ACCESS€Florida€System€Replacement …dcf.state.fl.us/admin/contracts/floridareplacement/docs/Negotiation... · These are Data Conversion Lead, Training Lead, and Lead DBA

ACCESS Florida System Replacement State of Florida Department of Children and Families Office of Economic Self-Sufficiency

Interim Revised Response #2 ITN# 03F12GC1

Deloitte Consulting LLP Federal ID: 06-1454513

Rick Dorman, Principal 1203 Governors Square Blvd. Suite 400 Tallahassee, FL 32301 Ph. +1 412 402 5170

December 4, 2012

State of Florida – Department of Children and Families Deloitte’s Response to ITN# 03F12GC1 – Interim Revised Response #2

IRR Response #2 Page 2

Identification of Enclosed Documents

Interim Revised Response

Title Page

Identification of Enclose Documents

Transmittal Letter

Interim Revised Response Section 2.1







Appendix A – Representative Resumes

2.1_LEGACY OPERATIONS AND MAINTENANCE - ADDITIONAL INFORMATION_Deloitte

Legacy O&M

20121127-DCF14-APPENDIX XI-IRR2-Cost Reply Forms-v0.02_Original

PART 1 – COST REPLY - Part 1 - Phase 3 Proposed Costs

PART 2 – COST REPLY - Part 2 - Phase 4A (or alternative second implementation phase) Proposed Costs

PART 3 – COST REPLY - Part 3 - Phase 4B (or alternative third implementation phase) Proposed Costs

20121127-DCF14-APPENDIX XI-IRR2-Cost Reply Forms-v0.02_Standalone

PART 1 – COST REPLY - Part 1 - Phase 3 Proposed Costs

PART 2 – COST REPLY - Part 2 - Phase 4A (or alternative second implementation phase) Proposed Costs

PART 3 – COST REPLY - Part 3 - Phase 4B (or alternative third implementation phase) Proposed Costs

20121127-DCF14-ACCESSFL-HoursBreakdownForm-v0.2

Phase Hours



121127 - ACCESSFloridaITN - BOM v1.0_Original

Hardware

Software

LOV

VBLOCK Part Numbers

Captiva Part Numbers

Documentum Part Numbers

F5 Part Numbers

121127 - ACCESSFloridaITN - BOM v1.0_Standalone

Hardware

Software

LOV

Captiva Part Numbers

Documentum Part Numbers

F5 Part Numbers

VBLOCK Part Numbers



Peggy Claborn Procurement Manager Florida Department of Children and Families 1317 Winewood Boulevard, Building 1, Room 306 Tallahassee, Florida 32399-0700 US Dear Ms. Claborn: Deloitte Consulting LLP (Deloitte) is pleased to provide our response to the Interim Revised Response (IRR) #2 for ITN 03F12GC1, as requested by the Department of Children and Families (Department) on November 27, 2012. We understand the Department’s goal of gathering and evaluating additional information on the scope, effort, approach, duration, and cost of the ACCESS Florida System Replacement project, as originally proposed in our response to the ITN, as well as independent, standalone projects, as detailed in our response to IRR #1.

We value the relationship that we have developed with the Department. Over the last seven years together, the Department and Deloitte have accomplished significant operational efficiencies and delivered exceptional customer service outcomes for the citizens of Florida. The approach we propose, whether for standalone projects or as a package, leverages the significant investments made to date in achieving these efficiencies and outcomes. The approach minimizes the change your workforce will encounter following go-live, minimizing business risk after implementation.

We appreciate the opportunity to continue working with you on this important initiative and look forward to meeting with you again on Friday, December 7, 2012, to discuss this information in more detail and answer questions that you and the negotiation team may have.

Should you and the team need additional information in the interim, please feel free to contact me at 412-402-5170 or [email protected].

