the Model Business Office to test new processes. business processes and workflow swim lane diagrams Gap analysis of business processes and requirements Detailed business requirements document including an established requirements traceability matrix Version 5. No. and evaluation of new business practices. Assist in the development of the Concept of Operations document. education.2 The table below summarizes the deliverables to be created during each phase: Ref.g. Assistance includes identification and input regarding organizational charts. access to interview and work with staff.0 Page 172 . staff. identification. Assist the Contractor in identifying a plan of implementation of the new business processes. The State will review the Organizational Assessment work products and participate in refining them prior to finalizing them.State Responsibilities  Provide detailed and comprehensive list of the As-Is Business processes and and indication of the variations in these As-Is processes among local offices. Change Agents and BAs where available) in the BPI effort. Assist the Contractor in the research. The State would review the ITS Organization Assessment work product that will be included in the Organization Assessment deliverable. Assist the Contractor in gaining access to the documents. and any other aspects of successfully transitioning the organization to the new business processes. staff. Establish and maintain a model business process office. and access to planning documents and governance forums. Deliverables/Work Products           27. Provide a select pool of SRS Staff (e. Provide input regarding stakeholders and levels of involvement. and governance forums needed in order to conduct the organizational assessment. We recommend selecting participating users from various offices across the state that the K-MED/Avenues solution must support. Phase 2 Deliverables BPR Assessment    Description To-Be business model. where available.

15 Conversion Plan Version 5.0 Page 173 . Phase Deliverables  Description Federal Waiver and State Policy Impacts 2 2 2 BPR Plan BPR Office Implementation Pilot BPR Office Implementation 2 .Ref. No.

Version 5.0 Page 174 .

APPENDIX Version 5.0 Page 175 .

0 Page 176 .SRS Concept of Operations Version 5.

benefits administration. and case management for the means tested programs within the Department of Social and Rehabilitation Services (SRS) for the state of Kansas.0 Page 177 .Initial Purpose of the SRS Concept of Operations (SRS Con Ops) As the State of Kansas prepares to select a trusted business partner to jointly execute the K-MED and Avenues projects. and the state has been able to further communicate its vision. SRS has joined in the evaluation and procurement process of the K-MED project by including the scope of the Avenues project as an optional bid of the RRO. it is important to ensure the partners share a common vision. The Avenues project scope includes the eligibility. Version 5. The scope of this document applies mainly to the means tested programs administered by SRS. These programs primarily reside in the Economic and Employment Support (EES) unit within the Integrated Service Delivery division of SRS. Accenture and the State have been mildly introduced during the K-MED evaluation process. To ensure alignment of expectations. this document describes the State of Kansas vision for the KMED/Avenues system and what the state intends to achieve by successful project execution.

There is a certain level of rework that is inherent in handoffs of work. There are no electronic case files. For example. SRS understands there will be instances when human intervention is required as it is not feasible to try to put every situation into the business rules when trying to resolve people identification and household composition issues. The Information systems supporting the current environment provide little relief from the paper-based business processes. integrated business rules. and in some situations. Future: With the use of automation. The initial steps that are currently completed by SRS staff members to register an application can be automated and only exceptions will be processed by SRS staff. the application passes through at least four different staff members before it is processed. the content management system is simply a part of their new benefits administration and eligibility system. Case workers currently have paper case files for each of their assigned case located at or around their desk. Content will be viewable by staff and customers at a customer and/or case level. processes and technology by conducting site visits and staff interviews which revealed a setting in which linear work and labor intensive processes are the rule. and delete content (with the proper security). rework and excessive handoffs will be eliminated or drastically reduced. The following lists some of the major inefficiencies that are prevalent within the current environment and how we envision correcting these in the future: Processes:  Current: The current processes are full of manual steps. staff has to copy the case file and mail it to the other office which delays the customer’s ability to work with that new office for a few days. a clerk who registers the application and the Case Worker. the person on the receiving end of the hand-off must review the work previously completed in order to complete his or her task. Hand-offs often leads to bottlenecks in the workflow. To the end user. the application can become bottlenecked or be returned to the previous worker. If a customer moves or wants to relocate to a different office. they contribute to the creation of additional paperwork. and handoffs. view content. rather than the exception. Future: Content will be captured electronically and the content management solution will be fully integrated into the new Avenues system. content management.  Current: The current processes are full of workarounds and manual steps. Customers and staff will have the ability to scan documents at an SRS office or at a Version 5. rework. and the customer providing the majority of our data entry. The application is handled by the receptionist.Current State Versus The Future State SRS conducted a current state evaluation of their organization.0 Page 178 . This limitation makes it necessary for customers who call in to make changes or request information to speak directly to their case worker rather than a more generalist staff member. an integrated work-flow engine. Staff and customers will see all content related to a case on their user interface of the Avenues system and will be allowed to add additional content. screener. At any step of the process. in most of the offices visited. when an application for EES benefits is received.

