4.2.10 Tab 8: Personnel 4.2.10.1 ACCESS Florida System ......have her PMP certificate prior to the ACCESS replacement project contract start. Cindy has overseen transformation projects

Florida Department Of Children And Families Office Of Economic Self-Sufficiency ITN # 03F12GC1

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Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 8 -1

Copyright © Accenture 2012. All Rights Reserved.

4.2.10 Tab 8: Personnel

4.2.10.1 ACCESS Florida System Replacement Project Personnel To realize the objectives of the ACCESS Florida System Replacement project, the Department needs a tested, reliable and flexible team working together to achieve the goals of this project. As evident by our carefully selected Key Personnel, we are bringing the "A" team who has successfully delivered integrated human services systems in the past and who have experience in Florida systems projects-- a team that Florida deserves. By offering a team with relevant experience, general introductions to the Department's policies, culture, mission and vision are not needed. Our focus from Day 1 will be aimed towards providing a client centric system that provides Floridians a customer friendly experience for years to come.

Accenture's proposed team is one of the key indicators of our commitment to the success of the ACCESS Florida System Replacement project. Our team will work with the Department team to share the day to day progress to complete milestones, to problem solve when issues arise, and to join you in celebrating when the new system is rolled out on-time and within budget. Together, Accenture and the Department project team recognize how our work impacts the citizens of Florida and share the goal to serve constituents seeking improved access to healthcare and public assistance.

The Department desires clear communication and a close working relationship with the selected provider of the ACCESS Florida System Replacement project. By building trust, establishing strong relationships, and developing detailed governance and effective communication, all our team members will work quickly to integrate with the Department team to hit the ground running. Our team brings human services experience and extensive knowledge of eligibility, an understanding of the schedule demands imposed by the Affordable Care Act (ACA), and a keen awareness of the increased visibility of projects like the ACCESS Florida System Replacement project. To deliver this complex project effectively, Accenture has hand-picked a team with the knowledge and skills in human services, services oriented architecture (SOA), project management experience, and experience in delivering successfully in Florida.

For more than 25 years, Accenture has provided health and human services agencies in the United States and around the world with innovative, mission critical solutions, including statewide eligibility determination solutions. We have helped agencies complete systems integration projects and other large-scale change initiatives that are citizen-focused, outcome-oriented, and cost effective. We help public administrators apply field-tested technology to critical operations and service challenges, and we develop innovative strategies to align people and business processes with the demands of a constantly changing environment. Leveraging over 14,000 Health and Public Service practitioners, some of which are former public servants themselves, we have successfully tested and implemented health and human service solutions in 30 states and 25 countries. Over the last 15 years, Accenture has successfully implemented more than 59 human services applications for government. As a result, we understand firsthand the

Accenture and our subcontractors bring the needed experience to help the State of Florida realize its

vision for a modernized eligibility system • 30+ years successful delivery of Health and Human

Services Solutions − 14,000 professionals focused on Health and

Human Service projects, and approximately 249,000 employees worldwide

• 25+ years successful management and delivery of integrated eligibility services

• 14 years of delivering eligibility system training • State eligibility system implementations in the last

15 years − Largest implementation of an integrated

eligibility system in the country (California C-IV)

− Fastest implementation of the lowest-cost eligibility system replacement in the U.S. in the post-welfare reform era -- the Idaho Benefit Eligibility System (IBES) contract

• Proposed Personnel Experience - 190 combined years of health and human services experience and 250 years of delivering large, complex systems, on time, on budget


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challenges you face and have a track record of working with agencies to overcome those challenges. We selected the members of our proposed team based on their experience and the benefits they will bring to the ACCESS Florida System Replacement project. Table 8 - 1 summarizes the features and benefits of our approach.

Features of Our Staffing Approach Benefits to the Department

Handpicked, highly skilled team has experience in both health and human services, including eligibility for Medicaid, CHIP, TANF, state health programs; APSP Suite of Products, SOA implementations, and system conversions

• Provides reduced delivery risk through known potential risks and field-tested mitigation strategies

• Focuses on supporting the Department's business and reducing the impact on its users and customers

• Experienced team both technically and functionally lowers start up effort and decreases time demands on State employees through efficient design sessions

Core management team is Florida-based and includes staff who understand the proposed solution through development, implementation, and operation

• Increased team efficiency and effectiveness through common experiences and strategies

• Reduced risk and increased quality through demonstrated skills, resources and work products

• Experienced team can quickly understand the risks, requirements, dependencies and team interactions to quickly build the ACCESS Florida System Replacement foundation

With prior approval from the Department, we propose the Florida-based team be supported by a dedicated team of programmers co-located with our APSP Product team through our delivery Eligibility Centers of Excellence in Austin and San Antonio, Texas and Sacramento, California; these delivery centers work with counterparts on the individual projects, fostering communication and coordination

• Dedicated Florida-based team benefits from programmers' co-location with other teams using the same APSP Suite of Products as proposed for the ACCESS Florida System Replacement project, increasing efficiency for delivery

• Increased efficiency and quality from use of delivery centers for system build activities

• Quick access to leading practices in using the APSP Suite of Products fosters innovation by drawing upon findings from other human services and enterprise architecture projects

All team members are under the direction of our Florida-based Project Manager use standard delivery processes and tools to foster collaboration, quality, and consistency

• Brings the benefits of the distributed model (reduced cost, increased efficiency, and innovation) while reducing possible downside of decreased communication

• Single point of authority and responsibility through our Project Manager answerable to both the Department and the Project Executive Advisory Group

Our team has demonstrated an ability to develop strong working relationships with their clients

• Long-term relationships foster increased communication and mutual expectations throughout the life of the ACCESS Florida System Replacement project

Table 8 - 1. Accenture's staffing methodology brings skilled people to the ACCESS Florida System Replacement project.


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The Right Team. When you select the Accenture team, you choose a contractor that is not only the most qualified to deliver your vision, but also has the understanding, passion for, and focus on your vision. Our team, including our key personnel and other named positions, brings more than 190 combined years of health and human services experience and 250 years of delivering large, complex systems, on time, on budget and to the satisfaction of the customer. For the Department, this means reduced risk.

Our Project Manager, Cindy Hielscher, has more than 26 years of large scale IT implementation experience involving multi-system integration, and complex IT architectures. 20 years of this experience is in complex, health and human services project management. Because of her extensive experience, Cindy also serves as the Quality Assurance Director on several other complex system integration projects, including a large statewide design, development, installation, and maintenance project in Texas as well as a large Maintenance and Operations project in Michigan. Cindy's project management training and skills are currently being evaluated for the Project Management Institute's (PMI) certification process. She will have her PMP certificate prior to the ACCESS replacement project contract start. Cindy has overseen transformation projects that include eligibility and case management systems in six states including Florida, as well as with the U.S. federal government. She manages the projects' progress as compared to the clients' overall business objectives and needs while meeting the project timeframes.

The Right Skills for the Right Solution. To serve under Cindy, we carefully selected highly skilled individuals, many of whom have worked with each other on previous eligibility and Medicaid projects. Our team brings experience from our highly successful C-IV implementation which means they have the skills to implement our proposed APSP solution. APSP is a service-oriented framework built on open standards and designed to support flexible new application development, legacy system integration, system transfers or incorporation of commercial-off-the-shelf (COTS) software solutions. On top of this enterprise architecture “in-a-box” are the proposed Accenture Benefits Management System and the Accenture Citizen Self-Service Portal, provide applicable services needed in eligibility and benefit determination systems for medical and other public assistance programs. Our team in Tallahassee has health and human services implementation experience, including with our proposed ACCESS Florida System Replacement solution, and also includes team members who have shaped the product from its inception.

The majority of our project management team we are proposing lives in Tallahassee. As local resources, they are more readily available to the Department during normal work hours than teams that must factor in travel time each week. All of our proposed team members have extensive experience on projects of similar scope and scale. As described in Section 4.2.9 Tab 7: Company Profile and Experience, our team has worked together on the most significant projects of the last 5 years. Table 8 - 2 illustrates our team's relevant experience.

Florida already knows many of the members of our team. Of the 15 named personnel in this proposal seven have previous Florida experience in similar roles. Our proposed Project Manager, Cindy Hielscher, previously resided in Florida and plans to be Tallahassee-based for the tenure of the project. Our team members have extensive experience in implementing, integrating, and supporting COTS and SOA projects. Figure 8 - 1 illustrates the proposed organizational structure, which enables and controls the activities during the Design, Development and Implementation (DDI) phase of the ACCESS Florida System Replacement project, including Warranty. Our organization chart for the O&M phases of the project is included later in this section in Section 4.2.10.2.


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Name

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Cindy Hielscher

Tim Murray

Kim Koegel

Arasu Dashkin

Paul Moore

Mike Jackman

Jina Braynon

Shanna Wiley

Marta Lang

Henry Wu

Zhen Zhu

Chris Wade

Tony Dicuffa

Jim Burns

Kevin Hogg

Jorge Benitez

Julie Booth

Seth Richman

Barry Webster

Greg Martin

Dave Mccurley

Debora Morris Florida Resident

Table 8 - 2. The Accenture team brings skilled and experienced people to this project.


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Figure 8 - 1. DDI phase organization chart.

PROJECT LEADERSHIP

Executive Advisors

Greg Martin Dave McCurleyDebora Morris

Quality Assurance

Julie BoothSeth RichmanBarry Webster

9 FL_FIES 12.109

Executive SponsorJorge Benitez

Project Mobilization LeadTim Murray

Project ManagerCindy Hielscher

Project Management OfficeChris Wade

Organizational Change

Management Lead Jina Braynon

Conversion Manager

Kevin Hogg

Testing Manager

Shanna Wiley

Requirements Manager

Marta Lang

DDIImplementation

ManagerKim Koegel

Application Development Lead

Arasu Daskin

Senior Application Engineer

Tony Dicuffa

Technical LeadPaul Moore

System ArchitectHenry Wu

Interface ManagerZhen Zhu

Accenture Software

Product Team

Training Lead Jim Burns (Actium)

Operations ManagerMike Jackman

Production Support Open Systems Support Mainframe Support Business Analyst Support

O&M

Florida Resident Key Personnel


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Our Team We selected our Key Personnel and built our project team based on relevant experience, technical experience, cooperative attitude, ability, and a passion for results. This formula brings you a team that is "program smart" and technically experienced, resulting in faster start-up, lower project risk, and a stronger, more cohesive group. Our team has spent thousands of hours in recent months working together to develop this proposal as a plan to bring you the quality services needed to help you achieve your goals for the ACCESS Florida System Replacement project. They are invested in it and committed to it.

Our team has a history of working together to deliver for our clients. Many of our proposed delivery team members have worked together on prior engagements with Florida, California, New York City, Texas, Idaho, Kansas, and North Carolina, giving DCF a rock-solid team with experience together in a similar environment. Our team has worked for Florida's state agencies and citizens for more than a decade. Because our leadership lives in Florida, they care about the state and its citizens as active, concerned members of the community. We have had a local office in Tallahassee since the 1990s and have continued to grow and expand our team locally. We live here and work here, and we have worked together before to deliver for you.

Table 8 - 3 contains information about each of our key team members supplemented by our other named personnel in the lead roles we have added. Our personnel bring a wealth of experience and knowledge in business system analysis, application design and development, business and programmatic knowledge, and implementation to deliver a new ACCESS Florida System Replacement system that seeks to meet all of your requirements. We have clearly defined the roles, responsibilities, and reporting relationships for our team, providing transparent accountability for project outcomes. You will know exactly who is accountable for each part of the implementation effort in each phase, making it faster and easier to obtain answers to questions, share information, and resolve issues. For each person in the following table, we provide their name, a description of the role and its responsibilities. As requested by the ITN, in the Duration column, we provide the timeframes of their role on the project. We also provide a concise description of their previous experience and years of tenure with Accenture.


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Name and Proposed Role Duration Experience Cindy Hielscher, Project Manager, Tenure: 26 years • Overall project responsibility and authority to make decisions • Twenty-two years in project management roles using PMBOK and

PMP-aligned project management techniques • Collaborate and communicate with the Florida stakeholders for the

project • Confirm and manage the project approach, staffing, responsibilities,

and schedule • Develop and/or review estimates and estimating assumptions for the

project’s schedule, effort, and cost using established estimating models, best practices, and past experience. The resulting estimates account for all activities in the project scope, including project management and application development tasks, software quality assurance reviews, and vendor and contract management activities

• Review and approve project leadership's recommendations for staffing, project schedule, escalated issue resolution, etc.

• Manage relationships with all suppliers and subcontractors. Monitor their progress and adherence to the contract

• Ensure that the project team follows all quality assurance processes, including periodic reviews and transitions

• Participate in quality management reviews as outlined in the Manage Quality task

• Review and manage all changes to the requirements through a formally defined scope change process

• Represent the project team at client meetings. Obtain buy-in from senior management for all key project plans, commitments, and changes including requirements, quality assurance plans, budget, schedule, and scope changes

• Identify, resolve and escalate all issues, when necessary • Coordinate, collaborate and communicate with Department

counterpart

Project Start – Phase 4B Implementation

As a leader in Accenture’s Health and Public Service Operating Group, Cindy has played an integral part in modernizing and expanding health and human services programs across the nation for over two decades. With experience in the implementation and management of large-scale human services systems, Cindy currently leads the U.S. Federal Health practice for Accenture which focuses on expanding services to health care, government, and public service organizations bringing together commercial and public health initiatives to achieve improved outcomes. In her Federal government responsibilities she is the Program Manager for Accenture’s accounts at Health and Human Services (HHS) including Centers for Disease Control (CDC), Centers for Medicare and Medicaid Management (CMS), Food and Drug Administration (FDA), plus other HHS agencies. In her work with state governments, she has helped clients improve their performance of Medicaid and other health plan contracts, while also establishing program management practices to assist agencies in focusing on high performance. Cindy has also led CHIP and integrated eligibility operations and system implementations. Using PMP aligned practices; Cindy is responsible for managing and improving agency initiatives and the efficiency of customer service. As a former resident of Tallahassee, she is planning to return to Florida to provide excellent service and attention to this strategic initiative.


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Name and Proposed Role Duration Experience Tim Murray, Project Mobilization Lead, Tenure: 21 year • Manage the project mobilization approach, staffing, responsibilities,

and schedule • Establish key project functions within the DDI Project Management

Office • Oversee Project Management Office • Drive and manage transition of Access Florida Legacy System from

incumbent provider • Coordinate knowledge transfer requests with the incumbent provider

through DCF management • Communicate status and areas for management attention for the

transition of Access Florida Legacy System • Coordinate project facility stand up • Define team member roles and expectations, and confirm project

resources receive any necessary training and are used effectively • Measure and monitor progress at clearly defined points in the project

start up process to ensure that the project is initiated successfully. Confirm the processes are in place to: meet deliverable deadlines; keep schedule on track; stay within budget; and that deliverables meet or exceed expectations. Balance scope, schedule, budget, quality, and risks. Coordinate with the Project Manager to make adjustments to the project as necessary.

• With other leads, develop, implement, and maintain the Management Plan, including the configuration management, risk management, project measurement, and quality management plans

• Communicate all requirements, project plans, and changes to commitment to all affected team members

• Manage relationships and coordinate work between different teams at different locations

• Identify, resolve and raise issues, when necessary • Coordinate, collaborate and communicate with Department

counterpart

Project Start – Mobilization Phase

As a leader in Accenture's Technology practice who reviews details of projects across the country for quality and risk and as a delivery manager for Florida projects, Tim is experienced in the implementation of eligibility projects, complex system integration and application management for large state agencies. Tim successfully managed design, build, testing and implementation activities during the Florida UC TAX project performed for the Florida Department of Labor and Employment Security. Tim led the transition of 46 systems and over 60 staff for an Operations and Maintenance project at the Florida Department of Management Services. This included the following: establishing the knowledge transfer approach; overseeing the rebadge activities of staff; overseeing hiring team members; establishing the operating model and communication approach; and all other activities associated with the transition of O&M responsibilities to a new provider. Tim provides industry experience focused on Human Services engagements including welfare, unemployment tax, Medicaid and CHIP. Tim successfully led the transition of the Texas Integrated Eligibility Redesign System from the same incumbent provider currently providing O&M services at DCF to Accenture. With Tim’s experiences collaborating with various state agencies, and as a current resident of Florida, the Department will be able to leverage key insights of similar engagements.


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Name and Proposed Role Duration Experience Kim Koegel, Implementation Lead, Tenure: 14 years • Responsible for all implementation activities as the system is

deployed • Provide weekly status reports to the ACCESS Florida System

Replacement project leadership • Manage activities and monitor progress for each regional area as it is

converted to ensure that each task is completed in a timely and accurate manner in each office

• Provide DCF community and partners appropriate communications, documentation, and knowledge transfer regarding changes to their day-to-day work

• Oversee data readiness effort • Monitor knowledge transfer activities • Oversee worker readiness • Oversee site support both pre- and post-implementation • Provide status to the Access System Replacement team • Oversee Help Desk activities for each release • Develop a statewide rollout strategy to bring all required entities

onto the new system • Coordinate, collaborate and communicate with Department

counterpart • Identify, resolve and escalate all issues, when necessary


Kim has spent the last 12 years supporting various programs in her home State of Florida. Her recent experiences include serving as the change management lead for several projects including the MyFloridaMarketPlace project for the last 10 years. In addition to her change management lead role, she has worked on complex system implementations, managed numerous change management initiatives, and led communication, marketing, and training efforts. Recognized for her professionalism, leadership capabilities, and attention to detail, Kim is prepared to oversee the development, delivery and maintenance of all change management and implementation duties for the ACCESS Florida System Replacement project.

