Transcript CSES Replacement and MISSR - New Mexico Department of

Human Services Department
CSES Replacement (CSESR) Project
PCC Initiation
An HSD initiative to replace the Child Support Enforcement System (CSES)
December 18, 2013
Andy Vallejos, CSED Director & Executive Business Owner
Sean Pearson, HSD CIO & Executive Technology Owner
Carol Thomas-Gravel, HSD Deputy CIO
Helen Yackel, HSD IT Project Manager
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Introduction
Child Support Enforcement System Replacement (CSESR)
Major System Replacement or Enhancement
• High cost & large scope project
• HSD involvement and vested interest (not only CSED)
• Long-term project
• Impacts State, Federal and Private Partners (30)
• Planning Phase will determine technical solution
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Background …
• CSES maintains more than 59,000 active cases with over $132.1 Million
distributed annually in child support payments.
• CSED provides assistance to over 100,000 NM and Navajo Nation children
based on FY13 numbers.
• States are Federally mandated to “have an automated system to operate it’s
child support program efficiently, effectively, and economically.” OCSE
supports states to improve their systems so that:
• Caseworkers have more time to focus on complex cases
• States can adhere to mandated timeframes to achieve successful outcomes
• Case data is more reliable, secure, and readily available
• Data exchange and information sharing is more comprehensive and useful
• Reporting can be predictive, analytic and versatile
• Customer service is improved and available at multiple points of contact
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Business Problem …
Legacy CSES
• 20-year old mainframe technology
• Real-time client benefit information not available to staff and clients
• Currently has minimal flexibility for changing business needs to support collections and
support for NM children
Solution must meet State and Federal requirements
• National Human Services Interoperability Architecture (NHSIA) standards
• OCSE, IRS and Disaster Recovery requirements
• Flexibility to comply with changing regulations
CSED mainframe hosting, maintenance, operations & storage costs
continue to increase
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Project Objectives / Benefits
Objectives:
• Evaluate alternatives to select best technology solution for CSED
business program needs.
• Transition from mainframe to modern web-based technology
• Spend state and federal funds wisely
Benefits:
• Timing allows prime opportunity to leverage current standard
technology and architecture across HSD
• Leverage resources
• Provide one-stop service access for all HSD clients
• Provide consistent data reporting across all HSD Divisions.
CSES Replacement – PCC Initiation
Initiation Activities…
• Business Assessment Review (BAR)
• Business Process (current and recommended)
• Data Cleanup
• Project Management Office (PMO) Procurement
• RFP release in early-mid December 2013
• PMO start July 2014
• Lessons Learned
• Other States and Recent Projects
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Assumptions…
• State and Federal Funding will be available and approved throughout the
Project.
• HSD staff with subject matter expertise will be available and assigned
throughout the Project.
• Procurements will identify experienced and qualified contractors for the
project.
• Cost savings and enhanced control of resources, system architecture, and
tools are expected through one shared PMO for both CSES & MMIS
Replacements.
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Project Risks…
Risk
Mitigation
Funding Uncertainties
Work closely with OCSE and State throughout project
especially during planning phase for thorough & accurate
analysis & feasibility of alternatives and cost benefits of
options and recommended solution.
Competing HSD and
State Priorities
Provide HSD Executive Steering Committee with
necessary facts for governance decisions over HSD
projects to confirm objectives are met and project is
successful.
Contracting
Experienced and
Qualified Vendors
Contract with experienced & qualified vendors with track
record of similar successful projects completed in recent
past.
Staff inexperience with
large IT projects
Contract experienced PMO qualified in Child Support to
prepare and support state business & technical staff
through such a project and conduct lessons learned and
knowledge transfer sessions with experienced staff.
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CSES-R Project Governance
Executive
Sponsor
Executive
Technology
Owner
ITD / CIO
Executive
Steering
Committee
Executive
Business
Owner
HSD Division
Directors
Strategic
Leadership Team
Tactical
Technical
Project
Owner
PMO
Project
Director
Contracted
PMO
Program
Project
Owner
Communication
Owner
Contractor Leads
System
Integrator
Staff
PMO Staff
IV&V
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CSESR Estimated Timeline
FY17 Funding Request
PCC Planning
1st Half
Integrator Starts PCC Implementation
8/11/15
3/11/14
2nd Half
Start
11/20/13
1st Half
2nd Half
Planning
7/1/14 - 7/1/16
7/1/16
1st Half
2nd Half
1st Half
Testing Complete
9/21/18
4/21/17
2nd Half
1st Half
2nd Half
Testing Phase
10/9/17 - 9/21/18
6/14/19
1st Half
Waved
Rollout
11/5/18 4/19/19
PCC Initiation
PMO Starts
11/20/13
7/1/14
IAPD Approved IV& V Starts
8/4/15
3/8/16
PCC Close
Pilot
11/2/18
Finish
6/14/19
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Request…
• HSD requesting PCC Approval to Initiate this Project
• Funding certification will be requested at Planning
PCC (March 2014)
CSES Replacement – PCC Initiation
Thank you…
Questions?
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