However. The regions are expected to determine the best way for their region to implement these changes. QA processes will reside in both the offices and the Records Management Center. and financial. moving the larger scanning equipment to the next location. The current SRS Website only provides the customer with information about services SRS provides. these workers have been moved back to caseload management.0 . The more efficient way to implement these changes would be to have a responsible entity develop Page 179 Version 5. or additional staff support. SRS will continue to work with community partners to ensure they have updated information regarding SRS programs. Because the case files are needed in instances where a customer contacts their case worker. ongoing support. However. not what is provided in their community. The system will have the ability to index and automatically attach documents to a customer/case record given the proper information is supplied by that customer/staff. each of the Regions have staff members that are responsible for working with the community to ensure access points are staffed with information about SRS benefits and application forms. This model worked well for customer service but given current economic conditions. We understand this will require training of our staff and the utilization of a stand-alone content management system prior to the implementation of Avenues. the case files will have to be converted at their physical location.community partner as well as sending in electronic documentation. how to assist the customer with the application process. this was not widespread among all of the offices. SRS will analyze which documents are necessary to convert and attempt to clean out the current case files in advance. Some of the smaller offices in the Southeast Region have employed generalists who screened for all programs and worked closely with outside agencies to become aware of services available in the community. there is no central repository of information about services outside of SRS for the staff to access to pass this information on to the customer. As a part of this effort. and how to easily interact with SRS to develop more partnerships. thus resulting in 6 (or more) different ways to implement. and possible creation of ancillary systems. This “service locator” could be built as a part of K-MED/Avenues or we could provide a link to the current 211 system in Kansas. SRS is open to doing this conversion prior to the implementation of the Avenues system.  Current: With some exceptions. Future: SRS will provide access to a service locator on their Customer Portal in order to assist customers with information about services provided in their area. The customer will be able to put in the kind of services they need (such as assistance with food) and the service locator would provide them a list of places that may be able to assist (such as a local food bank or WIC). This means that 6 times the necessary resources are used to come up with the implementation plans. limited knowledge of programs within and outside of SRS leads to limited referrals for customers to other SRS and community-based services. The hardware and software necessary to convert these documents could be implemented at a location at a time and we could convert location by location. In addition. SRS will convert existing case file content for cases that are currently open.  Current: New or expanded programs and responsibilities have been added with little or no system.