Arasu Dashkin, Application Development Lead, Tenure: 1 year • Oversees all aspects of application development • Define team member roles and facilitate issue review meetings on a

regular basis with DCF team members • Work with Configuration Manager to coordinate all issue resolutions

into code migration and release • Requirements, design, and development of all application platforms

to support issue resolution, enhancements, and monitoring • Peer reviews of other application development code and

configuration management


Arasu has more than 22 years of experience managing system implementation projects and application development in the public and private sectors. His focus in the last few years has been on Health and Human Services case management system integration projects. He has extensive experience including project and application development management in the child support domain, with a track record of implementation, federal certification and in the areas of planning,


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Name and Proposed Role Duration Experience • Plan and manage work request fulfillment • Responsible to confirm requirements are satisfied within the

application • Resolve issues that affect the scope, quality, schedule, budget, and

resources for all work • Review application changes to ensure they adhere to analysis and

design standards • Coordinate, collaborate and communicate with Department


realigning strategies, and developing road maps for process and program improvement. He is currently spending time on the Kansas KEES project to prepare for leading application development on the same suite of products as proposed for Florida. Arasu will leverage his knowledge to manage the development of the ACCESS Florida System Replacement project.

Paul Moore, Technical Lead, Tenure: 28 years • Coordinate and monitor the work of all technology teams supporting

the entire project • Manages and is responsible for working with all third parties – such

as NSRC, hardware vendors, software vendors, etc. • Supervise technology build, test, deployment and execution

activities • Manage and oversee the work planning for technology enablement • Liaise with Accenture Software product team and other technology

supplier teams as required to complete technology tasks • Report status to upper management on operational issues, actual vs.

budget, etc. • Identify new technology operating procedures to support the project

team • Guide, review, and approve the definition and plans related to new

technology operating procedures • Identify needs to maintain and improve the level of service • Identify and report/escalate to leadership and/or other appropriate

stakeholders any issues or risks that may affect the level of service and act quickly to remediate or minimize their effects

• Analyze and review the performance metrics applicable to technology enablement, as outlined in the Operational Level Agreement


Paul is a prominent leader in Accenture’s Technology practice for Health and Human Services solutions. He has demonstrated his ability to lead large, complex initiatives and to maintain high-performing, engaged delivery teams. Paul’s technical skills have been recognized on projects in five states with national awards for integration and innovative use of technology. His leadership has helped large complex public-sector organizations in North Carolina, New York City, Texas, Florida, and Nebraska to modernize their enterprise human services eligibility systems. In each of these projects, Paul oversaw the implementation and integration of a variety of COTS products. His solid subject-matter experience and broad IT background will enable him to provide continued strong leadership throughout the implementation of the ACCESS Florida System Replacement project.


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Name and Proposed Role Duration Experience • Participate in and monitor the definition and planning of new

technology projects or initiatives to implement new services or to redefine the existing ones to improve level of technology infrastructure

• Coordinate and assign any support tasks and activities to sustain the technology infrastructure according to expected levels of service as outlined in the Operational Level Agreement

• Negotiate and maintain relationships with technology suppliers • Oversee and approve completion of requests and problems affecting

the technical team • Oversee recruitment, establishment, and training of local personnel

supporting the ACCESS Florida System Replacement project • Identify technology training requirements, and provide input into

appropriate training programs where required • Coordinate, collaborate and communicate with Department

counterpart • Identify, resolve and escalate all issues, when necessary Jina Braynon , Organizational Change Management (OCM) Lead, Tenure: 8 years • Initiate and perform ongoing dialogue with executives on change

issues, and explore options for resolving the issues • Analyze the Department's change capability and commitment,

identify transformational change journey risks, and define the risk coverage strategy

• Prepare and conduct workshops (if appropriate) to share points-of-view, best practices on transformational change journey concepts, and principles

• Help executives shape the change vision and formulate the journey strategy by confirming the business strategy, defining the business goals and desired outcome for the transformational change, assessing the organization's capacity to change and the journey style, defining requirements for leadership and governance to accomplish the transformational change, identifying change levers within the organization, determining the approach to using them, and defining

Phase 4A/4B Design – Phase 4B Implementation

As a Talent and Organization Manager with experience and a background in Change Management and Organizational Alignment, Jina has more than 8 years of experience in training development and management. She has strong skills in the design, development, management, and evaluation of global and local training curricula; as well as extensive knowledge in Instructional Systems Design and Curriculum Development with emphasis on training and staff development. Jina's training experience and her due diligence to make sure the workforce is ready for major change, provides DCF with confidence in user readiness and acceptance of the new ACCESS Florida System Replacement system.


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Name and Proposed Role Duration Experience journey waves (overall scope, content, pace, timing, milestones, and measurements)

• Define the change acceptance strategy to implement the intended change. This includes enablement plan for each stakeholder group

• Continually track the pulse of the transformational change journey by monitoring the changes in context and content of journey, if the current change initiatives are still relevant, the alignment with the business strategy, the level of executive commitment (as measured funding, resources, time spent promoting the change, etc.), the business readiness to change, the existing and new strategic and cultural issues, the degree of control over these issues, and the progress result against the target (on KPIs or other relevant business measures)

• Coordinate, collaborate and communicate with Department counterpart

• Identify, resolve and escalate all issues, when necessary Shanna Wiley, Testing Manager, Tenure: 4 years • Leads the testing effort and/or team to plan, construct and execute

release tests • Applies testing methodologies, principles and processes to define

and implement key metrics to manage and assess the testing process including test execution and defect resolution

• Applies business and functional knowledge to meet the teams' overall test objectives

• Coach and advise Testers as required • Coordinate, collaborate and communicate with Department


Phase 3 Build – Phase 4B Testing

Shanna is the San Antonio Delivery Center (SADC) testing capability lead. She has over 9 years testing experience and 13 years IT experience. Her testing experience includes planning, preparation, execution and overall test management. On her programs, Shanna has been responsible for system integration test, user acceptance test, production pilot, and data conversion. Her IT experience includes project management and team lead experience. She has successfully managed an offsite Testing Center of Excellence (TCoE) with 20 resources supporting multiple projects.

Marta Lang, Requirements Manager, Tenure: 8 years • Elicits, documents, verifies, analyzes, prioritizes, validates, and

negotiates agreement on requirements Project Start – Phase 4B Design

As a Product Engineer in our Accenture Software practice, Marta has been active in Health and


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Name and Proposed Role Duration Experience • Controls requirements change and communicates to relevant

stakeholder • Confirm that development objects, test plans, and project work

products are traced to the appropriate requirements • Measure and monitor requirements stability • Coordinate, collaborate and communicate with Department


Public Services projects for the past 8 years. She has spent the majority of her career delivering and supporting integrated eligibility solutions with a primary focus on Medicaid, TANF, SNAP, and Employment Services programs. Currently, Marta supports multiple clients to identify system requirements and to support implementation of an Accenture Public Service Platform (APSP) solution, similar to the solution proposed for the ACCESS Florida System Replacement system.

Henry Wu, System Architect, Tenure: 11 years • Bring an understanding of the enterprise, business system, business

process and industry to the team(s) supporting or interfacing with the application

• Develop and maintain development standards • Ensure adherence to all Quality Management Plans and standards • Identify and communicate issues relative to coordination with other

teams and operational domains. Identify cross-release or cross-request issues, and work with the application lead and Service Management to address them

• Lead the analysis, design, and implementation of changes to the application and technical architecture defined by approved requests, and ensure the application meets the changed requirements

• Obtain stakeholder buy-in for application and technical design changes resulting from approved requests

• Review and integrate all requirements for the application, including functional, security, usability, performance, quality, and operations requirements

• Review application and technical architecture work products throughout a release or request development cycle to ensure quality and traceability to requirements

• Serve as the functional and technical lead for the components of the ACCESS Florida System Replacement system


As an enterprise system architect with experience in large, mission critical Health and Human Services applications using J2EE and COTS products, Henry has the proven ability to design, develop and implement the enterprise platform for the ACCESS Florida System Replacement project. For the last 11 years, he has applied his skills to supporting Health and Human Services projects, and become a skilled leader with the ability to manage various levels of IT resources, mentor technical skills and enhance team effectiveness.


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Name and Proposed Role Duration Experience • Work with the Department to define application and technical

requirements for requests • Document and analyze requirements, and lead impact analysis • Estimate the request effort and schedule impacts • Coordinate, collaborate and communicate with Department

counterpart • Identify, resolve and escalate all issues, when necessary Zhen Zhu, Interface Manager, Tenure: 12 years • Manage and coordinate project data interfaces among multiple

components and contractors. Oversee interface designs of all types, including SOA and non-SOA, and service interface and schema definitions

• Coordinate with interfacing entities • Keep other relevant parties informed of progress and any other

critical project issues relating to internal and external interfaces • Coordinate, collaborate and communicate with Department



Zhen specializes in interface management with more than 12 years of experience in the information technology field, particularly in enterprise data integration, SOA, and solution architecture. As the current Data Architect, which includes interface management, on the NC FAST project, Zhen architected an enterprise integration framework as the backbone for the statewide integrated eligibility system. He also was the interface manager for the NYC CARES case management system for the homeless and was responsible for the design and development of over 30 interfaces. With many years of managing projects of similar size and scope, Zhen has a solid understanding of project lifecycle overall and especially for interface management including requirements gathering, analysis, design, development, testing, and implementation. Zhen’s deep technical experience will guide successful data management throughout the project life cycle.

Chris Wade, Program Management Office (PMO), Tenure: 11 years • Lead Accenture's PMO • Communicate with the Department's PMO • Submit and revise all project management plans

Phase Plan – Project Completion

Chris is a Florida-based Manager in Accenture's Health and Public Service Practice focused on system integration and process improvement


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Name and Proposed Role Duration Experience • Oversee development of project schedule, work plan and WBS • Report operational performances to Project Manager • Submit weekly and monthly status reports • Create status meeting agendas and minutes • Signoff on all deliverables prior to submission to the Agency • Define processes, procedures and standards including change

management, risk management, issue management • Coordinate, collaborate and communicate with Department


projects. Chris currently serves as the project director on Florida’s Office of Early Learning ELIS project, providing management and direction to replace the existing 20 year old legacy systems to better serve the citizens of Florida. He is focused on all phases of the system development life cycle and has led teams in implementation, adoption, readiness, requirements, design, conversion, training and testing. Chris’ diverse experience will enable him to effectively oversee the implementation of the ACCESS Florida System Replacement project.

Tony Dicuffa, Senior Application Engineer, Tenure: 22 years • Conduct product education sessions • Provide configuration and customization guidance based on product

roadmap and direction • Coordinate communications with product development team • Coordinate with product support team on incident resolution status • Review architecture design customizations • Provide feedback to product development on ideas for product

evolution • Assist with project team validation and implementation of product

patches and releases • Provide support on integration and use of COTS products used

APSP Shared Component • Support performance validation testing and tuning of product

extension functionality • Identify, resolve and escalate all issues, when necessary

Project Start – Project Completion

Tony is the chief Technical Architect for Accenture Software for the HHS product suite with extensive experience in the analysis, design, development, and quality assurance of delivering software, specifically Service Oriented Architectures (SOA) and Web2.0 applications. Tony has executive-level experience in the management of technical products and teams, including the Accenture Public Service Platform (APSP). Tony currently serves as the Technical Architect on the Kansas Eligibility Enforcement System (KEES) project, and has worked on several large-scale Public Service projects including 3 major health and human services systems. With his functional knowledge in Human Services and Medical applications, Tony has the ability to provide practical and elegant solutions to implement the ACCESS Florida System Replacement system.

Jim Burns, Training Lead, Tenure: 2 years with Actium Consulting • Responsible for coordinating all training for both Contractor and Design Phase – Jim has 18 years of experience in the full life


Programmatic Reply



Name and Proposed Role Duration Experience State staff related to the ACCESS Florida System Replacement project

• Oversee the development, delivery and maintenance of all training plans and materials

• Act as the liaison between the Contractor and the Department for all training needs, concerns and issues

• Develop and implement training plans to train DCF users • Coordinate with the Department and project team staff to update

training plans and materials based on staff performance or updated legislation

• Provide ongoing coaching, mentoring and monitoring of training staff and their performance

• Ensure that all Contractor staff is equipped with the necessary knowledge and training to perform the Contract responsibilities

• Identify, resolve and escalate all issues, when necessary

End of Training cycle of systems design and implementation with a focus on training development and delivery. He has participated in and led efforts for systems requirement gathering, testing, joint application design sessions, training design, development and delivery, business process analysis, and systems implementation. As a project manager, training manager, business process redesign manager, and business analyst, Jim has led large training, change management, and implementation efforts throughout the State of California, Nevada, and New Hampshire. He has also worked as a social worker and an eligibility worker/supervisor, and is knowledgeable and has experience in state social services, and child support, including program and policies, as well as their automated systems, including California's statewide child support system, State Disbursement Unit (SDU) Collection and Disbursement Engines, and C-IV. Jim is also knowledgeable in the Affordable Care Act, its impact on Medicaid and the creation of Health Benefit Exchanges.

Kevin Hogg, Conversion Manager, Tenure: 20 years • Establish and maintain the ACCESS Florida System Replacement

system data model • Performs data conversion activities to accurately convert needed

data for the ACCESS Florida System Replacement system • Gathers and analyzes source system data sources • Supports development of Data Conversion Plan • Coordinate required manual data cleansing performed by

Department personnel with the Department’s Project PMO • Lead the design, review, and testing of the legacy eligibility system

data conversion to the ACCESS Florida System Replacement system • Coordinates the project work plan and schedule for area of

Design Phase – Phase 4B Implementation

Kevin is a conversion specialist with conversion management experience on multiple integrated eligibility system projects. He has more than 18 years of experience specifically in the health and human services industry. Kevin has successfully led the conversion efforts from start to finish for the most recent phased-approach conversion for North Carolina conversion for SNAP into the NC FAST system, for the design and development of conversion for Medicaid for NC Fast, and previously for all programs in Idaho for the integrated eligibility system IBES. With this very


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Name and Proposed Role Duration Experience responsibility

• Coordinate, collaborate and communicate with Department counterpart

• Identify, resolve and escalate all issues, when necessary

specific and relevant experience for large scale systems conversion for integrated eligibility systems, Kevin is well prepared to lead the conversion effort for Florida from ACCESS into the new modern eligibility system.

Table 8 - 3. Accenture brings skilled people to each role for a well-coordinated and collaborative DDI phase


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Executive Sponsor and Advisory Staff An additional component of the extensive network of infrastructure, program and policy support available to the project is an Executive Advisory Group consisting of select senior executive veterans who manage and direct all of the resources -- both human services and technical -- associated with fulfilling this contract. Accenture has built oversight and accountability into our corporate organization, but we don't stop there. Our Executive Advisors will bring strategic and tactical value and will augment the progress of the ACCESS Florida System Replacement project by meeting quarterly or more frequently at strategic points in the project. They will routinely evaluate our team's progress against planned performance, and monitor project issues and risks to address any items escalated by Cindy Hielscher in a timely and effective manner. This group personifies Accenture's investment in the success of the ACCESS Florida System Replacement project and is provided at no cost to DCF. Following are brief biographies of each advisor.

Jorge Benitez, Managing Director and Chief Executive of North America: To help demonstrate Accenture's corporate commitment from the highest levels within Accenture, Jorge will serve as Accenture's Executive Sponsor of the ACCESS Florida System Replacement project. In his North America role, Jorge has primary responsibility for Accenture's business and operations in North America including developing and executing the business strategy and driving the company's growth throughout North America. Jorge is a Florida native and lives and works out of our Miami office. He understands the State's ethnic and demographic diversity, its geographic and population expanse, its social and economic conditions, and its culture, and will bring this unique perspective to the project leadership.

Julie Booth, Managing Director for North America Human Services: Julie serves as Accenture’s Managing Director for the North America Human Services practice. As such, Julie has responsibility for all of our human services projects in the U.S. and Canada, and makes sure we are delivering to our commitments and meeting clients' expectations. She brings 20 years of system development and implementation experience and over 16 years of management experience for public and private sector projects. Julie brings insight into what other similar projects are doing across United State and Canada has direct access to leverage Accenture’s human services resources. Julie has helped realize cost reductions and improved quality through improved processes, access to better information, and efficient systems processing. In addition, she excels in building long term relationships with clients.

Greg Martin, Managing Director of Florida Health and Public Service Practice: Greg Martin leads our Florida Health and Public Service practice and is the lead of Accenture’s global Regulatory area of practice. He previously led the large-scale licensing solution for the State of Florida’s Department of Business and Professional Regulation (DBPR) for more than 8 years. He also leads the Florida Office of Financial Regulation (OFR) integrated licensing project and the New York City Department of Buildings’ paperless licensing project. He has a record of success in directing system implementation projects for Florida and around the U.S. for more than 25 years.

