Business Analysis - Montana Dept. Public Health and Human Services

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  • 1. Business Process Analysis Department of Public Health and Human Services Kim Boggio January 2014
  • 2. Business Analysis “ … is the practice of enabling change in an organizational context, by defining needs and recommending solutions that deliver value to stakeholders.” BABOK v3
  • 3. WHAT WE WANT THE CLIENTS, ORGANIZATION, SERVICES AND INFRASTRUCTURE TO LOOK LIKE: VISION “START WITH THE END IN MIND” - Stephen Covey
  • 4. MONTANA’S INFORMATION TECHNOLOGY VISION The state of Montana and its partners advocate that business needs drive technology and that all partners be included when implementing information technology solutions. To support this vision, IT initiatives will be grouped by Communities of Interest around business needs and: • Be customer-focused in providing electronic and traditional access to government services and information; • Enable its customers to prosper in the global economy through IT solutions; • Utilize strategic relationships and collaborate at all levels of government to effectively use information technology; • Meet customers’ expectations for reliable and timely delivery of quality services and information; • Manage and use IT resources efficiently; • Establish statewide direction for information technology through fiscally responsible and active stewardship. From: State of Montana Information Technology 2012 Strategic Plan For Information Technology
  • 5. Department of Public Health and Human Services Public Health & Safety Division 2013 Biennium Goals and Objectives • • Department of Public Health and Human Services Operations Services Branch Technology Services Division 2013 Biennium Goals and Objectives Guiding Principles: Sustainability Efficiency Effectiveness Theme: To implement and improve technology that supports the Department’s mission. • Technology Services Division Goals: Goal 1: Use information technology to support and enhance DPHHS program service delivery and increase efficiencies. Goal 2: Ensure that information technology resources are efficient, responsive, cost-effective and available when needed. Goal 3: Implement common business functions across the Department via an Enterprise Architecture. Goal 4: Develop and Implement a National Institutes of Standards and Technology (NIST) Based Security Program.
  • 6. Goals, Objectives, and Action Items GOAL 1: ACHIEVE MAXIMUM VALUE OF INFORMATION THROUGH THE ACTIVE MANAGEMENT OF INFORMATION TECHNOLOGY • • • • OBJECTIVE 1: INCREASE USE OF CONSOLIDATED PLATFORMS AND SHARED SERVICES OBJECTIVE 2: RECRUIT, TRAIN, AND RETAIN A HIGHLY SKILLED WORKFORCE OBJECTIVE 3: STRENGTHEN AND EXPAND INFORMATION TECHNOLOGY PARTNERSHIPS OBJECTIVE 4: DEVELOP AND IMPLEMENT MANAGEMENT PROCESSES FOR USING AND SECURING INFORMATION GOAL 2: AGGRESSIVELY USE TECHNOLOGY TO EXTEND CAPABILITIES THAT ENHANCE, IMPROVE, AND STREAMLINE SERVICE DELIVERY • • • OBJECTIVE 1: SEEK OUT AND IMPLEMENT INNOVATIVE INFORMATION TECHNOLOGY SOLUTIONS OBJECTIVE 2: ENHANCE COLLABORATION OBJECTIVE 3: INCREASE USE OF SEAMLESS CROSS-BOUNDARY INFORMATION SOLUTIONS GOAL 3: BUILD AN INFRASTRUCTURE / ARCHITECTURE THAT PROVIDES CITIZENS AND EMPLOYEES OF THE STATE ACCESS TO INFORMATION HOWEVER AND WHENEVER THEY NEED IT • • • OBJECTIVE 1: EXPLORE AND IMPLEMENT TECHNOLOGY TO ENHANCE ACCESSIBILITY, AVAILABILITY, AND USABILITY OF INFORMATION OBJECTIVE 2: LEVERAGE ROBUST TECHNOLOGY PLATFORMS OBJECTIVE 3: DOCUMENT AND IMPLEMENT REPEATABLE TECHNOLOGY MANAGEMENT PROCESSES From: State of Montana Information Technology 2012 Strategic Plan For Information Technology