 Current: The interaction between SRS and KHPA appears convoluted and cumbersome.the best implementation plan. In the current environment. the new technology will allow staff access to the duration each task in a business process takes. The Policy and Program Management staff will have the capability to utilize the automated system to forecast policy/program changes for a group of selected cases and once the system-generated results are available. and eligibility impacts such as the number of cases closed. policy staff do not have ownership over the processes yet are oftentimes accountable for correcting process issues.  Current: There is no way for SRS to monitor and measure business processes. additional cases that would be eligible. individuals within Policy and Program Management will be knowledgeable in the areas of policy. This information will assist management in determining where possible bottlenecks are present and allow them to see if staff are deviating from that process. provide the costs for the implementation and ongoing support and maintenance. the Program and Performance Management staff will work with ITS and training staff to determine the process. making them impossible to measure or compare them. Future: In the future business model. online tutorials. This information would be very helpful when trying to ensure that all customers are going through the same process. some of which might be: in person. or determining which of the regional processes are most efficient and trying to implement them in the other offices. training and system changes required to properly implement the changes in the field. Such analysis may include. via recorded session. etc. systems. The staff in this role must have the capability to respond quickly to prioritize programmatic needs that are driven by legislative and budget concerns and constraints. dollar savings or increased costs. systems required to support this change. and contracts. These staff will be involved with several related and integrated business activities that start with continuous monitoring and research of proposed legislative changes and the economic impact to SRS customers. Training and ITS staff when changes are required to the business processes and the system. rules. Future: Prior to adding new programs or expanding existing programs. amount of benefit changes. but is not be limited to. These staff members will ensure consistency and standardization of processes across all regions. Once changes have been approved and prioritized with the other requests. Some types of applications are only processed by SRS (Elderly and Disabled). SRS will have the ability to provide training in multiple methods. There is a blurry demarcation of duties between KHPA and SRS related to the Medical Assistance programs. Data will be available to this team to allow for proactive costeffective decision making for policy development and implementation. others Page 180 Version 5. etc. procedures. The current business processes are manual and typically sit outside of the systems. Training staff will update or develop the training materials and conduct the training necessary to properly train field staff prior to the implementation of the change. shall analyze the effects of the changes and the impact to the corresponding program(s). the number of cases impacted. This role will be responsible for instructing field staff on the correct performance of tasks and how to implement policy procedures. These staff will work closely with the Policy and Program Management.0 . down to a person level.

Organization:  Current: Roles and responsibilities of field staff varied from location to location. once the initial eligibility is determined. this includes standardization of roles performing the tasks. The Elderly and Disabled cases will continue to be processed by SRS. there is a customer service office today. such as the receipt of an EES Family/Children application for benefits.) Future: KHPA/KDHE and SRS will have an integrated system in the future which will store the customer information. there is really no one to hold accountable. while other applications are only processed by KHPA. Shortcuts that are learned from staff are not often shared with others to gain those efficiencies. any changes to a customer’s circumstances require action both on the part of the SRS and KHPA Case Workers. Customers will no longer have to notify both agencies when they need to report a change to their demographics or provide documentation. When there is not a single point of contact responsible for something as large as customer service. their function is to take complaints and then distribute them for resolution through the regional customer service staff and central office. There will be standard training documentation for new staff. this is for current state only and does not reflect changes that will be done in the future as a result of the K-MED project. and ongoing training. Future: Standard processes and roles will be implemented with this project. However.are processed by either agency. the SRS Case Worker copies and transfers the Medical Assistance portion of the case to KHPA. but retains the TANF portion of the case. if they apply for SRS services most of their information will already be in the system as well as documentation necessary to meet federal guidelines. and case information. Training appeared to be light once the initial training was completed. When a customer requests services from both agencies. this includes the case management. Version 5. With the ability to monitor the business processes down to the task level. they will have the tools necessary to determine if retraining is necessary for some staff. yet that is one of the strategic goals. the application is initially submitted to SRS where the Case Worker processes the eligibility. the necessary documentation will be electronic and available to KHPA. Customer services are not measured in SRS today. There is no single entity responsible for customer service in the agency.  Current: Although. (Please keep in mind. For instance: if a customer has had a medical case with KHPA but no services with SRS. The integrated system will allow KHPA and SRS to easily share historical and demographic documentation to make the process more customer friendly. Management will ensure processes are executed in a standard manner across the state. In some situations. they may do it differently than the other location. SRS staff will no longer have to photocopy paper documents to send to the Clearinghouse. an electronic notification will alert KHPA they have a medical case if there is processing to complete on that case.0 Page 181 . documents. At that point. Even when staff performed the same process. the implementation of new functionality. This can cause inconsistencies in your results and makes it difficult for staff to transfer to another location.