David Mccurley, Accenture Software Health and Public Service Software Business Lead: As Accenture's Health and Public Service Global Managing Director for Accenture Software, David Mccurley has over 23 years of systems development, implementation, and application maintenance project experience for public service clients, almost all for human services clients. Having previously served as Accenture’s Global Managing Director for Human Services, Dave assumed the position of Health and Public Service Accenture Software Managing Director in the fall of 2010. Dave brings his passion for health and human services to the solution lines he supports. Through Dave’s participation as an Executive Advisor, Florida has a direct line to resolving issues, accessing resources, and setting the future direction of the Accenture Public Service Platform (APSP) components.

Debora Morris, Public Assistance Industry Lead for North America: With over 25 years of health and human services experience, Debora leads our integrated eligibility practice in the U.S. and as such brings knowledge and experience from across the country on similar engagements as the ACCESS


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Florida System Replacement project. She is experienced in implementing large-scale systems integration projects, and has developed, implemented, and managed government programs specializing in eligibility, workforce, and long-term care. She serves as the Account Manager for Kansas' integrated eligibility project (KEES), from which DCF will be able to leverage key insights and keep in close contact with for shared success. Debora previously served as the Account Manager for implementation of the Idaho Benefits Eligibility System (IBES), based on the foundation solution for Accenture Benefit Management System (ABMS) which we are proposing for the ACCESS Florida System Replacement system. As a former public servant, Debora brings significant passion and drive to her work. She began her social services experience in Austin, Texas, working her way up to Assistant Deputy Commissioner for the Texas Department of Human Services (DHS). During her tenure, DHS employed more than 14,000 employees and had a budget in excess of $5 billion. The Department was responsible for the delivery of TANF, Food Stamps, Medicaid, Long-term Care and Refugee Services. As an Executive Advisor to the ACCESS Florida System Replacement project, she understands the business needs Florida has from the perspectives of the caseworker, the manager, the executive, and other stakeholders.

Barry Webster, Quality Assurance Director: Barry is the Delivery Lead for the North Carolina Families Accessing Services through Technology (NC FAST) Program, a state-wide integrated eligibility system implementation. Since 1986, Barry has led the successful implementation of solutions in Economic Benefits programs in six different states, including Medicaid, TANF, Food and Nutrition Service, Energy, Child Welfare, Aging, Employment Services, Child Support Enforcement, Child Care, Refugee Assistance, and other emergency and crisis-related programs. As the QA Director for the California C-IV and ACCESS NYC projects, Barry has the leadership and oversight to effectively assess the ACCESS Florida System Replacement project for early adjustments that are needed to keep the project on schedule and on budget while exceeding Department expectations. Barry resides in Tallahassee and as such has a personal interest as well in making sure this project stays on track. Seth Richman, Quality Assurance Director: Seth is a senior leader in Accenture's Technology group and is responsible for the solution and technical delivery for all of Accenture's Integrated Eligibility projects in the U.S. Seth has substantial experience managing the implementation of large government systems, including more than 21 years of experience in government human services. Seth was responsible for the successful implementation of the C-IV integrated eligibility system in California and is performing quality reviews of the Kansas KEES integrated eligibility project, working closely with the Accenture Software team on product releases. Seth will bring insight and attention to the overall solution for Florida and to project quality and delivery in his role as Quality Assurance Director.

Resumes Earlier in this section, you read about the collective strengths, capabilities, and experience of the Accenture Team. You have also read about the directly relevant experience many of our proposed personnel have had working side-by-side with each other on other similar Eligibility and State of Florida projects.

That continuity and experience is both recent and relevant and. these relationships and delivery history allow our team to intuitively work together reducing potential confusion and making communication within and between teams seamless and efficient.

For Florida, these relationships provide confidence that our team's full and focused attention will be on understanding and meeting your project-specific requirements. This is a key to success for these fast-

FL_FIES-12.0085

“ ”Accenture brought the right people with the right skill set and that, I think, is one of the key, critical success factors. People who had good experience

in health and human services and technology, that mix is critical and I think that’s what

Accenture brought to the table.― Venkat Krishnan

State Project Director, Georgia SHINES


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paced projects with many moving parts. Teams that have never worked together spend an inordinate amount of valuable time and effort just trying to get to know each other. While this is going on, the project and the schedule suffer. Our team is ready to go on Day 1.

Following are the resumes for our proposed team members who will work with you every step of the way over the next several years, including brief bios, relevant experience to the ACCESS Florida System Replacement project, and current relationship to organizations noted in the ITN.

While no Accenture team member have a professional relationship with the Florida Department of Children and Families, several Accenture team members had a personal relationship with DCF Secretary David Wilkins, based on the Secretary’s 29-year career with Accenture. By virtue of living and working in Florida cities and towns for much or all of their lives, nearly all of the Accenture team members have personal relationships with the individual employees of various Florida State Departments, Offices, and Agencies, school districts, local governments, The Governor’s Office, and Legislative Offices. However, to the best of Accenture’s knowledge and belief, no member of the Accenture team is a relative or family member of any such employee, and no such relationship is significant enough to influence or impact any Accenture team member’s provision of the Services described in the ITN.

Background Investigation and Conflict of Interest Verification - DDI Personnel All Accenture employees working on the ACCESS Florida System Replacement project have had a criminal background check performed prior to employment. Accenture provides the results of employee background checks in a manner which allows Accenture to take appropriate action if the background is unacceptable to the State while maintaining the employee’s confidentiality. Any employee with a background unacceptable to the State will be immediately removed from the project by Accenture.

With the exception of college transcript verification for entry level hires, which is performed by Accenture, the recruiting office expedites background investigations through HireRight, a leading global provider of on-demand background and drug screening solutions. Subject to local law, Accenture requires the following on all candidates:

• Social Security verification

• Social Security trace

• Verification of all education

• Criminal felony and misdemeanor

• Federal criminal

• Nationwide Background Search (from the HireRight database)

• Global Sanctions and Enforcement Check (GSEC)

• Employer reference

Accenture will provide a background check screening that is equivalent to a Level Two (2) screening standard specified in Section 435.04, F.S., and Department Operating Procedure Number 60-25, as specified in Appendix I, Attachment I, Section 8.7.1: Background Investigations.

Accenture will confirm that the personnel assigned to work on the ACCESS Florida System Replacement project are free from any conflict of interest with the Department. We will confirm this prior to assignment to the ACCESS Florida System Replacement project.


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Key Personnel Resumes Cindy Hielscher Project Manager

Summary of Experience

Cindy is currently Accenture's program manager for the U.S. Department of Health and Human Services (HHS) key program areas including Centers for Disease Control (CDC), Centers for Medicare and Medicaid Management (CMS), and the Food and Drug Administration (FDA). Her relationships and experience in this role make her the right choice for the ACCESS Florida Replacement System Project Manager. In addition, Cindy's relevant project experience includes management of and performance improvement for various State Medicaid and health programs, eligibility programs and child support. Cindy uses Accenture's PMP- aligned project management practices which provide our clients with lower delivery risk and more effective implementation. As a leader in Accenture’s Health and Public Service Operating Group, Cindy has played an integral part in our modernizing and expanding health and human services programs for over two decades. Cindy’s relevant experience includes: • 26 years – Leading large-scale, statewide project implementations • 21 years – Leading complex Health & Human Services projects with multiple programs • 10 years – Specific experience for healthcare programs, including Medicaid and CHIP eligibility • 3 years – Living and working in Florida leading projects at the Department of Revenue, Department

of Business and Professional Regulation, and the Department of Management Services Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Business Administration, Accounting, Texas A&M University, 1985 • Bachelor of Business Administration, Business Analysis, Texas A&M University, 1985 • Certified Quality Assurance Director for Accenture • Patent holder for Child Support Locator Services and patent pending for Medicaid Business Process

Model • PMP Certification in process

Experience Specifically Related to FL ACCESS

Medicaid and Public Health Programs

Project Manager January 2008 - Current

Cindy is serving in various Project Management roles focused on Medicaid and Public Health programs targeting delivery, operations, and new program areas such as Health Information Exchange (HIX), Electronic Health Records, Healthcare Reform, Medicaid/Health Insurance Exchange, and Federal Health. As Project Manager, Cindy: • Led the Connected Health capability within Accenture's Health practice

specifically focused on the public health components for connecting health organizations. In this role, she has also worked with several states such as Texas in providing services to build their architecture and approach for implementing HIX

• Leads the Accenture accounts for several Health & Human Services agencies including the Centers for Disease Control, Food & Drug Administration, Centers for Medicare & Medicaid Systems, and National Institute of Health

• Serves as Quality Assurance Director for the Texas HHSC Medicaid project


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Cindy Hielscher Project Manager

State of Texas, Texas Health and Human Services Commission – Texas Integrated Eligibility and Enrollment Services (IEES)

Deputy Program Manager October 2005 – April 2007

Texas HHSC wanted to upgrade technology and streamline processes by implementing an integrated eligibility system for state services, including Medicaid, food stamps, the Children's Health Insurance Program, Temporary Assistance for Needy Families, and long-term care that allowed Texans to apply for services by phone, in person, over the Internet and by fax or mail. As Deputy Program Manager, Cindy: • Supported the Program Manager in overall program and project operations • Led the CHIP operations and development of new technology initiatives • Helped lead the transition of operations to various locations including San

Antonio • Managed key client relationships and expectations • Managed relationships with key suppliers and subcontractors • Coordinated, collaborated, and communicated with the Texas HHSC

counterparts State of Michigan, State of Florida, State of Georgia, State of Texas - Improving Child Support Enforcement Systems

Program Manager Michigan: 2001 - Current Florida: 2001 Georgia: 2003-2004 Texas: 1991- 1993; 2010-Current

For more than five years, Cindy led Accenture's Child Support Enforcement program practice serving as Project Manager for many of the design, development and implementation of nearly a dozen Federally certified Child Support Enforcement systems. For example, in Florida, Cindy worked with the Department of Revenue to provide business process re-engineering work focused on child support core business processes and targeted improvements to provide better and more efficient services for the citizens of Florida. Cindy led Accenture's contribution to help the State of Michigan implement and certify their Child Support System to avoid further federal penalties. Today she continues to serve as the Accenture Quality Assurance Director for the State of Michigan Child Support system which has been in successful Operations (O&M) mode since 2004. The Georgia project that Cindy led for Accenture developed the Georgia Department of Human Resources child support constituent services portal. Cindy has served as the Project Manager to design and build the Texas Child Support Enforcement System still in use today. As the Project Manager in each of these projects, Cindy: • Oversaw and had responsibility for the overall project • Collaborated and communicated with key State stakeholders and also with

other contractors that were working with the State • Confirmed and managed the project approach, staffing, responsibilities and

schedule • Managed relationships with all suppliers and subcontractors; Monitored their

progress and adherence to the contract


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Tim Murray Project Mobilization Lead


Serving State of Florida clients for more than 15 years, Tim brings the right enterprise level implementation and operations experience to the Mobilization Lead role for the ACCESS Florida Replacement System project. Tim currently serves as Accenture's Technology Account Lead for the State of Florida and is responsible for all aspects of delivery to Florida clients. While Tim lives in Tallahassee and is focused on our Florida clients, he is also responsible for developing and approving complex project solutions and approaches used across our entire Health and Public Service practice. Tim has lead successful mobilization efforts for Florida clients including at the Agency for Workforce Innovation and the Department of Labor. Tim’s experience includes: • 18 years – Successful project and operations management • 17 years – Leading Health and Human Services projects • 17 years – Florida resident

Tim resides in Tallahassee and continues to work with Florida Agencies on mission-critical projects.

Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Science, Decision Science and Business, Indiana University, 1991



Various roles including Mobilization Lead, Project Manager, Operations and Maintenance Lead October 2005 – April 2007

For the Texas Integrated Eligibility and Enrollment Services project Tim was one of the senior project executives and was responsible for: • Leading the transition of the Texas Integrated Eligibility Redesign System

(TIERS) from the same incumbent provider currently performing O&M services at DCF to Accenture

• Managing Operations and Maintenance for one of the core applications in scope with 40 team members

• Guiding all aspects of the transition including: creation and maintenance of the detailed transition work plan; scheduling, leading, and facilitating knowledge transition activities; defining and gaining consensus and achieving all exit criteria to confirm take over readiness; and resolving issues including delays to access key incumbent staff and escalating to client leadership on when absolutely necessary

• Overseeing major enhancement projects required to restart the rollout of the TIERS system that included resolving key performance issues within the batch environment, stabilizing the application to reduce outages from occurring on a daily basis to occurring infrequently, and implementing new architectural capabilities such as workflow / task management (BPEL) and additional reporting capabilities

State of Florida, Department of Labor, Agency for Workforce Innovation – Early Learning Information System (ELIS)

Overall Lead March 2010 –

The Agency for Workforce Innovation (AWI) engaged Accenture to provide Project Management Office (PMO) services to manage a contract with a system integrator for the design, development, and implementation of a centralized, web-based Early


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Tim Murray Project Mobilization Lead Present

Learning Information System (ELIS). As the Contract Manager, Tim: • Provided project oversight including well-defined and tested project

management methodology to enable the PMO and the Agency to improve project management capabilities

• Collaborated with the AWI Project Manager to make sure stakeholder needs were met

• Oversaw, managed and developed project plans at the agency level • Responsible for project management areas as scope, risk, quality, and change

control State of Florida, Department of Labor, Agency for Workforce Innovation – One Stop Service Tracking (OSST)

Project Manager May 2000 – December 2001

The OSST project replaced the state’s stove-piped welfare case management system and was the first step toward the integration of human service, labor and employment security, and workforce programs. Accenture’s modified the application to allow over 2,000 career managers and service providers to access an internet based system that links job seekers with employers. As Project Manager, Tim: • Oversaw delivery of the OSST project, including day-to-day project

management of the entire Accenture and client OSST teams • Interacted with key client executives and participated regularly with the

Regional Workforce Board’s Quarterly Meetings • Led all aspects of design, development, implementation and operations • Defined system integration including the link between personnel skill gaps with

providers State of Florida, Department of Labor and Employment Security – Unemployment Compensation Tax Reengineering Project

Team Lead – Design, Build, Test, and Implement February 1995 – December 1999

The Unemployment Compensation Tax Reengineering Project successfully implemented a modernized client-server and mainframe based system encompassing the entire business functions for the Bureau of Tax. Accenture worked with the Department through all phases of work from requirements verification, through design, build, test, conversion, and implementation. As Team Lead over various activities, Tim: • Led requirements verification with Department administrators and front line

staff • Managed all aspects of functional and technical designs • Led build activities that included technical and functional peer reviews • Designed and led system and user acceptance testing activities • Worked with Department administrators and IT leadership to develop the

implementation approach impacting users throughout the entire State • Responsible for defining the system go / no-go criteria • Defined the system support model and knowledge transfer approach with the

CIO and key IT staff


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Kim Koegel Implementation Lead


Kim's current role as the change management lead for MyFloridaMarketPlace (MFMP) requires her to work with nearly every State Agency and Department in Florida and to help them take advantage of on-going evolution of Florida's purchasing operations. Part of her role is working with and guiding dozens of Florida agencies through the initial deployment and implementation of MFMP as well as working with each organization's training and communications teams to make the transition to MFMP more effective and efficient. In addition to her MFMP experience, Kim has extensive experience working with many of DCF's partners across the state, including the Workforce Boards, Community Colleges and local Non-Profit Organizations. Kim’s experiences includes: • 13 years – Designing, developing and implementing training and performance support operations

across Florida agencies • 13 years – Planning and implementing communications and change initiatives for statewide human

services programs • 13 years – Florida resident

Kim resides in Tallahassee and has been a committed participant on the Advisory Board for the State of Florida’s Office of Supplier Diversity Mentor / Protégé program, and is an Advisory Board Member for the Prudential-Davis Productivity Awards Program.