  • 7. Goals, Objectives, and Action Items (Con’t) GOAL 4: ENHANCE THE RELIABILITY AND SECURITY OF THE STATE’S INFORMATION SYSTEMS • • • OBJECTIVE 1: DEVELOP AND IMPLEMENT AN INFORMATION RISK MANAGEMENT PROGRAM OBJECTIVE 2: IDENTIFY AND DOCUMENT COMPLIANCE REQUIREMENTS OBJECTIVE 3: STREAMLINE AND UNIFY INFORMATION SECURITY PROCESSES IN ACCORDANCE WITH INDUSTRY PRACTICES GOAL 5: DEVELOP AND IMPLEMENT AN INFORMATION TECHNOLOGY GOVERNANCE STRUCTURE FOR DELIVERY OF EXPECTED BENEFITS • • • • OBJECTIVE 1: DEVELOP AND UTILIZE AN ENTERPRISE ARCHITECTURE OBJECTIVE 2: COORDINATE AND LEVERAGE STATE TECHNOLOGY INVESTMENTS OBJECTIVE 3: PROVIDE ONGOING REVIEW OF CAPITAL INFORMATION TECHNOLOGY PROJECTS OBJECTIVE 4: ALIGN TECHNOLOGY INVESTMENTS WITH THE STATE’S OVERALL GOALS, PRIORITIES, AND MISSION OBJECTIVES
  • 8. Department of Public Health and Human Services Public Health & Safety Division 2013 Biennium Goals and Objectives (2013 Biennium Executive Budget Submission) Technology Services Division Objectives: Objective 1.1: Develop, maintain and enhance DPHHS IT systems to meet changing business needs and policies at the State and federal levels. Objective 1.2: Plan to replace legacy systems that have reached end-of-life. Objective 1.3: Implement electronic records management at the enterprise level. Objective 1.4: Department Systems will be designed to allow for GIS functionality. Objective 1.5: Expand use of collaboration tools (WebEx, SharePoint) Department-wide in support of programs and projects. Objective 1.6: Expand eGovernment Services. Objective 2.1: Install, maintain and enhance servers, databases, networks, and personal computers. Objective 2.2: Develop a continuity of operations plan (COOP). Objective 2.3: Build system redundancy. Objective 2.4: Hire, train and retain a skilled IT workforce at appropriate levels. Objective 2.5: Increase energy efficiency of IT infrastructure. Objective 2.6: Continue to create project management tools and templates to be used across the Divisions. Objective 3.1: Implement new systems within Service Oriented Architecture. Objective 3.2: Implement an Enterprise Service Bus. Objective 3.3: Implement Decision Support Systems. Objective 4.1: Ensure security of DPHHS data. Objective 4.2: Ensure privacy of DPHHS systems. Objective 4.3: Ensure availability of DPHHS data. Objective 4.4: Ensure integrity of DPHHS data. Measurement: Objectives will be measured by monitoring and reporting (Biennial Report to the IT Plan) progress and accomplishments against the goals and objectives outlined in DPHHS’ Agency IT Plan. This plan is filed on a biennial basis with the State CIO and is a statutory requirement.
  • 9. CURRENT SITUATION: WHAT CLIENTS, ORGANIZATION, SERVICES AND INFRASTRUCTURE LOOK LIKE: BENCHMARK “THE BUSINESS OF HELP AND HOPE”
  • 10. CLIENTS (Stakeholders) • First & Foremost: Citizens of the State of Montana • Homeless • Hungry • Children • Elderly • Disabled • Lack of Education • Unemployed • Drug & Alcohol Addiction • DPHHS Caseworkers • DPHHS Field Personnel
  • 11. Clients: Montana Demographics • Montana has nearly one million residents and an area of nearly 146,000 square miles. • There are only seven cities with more than 20,000 residents and only 15 cities with 5,000 to 20,000 residents. • American Indians tend to live in more rural areas of the state: only 18% lived in Montana’s seven cities of 20,000 or more according to the 2010 Census, and only 5% lived in cities of 5,000 to 19,999; compared to 36% and 11% of White residents, respectively. • As a result, 53% of our population lives in rural or frontier areas, characterized by lack of essential services including health care, both general and specialized, in their local communities, and long distances from and long travel times to essential services. • Most Montana counties are designated as medically underserved.