they will log that transaction and close it. SRS will utilize workflow to route the inquiry/complaint to the proper person or queue. view their case information. assisting with referrals to community agencies and performing pre-screening activities as well as assisting the customer in completion of their online application. staff members that are generalists with a generalized knowledge of all EES program areas and a broad knowledge of services available within the community. update information. chat. by telephone. SRS currently provides the customer with an online screening tool and online application. gathering information. The systems do not provide sufficient web accessibility for the customers or staff. Regardless of whether located in the Virtual Contact Center or in the Local Offices. With the implementation of CAPP. If the inquiry/complaint can be handled by the CSR. The new solution will provide the capability for the CSRs to enter and track all customer inquiries and complaints. Technology:  Current: Customers are currently limited in their choice of service channels. Management will monitor the queues to ensure these transactions are being managed in an acceptable timeframe. This unit will consist of the various CSRs. The screening and online application will be expanded to include all programs within the scope of Avenues and KVersion 5. the CSRs will be responsible for handling all routine inquiries. Customer Service Representatives will be responsible for manually entering any paper applications that are received at a local office Help Desk personnel will assist with computer-related problem resolution The purpose of the Virtual Contact Center is to serve the customer by handling all routine inquiries whether made in person. and Child Care Subsidy. All inquiries/complaints will be logged and monitored to determine the agencies challenges and allow SRS to measure our customer service. Food Assistance. performing triage. or other electronic means. via phone or by email. the transaction will be assigned (or forwarded) to the proper staff.Future: A primary change with the implementation of Avenues is the development and implementation of the Virtual Contact Center which will provide the initial single point of contact for customers when accessing services in person. The Virtual Contact Center will consist of:     Customer Service Representatives (CSRs) who will be located at local offices to assist customers who walk-in to the office seeking information or to apply for services Customer Service Representatives will answer routine inquiries when customers call for assistance. the screening tool and online application will be updated to be more user friendly and there will be some integration with the legacy systems. or request other services. or contact SRS with other electronic means such as email. The online application allows the customer to apply for TANF. Future: The customer portal will be significantly expanded with Avenues. etc.0 Page 182 . This portal has very limited access and does not allow the customer to apply for other benefits. If the inquiry/complaint can’t be handled by the CSR.

If a customer has questions or concerns when using the portal. Any external contractors that have access to the system also are reliant on SRS staff to understand the data that exists in the systems. the Interactive Voice Response (IVR) system will pass the identifying information (customer ID of some type) into the case management system of the CSR answering that call to pull up the case information for that customer. An example is a change of income source. meaningful words will be used and dropdown lists and/or radio buttons will be utilized whenever possible. Training needs will still be necessary. Future: The new system will not utilize cryptic codes. One common client index will be utilized regardless of the agency. and partners down the necessary path.MED and will be fully integrated with the K-MED/Avenues system – this includes the eligibility and benefits administration system. New employees require lengthy training to understand use of the system and Social Workers and staff at outside agencies. The system will have the ability to show all relationships of that customer to any case information. When a customer makes a change to their information.  Current: SRS staff members are required to rely on numerous cheat sheets in order to enter a correct code in the legacy system or understand the information that already exists in the system. Changing of demographic information is not automated and requires staff to manually search systems to determine where the change should be applied. SRS would like the ability for the CSR to view exactly what the customer is seeing on their screen. The online chat and phone options will be available during normal business hours. or sending an email to the CSR mail queue.  Current: The systems lack checks and balances or editing within the systems to ensure that cases are not established incorrectly. but there will no longer be a need for staff to memorize codes and policy information as it will be accessible and understandable from the system. and content management system. Future: The new Master Data Management (MDM) will be utilized as the Master Client Index (MCI) for KHPA and SRS. making it much easier to determine what services that customer may currently have or has had in the Version 5. The MCI will house the common information for all customers known to the system. If the customer calls on the phone. Smart scripting will be utilized so the end user will not have to answer unnecessary questions or go down a path that is not necessary for their particular need. The system will utilize workflow and screen flow to traverse the customers. contacting a CSR via phone. all of these checks are completed manually. report that it is easier to email or call SRS staff as opposed to trying to decipher the codes that exist in the legacy system. The customer will have the ability to apply for new services. they will have the options of an online chat with a CSR. telephony. add documentation to their case. Each system has its own set of required codes that are entered so the workers have to look up codes in two or more separate guidebooks. view their information. the workflow would generate an employer letter or automated interface. MDM. the proper workflow will be activated to take proper actions based on the type of change. There is no automated check to show if a customer is a part of another family on another case or if a customer is receiving benefits in another program area. such as the hospitals. Online tutorials and help will be available for all types of users. staff.0 Page 183 . and change information.