Education, Professional Certifications, Professional & Business Affiliations

• Bachelor of Science, Industrial Management, Clemson University, 1996 • Master of Science, Industrial Management, Clemson University, 1997 • Project Management Professional PMP • Advisory Board Member: Florida’s Office of Supplier Diversity Mentor / Protégé program • Advisory Board Member: Davis Productivity Awards Program


State of Florida, Department of Management Services

Change Management Lead July 2012 – Present

Accenture is working with the Department of Management Services Division of State Purchasing to support their Procurement Process Improvement Program (PPIP), and to specifically produce a Strategic Sourcing Methodology Guidebook that includes best practices and processes for the Department of Management Services Seven Stage methodology. Accenture is also working with the Department to increase adoption of the Ariba Sourcing tool to support Strategic Sourcing activities. As the Change Management Lead, Kim: • Managed the delivery of the Strategic Sourcing Guidebook • Created the Sourcing Adoption Change Management Plan which includes

working with the State Sourcing Lead to secure executive sponsorship for the plan

• Assisted with executing initial phases of the Management Plan while providing the knowledge transfer to key staff members

• Developed and monitored associated work plans – tasks, deliverables and schedules


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Kim Koegel Implementation Lead

State of Florida, Department of Management Services – MyFloridaMarketPlace

Change Management Lead October 2002 – Present

MyFloridaMarketPlace automates the State’s order, approval, invoicing and payment approval process, making the procurement cycle more cost effective and time efficient than a traditional paper based system. Accenture maintains nine applications and their corresponding hosting and platform solutions, providing eProcurement, sourcing, reporting, content enablement, vendor registration and performance tracking, and billing and collections functions. In addition, Accenture operates a customer service desk, revenue generation team, and provides strategic sourcing and content enablement services. As the Change Management Lead, Kim: • Managed overall agency implementation planning for a multi-agency rollout;

Kim’s implementation team on-boarded the 32 agencies using the eProcurement system

• Coordinated agency liaison activities and agency-focused work plans to address the phased, multi-agency roll-out approach

• Supported user administration activities, workflow enablement, training and communication tasks across 32 agencies

• Managed customer service operations, vendor initiatives, revenue operations, and overall communication and training support for the program

State of Florida, Board of Education

Strategic Planning Team October 2001 – June 2002

Accenture was contracted to complete an updated strategic plan and organizational design for the Florida Department of Education. As part of the Strategic Planning Team, Kim: • Conducted interviews with internal stakeholders regarding the reorganization

plan and implementation steps • Presented project findings to senior clients while assisting with the

communication planning effort and creation of project deliverables in both the Planning and Implementation phases

• Managed the work of three executives while assisting with the development of strategic imperatives

• Facilitated workshops to assist client executives to identify priorities for strategic planning


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Arasu Dakshin Application Development Lead


Arasu has more than 22 years of experience managing system implementation projects and application development in the public and private sectors. His focus in the last few years has been on Health and Human Services case management system integration projects. He has extensive experience including project and application development management in the child support domain, with a track record of implementation, federal certification and in the areas of planning, realigning strategies, and developing road maps for process and program improvement. He is currently spending time on the Kansas KEES project to prepare for leading application development on the same suite of products as proposed for Florida. Arasu will leverage his knowledge to manage the development of the ACCESS Florida System Replacement project. Arasu’s experience and knowledge includes: • 15 years – Experience with Health and Human Services systems delivering large, complex

systems and assisting state agencies with federal certification • 6 years – Experience managing large teams in building J2EE enterprise applications • 17 years – Project management experience • 7 years – Responsible for leading the HHS and Unemployment Insurance practices • 6 years – Experience managing multiple projects and agencies

Education, Professional Certifications, Professional & Business Affiliations • Master of Engineering, Computer Science, University of Madras, India, 1985 • Program Management Professional (PMP)


State of Kansas, Kansas Department of Health and Environment - Kansas Eligibility Enforcement System (KEES)

Deputy Application Development Lead July 2012 - Present

The Kansas Department of Health and Environment selected Accenture to replace their eligibility system with a flexible, easy to update system that will be called the Kansas Eligibility Enforcement System (KEES). The new system will determine eligibility for TANF, SNAP, foster care, all medical programs, childcare, and other Kansas specific programs. As the Deputy Application Development Lead, Arasu: • Provides application development support • Provides team management support for delivery team • Executes project plan reviews • Provides estimation of tasks and key milestones • Leads oversight of key deliverables

State of Ohio, Department of Job and Family Services – Ohio Human Services Programs

Project Director September 2010 – February 2011

The Kentucky Department of Family and Income Support selected Mahindra Satyam to build a document management system to augment and improve their day to day operations of the child support system. The primary objective of the project was to provide self service capabilities to citizens of Kentucky, reduce paper trails and save operational costs for the agency.


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Arasu Dakshin Application Development Lead

As the Project Director, Arasu: • Managed the overall delivery of the project • Communicated and collaborated with Kentucky stakeholders for the project • Managed the overall scope of work while providing subcontractor

management, and providing direction and guidance to the overall team Various clients – Child Support Enforcement

Portfolio Manager and Delivery Executive

The Ohio Department of Job and Family Services requested the following services: • Child Support - SETS (Support Enforcement Tracking system) –

Maintenance and Application Enhancements of the system • Maintaining the interfaces and relationships with the IV-A system (CRIS-E) • Unemployment Insurance – Building a J2EE, web based unemployment

insurance system to service the needs of the agency and interface with the Benefits system

As Portfolio Manager and Delivery Executive, Arasu: • Provided project delivery, vendor management, Ohio stakeholder

communication and collaboration, and overall strategy and planning of current and future Human Services and UI projects

• Managed more than 12 senior project managers and over 200 consultants on 12 projects

• Provided system design and development and value-added innovations


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Paul Moore Technical Lead


Paul is a prominent leader in Accenture’s Technology practice for Health and Human Services solutions. He has demonstrated his ability to lead large, complex initiatives and to maintain high-performing, engaged delivery teams. Paul’s technical skills have been recognized on projects in five states with national awards for integration and innovative use of technology. His leadership has helped large complex public-sector organizations in North Carolina, New York City, Texas, Florida, and Nebraska to modernize their enterprise systems. In each of these projects, Paul oversaw the implementation and integration of a variety of COTS products. His solid subject-matter experience and broad IT background will enable him to provide continued strong leadership throughout the implementation of the ACCESS Florida System Replacement project. Paul’s experience and knowledge includes: • 28 years – Experience in delivery of large public system integration and outsourcing engagements • 20 years – Technical Lead and overall Architect for large HHS enterprise solutions • 15 years – Proven experience implementing Case Management solutions for health and human

services • 11 years – Florida resident

Paul currently resides in Tallahassee and has previously worked with Florida’s Department of Management Services and Department of Labor and Employment Security.

Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Science, Industrial Management, Purdue University, 1984 • Master of Science, Industrial Administration, Purdue University, 1984 • Cúram Certified Professional (CCP) • Patent holder for Government Enterprise Transformation Process


State of North Carolina, Department of Health and Human Services (DHHS) – Families Accessing Services through Technology (NC FAST)

Technical Lead August 2010 - June 2012

The North Carolina Department of Health and Human Services selected Accenture to help develop and implement new integrated technology tools and business processes to boost the efficiency and effectiveness of human services delivery across the state in all 100 counties. The NC FAST program will enable North Carolina human service caseworkers and social workers to spend less time on administrative tasks and more time assisting North Carolinians in need. As the Technical Lead, Paul: • Coordinates a statewide, multi-program case management system, enterprise service

bus (ESB) and information-exchange architecture • Leads a technical team in the design and configuration of the commercial-off-the-

shelf (COTS) case management system • Delivers architectural standards and customizations that enables the implementation

and integration of the COTS framework • Develops and leads the State’s first ESB and enterprise information exchange


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Paul Moore Technical Lead

platform • Implements National Information Exchange Model (NIEM) to create case

management, web services framework for interface processing New York City Department of Information Technology and Telecommunications – HHS Connect

Lead Technical Architect

New York City’s nine Health and Human Services (HHS) agencies and community-based organizations serve over two million socio-economically disadvantaged New Yorkers. Accenture partnered with the City to better serve this population by using advances in technology to improve access to information and to facilitate interagency data sharing. Accenture also built a common capability to provide robust case management functions across agencies. The objective of HHS-Connect is to provide agencies a 360-degree view of services provided to residents across agencies and to facilitate improved access to services. As the Enterprise Technology Lead, Paul: • Established and implemented outcome-driven human service integration and case

management technology modernization initiatives • Led the technology selection, design and implementation for several human service

modernization initiatives including a master data management and identity matching solution

• Managed the implementation of security architecture to secure client information • Designed a federated document management solution to locate client documents in

multiple document management systems State of Texas, Texas Health and Human Services Commission – Texas Integrated Eligibility and Enrollment Services (IEES)

Technical Lead

Texas HHSC wanted to upgrade technology and streamline processes by implementing an integrated eligibility system for state services, including Medicaid, food stamps, the Children's Health Insurance Program, Temporary Assistance for Needy Families, and long-term care that allowed Texans to apply for services by phone, in person, over the Internet and by fax or mail. As Technology Lead, Paul: • Led the implementation and support of all technology infrastructure including

document processing centers, call centers, and data centers • Managed 8 teams totaling 70 technology specialists supporting applications systems,

servers, and document processing centers • Improved system availability resulting in a 99.8% response time for production

systems • Managed technology expenditures totaling $104 million for hardware, software,

hosting, and contracted services


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Jina Braynon Organizational Change Management Lead


As a Talent and Organization Manager with experience and a background in Change Management and Organizational Alignment, Jina has more than eight years of experience in corporate training development and management. She has strong skills in the design, development, management, and evaluation of global and local training curricula; as well as extensive knowledge in Instructional Systems Design and Curriculum Development with emphasis on training and staff development. Recognized for her professionalism, leadership capabilities, and attention to detail, Jina is the right fit to oversee the development, delivery and maintenance of all training needs. Jina’s experience and knowledge includes: • 9 years – Successful experience in training through web-based, one-on-one and classroom

instruction • 8 years – Experience in change management including communication management and change

strategy • 7 years – Proven experience in business process analysis, design and implementation • 31 years – Florida resident

Jina currently resides in Miami, FL and attended Florida A&M University.


• Bachelor of Business Administration, Florida A&M University, 2002 • Master of Business Administration, Florida A&M University, 2003


Partners Healthcare System – Epic EMR Implementation

Communications Lead July 2012 – Present

Accenture has partnered with Partners Healthcare to implement over five years an electronic medical records system using EPIC software. As the Communications Lead, Jina: • Provides oversight of deployment communication for clinical implementation • Works with client communication leads and project teams to determine

communication needs • Develops and maintains the communication plan • Assists in drafting and reviewing communications related to EMR

implementation


Programmatic Reply



Jina Braynon Organizational Change Management Lead

Defense Logistics Agency – EBS Reutilization Business and Training Integration

Training Lead July 2010– May 2012

Accenture partnered with the Defense Logistics Agency Disposition Services to implement SAP to replace their custom built legacy system. Accenture worked with Defense Logistics Agency Disposition Services to streamline processes and reduce the number of unique roles required to perform their essential tasks. As the Training Lead, Jina: • Developed job and training impact assessment • Defined training and performance support plan which included the design and

development of training material • Identified training integration touch points between stakeholders and project

teams • Developed and managed project work plan for the integration of training

materials and methodology Defense Logistics Agency – eProcurement

Organizational Change Management Lead November 2010 – August 2011

Accenture partnered with the Defense Logistics Agency to implement a single agency-wide electronic contract writing and contract administration tool using SAP. As the Organizational Change Management Lead, Jina: • Developed and executed communication, sponsorship, and workforce readiness

plan and approach • Defined change management and communication strategies enabling networks

at each site • Developed contract deliverables and work products • Managed the Change Management Team and provided briefings to leadership

New York City, Department of Citywide Administrative Services - New York City Automated Personnel System (NYCAPS)

Training Lead October 2006 - September 2008

NYCAPS was a strategic project for New York City's human resource functions, which lacked a single, integrated system to help manage its human resources. City oversight agencies used to maintain a number of central but separate personnel-related systems, each of which handled a particular aspect of HRM. Line agencies also developed a vast array of highly customized personnel systems to meet their particular HRM needs. Accenture was contracted as the System Integrator to comprise development, testing, implementation, and second-tier production support of application modifications, interface and conversion programs; and technical architecture design, build, test and deploy activities. As the Training Lead, Jina: • Developed the Training Plan and Curriculum while managing training hours

and workplan budget • Managed and executed training delivery and maintenance transition • Facilitated review of all training material • Developed Communication Plan based on go-live system


Programmatic Reply



Shanna Wiley Testing Manager


Shanna is the San Antonio Delivery Center (SADC) testing capability lead. She has over nine years testing experience and 13 years IT experience. Her testing experience includes planning, preparation, execution and overall test management. On her programs, Shanna has been responsible for system integration test, user acceptance test, production pilot, and data conversion. Her IT experience includes project management and team lead experience. She has successfully managed offsite Testing Center of Excellence (TCoE) with 20 resources supporting multiple resources. Shanna’s experience and knowledge includes: • 9 years – Experience with software development and testing standards • 7 years – Experience with creating test cases, capturing and reporting test results, and defect

management and resolution • 5 years – Successful experience in a testing lead role on a large-scale system implementation • 2 years – Experience with testing Health and Human Service Systems

Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Business Administration, Information Systems and Technology, Amberton

University, 2005 • Master of Business Administration, Management, Amberton University, 2008 • Project Management Professional (PMP) • Certified Tester Foundation Level, International Software Testing Qualifications Board • Project Management Institute, Alamo Chapter


San Antonio Delivery Center (SADC) – Testing Center of Excellence (TCoE)

TCoE Lead April 2012 – Present

The SADC TCoE delivers professional test services for clients in Health and Public Service projects and other industries that want to keep testing onshore in the United States. With more than 100 testers performing a variety of testing functions, the TCoE has uniquely been positioned to rapidly develop and execute test solutions for any project. As the TCoE Lead, Shanna: • Responsible for assisting solution architects in defining SADC support for

potential projects (organization, staffing, costing) • Manages and implements high-delivery issues for various projects • Mentor and develop 100 Accenture TCoE testers • Manage daily operations

Large Financial Institute – Capital Markets – ADM/MSP, ALM, CLM

Test Manager September 2011 – March 2012

The client was mandated to cut cost and drive efficiency in technology projects and partnered with Accenture to achieve this goal. The scope of work entailed System Test of more than 80 applications within five portfolios to maintain existing systems, with a long term goal of revamping software to integrate and reduce the number of applications needed. As the Test Manager, Shanna:


Programmatic Reply



Shanna Wiley Testing Manager

• Mentored and developed 100 Accenture testers • Managed daily team operations • Managed all demand/capacity and forecasting of overtime • Maintained open communication with the Accenture leadership team • Conducted and validated implementation of lessons learned post-release • Identified and proposed Capacity Services process improvements

Large Health Insurance Co. – Legacy Modernization

Test Lead May 2010 – August 2011

The client’s mission was to modernize the administrative system and processes into reliable, adaptable assets that contribute to the ability to respond to continuous, fast-paced change. The client’s major initiative was legacy system modernization, transitioning from an outdated mainframe system to a web-based application. The client approached the San Antonio Delivery Center to structure a capacity services model to provide Application Development Services and a Testing Center of Excellence. As the Test Lead, Shanna: • Created the Iteration Test Plan • Performed detailed test planning and estimated • Identified, tracked and managed dependencies for testing • Interfaced with the TCoE Operations and Reporting team for project status

reporting and assurance of daily prep and execution reports • Managed daily workload for all testers, including the development and

execution of assignments and defect re-tests • Reported status to Test Team management on weekly basis and monitored

adherence to all client security and privacy policies


Programmatic Reply



Marta Lang Requirements Manager


As Product Sales Engineer in our Accenture Software practice, Marta has been active in the Health and Public Services arena for the past eight years. She has spent the majority of her career delivering and supporting integrated eligibility solutions with a primary focus on Medicaid, TANF, SNAP, and Employment Services programs. Currently, Marta supports multiple clients to identify system requirements and provide an Accenture Public Service Platform (APSP) solution, similar to the environments that directly impact DCF today. Marta’s experience and knowledge includes: • 8 years – Knowledge and experience implementing large-scale eligibility systems • 7 years – Successful experience in functional testing including planning, preparation and execution • 6 years – Experience in design solution including Business Process and Build/Process

Development Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Arts, Government and Russian, East European and Eurasian Studies, University of

Texas at Austin, 2003 • Cúram Certified Professional


Accenture Software

Product Engineer November 2010 - Present

Accenture Software (ASW) develops, delivers, sells and maintains outcome-based solutions with the benefit of a commercial-off-the-shelf solution for our clients. Blending extensive industry and technology experience, ASW professionals engineer differentiated software products that help our clients lower implementation risk and drive measureable business benefits. Specifically, ASW for Health and Public Service helps government and agencies achieve high performance by reducing costs, providing better citizen service, and improving agility and responsiveness in the face of changing needs and growing service demands. As the Product Engineer, Marta: • Serves as a key product specialist to contribute and develop product

requirements and designs to define the future state and/or business solution • Provides functional support and information to support Accenture and State

teams • Interacts with clients and executive leadership for presentations and

conferences to present and demonstrate technology and software solutions • Collaborates with leadership to assess business development opportunities for

international, federal, state, and local government agencies • Reviews and contributes to training course materials


Programmatic Reply



Marta Lang Requirements Manager


Requirements Specialist October 2009 – November 2010

The Kansas Department of Health and Environment selected Accenture to replace their eligibility system with a flexible, easy to update system that will be called the Kansas Eligibility Enforcement System (KEES). The new system will determine eligibility for TANF, SNAP, foster care, all medical programs, childcare, and other Kansas specific programs. As the Requirements Specialist, Marta: • Participated in project-wide release planning activities to organize and direct

change requests efficiently for future releases • Facilitated testing for multiple system releases • Contributed eligibility and testing knowledge • Provides requirements analysis and knowledge of Medicaid • Managed a team of 10 resources

State of Idaho, Idaho Department of Health and Welfare (IDHW) – Idaho Benefit Eligibility System (IBES)