  • 12. PROGRAMS AND SERVICES •Aging Services •Child Protection •Disability Services •Drug and alcohol addiction •Healthy Montana Kids •Long Term Care •Medicaid •Mental Health •Public Health & Safety •Public Assistance •SNAP •Services to Native American Children and Families •TANF •Vocational Rehabilitation
  • 13. CURRENT INFORMATION TECHNOLOGY INFRASTRUCTURE Montana Department of Public Health and Human Services • • • • • • • • Designed, developed, and implemented eligibility systems and enterprise architecture project (CHIMES-SNAP, CHIMES-TANF, CHIMES-EA). During the first month of operations the system issued over $15,000,000 in SNAP benefits and over $1,000,000 in TANF benefits. Initiated a project for the design, development, and implementation of a new Medicaid Management Information System (MMIS). This is a large, multiyear project. Implemented a Document Management System for the scanning, electronic storage, and retrieval of case file documents in all its offices of public assistance. The Document Management System currently implemented for Public Assistance Programs allows scanning and electronic storage of all case file information. Implemented a public web portal that allows citizens to apply for public assistance online. An average of 1,050 completed applications are processed per month. Design department systems to allow for GIS functionality. DPHHS incorporated GIS requirements into overall business requirements. Installed, maintained, and enhanced servers, databases, networks, and personal computers. DPHHS transitioned department data center assets to the SMDC and has 100% server virtualization. The agency established a normalized 5year replacement plan for well managed and cost efficient replacement of 3100 PCs and laptops agency-wide. Implemented first agency enterprise architecture platform, which includes an enterprise service bus and several web service layers with the implementation of the CHIMES-EA systems. Replaced legacy systems that have reached end-of-life. DPHHS systems that fall into this category include CHIMES, MMIS, and MACWIS.
  • 14. CURRENT INFORMATION TECHNOLOGY INFRASTRUCTURE (Con’t) • • • • • • • • • Expanded government Services. Phase 1 of Montana Connections, a public website for online application for public assistance, was implemented for PDF-based electronic submission to Offices of Public Assistance. Phase 2 of Montana Connections will integrate the online application directly into CHIMES-EA, thus eliminating the data entry step by the worker. Implemented new systems within service oriented architecture. With the production implementation of the CHIMES-EA systems in October 2012, DPHHS will establish its first enterprise architecture platform. Implemented an enterprise service bus. With the production implementation of the CHIMES-EA systems in October 2012, DPHHS will establish its first enterprise architecture platform. Expanded use of collaboration tools (WebEx, SharePoint) department-wide in support of programs and projects. DPHHS continues to implement and expand use of SharePoint throughout the Department to serve both operational and project based needs for the enterprise. Developed a continuity of operations plan. DPHHS is participating in the COOP project managed by the Department of Administration. Built system redundancy. DPHHS plans to move SAN and other redundancy platforms to the Miles City Data Center. Hired, trained, and retained a skilled IT workforce at appropriate levels. DPHHS successfully hired several key technology staff. IT works with Human Resources to classify positions and create career ladders. The agency invested significantly in training its programming and network staff in the latest IT tools, methods, and practices. Ensured security of DPHHS data. DPHHS is implementing a NIST-based security program, which includes on-going risk assessment of existing systems. NIST security standards are included in requirements for all system development and implementation projects. Additionally, the agency is creating a security program that includes policies, processes, and technology to ensure protected health information (PHI) and personally identifiable information (PII) is protected on the network and within systems. Ensured integrity of DPHHS data. DPHHS continues to implement data integrity controls and assurance through the use of a modern application and database
  • 15. CLOSING THE GAP • IT Infrastructure plan:            Requirements Architecture Facilities Equipment Purchases RFP preparation and Evaluation Contracts Project Management Implementation Testing Training Maintenance • Business Process Analysis • New Business Process implementation • Budget formulation and submissions • Budget allocation and tracking • New Programs/ Services • Expansion of existing Program/ Services • Accurate data on clients/ use of funds/ demographics/ % of those who need services and % of those who actually get services • Marketing of programs and services • Client Focus groups • “Undercover Boss” • Federal funding and grants • Cross departmental IT systems integration (DPHHS and DOL, DOE)