0 Page 184 . integrated through service oriented architecture. The system will allow the CSR to look at the rule(s) that failed and resolve any issues. With the older technology. content management. These new technologies have inherent functionality that can meet a broad spectrum of business requirements and can be configured. If all rules pass. The systems were not meant to support the number of programs and services that we have today. Business services created with these new solutions are reusable within the system which will decrease development time and cost and provide the flexibility to respond to the constantly changing business environment. SOA allows you to build. business process management. If all rules do not pass. the system will automatically register the case and determine eligibility. the system will automatically do a customer and case search for everyone on that application to ensure we are not duplicating benefits or adding duplicate customers to the system. Most of the systems were transferred in from other states and were built using business models that were not in alignment with Kansas which caused them to be heavily modified and difficult to maintain. business intelligence. to meet specific program needs. rather than requiring custom software development. The end user will have a listing of all content for a customer or case on their screen and have the ability to click on a link of that content and it will be brought up in a new window for that end user to view. These technologies are older and not easily modularized or extendable like current technology options. An example of this is the integration of the case management system with the content management system. independent of the applications and computing platforms on which they run. Future: The future system will be service oriented architecture (SOA) compliant. The business rules.  Current: The systems that are utilized to support these services have been built independently by program area and are old and antiquated. Household composition will be easily determined within the new system to ensure staff has the overall view of the customer and household. SRS has had to contract for support in many instances which increases the cost of ownership for these systems. that application or change will go into a queue for CSR processing. Most systems were built using different programming languages and technology making it difficult to utilize programming resources across the different systems. SRS costs continue to rise as our agency share of usage continues to rise. making it appear to the end user as one comprehensive system. This comprehensive approach will enable flexibility when adding new programs or modifying existing programs. These legacy systems run on the mainframe and as other state agencies modernize their systems. Rather than building separate standalone systems to meet each programmatic requirement. The business rules engine will provide the rules for determining customer and case matches. it is increasingly difficult to find staff to support these systems when state staff retire. All system components will be integrated. When a customer or partner enters information into the portal. the framework will be a collection of software products or modules that fulfill functional business needs across all programs within Avenues/K-MED. so the programmers often times have to “fake” the system into doing something different. called services. IVR. The business rules are coded into the system and not easily identified and can reside in multiple locations. and then the case can move forward in the registration and eligibility process. workflow management. making them more easily modifiable and traceable. Version 5. and MDM will be components that are not embedded in the system. deploy and integrate these services.past. SOA takes common business applications and breaks them down into individual business functions.

information can be pre-populated for them to reduce the data entry necessary for them to reapply or expand their benefits. the information that is on the application form has to be entered in both KAECSES-AE and in KSCares. Case workers keep a Word file on each of their customers and have to open that file and record conversations with customers into that file. Future: All programs within the scope of Avenues and K-MED will be included in the new comprehensive and integrated system and data will be shared between the programs. For example.0 Page 185 . The systems oftentimes do not interact with each other and do not populate the appropriate fields with data that is entered in another SRS system.  Current: The database technology used in most of the systems does not easily lend itself to user access. These manual logs are kept on a shared drive at that regional or local office as opposed to having this ability integrated into the system and visible state wide. If a customer is already registered in the Customer Portal. Documents can be viewed at a customer level or a case level but will only be stored in the system once. Emails sent by the customer can be attached to the case and an entry automatically added to allow staff to add narrative based on that email. Support and maintenance right after implementation will be completed internally with the assistance from a vendor for training and mentoring.Configuration Specialists. There will be a separate data repository for reporting and business intelligence. and Integration Specialists are new roles to the agency. thereby requiring the staff to enter the same data in two or more separate systems. The business intelligence repository will be utilized for performance management. with the goal to become more self-sufficient over time. Future: Staff will have the ability to record notes and conversations they have with their customers as a part of the case management. if an applicant is applying for both TANF and Child Care benefits. Documents can be captured once and shared between programs. This has also limited the amount of integration that can be accomplished among the systems. and other agency reporting. The end user will have more robust capabilities with expanded data elements for producing ad hoc reports based on their security. The vendor could be utilized for quick ramp-up for future enhancements or emergency cases. Application Administrators.  Current: Information gathering requires both paper documentation and data entry into the systems. This duplication of effort is very inefficient and error prone as keying errors can be made. Our expectation is the data repository utilized for business intelligence and reporting will be refreshed nightly. If Version 5. Their access to information will be on a more real-time basis than what they have today. thus reducing the amount of data entry for the customer and staff. The current systems are more like data repositories and do not contain many of the automation features of newer technology. making it difficult to create ad hoc reports. Future: The new system will be built on more modern relational database technology. forcing staff to create manual logs of interactions with customers. as-if scenarios when changes are suggested.  Current: Currently. there is no capability to record conversations with customers within our current legacy systems.