Application Specialist April 2008 – October 2009

The Idaho Department of Health and Welfare partnered with Accenture to replace its outdated human service benefits eligibility system, ePICS, which could not accommodate new requirements nor support efficient administration of the State’s health and human service programs. The new system, IBES, is an integrated, dynamic, outcome-oriented, user friendly, automated Case Management System. IBES is designed to enable easy updates when policy and operational requirements change, and to facilitate a more streamlined benefits interview process that will help the state handle increasing caseloads more efficiently. The Department licensed the California SAWS Consortium-IV (C-IV) System developed by Accenture and customized it to comply with Idaho’s policies and procedures. As the Application Specialist, Marta: • Facilitated in critical planning and design sessions including gap analysis and

user acceptance testing • Provided guidance for a team of 20 professionals in completing assigned

activities with welfare and C-IV system knowledge • Set a standard of quality and maintained best solution guidance for project

time, budget and scope • Identified and documented issues/problems to management


Programmatic Reply



Henry Wu System Architect


As an enterprise system architect with experience in J2EE and COTS products, Henry has the proven ability to design, develop and implement enterprise platforms for large, mission critical applications. For the last 11 years, he has applied his skills to supporting Health and Human Services projects, and become a skilled leader with the ability to manage various levels of IT resources, mentor technical skills and enhance team effectiveness. Henry’s knowledge and experience includes: • 12 years – Application Design and Architecture • 12 years – Architecture and Infrastructure Assessment, Design, and Development • 11 years – Health & Human Services project development • 6 years – Application Programming • 6 years – Database Management

Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Science, Computer Science, University of Maryland, 1998 • Microsoft Certified Software Engineer • Cúram Certified Developer


State of New York, Department of Information Technology & Telecommunications (DoITT) –Health and Human Services (HHS) Connect

Enterprise Architect and Infrastructure Lead January 2008 - Present

New York City’s nine Health and Human Services (HHS) agencies and community-based organizations serve over two million socio-economically disadvantaged New Yorkers. Accenture partnered with the City to better serve this population by using advances in technology to improve access to information and to facilitate interagency data sharing. Accenture also built a common capability to provide robust case management functions across agencies. The objective of HHS-Connect is to provide agencies a 360-degree view of services provided to residents across agencies and to facilitate improved access to services. As the Enterprise Architect and Infrastructure Lead, Henry: • Provides enterprise architecture and infrastructure and technical support for

the case management system • Leads a team of system architects, who designs and maintains the system

architecture throughout the delivery cycle • Supports full software life cycle of each project parallel • Developed an elastic infrastructure platform to scale and support rapid new

project ramp up • Manages build out of the technical and informational architecture which

supports the system


Programmatic Reply



Henry Wu System Architect

State of New York, Department of Information Technology & Telecommunications (DoITT) – ACCESS NYC

Technical Architect July 2005 - December 2007

ACCESS NYC is New York City's web-based, cross-agency integrated benefit screening tool integrating over 21 programs, across 13 City, State and Federal agencies in seven different languages. It is a collaboration of more than 100 staff and consulting resources to provide residents with a single, easy-to-use access point for information on benefits and services that cross multiple human services agencies. The City partnered with Accenture to deploy the system using a commercial package from Cúram Software. As the Technical Architect, Henry: • Designed overall system architecture, setup software lifecycle environments • Managed highly automated software integration and delivery platform • Led the implementation of the infrastructure across the ACCESS NYC • Managed layers of the system and confirmed it matched the application

architecture • Mentored team members with architecture standards and best practices

State of Maryland, Department of Human Resources Information Systems (DHRIS) – Customer Information Control System (CICS)

Lead System Architect September 2001 - June 2005

The Maryland Department of Human Resources (DHR) provides vital services such as welfare, child support enforcement, child protective services, foster care, and other human services focused programs. DHR engaged Accenture to support, maintain, and enhance the Department’s Information System (DHRIS). As Lead System Architect, Henry: • Led a team of architecture developers to develop application framework • Collaborated with the lead J2EE architect to design application architecture

frameworks including enhancements to the framework • Managed the application architecture, packaging, and deployment strategies

with the latest J2EE specifications • Planned software and infrastructure upgrades and testing approaches • Worked closely with testers, the infrastructure team, business owners, client

management, and the client help desk to diagnose and resolve production issues

• Created an automated application monitoring tool that periodically tests the key components of the application and generates an alert to the help desk if any component is not functioning properly


Programmatic Reply



Zhen Zhu Interface Manager


Zhen specializes in interface management with more than 12 years of experience in the information technology field, particularly in enterprise data integration, SOA, and solution architecture. As the current Data Architect, which includes interface management, on the NC FAST project, Zhen architected an enterprise integration framework as the backbone for the statewide integrated eligibility system. He also was the interface manager for the NYC CARES case management system for the homeless and was responsible for the design and development of over 30 interfaces. With many years of managing projects of similar size and scope, Zhen has a solid understanding of project lifecycle overall and especially for interface management including requirements gathering, analysis, design, development, testing, and implementation. Zhen’s deep technical skills will guide successful data management throughout the project life cycle. Zhen’s experience and knowledge includes: • 10 years – Proven success in large-scale system implementations • 12 years – Successful experience and knowledge of Service Oriented Architecture (SOA) and SOA

strategy • 9 years – Experience in data architecture including data modeling and development • 4 years – Knowledge of health and human services system implementation, including statewide

integrated eligibility systems Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Science, Biochemistry, Hangzhou University, 1994 • Masters in Computer Information Systems, Georgia State University, 1999 • Project Management Professional (PMP) • Oracle Certified Database Administrator – OCP-DBA 8i • Sun Certified Java Programmer – SCJP • Microsoft Certified Solution Developer – MCSD Solution Developer • Accenture Technology Architect – ACN-MTA-TA Technical Architect



Data Architect July 2011 - Present

The North Carolina Department of Health and Human Services selected Accenture to help develop and implement new integrated technology tools and business processes to boost the efficiency and effectiveness of human services delivery across the state in all 100 counties. The NC FAST program will enable North Carolina human service caseworkers and social workers to spend less time on administrative tasks and more time assisting North Carolinians in need. As the Data Architect Lead, Zhen: • Serves as the Lead Enterprise Data Architect for the statewide integrated

eligibility system • Designed interface integration patterns (CICS over MQ, VSAM, web service etc.)

to standardize integration with various legacy systems • Defined a NIEM based enterprise integration model which all interfaces are


Programmatic Reply



Zhen Zhu Interface Manager

mapped to ensure semantic and structure consistency across all data exchanges • Implements Service Oriented Architecture (SOA) technology that provides

integration flexibilities, standard based data exchange, and service governances for secure, on demand data sharing among the State’s numerous agencies and counties

• Defines data exchange strategy, standards, platform and tool set and a model-driven development methodology to enable rapid development of service interfaces

State of New York, Department of Homeless Services – CARES

Interfaces Manager June 2010 – July 2011

The mission of the Department of Homeless Services (DHS) is to overcome homelessness in New York City. DHS prevents homelessness wherever possible and provides short-term emergency shelter and re-housing support whenever needed. To support this mission, DHS partnered with Accenture to implement an Enterprise Case Management System - CARES. CARES included five major business functions: Intake, Vacancy Control, Case Management, Aftercare/Rehousing, and Finance. As the Interfaces Manager, Zhen: • Led interface design and development • Led team of 10 to design and develop over 30 interfaces, both batch and web

services State of New York, Department of Information Technology and Telecommunications – HHS -Connect

Information Architect / Interface Lead January 2009 – July 2011

New York City’s nine Health and Human Services (HHS) agencies and community-based organizations serve over two million socio-economically disadvantaged New Yorkers. Accenture partnered with the City to better serve this population by using advances in technology to improve access to information and to facilitate interagency data sharing. Accenture also built a common capability to provide robust case management functions across agencies. The objective of HHS-Connect is to provide agencies a 360-degree view of services provided to residents across agencies and to facilitate improved access to services. As the Information Architect/Interface Lead, Zhen: • Defined information exchange specification, leveraging National Information

Exchange Model (NIEM) • Designed a HHS-Connect program level Canonical Exchange Model which

utilizes core components of NIEM Reference Model and provides an integrated view of health and human service clients and the services they receive

• Provided information strategy, standards, model, schemas data protection and compliance (PII, HIPPA) while laying execution foundation and ensuring business agility for data exchange and interfaces


Programmatic Reply



Chris Wade Program Management Office (PMO)


Chris is a Florida-based Manager in Accenture's Public Service Practice focused on system integration and process improvement projects. Chris currently serves as the project director on Florida’s Office of Early Learning ELIS project, providing management and direction to replace the existing 20 year old legacy systems to better serve the citizens of Florida. He is focused on all phases of the system development life cycle and has led teams in implementation, adoption, readiness, requirements, design, conversion, training and testing. Chris’ diverse experience will enable him to be successful in overseeing the implementation of the ACCESS Florida System Replacement project. Chris’ experience and knowledge includes: • 15 years – Successful IT management experience on Florida projects • 10 years – Experience in strategic planning, organizational transformation and technology

modernization • 15 years – Successful experience in an implementation management role with a government human

service eligibility system of similar size • 44 years – Florida resident

Chris resides in Tallahassee and has worked with several Florida state agencies including projects with the Office of Early Learning and the Department of Business and Professional Regulation.


• Bachelor of Science, Computer Science, Florida State University, 1997 • Accenture Program Management Certified • Accenture Project Management Certified


State of Florida, Office of Early Learning (OEL) – Early Learning Information System (ELIS)

Project Director March 2010 – Present

Florida's Office of Early Learning has engaged Accenture to provide PMO services to manage their contract with a System Integrator vendor for the design, development and implementation of a centralized, web-based Early Learning Information System (ELIS). In partnership with 31 early learning coalitions, 20 Redlands Christian Migrant Association Offices and over 15,000 child care providers, Florida's early learning programs serve in excess of 400,000 children and families annually. ELIS is expected to create a unified, cohesive data system for accessing, managing, storing and sharing programmatic, administrative, financial and outcome data related to the $1 Billion Child Care Resource and Referral, School Readiness and Voluntary Prekindergarten programs. As Project Director, Chris: • Manages the work of the vendor for the $23M ELIS project (in progress),

replacing the 20 year old legacy systems • Direct the design, development and implementation of a comprehensive,

dynamic, web-based, centralized Early Learning Information System (ELIS) • Oversee project resources, budgets, and contract management


Programmatic Reply




• Design and implement process improvements to ensure sound controls and risk management, accountability and high quality results

State of Florida, Department of Business and Professional Regulation (DBPR) – Single Licensing System (SLS)

Project Lead August 2006 – March 2009

DBPR engaged Accenture to assist in a major business transformation project to enable the Department to become a model regulatory agency. The project goal was to dramatically improve DBPR's operating effectiveness through the re-design of critical business processes and the implementation of a state of the art licensing software system, internet portal services, customer relationship management technology and mobile commerce technology. Accenture implemented the integrated licensing system which included business process reengineering, organizational change, and deployment of a new technology infrastructure and application tools. As the Project Lead, Chris: • Managed the support of the system and oversaw the project financials for the

$100M project • Directed the maintenance, continuous improvement and eventual transition

back to the State of the over one million customer system • Managed relationships with key stakeholders and provided day-to-day

oversight • Managed multiple subcontractor relationships, including contractual service

levels, budget, and work delivery • Planned and estimated work effort for large scope efforts, including hardware

and software upgrades and system enhancements State of Florida, Department of Business and Professional Regulation (DBPR) – Single Licensing System (SLS)

Application Architect February 2001 – July 2006

Chris served as the Single Licensing System (SLS) Application Development Team Lead for the design, development and implementation of SLS system maintenance and modifications. As the Application Architect, Chris: • Managed the planning, requirements gathering, estimating, design,

development, user acceptance testing, roll-out, and maintenance of all existing custom SLS components

• Developed and maintained process workflow analysis and process improvement recommendations, focused on improved revenue generation through greater customer self-service

• Provided analysis of customer usage and account delinquency trends for focused process improvements

• Managed multiple subcontractor relationships and numerous vendors including contractual service levels, budget and work delivery


Programmatic Reply



Tony Dicuffa Senior Application Engineer


Tony is the Chief Technical Architect for Accenture Software for the HHS product suite with extensive experience in the analysis, design, development, and quality assurance of delivering software, specifically Service Oriented Architectures (SOA) and Web2.0 applications. Tony has executive-level experience in the management of technical products and teams, including the Accenture Public Service Platform (APSP). Tony currently serves as the Technical Architect on the Kansas Eligibility Enforcement System (KEES) project, and has worked on several large-scale Public Service projects including 3 major health and human services systems. With his functional experience in Human Services and Medical applications, Tony has the ability to provide practical solutions to implement the ACCESS Florida System Replacement system. Tony’s experience and knowledge includes: • 14 years – Experience delivering large, complex systems • 11 years – Health and Human Services experience including 10 years Medicaid eligibility

determination systems • 7 years – Experience in managing system architecture at the enterprise level • 7 years – Experience in SOA-based system development of systems of similar size and

complexity including serving as the co-architect and lead engineer for APSP • 6 years – Project management experience


• Bachelor of Science, Interdisciplinary Studies, Texas A&M University, 2006 • Master of Business Administration, Texas A&M University, 2001


Accenture Software

Accenture Public Service Platform (APSP) —Engineering Lead May 2009 - Present

Accenture Software (ASW) develops, delivers, sells and maintains outcome-based solutions with the benefit of a commercial-off-the-shelf solution for our clients. Blending extensive industry and technology experience, ASW professionals engineer differentiated software products that help our clients lower implementation risk and drive measureable business benefits. Specifically, ASW for Health and Public Service helps government and agencies achieve high performance by reducing costs, providing better citizen service, and improving agility and responsiveness in the face of changing needs and growing service demands. As the Engineering Lead, Tony: • Interfaces with projects using APSP products to map project requirements to

products, answer questions, deliver product insight, provide system architecture guidance, and gather feedback for continuous improvement of products

• Continually teams with APSP end users to train and mentor usage of the APSP products

• Coordinates user and real world knowledge back to the APSP team and manages the roadmap for APSP products

• Provides SOA-based architectures, Business Process Management and Business


Programmatic Reply



Tony Dicuffa Senior Application Engineer

Rules Management throughout the APSP platform • Provides experience working on a myriad of architectures and applications,

while understanding the functional needs of public service, health information technology and eligibility and enrollment systems


Technical Architect November 2011 – Present

The Kansas Department of Health and Environment selected Accenture to replace their eligibility system with a flexible, easy to update system that will be called the Kansas Eligibility Enforcement System (KEES). The new system will determine eligibility for TANF, SNAP, foster care, all medical programs, childcare, and other Kansas specific programs. As the Technical Architect, Tony: • Reviews and integrates application requirements, including functional, security,

integration, performance, quality and operations requirements, specifically as they require to the APSP product suite and the Master Person Index (MPI)

• Manages and integrates the technical architecture requirements • Provides input into final decisions regarding hardware, network products,

system software and security State of California, Statewide Automated Welfare System (SAWS) – Consortium IV

Technical Architect November 2000 – April 2002

The C-IV Consortium contracted with Accenture to design, develop, implement, maintain and operate the C-IV System. The project’s original timeframes included 3.5 years in design, development, and implementation, and 10 years for maintenance and operations. The C-IV Consortium is one of the consortia within the overall California Statewide Automated Welfare System (SAWS). The C-IV Consortium is a Joint Powers Authority comprised of 39 member counties. The C-IV Consortium implemented, maintains and operates a dynamic, outcome-oriented system. The C-IV System provides an integrated, user-friendly, automated system to manage the increasing complexity of public assistance and employment programs. As the Technical Architect, Tony: • Was responsible for the design, development, implementation, and ongoing

support of software suite • Wrote several large technical deliverable documents describing technology

architecture designs and user documentation • Served on the executive leadership team and recommended solutions directly to

company leadership and the board of directors • Managed a team of 30 IT professionals


Programmatic Reply



Jim Burns Training Lead (Actium)


Jim has 18 years of experience in the full life cycle of systems design and implementation with a focus on training development and delivery. He has participated in and led efforts for systems requirement gathering, testing, joint application design sessions, training design, development and delivery, business process analysis, and systems implementation. As a project manager, training manager, business process redesign manager, and business analyst, Jim has led large training, change management, and implementation efforts throughout the State of California, Nevada, and New Hampshire. He has also worked as a social worker and an eligibility worker/supervisor, and is knowledgeable and has experience in state social services, and child support, including program and policies, as well as their automated systems, including California's statewide child support system, State Disbursement Unit (SDU) Collection and Disbursement Engines, and C-IV. Jim is also knowledgeable in the Affordable Care Act, its impact on Medicaid and the creation of Health Benefit Exchanges. Jim’s experience and knowledge includes: • 18 years – Successful experience in training and performance support including training database

administration • 22 years – Successful experience and knowledge of Health and Human Services agencies and

programs • 18 years – Implementation of communication planning and management with data modeling and

curriculum planning

Education, Professional Certifications, Professional & Business Affiliations • University of California Davis, Davis, CA - Bachelor of Arts, Political Science • PMI PMP – Project Management Professional • Certified Master Trainer


State of California, ISAWS Migration Project

Training Lead October 2008 – September 2010

The counties of the Interim Statewide Automated Welfare System (ISAWS) Consortium replaced their existing system with the SAWS Consortium IV (C-IV) System. The C-IV System is a fully integrated, web-based information system designed to manage the data for 12 major social service programs. Over a two-year period and as part of a $240 million effort, ISAWS county-specific reports and interfaces were developed, data was converted from multiple aging systems, imaging and IVR was implemented, and the C-IV System was implemented in the 35 counties. The project was completed on-time and on-budget. As the Training Lead, Jim: • Developed Master Training Plan deliverable • Configured and managed the learning management system (LMS) • Planned and conducted Training for Trainers for a 65-member training team,

including a focus on the accounting and financial elements of the system. • Worked with the Change Management team to integrate business process

decisions into training delivery


Programmatic Reply



Jim Burns Training Lead (Actium)

• Managed and scheduled a team of trainers in the field • Analyzed training material release notes and identified updates to training

materials State of California, CCSAS and CSE Project

Training Lead January 2005 – September 2008

The California Child Support Automated System and Child Support Enforcement (CCSAS CSE) Project was completed for the State of California’s Department of Child Support Services and Franchise Tax Board. CCSAS is the automation system that supports California’s 58 Child Support Enforcement offices. The project was completed on-time and on-budget. As the Training Lead, Jim: • Conducted quality review of application design documentation • Coordinated effort to create and test training data in the Practice Environment

(PE) and Classroom Instructor Environment • Coordinated effort for trainers to log and track all defects identified during

testing effort • Developed workflow charts and storyboarding for business process redesign • Planned and conducted all Training for Trainers for members of the training

team, including comprehensive reviews of the financial and accounting elements within the system

State of California, Statewide Automated Welfare System (SAWS) – Consortium IV

Training Lead January 2003 – December 2004

The C-IV Consortium contracted with Accenture to design, develop, implement, maintain and operate the C-IV System. The project’s original timeframes included 3.5 years in design, development, and implementation, and 10 years for maintenance and operations. The C-IV Consortium is one of the consortia within the overall California Statewide Automated Welfare System (SAWS). The C-IV Consortium is a Joint Powers Authority comprised of 39 member counties. The C-IV Consortium implemented, maintains and operates a dynamic, outcome-oriented system. The C-IV System provides an integrated, user-friendly, automated system to manage the increasing complexity of public assistance and employment programs. As the Training Lead, Jim: • Participated in joint application design sessions for the initial development of

the system • Mapped Detailed System Design documentation to the appropriate training

topic, conducting quality assurance on all C-IV training materials • Planned and conducted all Training for Trainers for members of the C-IV

training team • Provided training on how to use the accounting and financial features in the

system • Managed and scheduled a team of 48 trainers in the field


Programmatic Reply



Kevin Hogg Conversion Manager


Kevin is a conversion specialist with conversion management experience on multiple integrated eligibility system projects. He has more than 18 years of experience specifically in the health and human services industry. Kevin has successfully led the conversion efforts from start to finish for the most recent phased-approach conversion for North Caroline conversion for SNAP into the NC Fast system, for the design and development of conversion for Medicaid for NC Fast, and previously for all programs in Idaho for the integrated eligibility system IBES. With this very specific and relevant experience for large scale systems conversion for integrated eligibility systems, Kevin is well prepared to lead the conversion effort for Florida from ACCESS into the new modern eligibility system. Kevin’s experience and knowledge includes: • 15 years - Successful data conversion and migration experience on large scale Health and Human

Service projects • 15 years - Proven data management experience on large scale projects • 15 years - Experience managing large teams of professionals

Education, Professional Certifications, Professional & Business Affiliations • Northern Alberta Institute of Technology, Edmonton, CA – Computer Systems Technology, 1993 • Cúram Certified Professional (CCP)



Conversion Manager September 2010 - Present

The North Carolina Department of Health and Human Services selected Accenture to help develop and implement new integrated technology tools and business processes to boost the efficiency and effectiveness of human services delivery across the state in all 100 counties. The NC FAST program will enable North Carolina human service caseworkers and social workers to spend less time on administrative tasks and more time assisting North Carolinians in need. As the Conversion Manager, Kevin: • Manages the data conversion team of 10 professionals for conversion of 6

major phases for HS programs including Medicaid SNAP, and TANF • Provides program deliverables including Data Conversion & Migration Plan

and Pilot Conversion & Phased Implementation • Leads Extract Transform Load (ETL) development work from Analysis Phase

through Maintenance and Operations • Manages work to support Gap Analysis and Functional and Technical designs • Coordinates with the State's Data Warehouse team to develop 300+ DW

Reports


Programmatic Reply



Kevin Hogg Conversion Manager

State of California, Public Employees' Retirement System - CalPERS

Conversion Manager January 2010 – December 2010

CalPERS is California's Pension and Retirement system, the 2nd largest in the world. Accenture's team is staffed to integrate and update a number of existing Retirement and Health subscriber systems to improve the effectiveness and satisfaction of both CalPERS employees and their customers. The project, also known as PSR, includes collecting requirements, creating functional and technical designs, building a solution to fulfill the business requirements, and testing the system code developed. As the Conversion Manager, Kevin: • Led the data clean-up effort coordinating with CalPERs staff • Managed system test defect resolution activities for data conversion testing • Planned, estimated and resolved activities related to data conversion • Led the Data Conversion team through the project recovery plan

State of Idaho, Department of Health and Welfare (IDHW) – Idaho Benefit Eligibility System (IBES)

Application Lead May 2008 – November 2009

The Idaho Department of Health and Welfare partnered with Accenture to replace its outdated human service benefits eligibility system, ePICS, which could not accommodate new requirements nor support efficient administration of the State’s health and human service programs. The new system, IBES, is an integrated, dynamic, outcome-oriented, user friendly, automated Case Management System. IBES is designed to enable easy updates when policy and operational requirements change, and to facilitate a more streamlined benefits interview process that will help the state handle increasing caseloads more efficiently. The Department licensed the California SAWS Consortium-IV (C-IV) System developed by Accenture and customized it to comply with Idaho’s policies and procedures. As the Application Lead, Kevin: • Managed the conversion of data from the source system into the new eligibility

system • Implemented batch and interface processes • Created data warehouse and developing reports for end-users • Managed the work effort to design, build and test automated conversion

programs


Programmatic Reply



4.2.10.2 ACCESS Florida System O&M Personnel

Effective Operations & Maintenance (O&M) for Florida ACCESS depends on having the necessary skills and appropriate number of people to "keep the lights on", meet service level agreements (SLAs), and provide any necessary business or technical changes until it is fully replaced. By choosing the Accenture team to operate and maintain the APSP Product Suite, the Department can focus on your primary business objective: efficiently serving your client base by bringing them accurate and timely services using current technology.

Accenture has successfully taken over operations and maintenance of legacy Health and Human Services systems, as well as numerous other systems throughout the world, due to our team, our experience, our insight, and our mature approach. Our goal is to implement a support model that carries the ACCESS Florida System Replacement project from design and development through implementation to stable operations and maintenance for years to come. Accenture has more than 20 years of Operations and Maintenance experience across commercial, state, and federal clients.

Based on our experience in Operations and Maintenance service delivery, Accenture brings the technology and business acumen to keep the ACCESS Florida System Replacement project at the forefront of technology. We have the knowledge and experience to help the Department serve Florida's neediest populations and to support providers with a high-performing client-centric system. We consistently deliver results through our operations experience with more than 600 clients and have more than 85,000 professionals focused on O&M delivery.

You can rely on our team to be there consistently and provide the end-to-end continuity required to deliver the O&M for the legacy programs and the ACCESS Florida System Replacement project. Our Florida team has worked together before consistently putting their clients' interests first.

Overview Accenture has a mature approach we will use to seamlessly transition operations and maintenance support services from DCF's current vendor to Accenture. Our transition approach draws on an established methodology (proprietary Accenture Delivery Methods for Service Transition) used on more than 1,000 transitions, a common set of tools, and the experience we have gained from nearly 30 years of managing large-scale, complex global service transitions across 30 industries and 50 countries.

Accenture has dedicated transition resources with significant experience executing across many engagements. This dedicated professional workforce makes a difference in mitigating risk to our clients.

• More experience transitioning employees than any other IT Service Provider

• More than 1,100 combined transitions completed

• More than 131,000 combined employees transitioned

• More than a 95% offer acceptance rate for client employee transitions

FL_FIES 12.140

”“The Consortium sought a partner in the vendor

community that would deliver on its commitments. We found that partner in

Accenture. For the C-IV System, from the development and implementation phase and now

in the maintenance and operations phase, Accenture has delivered – on time, on budget and with high quality. The C-IV System is one of the

most innovative web-based public assistance systems in the country. We are proud of the

success of the C-IV System and of our relationship with Accenture.

― John BouleC-IV Project Director

California SAWS Consortium IV Project


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• Combined 98% transition retention rate after 1 year

• Combined 95% transition retention rate after 2 years

This experience provides Accenture with the confidence that we can achieve the Department's objectives of a non-disruptive transition.

Operations and Maintenance Support Methodologies The Accenture methodology incorporates leading practices that we have developed specifically for implementing O&M solutions. Unlike the “one size fits all approach” inherent in some methodologies, Accenture Delivery Methodology (ADM) has components that are tailored to the unique considerations of O&M implementations. All of this results in a methodology that includes tools and templates for each phase, activity, and task in the project development life cycle tailored specifically for O&M solutions and designed to reduce deployment time and risk.

Within ADM, we have a field tested methodology component geared specifically for application maintenance and support, called Application Management. This Application Management component has been developed from more than 20 years of providing O&M services to over 600 clients. Our Application Management methodology unifies service delivery across engagements providing O&M services, providing standardization and consistency across all of our O&M work.

The key components in ADM for Application Management include:

• Account Management: Manage the unit’s (Accenture's organization dedicated to providing service to a client) ability to meet the client’s expectations, including determining strategic direction, monitoring delivery of the service, and handling client relationships. It includes Commercial and Contract Management, Expectations and Relationship Management, Governance and Strategic Planning

• Service Management: Manage help desk functions, service requests, new business requests, service level Agreements, etc. This area makes sure the unit meets its service level agreements. It includes the following disciplines: Incident Management, Problem Management, Request Management, Demand Management, Resource Management, User Relationship Management, Performance Management and Change Management

• Service Planning: Meet the client’s changing needs by monitoring and anticipating service demand and making necessary adjustments to the services provided to the client. It includes the disciplines on Service Strategy, Service Introduction and Service Decommissioning

• Operations Support: Perform the business activities required to make sure the service personnel have everything they need to provide service to the client. It includes the disciplines Business Continuity Management, Facilities Management, Financial Management, Human Resources Management, Security Management and Technology Management

• Operations Management: Oversee quality audits, reviews, and related activities required of all unit personnel. Manage the small continuous improvement efforts that affect the unit’s day-to-day operations, in contrast to large initiatives being developed by a concurrent solution realization effort. It includes the disciplines Continuous Improvement, Knowledge Management, Quality and Compliance Management

• Service Delivery Management: Perform the management activities required to make sure the service to the client is of high quality and meets the terms of the service level Agreements. It includes the disciplines Availability Management, Capacity Management, Configuration Management, Partner and Supplier Management, Program Project and Domain Management and Release Management


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• Service Delivery: The core day-to-day development, maintenance, and related application delivery processes. It addresses how we plan to synergize our delivery around common domain knowledge, how we aim to provide services across different delivery configurations, and what methodology we will apply to the work based on the type of work being performed

The main components of Service Delivery include:

• Application Maintenance: Ongoing support of an existing set of applications. This may include the Design, Build and/or ongoing Run support for COTS based application or for industry-specific applications as needed by our clients

• Application Developments: Development of a new application for the unit’s product inventory. Once developed, using Service Introduction processes confirm that the new application is added to the application portfolio and transitioned into the unit for ongoing support

• Enhancements: Small changes to the functionality or operation of an existing application. They can range from very small cosmetic changes that require very limited development work to significant changes that require much more development and project management rigor

• Packaged Installations and Upgrades: Installing new software packages, upgrades to existing software packages, etc.

• Testing Services: Support request fulfillment within an application maintenance unit that include testing services in the Service Catalogue. Also in response to an allocated request, test planning, analyzing, designing, preparing, and execution is carried out

• Production Support: Operating, administering, and maintaining applications on a day-to-day basis, as defined within the Service Catalogue or prevailing service level Agreement, at a level necessary for service to be considered available and of a quality that is fit-for-purpose. It includes managing the applications on a day-to-day basis to confirm thresholds of availability and quality are being consistently met

Our O&M Team The Department seeks a team to not only implement an innovative ACCESS Florida System Replacement solution, but also to operate and maintain the legacy system being replaced in addition to the new solution. It is critical to have a smooth transition from the DDI phase of the project to Operations and Maintenance. Accenture has helped many clients to successfully move a project team from DDI to stable Maintenance and Operations support.

Continuity and consistency are the foundation for successful system operations and maintenance efforts. Reliability bolsters this foundation and builds trust. Continuity in project staffing is simply the way we operate. Our focus on addressing your requirements translates to a skilled and experienced project team. Starting with the right team, with the right experience, skills and temperament for this type of pressure-filled, fast-paced, mission-critical effort makes achieving that ongoing support more likely.

Our Operations Manager, Mike Jackman, has more than 13 years of IT operations experience delivering solutions in a statewide setting managing both client staff and subcontractors. Many of these years of this experience is in operations and maintenance involving multi-system integration and large public sector projects. Mike currently resides in Tallahassee and has engaged with a number of different agencies and departments in the state of Florida. Figure 2 illustrates the proposed organizational structure, which enables and controls the activities during the Operations and Maintenance (O&M) phase of the ACCESS Florida System Replacement project.


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Figure 8 - 2. O&M phase organization chart.

Accenture is committed to a smooth transition to Operations and Maintenance support. As we proceed through the DDI phase we are working with our resources to seed the DDI team with individuals who are targeted to be members of the ongoing O&M support team. Our proposed Operations Manager, Mike Jackman, will be supported by the same Project Manager, PMO, and Project Mobilization Lead responsible for the DDI phase.

For Florida, these relationships provide confidence that our team's full and focused attention will be on understanding and meeting your project-specific requirements. This is a key to success for these fast-paced projects with many moving parts. Teams that have never worked together spend an inordinate amount of valuable time and effort just trying to get to know each other. While this is going on, the project and the schedule suffer unrecoverable damage that haunts the entire effort. Table 8 - 3 contains information about each of our key O&M team members.

3 FL_FIES 12.155

Project ManagerCindy Hielscher

Operations Manager Mike Jackman

Production Support Open Systems Support Mainframe Support Business Analyst Support

Project Mobilization Lead Tim Murray

Project Management OfficeChris Wade

PROJECT LEADERSHIP

O&M

Florida Resident Key Personnel


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Name and Proposed Role Duration Experience Cindy Hielscher, Project Manager, Tenure: 26 years • Overall project responsibility and authority to make decisions • Twenty-two years in project management roles using

PMBOK and PMP-aligned project management techniques • Collaborate and communicate with the Florida stakeholders

for the project • Confirm and manage the project approach, staffing,

responsibilities, and schedule • Develop and/or review estimates and estimating assumptions

for the project’s schedule, effort, and cost using established estimating models, best practices, and past experience. The resulting estimates account for all activities in the project scope, including project management and application development tasks, software quality assurance reviews, and vendor and contract management activities

• Review and approve project leadership's recommendations for staffing, project schedule, escalated issue resolution, etc.

• Manage relationships with all suppliers and subcontractors. Monitor their progress and adherence to the contract

• Ensure that the project team follows all quality assurance processes, including periodic reviews and transitions

• Participate in quality management reviews as outlined in the Manage Quality task

• Review and manage all changes to the requirements through a formally defined scope change process

• Represent the project team at client meetings. Obtain buy-in from senior management for all key project plans, commitments, and changes including requirements, quality assurance plans, budget, schedule, and scope changes

• Identify, resolve and escalate all issues, when necessary • Coordinate, collaborate and communicate with Department

counterpart


As a leader in Accenture’s Health and Public Service Operating Group, Cindy has played an integral part in modernizing and expanding health and human services programs across the nation for over two decades. With experience in the implementation and management of large-scale human services systems, Cindy currently leads the U.S. Federal Health practice for Accenture which focuses on expanding services to health care, government, and public service organizations bringing together commercial and public health initiatives to achieve improved outcomes. In her Federal government responsibilities she is the Program Manager for Accenture’s accounts at Health and Human Services (HHS) including Centers for Disease Control (CDC), Centers for Medicare and Medicaid Management (CMS), Food and Drug Administration (FDA), plus other HHS agencies. In her work with state governments, she has helped clients improve their performance of Medicaid and other health plan contracts, while also establishing program management practices to assist agencies in focusing on high performance. Cindy has also led CHIP and integrated eligibility operations and system implementations. Using PMP aligned practices; Cindy is responsible for managing and improving agency initiatives and the efficiency of customer service. As a former resident of Tallahassee, she is planning to return to Florida to provide excellent service and attention to this strategic initiative.