Executive management at SRS are committed to providing the leadership. In order to transform the department to a truly customer centered business model will require changes to processes and organization as well as the technology. not been able to adequately keep pace with the programmatic needs of the organization with the current resources. and has attempted at some level to become so. staff will have the ability to add to that entry to provide more details. 5. With the loss of her job. 4. The customer goes into the SRS Customer Portal and follows the online instructions on how to fill out the screening information to see if she might qualify for any benefits. 1. 3. admittedly. Prior attempts made by the department have not been successful because the technical supports needed for integrated service delivery were not available. but with the support of the agency. by themselves. and technology to work together to provide effective services to all Kansans. The library staff member had been updated previously from SRS communications about the ability to screen for eligibility as well as look for other types of assistance on the SRS website and provides that address to the customer. Sally goes to her public library to look for some type of assistance on one of their local computers. A staff member from the library asks Sally if she needs any assistance. Likewise. this modernization project will put SRS/EES systems at the forefront of Social Services delivery. Technology services in SRS have. process.a customer calls. The success of this project depends on each area (people. The system should be flexible enough to allow SRS to record conversations between a CSR and a customer which can also be stored within the system. Scenarios for the Future SRS Model: Scenario 1: Sally Smith loses her job and is not eligible to receive unemployment insurance. and resources that allow people. This can all Version 5. It is critical that the agency move forward on all three axis and restructure processes and organizational structures as well to produce the business model required to service SRS customers in the future.0 Page 186 . she loses medical insurance coverage for her and her family and it is getting increasingly difficult for her to feed her children. and technology) working together in a integrated. every time they are needed. cohesive manner and the support of the SRS Management Team. in the process of moving forward implementing new technical systems will. 2. the telephony system will automatically enter a log entry of that phone call and date and time of the call. organization. SRS recognizes that each of the three operational areas wants to become more efficient. processes. be insufficient. in the same way. Sally asks the library staff member if they know who she might contact for some assistance with getting her children medical coverage as well as assistance to get her children food.

with her second preference as a phone call. The customer completes her application and sends it for processing. the department of Commerce to assist her with finding a new job. The customer comes to a question she is still not clear how to answer. password. as well as others. The system provides her with information about her application number. If desired. Since this customer is applying for TANF. such as: the local food bank. provides her with information about the closest place she can go to send her documents electronically to SRS for faster processing. WIC. The customer now creates her unique user ID. Version 5. and then provides her with an approximate date and time of when she can expect to hear back from us. and completes the four questions asked as a part of the authentication process to be used if she forgets her password. so she starts an online chat (this customer is filling out her application during normal business hours) with one of the SRS CSRs to get better clarification. The customer goes through the very simple screening process and finds out that she and her children might be eligible for Medical coverage. she is required to complete an interview. 9. The system starts processing the application. The customer is also provided a list of services within her area that might also be of assistance. The system asks her for her availability and automatically schedules her interview by cross referencing her schedule with the SRS staff schedule. 10. the system assigns a case worker to that case – this must be flexible. The customer fills out the application and utilizes the online assistance provided by some of the fields on the screen by clicking on the link beside that field to get a better idea of what she is to fill out in that specific field. or the customer can choose to create a unique signon to the SRS Customer Portal. 13. be completed anonymously. we may not want to assign a certain case worker to all cases. 12.6. and Food Assistance so she has decided she would like to go ahead and apply for these benefits. what documentation the agency will need and when they will need it before they are able to determine if she is qualified to receive benefits. 14. Option 2: The customers calls the SRS office and talks with a CSR who is able to see exactly where she is in her application and that CSR walks the customer through the part of the application that customer is having difficulties with. 7. 8.0 Page 187 . Since she and her children are not known to the system. the system automatically adds her and her children to the client index and assigns them a unique customer ID number. She acknowledges that all the information she entered is valid and true and types in her name for our electronic signature requirements. She is able to resolve her issue and go right back to filling out her application. 11. TANF. She indicated on her application that she would like to be notified via text message if she needs to check the SRS Customer Portal for any updated information.