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Name and Proposed Role Duration Experience Tim Murray, Project Mobilization Lead, Tenure: 22 year • Manage the project mobilization approach, staffing,

responsibilities, and schedule • Establish key project functions within the DDI Project

Management Office • Oversee Project Management Office • Drive and manage transition of Access Florida Legacy

System from incumbent provider • Coordinate knowledge transfer requests with the incumbent

provider through DCF management • Communicate status and areas for management attention for

the transition of Access Florida Legacy System • Coordinate project facility stand up • Define team member roles and expectations, and confirm

project resources receive any necessary training and are used effectively

• Measure and monitor progress at clearly defined points in the project start up process to ensure that the project is initiated successfully. Confirm the processes are in place to: meet deliverable deadlines; keep schedule on track; stay within budget; and that deliverables meet or exceed expectations. Balance scope, schedule, budget, quality, and risks. Coordinate with the Project Manager to make adjustments to the project as necessary.

• With other leads, develop, implement, and maintain the Management Plan, including the configuration management, risk management, project measurement, and quality management plans

• Communicate all requirements, project plans, and changes to commitment to all affected team members

• Manage relationships and coordinate work between different teams at different locations

• Identify, resolve and raise issues, when necessary

Project Start – Mobilization Phase

As a leader in Accenture's Technology practice who reviews details of projects across the country for quality and risk and as a delivery manager for Florida projects, Tim is experienced in the implementation of eligibility projects, complex system integration and application management for large state agencies. Tim successfully managed design, build, testing and implementation activities during the Florida UC TAX project performed for the Florida Department of Labor and Employment Security. Tim led the transition of 46 systems and over 60 staff for an Operations and Maintenance project at the Florida Department of Management Services. This included the following: establishing the knowledge transfer approach; overseeing the rebadge activities of staff; overseeing hiring team members; establishing the operating model and communication approach; and all other activities associated with the transition of O&M responsibilities to a new provider. Tim provides industry experience focused on Human Services engagements including welfare, unemployment tax, Medicaid and CHIP. Tim successfully led the transition of the Texas Integrated Eligibility Redesign System from the same incumbent provider currently providing O&M services at DCF to Accenture. With Tim’s experiences collaborating with various state agencies, and as a current resident of Florida, the Department will be able to leverage key insights of similar engagements.


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Name and Proposed Role Duration Experience Mike Jackman, Operations Manager, Tenure: 7 years • Oversee all operational functions encompassed in the

Operations & Maintenance Phase • Assist the Project Director with Contract monitoring and

ensure that Contract responsibilities and performance standards are met during the Operations & Maintenance Phase

• Ensure that Contractor System and services are compliant with Federal, State, HIPAA and other regulations

• Review operational reports and resolve operational, telecommunications and equipment maintenance problems to ensure maximum operational performance

• Develop operational policies and procedures, including but not limited to User Support and Help Desk functions, in collaboration with other key personnel

• Coordinate the submission of required reports

Project Start – Project Completion

Mike serves as a leader in Accenture's Technical Architecture service line with focuses on application development, systems integration and operations management. Michael is experienced in full life-cycle software delivery for both off the shelf systems and custom developed solutions for large, public sector organizations. He has successfully delivered solutions in a statewide setting and managed blended teams that included client staff and subcontractors. Michael has 7 years of experience with the implementation of various ERP and AP system interfaces.

Chris Wade, Program Management Office (PMO), Tenure: 11 years • Lead Accenture's PMO • Communicate with the Department's PMO • Submit and revise all project management plans • Oversee development of project schedule, work plan and

WBS • Report operational performances to Project Manager • Submit weekly and monthly status reports • Create status meeting agendas and minutes • Signoff on all deliverables prior to submission to the Agency • Define processes, procedures and standards including change

management, risk management, issue management • Coordinate, collaborate and communicate with Department

counterpart

Phase Plan – Project Completion

Chris is a Florida-based Manager in Accenture's Health and Public Service Practice focused on system integration and process improvement projects. Chris currently serves as the project director on Florida’s Office of Early Learning ELIS project, providing management and direction to replace the existing 20 year old legacy systems to better serve the citizens of Florida. He is focused on all phases of the system development life cycle and has led teams in implementation, adoption, readiness, requirements, design, conversion, training and testing.

Table 8 - 1. Accenture brings the right people to each role for a well-coordinated and collaborative O&M Phase.


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Transition Overview The transition of service from DCF and the current incumbent provider to Accenture would be the foundation for realizing the benefits outlined in our overall solution. Accenture’s transition approach is based on the following key principles:

• Driving value at an favorable cost and while minimizing risk to DCF

• Bringing Accenture’s diverse and deep team tailored to DCF’s needs

• Mitigating against risks to delivery and business continuity

The table below summarizes how Accenture is well positioned to provide the overall transition for in-scope application areas:

Transition Overview

Driving value at low cost. Demonstrated tools, assets, and service delivery model

O&M transition is a core Accenture capability. We use successfully demonstrated tools and assets, and use a mature delivery model in our cross-industry practice, drawing on more than 20 years of outsourcing transition experience.

Leverage knowledge of DCF We would leverage the institutional knowledge of key DCF and incumbent resources to successfully take over support of the existing ACCESS Florida systems.

Teaming for success: Respect for the individual in the people transition process.

Our people-transition program is designed to promote a Service Delivery organization for DCF that is appropriately staffed with the right skills at the right time, teaming for a successful transition program. We follow a disciplined people-transition process, based on respect for the individual in the transition process.

Table 8 - 2. The Transition is planned, managed and tracked transparently between DCF and Accenture.

Service Transition is a core Accenture capability and a mature, cross-industry practice. Our Service Transition approach draws on an established methodology (proprietary Accenture Delivery Methods for Service Transition) used on hundreds of transitions, a common set of tools, and the experience we have gained from over 20 years of managing large-scale, complex global service transitions across 30 industries and 47 countries.

Our transition methodology, the Accenture Delivery Methods (ADM) for Service Transition focuses on defining and implementing processes, organizations, and infrastructure for establishing the viable and ongoing involvement in a business operation. It leverages existing organization resources and structures as much as possible to enable continuity of service, as well as a fast and economical transfer of work and personnel. The ADM for Service Transition provides the tasks and deliverables needed to transition one or more existing services from a client or their provider to Accenture. It is organized based on the skills and areas needed for an effective transition for the wide range of systems covering legacy mainframe type applications (FLORIDA) as well as more modern 'Open Systems'. This methodology would enable us to swiftly review, assess and begin the transition for this engagement in accordance with DCF’s expectations.


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Plan Execute Exit

Manage Transition

Confirm Service Readiness

Implement Delivery Operations

Implement Technology

Implement Cross Functional Services

Implement Operations Management

Implement Service ManagementImplement Contract Management

Implement Financial Management

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People Enablement Transfer Knowledge

The ADM for Service Transition comprises the following work streams:

• Plan and Manage the Transition

− Plan: Entry criteria for transitioning, gathering, identifying, and analyzing the scope of the transition are evaluated. The transition work effort, schedule, dependencies and resources are determined and the critical path is identified.

− Manage Transition Program: This involves managing identified risks, issues, quality, scope, and finances; creating and maintaining project standards; controlling project work; measuring progress; monitoring and reporting status against the critical path.

− Confirm Service Readiness: As part of this step we use a series of checkpoints, established criteria, and service rehearsals to determine if the transition work has been completed and the resources are ready to go live.

• Implement Business Operations

− Implement Operations Management: We assess existing unit operations and plan the unit operations organization, structure, and processes. Further, the initial organization is rolled out and operations are secured and stabilized.

− Implement Service Management: The current level of service being provided is assessed and the agreed upon service management framework, service level agreements, and any processes needed to manage the service are defined and implemented. Further, the reporting structure needed to monitor the service is defined and implemented.

− Implement Contract Management: In this step we communicate contract content to the team and work closely with our Project Management Office. The contract management processes are defined for the new operations group. The Contract Management Lead works with the Accenture Mobilization Lead and transition work stream leads to make sure that the team is fulfilling all terms in the contract.

− Implement Financial Management: This activity connects the activities performed with the financial tracking and invoices processes required to support the O&M activities and provide transparency to DCF.

• Enable Change

− Manage Communications: Assist DCF to assess the needs of stakeholders and the ways to communicate with them. Assist DCF in creation of and agreed upon a Communications Plan and execution strategy for managing communications to stakeholders.

Figure 8 - 1. ADM for Service Transition is a core Accenture capability and a mature, cross-industry practice.


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− Enable People: Determine the roles and staffing needs of the new operations group. Develop a sourcing strategy and human resource policies and processes. Hire and orient any new or transitioning personnel from the incumbent where possible.

− Transfer Knowledge: Identify the key application subject matter experts (SMEs) and knowledge holders. Identify the knowledge to be transferred from Department and incumbent staff members to the new service operations unit. We define a knowledge transfer plan that includes exit criteria. Implement the plan, adjusting as needed to meet DCF’s business needs. Obtain agreement from each knowledge recipient that he or she has received the knowledge needed to provide DCF services. Progress would be recorded in the Rapid Transition Suite (RTS) toolset.

• Implement Service Delivery

− Implement Delivery Operations: The agreed upon processes, roles and responsibilities necessary for the service delivery group are developed to provide and monitor service at expected levels. We initiate, monitor and stabilize the service.

− Implement Technology: We assess the existing technical infrastructure, implement an agreed upon interim solution and design and implement agreed upon technology required by the new operations group.

− Implement Work Environment: We assess the existing work environment and define any required changes.

• Manage Client Change: We work with DCF to develop programs and approaches for helping the DCF organization adjust to the changes in culture, policies and procedures that would result from the transition of service. We advise DCF as to the implementation of the change program.

Accenture O&M Staffing Plan and Schedule Our Operations Manager, Mike Jackman, will work with the Department on a continual basis throughout the term of the DDI phase to the O&M phase to understand the resource needs that you have.

A successful staffing process is led by our supporting process to planning resource capacity. The optimal benefit to DCF is that resources are available to match the requested demand and that the majority of those resources have ongoing experience. The matching of skilled Accenture resource capacity to DCF variable demand will be supported by our Demand Management process and tools, enabling us to provide the awarded services.

Accenture will manage a demand and supply model in order to efficiently and effectively respond to the skill requirements of DCF and be able to control, manage and forecast headcount.

The process flow entails the following steps:

• Identify demand (DCF's skill set requirements) and supply (resources available to work the work package activities)

• Evaluate any schedule dependencies for each project and the program and check for dependencies between other programs

• Evaluate resource dependencies for each project and the program, consider the skills needed for each project, decide if and when the programs and projects need subject matter experienced resources

• Align supply to the demand, considering technical, schedule, and resource constraints

Our demand and resource management process enables us to plan and manage resources within the engagement. Accenture's retention strategy is based on the philosophy of "Best People" working for "Best Clients" and focuses on performance ratings and compensation, career progression, professional training,


Programmatic Reply



and work-life balance. As summarized in Figure 13, part of our retention approach involves closely monitoring employee engagement and confirming that engagement through regular checkpoints and informal conversations. The benefit of this staff retention approach is that our project teams are the focal point for all this effort and our clients are the recipients of the result.

Staff Engagement and Retention Initiatives Positive Outcomes

• Annual Performance Feedback, Rating and Compensation

• Tied directly to contractual performance measures and role objectives

• Annual rating and incentive compensation for our managers are also tied to staff satisfaction surveys

• Provides each staff member constructive feedback on a regular basis, emphasizing improvement action plans and measurable performance metrics for individual performance

• An annual rating is the primary determinant of the individual’s annual compensation, bonuses, and career progression

• Aligns goals of the Agency with goals of the Accenture leadership and staff

• Career Progression Objectives – All staff set annual and measurable career objectives and work closely with supervisors and career counselors to achieve these results throughout the year

• Encourages career growth opportunities for technical staff to perform and remain with the project

• Professional and Agency-relevant Training – Building and enhancing skills through both formal professional training and IES role cross-training and knowledge transfer

• Improves talent pool and drives retention and career growth opportunities

• Mitigates the risk of program disruption when unexpected turnover occurs

• Global Engagement Survey and Client-site employee satisfaction surveys – anonymous and scheduled surveys are analyzed by the Accenture leadership team

• Provides real-time view of the team’s satisfaction levels on all aspects of the program

• Triggers action planning by Accenture leadership and staff-action teams to take proactive measures to improved concern areas

• Survey results are tied to the leadership team’s annual contribution rating and compensation plan

• Spontaneous award and performance recognition programs

• Enables leadership and peers to award both monetary-based and spontaneous recognition of above-and-beyond performance or activities

• Formalized Mentoring Program – Pairs up mentees with higher-level staff to encourage experience sharing, orientation and career guidance

• Enables team members a formal avenue for mentoring outside of direct supervisor

• Encourages career reflection, career guidance, and experience-sharing

Table 8 - 3. Staff retention provides Florida with the continuity and consistency required to start and finish with the right team.


Programmatic Reply



Approach for Transitioning Contractors Our approach to transitioning incumbent contractors is well planned and in concert with DCF’s culture and history of respect for its people. We would provide incumbent contractors with access to all Accenture employee hiring programs as part of this effort. We would interview all incumbent contractors for consideration for Accenture employment opportunities.

Accenture has also contracted CSI to provide staff augmentation with relevancy to the O&M phase. CSI previously teamed with Accenture to provide supplemental staffing and services on the MyFloridaMarketPlace project, the Florida Department of Revenue project, The Florida Office of Financial Regulations, the Florida Agency for Workforce Innovation, and the Department of Business and Professional Regulations projects, fulfilling a number of critical roles to offer functional skills and transitional knowledge.

Active Recruitment of Incumbent Staff Accenture recognizes the desire and importance of retaining the intellectual knowledge and experience that has developed over the years. For this reason, we have always aggressively recruited and hired incumbent staff. We use our mobilization techniques to seamlessly transfer incumbent staff and retain talent essential to O&M. The institutional knowledge acquired by supporting a complex program such as the ACCESS Florida System Replacement Project is essential to providing the stability and familiarity of knowledgeable resources. Accenture has the experience and the plan to do this for this project. We have re-hired more than 30,000 people from more than 130 clients and subcontractors.

We recognize that incumbent staff may experience some anxiety following the initial announcement of an impending project transition. Almost immediately, there is speculation about the new service provider, how their jobs are affected, decisions that are possibly being made about incumbents, and individual choices they may be required to make.

Accenture’s intent is to immediately activate a two-way communication system to address the inevitable questions. Our objectives throughout this process are to dispel incumbent staff concerns, maintain and enhance their individual sense of value, provide options that are of benefit to them, and help them appreciate the caliber of Accenture, as evidenced by its high ranking and recognition among the top employers worldwide.

We have successfully rehired thousands of incumbent staff from hundreds of clients, and historically have sustained high annual retention rates among these incumbent groups. Historically 98% of incumbents choose to join Accenture and 95% remain with us after two years. The guiding principles of our mobilization techniques include being strategic, purposeful, and respectful as we transition incumbent resources over to the activities of the project. Ultimately, we drive toward a winning solution for incumbent staff, DCF and Accenture.

Our array of outstanding employment practices, including those referenced below in Table 4, serve as a strong foundation for recruitment, development and retention of highly skilled and talented professionals.

Recruitment Training Retention • Hire for long-term

careers, not simply for specific contracts

• Use various sourcing options (career Web sites, career fairs, special

• Provide average of 40 hours of core professional training and 40 hours of skills training annually

• Created training curriculum that includes core, required, recommended, and elective courses by career level and workforce

• Provide compensation package that for most employees includes salary, 401(k) and match, benefits, profit-sharing, and discounted price equity

• Offer company-sponsored professional certifications

• Offer various work/life balance


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Recruitment Training Retention college programs)

• Focus recruitment process on skills, background checks, scenario-based behavioral interviews, and formal on-boarding program

• Pay for employee certification and recertification activities

• Provide training credits for Project Management Professional (PMP), Certified Information Systems Security Professional (CISSP), and other certifications

• Created Knowledge Exchange, Center for Learning Innovation, and Accenture Technology Labs to help employees remain current with technological advancements

programs such as telework and modified work week

• Established award-winning culture and work environment (listed as one of Fortune Magazine’s “100 Best Companies to Work For” for three consecutive years, 2009, 2010, and 2011

• Accenture has re-hired more than 30,000 people from more than 130 clients; of these, 98% accepted our offer of employment and more than 95% are with us after two years

Table 8 - 4. Accenture's outstanding employment practices are key differentiators for our ability to attract and retain the best and the brightest.

Approach to Stakeholder Engagement Leadership and stakeholder engagement are critical in providing clarity and developing commitment for the change. As part of our methodology, we work with clients to identify the leaders to engage and define the actions we need them to take to support a change of this magnitude. This makes change management tactical versus theoretical. We collectively define what leaders need to do to communicate (talk the talk), model (walk the walk), and reinforce behaviors necessary (coach) for this to succeed. For DCF, we will envision that these activities will plug into its broader, multi-pronged transformation activities currently underway.

It is important that employees have the capabilities needed to perform successfully in the new organization and service delivery model. Training involves many tasks. It is tailored to specific groups and cannot be completed simply through knowledge transfer activities. We work with the client teams to create training materials that prepare both the retained and contracted workforces to succeed with the new model, roles and tools, including security polices and the processes for protection of client data. Our training approach guides the development and delivery of training during and after the transition phase. Our approach includes the development of training strategy to plan and effectively enable the transition.

Resumes Following are the resumes for our proposed key personnel and names roles who lead our ACCESS Florida O&M team. As requested, these resumes include brief bios, relevant experience to the project, and current relationships to organization noted in the ITN.

While no Accenture team member has a professional relationship with the Florida Department of Children and Families, several Accenture team members have a personal relationship with DCF Secretary David Wilkins, based on the Secretary’s 29-year career with Accenture. By virtue of living and working in Florida cities and towns for much or all of their lives, nearly all of the Accenture team members have personal relationships with the individual employees of various Florida State Departments, Offices, and Agencies, school districts, local governments, The Governor’s Office, and Legislative Offices. However, to the best of Accenture’s knowledge and belief, no member of the Accenture team is a relative or family member of any such employee, and no such relationship is significant enough to influence or impact any Accenture team member’s provision of the Services described in the ITN.


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Background Investigation - O&M Personnel With the exception of college transcript verification for entry level hires, which is performed by Accenture, the recruiting office expedites background investigations through HireRight, a leading global provider of on-demand background and drug screening solutions. Subject to local law, Accenture requires the following on all candidates:

• Social Security verification

• Social Security trace

• Verification of all education

• Criminal felony and misdemeanor

• Federal criminal

• Nationwide Background Search (from the HireRight database)

• Global Sanctions and Enforcement Check (GSEC)

• Employer reference

Accenture will provide a background check screening that is equivalent to a Level Two (2) screening standard specified in Section 435.04, F.S., and Department Operating Procedure Number 60-25, as specified in Appendix I, Attachment I, Section 8.7.1: Background Investigations.


Programmatic Reply



Key Personnel Resumes Cindy Hielscher Project Manager


Cindy is currently Accenture's program manager for the U.S. Department of Health and Human Services (HHS) key program areas including Centers for Disease Control (CDC), Centers for Medicare and Medicaid Management (CMS), and the Food and Drug Administration (FDA). Her relationships and experience in this role make her the right choice for the ACCESS Florida Replacement System Project Manager. In addition, Cindy's relevant project experience includes management of and performance improvement for various State Medicaid and health programs, eligibility programs and child support. Cindy uses Accenture's PMP- aligned project management practices which provide our clients with lower delivery risk and more effective implementation. As a leader in Accenture’s Health and Public Service Operating Group, Cindy has played an integral part in our modernizing and expanding health and human services programs for over two decades. Cindy’s relevant experience includes: • 26 years – Leading large-scale, statewide project implementations • 21 years – Leading complex Health & Human Services projects with multiple programs • 10 years – Specific experience for healthcare programs, including Medicaid and CHIP eligibility • 3 years – Living and working in Florida leading projects at the Department of Revenue, Department

of Business and Professional Regulation, and the Department of Management Services Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Business Administration, Accounting, Texas A&M University, 1985 • Bachelor of Business Administration, Business Analysis, Texas A&M University, 1985 • Certified Quality Assurance Director for Accenture • Patent holder for Child Support Locator Services and patent pending for Medicaid Business Process

Model • PMP Certification in process


Medicaid and Public Health Programs

Project Manager January 2008 - Current

Cindy is serving in various Project Management roles focused on Medicaid and Public Health programs targeting delivery, operations, and new program areas such as Health Information Exchange (HIX), Electronic Health Records, Healthcare Reform, Medicaid/Health Insurance Exchange, and Federal Health. As Project Manager, Cindy: • Led the Connected Health capability within Accenture's Health practice

specifically focused on the public health components for connecting health organizations. In this role, she has also worked with several states such as Texas in providing services to build their architecture and approach for implementing HIX

• Leads the Accenture accounts for several Health & Human Services agencies including the Centers for Disease Control, Food & Drug Administration, Centers for Medicare & Medicaid Systems, and National Institute of Health

• Serves as Quality Assurance Director for the Texas HHSC Medicaid project


Programmatic Reply



Cindy Hielscher Project Manager


Deputy Program Manager October 2005 – April 2007

Texas HHSC wanted to upgrade technology and streamline processes by implementing an integrated eligibility system for state services, including Medicaid, food stamps, the Children's Health Insurance Program, Temporary Assistance for Needy Families, and long-term care that allowed Texans to apply for services by phone, in person, over the Internet and by fax or mail. As Deputy Program Manager, Cindy: • Supported the Program Manager in overall program and project operations • Led the CHIP operations and development of new technology initiatives • Helped lead the transition of operations to various locations including San

Antonio • Managed key client relationships and expectations • Managed relationships with key suppliers and subcontractors • Coordinated, collaborated, and communicated with the Texas HHSC

counterparts State of Michigan, State of Florida, State of Georgia, State of Texas - Improving Child Support Enforcement Systems

Program Manager Michigan: 2001 - Current Florida: 2001 Georgia: 2003-2004 Texas: 1991- 1993; 2010-Current

For more than five years, Cindy led Accenture's Child Support Enforcement program practice serving as Project Manager for many of the design, development and implementation of nearly a dozen Federally certified Child Support Enforcement systems. For example, in Florida, Cindy worked with the Department of Revenue to provide business process re-engineering work focused on child support core business processes and targeted improvements to provide better and more efficient services for the citizens of Florida. Cindy led Accenture's contribution to help the State of Michigan implement and certify their Child Support System to avoid further federal penalties. Today she continues to serve as the Accenture Quality Assurance Director for the State of Michigan Child Support system which has been in successful Operations (O&M) mode since 2004. The Georgia project that Cindy led for Accenture developed the Georgia Department of Human Resources child support constituent services portal. Cindy has served as the Project Manager to design and build the Texas Child Support Enforcement System still in use today. As the Project Manager in each of these projects, Cindy: • Oversaw and had responsibility for the overall project • Collaborated and communicated with key State stakeholders and also with

other contractors that were working with the State • Confirmed and managed the project approach, staffing, responsibilities and

schedule • Managed relationships with all suppliers and subcontractors; Monitored their

progress and adherence to the contract


Programmatic Reply



Tim Murray Project Mobilization Lead


Serving State of Florida clients for more than 15 years, Tim brings the right enterprise level implementation and operations experience to the Mobilization Lead role for the ACCESS Florida Replacement System project. Tim currently serves as Accenture's Technology Account Lead for the State of Florida and is responsible for all aspects of delivery to Florida clients. While Tim lives in Tallahassee and is focused on our Florida clients, he is also responsible for developing and approving complex project solutions and approaches used across our entire Health and Public Service practice. Tim has lead successful mobilization efforts for Florida clients including at the Agency for Workforce Innovation and the Department of Labor. Tim’s experience includes: • 18 years – Successful project and operations management • 17 years – Leading Health and Human Services projects • 17 years – Florida resident

Tim resides in Tallahassee and continues to work with Florida Agencies on mission-critical projects.

Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Science, Decision Science and Business, Indiana University, 1991



Various roles including Mobilization Lead, Project Manager, Operations and Maintenance Lead October 2005 – April 2007

For the Texas Integrated Eligibility and Enrollment Services project Tim was one of the senior project executives and was responsible for: • Leading the transition of the Texas Integrated Eligibility Redesign System

(TIERS) from the same incumbent provider currently performing O&M services at DCF to Accenture

• Managing Operations and Maintenance for one of the core applications in scope with 40 team members

• Guiding all aspects of the transition including: creation and maintenance of the detailed transition work plan; scheduling, leading, and facilitating knowledge transition activities; defining and gaining consensus and achieving all exit criteria to confirm take over readiness; and resolving issues including delays to access key incumbent staff and escalating to client leadership on when absolutely necessary

• Overseeing major enhancement projects required to restart the rollout of the TIERS system that included resolving key performance issues within the batch environment, stabilizing the application to reduce outages from occurring on a daily basis to occurring infrequently, and implementing new architectural capabilities such as workflow / task management (BPEL) and additional reporting capabilities

State of Florida, Department of Labor, Agency for Workforce Innovation – Early Learning Information System (ELIS)

Overall Lead March 2010 –

The Agency for Workforce Innovation (AWI) engaged Accenture to provide Project Management Office (PMO) services to manage a contract with a system integrator for the design, development, and implementation of a centralized, web-based Early


Programmatic Reply



Tim Murray Project Mobilization Lead Present

Learning Information System (ELIS). As the Contract Manager, Tim: • Provided project oversight including well-defined and tested project

management methodology to enable the PMO and the Agency to improve project management capabilities

• Collaborated with the AWI Project Manager to make sure stakeholder needs were met

• Oversaw, managed and developed project plans at the agency level • Responsible for project management areas as scope, risk, quality, and change

control State of Florida, Department of Labor, Agency for Workforce Innovation – One Stop Service Tracking (OSST)

Project Manager May 2000 – December 2001

The OSST project replaced the state’s stove-piped welfare case management system and was the first step toward the integration of human service, labor and employment security, and workforce programs. Accenture’s modified the application to allow over 2,000 career managers and service providers to access an internet based system that links job seekers with employers. As Project Manager, Tim: • Oversaw delivery of the OSST project, including day-to-day project

management of the entire Accenture and client OSST teams • Interacted with key client executives and participated regularly with the

Regional Workforce Board’s Quarterly Meetings • Led all aspects of design, development, implementation and operations • Defined system integration including the link between personnel skill gaps with

providers State of Florida, Department of Labor and Employment Security – Unemployment Compensation Tax Reengineering Project

Team Lead – Design, Build, Test, and Implement February 1995 – December 1999

The Unemployment Compensation Tax Reengineering Project successfully implemented a modernized client-server and mainframe based system encompassing the entire business functions for the Bureau of Tax. Accenture worked with the Department through all phases of work from requirements verification, through design, build, test, conversion, and implementation. As Team Lead over various activities, Tim: • Led requirements verification with Department administrators and front line

staff • Managed all aspects of functional and technical designs • Led build activities that included technical and functional peer reviews • Designed and led system and user acceptance testing activities • Worked with Department administrators and IT leadership to develop the

implementation approach impacting users throughout the entire State • Responsible for defining the system go / no-go criteria • Defined the system support model and knowledge transfer approach with the

CIO and key IT staff


Programmatic Reply



Mike Jackman Operations Manager


Mike serves as a leader in Accenture's Technical Architecture service line with focuses on application development, systems integration and operations management. Mike is experienced in full life-cycle software delivery for both commerical off-the-shelf (COTS) systems and custom developed solutions for large, public sector organizations. He has successfully delivered solutions in a statewide setting and managed blended teams that included client staff and subcontractors. Michael has seven years of experience with the implementation and operations and maintenance support of various Enterprise Resource Planning (ERP) and Accounts Payable (AP) system interfaces. His strong technical background as well as experience managing technical teams on numerous projects will guide the O&M phase for the ACCESS Florida System Replacement project. Michael’s experience and knowledge includes: • 4 years – Successful experience in operations and project management • 7 years – Experience in managing system and service implementations • 13 years – Successful experience in IT operations • 4 years – Experience in Health and Human Services

Michael has lived and worked in Tallahassee and has previously worked with Florida’s Department of Management Services, Agency for Workforce Innovation, and Department of Children and Families.

Education, Professional Certifications, Professional & Business Affiliations • Bachelor of Science in Political Science, Florida State University, 1996


State of North Carolina, Department of Administration

Applications Manager September 2011 - Current

NC E-Procurement @ Your Service is an enterprise-wide, Internet-based purchasing system that offers electronic purchase order processing and enhanced administrative functions to buyers and vendors, resulting in operational efficiencies and cost savings. By providing valuable spending insights, the system enables the State to continuously negotiate improved contracts; online quoting tools also support increased competition among vendors for the State’s business. Accenture operates and maintains all relevant IT systems and their corresponding hosting and platform solutions. In addition, Accenture operates a customer service desk, a revenue generation team, and content enablement services. As the Applications Manager, Michael: • Leads both the Business Architecture Operation Support (BAOS) and

Application Development teams consisting of 14 professionals • Responsible for the design, customization, implementation and maintenance of

six enterprise IT systems • Developed and managed work plans, including tracking and reporting status,

issues and risks • Oversees project software change, configuration and release management and

practices


Programmatic Reply



Mike Jackman Operations Manager

State of North Carolina, Department of Administration

Interface Manager March 2011 - June 2012

The North Carolina E-Procurement Transformation project included the upgrade and modernization of its primary IT systems and their relevant hosting and platform solutions. New system interfaces including leveraging the central State NC ID authentication and authorization service and creating an electronic order exchange framework with the Department of Transportation SAP system were required to meet State and client initiatives. As the Interface Manager, Michael: • Led the migration, design, development and testing of batch and real-time

interfaces for approximately 200 3rd party systems • Primary focus on implementing new and modernizing existing IT systems and

interface middleware components • Architected and implemented a service oriented solution for future system

interfaces State of Florida, Department of Management Services – MyFloridaMarketPlace

Application Development Manager April 2007 - September 2011

MyFloridaMarketPlace automates the State’s order, approval, invoicing and payment approval process, making the procurement cycle more cost effective and time efficient than a traditional paper based system. Accenture maintains nine applications and their corresponding hosting and platform solutions, providing eProcurement, sourcing, reporting, content enablement, vendor registration and performance tracking, and billing and collections functions. In addition, Accenture operates a customer service desk, revenue generation team, and provides strategic sourcing and content enablement services. As the Application Development Manager, Michael: • Managed the operations of the MyFloridaMarketPlace application

development team and various teams responsible for customer initiatives • Facilitated technical system investigations and solutions per service level

agreements • Designed and developed system enhancements including application upgrades

and customer initiatives • Responsible for application performance management and investigation


Programmatic Reply





Chris is a Florida-based Manager in Accenture's Public Service Practice focused on system integration and process improvement projects. Chris currently serves as the project director on Florida’s Office of Early Learning ELIS project, providing management and direction to replace the existing 20 year old legacy systems to better serve the citizens of Florida. He is focused on all phases of the system development life cycle and has led teams in implementation, adoption, readiness, requirements, design, conversion, training and testing. Chris’ diverse experience will enable him to be successful in overseeing the implementation of the ACCESS Florida System Replacement project. Chris’ experience and knowledge includes: • 15 years – Successful IT management experience on Florida projects • 10 years – Experience in strategic planning, organizational transformation and technology

modernization • 15 years – Successful experience in an implementation management role with a government human

service eligibility system of similar size • 44 years – Florida resident

Chris resides in Tallahassee and has worked with several Florida state agencies including projects with the Office of Early Learning and the Department of Business and Professional Regulation.


• Bachelor of Science, Computer Science, Florida State University, 1997 • Accenture Program Management Certified • Accenture Project Management Certified


State of Florida, Office of Early Learning (OEL) – Early Learning Information System (ELIS)

Project Director March 2010 – Present

Florida's Office of Early Learning has engaged Accenture to provide PMO services to manage their contract with a System Integrator vendor for the design, development and implementation of a centralized, web-based Early Learning Information System (ELIS). In partnership with 31 early learning coalitions, 20 Redlands Christian Migrant Association Offices and over 15,000 child care providers, Florida's early learning programs serve in excess of 400,000 children and families annually. ELIS is expected to create a unified, cohesive data system for accessing, managing, storing and sharing programmatic, administrative, financial and outcome data related to the $1 Billion Child Care Resource and Referral, School Readiness and Voluntary Prekindergarten programs. As Project Director, Chris: • Manages the work of the vendor for the $23M ELIS project (in progress),

replacing the 20 year old legacy systems • Direct the design, development and implementation of a comprehensive,

dynamic, web-based, centralized Early Learning Information System (ELIS) • Oversee project resources, budgets, and contract management


Programmatic Reply




• Design and implement process improvements to ensure sound controls and risk management, accountability and high quality results

State of Florida, Department of Business and Professional Regulation (DBPR) – Single Licensing System (SLS)

Project Lead August 2006 – March 2009

DBPR engaged Accenture to assist in a major business transformation project to enable the Department to become a model regulatory agency. The project goal was to dramatically improve DBPR's operating effectiveness through the re-design of critical business processes and the implementation of a state of the art licensing software system, internet portal services, customer relationship management technology and mobile commerce technology. Accenture implemented the integrated licensing system which included business process reengineering, organizational change, and deployment of a new technology infrastructure and application tools. As the Project Lead, Chris: • Managed the support of the system and oversaw the project financials for the

$100M project • Directed the maintenance, continuous improvement and eventual transition

back to the State of the over one million customer system • Managed relationships with key stakeholders and provided day-to-day

oversight • Managed multiple subcontractor relationships, including contractual service

levels, budget, and work delivery • Planned and estimated work effort for large scope efforts, including hardware

and software upgrades and system enhancements State of Florida, Department of Business and Professional Regulation (DBPR) – Single Licensing System (SLS)

Application Architect February 2001 – July 2006

Chris served as the Single Licensing System (SLS) Application Development Team Lead for the design, development and implementation of SLS system maintenance and modifications. As the Application Architect, Chris: • Managed the planning, requirements gathering, estimating, design,

development, user acceptance testing, roll-out, and maintenance of all existing custom SLS components

• Developed and maintained process workflow analysis and process improvement recommendations, focused on improved revenue generation through greater customer self-service

• Provided analysis of customer usage and account delinquency trends for focused process improvements

• Managed multiple subcontractor relationships and numerous vendors including contractual service levels, budget and work delivery

Documents

4.2.10 Tab 8: Personnel 4.2.10.1 ACCESS Florida System ......have her PMP certificate prior to the ACCESS replacement project contract start. Cindy has overseen transformation projects