The CSR is able to look at the business rules that failed to determine what issues might have occurred with the case to resolve these issues. If any issues occur in the eligibility process. The system generates an email and text message to Sally to let her know she is eligible. The system automatically registers the case and starts the eligibility process. the community college provides updates via the Provider Portal to be applied directly to Sally’s case file information. The system automatically generates a file (or request) to the EBT contractor who sends the card to Sally. and when her EBT and medical card will be sent to her. that case goes into a queue for a CSR to work. The staff scan and index Sally’s documents into the system – which is attaching them to both the person and the case. Visually Impaired: Sam Smith is visually impaired and it is difficult for him to get to an SRS office. The customer and her children are eligible for food assistance. travel and training expenses. 22. TANF. 16. The CSR works with the customer to resolve all issues and the eligibility process is kicked off again. texts Sally and then emails the information to Sally to fill out electronically and send back to SRS. Since Sally continues her education. how much she will receive. Sam has a computer and assistive devices at his home and has been instructed to complete an online application to apply for food assistance due to a loss of income. Because the documents are electronic and bar-coded. 19. 26. and Medical coverage. The text message alerts Sally to check her email. she is now due for her annual review. This will include providing benefits for child care. the eligibility process begins again. they are automatically attached to Sally’s case and an alert is sent to her Case Coordinator for review. The system automatically notifies the proper SRS Case Coordinator to determine how we can successfully get Sally back to work. This means the birth certificate for the children are attached to the correct child. Sally mails her documentation to the central address provided as a part of the information she received after filling out her application. 18. etc. 25. 20. The central records management center opens Sally’s mail which contains Sally’s unique application number. 27. The system generates her annual review packet. 24. 17. 23. As soon as all necessary documents are attached to the case.15. The system realizes that all necessary documentation has not been received and puts that case on hold for 10 days before a message is sent to the customer notifying them we have not received their information and cannot process their application until that is received. When Sally attends a community college for training. Version 5.0 Page 188 . 21.

he does not speak Spanish so he is assigned to the English queue. Steve is on to the next call. which is a required field. His duties rotate between assisting customers faceto-face. Steve signs into his computer and sets his status to available. providing him just a few seconds to read over his information. She has a staff of 30 Customer Service Representatives and is responsible for making sure the workload is evenly Version 5. via the phone. Steve is able to see exactly where David is in his application process and determines David has not clicked on the “I agree” button at the bottom of the application. Steve’s phone rings and his screen pops over to information about a customer named David Dirt. or via email. and lets them know they can receive information online. Once that call is complete. Sam’s scenario is much like Sally’s scenario above. Managers: Doris is the Virtual Contact Center manager for the North East Region. The telephony system automatically routes incoming calls based on the CSR that has been idle the longest period of time. but Sam is utilizing the JAWS reader to read each of the fields on each screen of the online application. 6. 8. provides them with the opportunity to leave a message. This morning Steve is assigned to assist customer that are calling in for assistance. Steve can be reassigned throughout the day to assist in areas that have higher traffic than others. Depending on the volumes. If all CSRs are on the phone. David indicates to Steve that he is unable to complete his online application and isn’t sure why. The conversation between Steve and David is automatically entered into the system. The system tracks the time spend on the customer resolution. Help Desk: Steve is a CSR at the Virtual Contact Center. 9. Steve is able to enter the resolution of the call and mark the status as closed. Sam is able to navigate the complete application and utilize the help text when necessary. 1. The system automatically schedules a time to do a phone interview with a CSR. 4. Sam is not required to complete a face to face interview and can do a phone interview. 5.0 Page 189 . 2.1. 2. 7. the customer is put on hold and provided with a message to let them know approximately how long they will be waiting for the next available CSR. via the fax. 3.

mail. 5. 3. She utilizes these reports to determine if someone has a strength or weakness in certain areas. business. she looks at the volume in her other areas and determines she can take 2 CSRs out of online chat and have them help out with the phone calls. Objectives Key objectives (i. SRS is obligated to provide certain services. weekly. in person. She utilizes these reports to set measurable outcomes for CSRs to effectively communicate expectations. 1. Doris instant messages the 2 CSRs and tells them they will be working the phones for the remainder of the day.e. Doris must do quarterly feedback sessions and annual review for all of her staff. and monthly reports to assist her with staffing plans and performance appraisals. online chat. 2. 6. etc. or until she lets them know they can change to a different service channel. fax. strategy/policy. The 2 CSRs log into the telephony system and quickly the wait times are back to an acceptable level.0 . email. 4. If Doris sees the wait times on the phones are getting higher than normal. Doris receives daily. project execution. Doris has a regular schedule for each of her staff. technology knowledge transfer) are presented below. they understand which service channel they are working on any given day. Doris has a dashboard on her monitor that lets her know how many the volumes of each of her service channels: phone.distributed between all service channels.  SRS is the safety net provider for services which can’t be effectively or cost efficiently provided by public/private partners. Page 190 Version 5. however the agency will refer customers to other state agencies and to community partners for provision of services to the maximum extent possible.

reassigning current case worker/clerical staff to Contact Center duties. contract service providers. Service delivery needs to be outcome and accountability-based instead of output-based by focusing on results. Parents and guardians would have access to relevant information with appropriate restrictions and authority.g. Currently multiple provider registries exist depending on the program and the provider type. intake) that exist for programs administered by SRS based on Core Business Functions. Data access must be subject to a legitimate “need to know”. other state agencies. e. There must exist the flexibility to assign staff to new roles if necessary. Future business model must be flexible enough to accommodate Program-specific business processes (function) without sacrificing the overall goals and objectives related to common functions and standardization. and community based organizations. The future business model will result in work efficiencies but the current SRS workforce should be preserved when possible. SRS will facilitate and enable service delivery through public/private partnerships. SRS wants a single view of service providers which links providers to multiple programs. Emergency contacts such as child and adult abuse and neglect calls should always be assigned to a specialist right away. SRS will define the common business processes (e. these should be primarily defined by the Regions collectively in collaboration with the central office.. For example the initial intake and triage for financial programs could be performed by generalists. Customers should have access to their case information if they are the source of the data and it does not involve sensitive or otherwise confidential information.g. The agency will need to provide and share information across SRS programs. SRS will transform from a program-centric model to a client-centric model which places the customer at the center of its planning. Page 191             Version 5. However. Work flow should start with generalists and be assigned to specialists only when needed. the minimum needed for the business function. The agency will make concerted outreach efforts to not only educate the community on services offered by SRS but also to obtain knowledge of services offered by the community. This will require the agency to integrate with other state services outside of SRS. The agency approach will change from that of a programmatic eligibility determination to an approach where the client is viewed holistically across multiple programs. and in compliance with HIPAA and other privacy standards. specific job descriptions will evolve and take on new characteristics.0 . The agency will provide universal access and a single point of entry for customers to obtain services. Work should be done by the appropriate level of staff.. policy. both those external and internal to the agency. program and practice efforts.

atmosphere and functions performed at the location may change in the future. The existing service locations will be required at the same level in the near term although the physical appearance. taxonomy and other metadata across programs is desirable except those linked to a legitimate Program-specific business requirement.g. and laws. To the extent possible clients should be encouraged to start with self-service (low touch) through the web and involve SRS and other support (high touch) as needed. The development of common terminology. The future business model may require greater co-location of SRS staff with Community Based Organizations (CBOs) and other partners. SRS will assist customers in achieving self-sufficiency by holding them accountable to comply with applicable rules.0 Page 192 . e. case maintenance. the agency would need to establish a common definition of case management. The goal is to minimize the use of paper transactions and paper documentation and maximize reliance on electronic methods. etc. Customers may initially be unfamiliar with or lack access to technology such as the Internet. the capability to start a process. For example..        Version 5. such as filing an application on the web and finish it on the phone. Overcoming the digital divide for customers should be accomplished through partners. regulations. The future vision requires the maximization of cross channel service integration across business functions. and by promoting customer learning of applicable life skills.

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