Sincerely, Rick Dorman Principal, Deloitte Consulting, LLP

Deloitte Consulting LLP 1203 Governors Square Blvd Tallahassee, FL 32301 USA

Tel: +1 850 521 4800 www.deloitte.com

mailto:[email protected].

www.deloitte.com



Interim Revised Response IRR Section 2.1 Legacy Operations and Maintenance – Additional Information Vendor Instructions

Please submit detailed Legacy O&M proposed hours and resources based on your proposed costs. Data must include role, rate and hours on monthly basis for the entire Legacy O&M period. All information should be based on the scenario of receiving only the contract for Legacy O&M (ITN - Attachment II).

Per the Department’s request, we have provided detailed Legacy O&M proposed hours and resources as per your instructions. The information provided is based upon a scenario where only the contract for Legacy O&M is awarded and is based upon providing O&M for the legacy systems defined within the Department’s ITN. Additionally, the identified Legacy O&M period that we have used to complete our workbook is based upon Deloitte’s proposed approach and schedule for the design, development, and implementation of Phase 3, Phase 4A, and Phase 4B. Should another vendor be awarded Phase 3, Phase 4A, and/or Phase 4B, the content provided may need to be adjusted based upon that vendor’s proposed approach.

Please refer to Excel workbook 2.1_LEGACY OPERATIONS AND MAINTENANCE - ADDITIONAL INFORMATION_Deloitte for the roles, rates, and hours on a monthly basis for the entire Legacy O&M period.

IRR Section 2.2 Updated Scope & Pricing Vendor Instructions

The requirements in Section 3 – Appendix A of this IRR have been removed from scope. Using the electronic “hours” and “costs” forms attached, please update your solution pricing and hours. Three forms have been provided: • One for updated pricing based on the vendor’s original proposed approach; • One for updated pricing based on the standalone approach; • One for updated hours based on the vendor’s original and standalone approach. Vendors are reminded that this may be the final opportunity for the vendor to submit pricing to the Department.

We evaluated the requirements in Section 3 – Appendix A of the IRR which were removed from scope and have updated our solution pricing and hours accordingly. Removing the identified requirements from project scope reduced the overall development and testing efforts of the project by 10,720 hours – a reduction of 4,960 hours in Phase 4A and a reduction of 5,760 hours in Phase 4B.

Furthermore, it should be noted that some of the removed requirements are part of the base HHS NextGen product. For example, the issuance of EBT cards is now out of scope, but this functionality is already included out of the box in HHS NextGen. In addition, a number of the removed requirements were met by configuration of the proposed HHS NextGen solution. As a



result, our analysis concluded that the reduction in hours (10,720) did not impact the overall timeline for the project.

We analyzed how this effort reduction would impact the proposed schedule for both the Phase 4A and Phase 4B projects. Given the limited nature of the reduction, we concluded that opportunities to subsequently reduce the schedule could not be realized.

Per the Department’s request, we have provided updated hours and costs as per your instructions. Please refer to Excel workbooks 20121127-DCF14-APPENDIX XI-IRR2-Cost Reply Forms-v0.02_Original for updated pricing based upon our original approach, 20121127-DCF14-APPENDIX XI-IRR2-Cost Reply Forms-v0.02_Standalone for updated pricing based upon the standalone approach, and 20121127-DCF14-ACCESSFL-HoursBreakdownForm-v0.2 for updated hours based upon both the original and standalone approaches.

IRR Section 2.3 Vendor Key Resources Vendor Instructions

Please provide the proposed project involvement for the following key personnel. Also please provide the project they are currently working on and the expected end date of the project. If a person is covering more than one role below, list their name in both places. • Phase Involvement – List the Project Phases for which each resource’s involvement is planned in (3, 4A, 4B). • Start – Provide Phase and sub phase. Sub phases include (Planning, Design, Development, Testing, Implementation, Operations) • Finish – Provide Phase and sub phase. Sub phases include (Planning, Design, Development, Testing, Implementation, Operations)

Per the Department’s request, we have provided the proposed project involvement for key personnel in Table 2.3-1 below. There are three individuals we proposed who are covering more than one role and, as per your instructions, they are listed in multiple places within the table. These individuals are as follows:

• Hari Kallumkal – Phase 3 Design Lead, Phase 3 Application Development Lead, and O&M Lead

• Christopher Bair – Phase 4 Design Lead and Phase 4 Application Development Lead

• Neel Chakraborti – Requirements Lead and Testing Lead

For the resources currently assigned to the ACCESS Florida project, they will transition to Legacy O&M, Phase 3, Phase 4A, and/or Phase 4B as per our project staffing plan. For the key resources transitioning from other project assignments, we have developed staff transition plans for each of them and upon contract award, we will begin to execute the transitions in conjunction with the agreed project plan/project schedule for the ACCESS Florida System Replacement project.

In addition, there are three roles identified within the table which were not originally identified as key roles in the ITN. These are Data Conversion Lead, Training Lead, and Lead DBA. While not originally identified as key roles, we did have these positions in our proposed staffing model, as these are positions that we deliver on all of our integrated eligibility modernization projects nationally. As such, we are providing the associated phase involvement, start date, and finish dates for these key roles in Table 2.3-1 below.



At this time, we are submitting sample resumes in Appendix A of this response that are representative of the knowledge, skills, and experience needed for these positions, as follows:

• Data Conversion Lead – Vishal Singh, Sreshta Wickramasinghe

• Training Lead – Elizabeth Bacon, Leonard Villagomez

• Lead DBA – Rajneesh Kwatra, Senthil Nathan

Table 2-3.1 below includes the project involvement for all key ITN personnel as requested in IRR #2.

Role Phase Involvement Start Finish Current Project

Project Manager – Rachel Frey

Phases 3, 4A, 4B Phase 3 – Planning Phase 4B – Implementation

None – between project assignments

Design Lead – Hari Kallumkal

Phase 3 Phase 3 – Planning Phase 4B – Operations

ACCESS Florida – December 2012

Design Lead – Christopher Bair

Phases 4A, 4B Phase 4A – Planning Phase 4B – Implementation


Requirements Lead – Neel Chakraborti

Phases 4A, 4B Phase 4A – Planning Phase 4B – Testing Pennsylvania iCIS – March 2013

Data Conversion Lead – Representative resumes provided

Phases 4A, 4B Phase 4A – Planning Phase 4B - Implementation

N/A

Interface Lead – Raj Sundar



OCM Lead – Melody Bagby


Illinois IES – October 2013

Training Lead – Representative resumes provided

Phases 3, 4A, 4B Phase 3 – Planning Phase 4B – Training N/A

Application Development Lead – Hari Kallumkal



Application Development Lead – Christopher Bair



Technical Lead – Mike Bourgeois


None – between project assignments

Lead Architect – Samar Bakane

Phases 4A, 4B Phase 4A – Design Phase 4B – Testing Connecticut HIX – August 2013

Lead DBA – Representative resumes provided

Phases 4A, 4B Phase 4A – Design Phase 4B – Testing N/A

Testing Lead – Neel Chakraborti

Phases 4A, 4B Phase 4A – Planning Phase 4B – Testing Pennsylvania iCIS – March 2013

Implementation Manager – Will Arnold


Louisiana CAFÉ – July 2013



Role Phase Involvement Start Finish Current Project

O&M Lead (New System) – Hari Kallumkal



Table 2.3-1. Vendor Key Resources.

IRR Section 2.4 Bill of Materials (BOM) Vendor Instructions

Using the electronic BOM templates provided please provide the appropriate information on the hardware and software components of your proposed solution. Two BOM’s should be submitted, one for the vendor’s original proposed approach and one for the standa lone phase approach.

Per the Department’s request, we have provided information on the hardware and software components of our proposed solution as per your instructions. Please refer to Excel workbook 121127 - ACCESSFloridaITN - BOM v1.0_Original for the Bill of Materials associated with our original proposed approach and Excel workbook 121127 - ACCESSFloridaITN - BOM v1.0_Standalone for the Bill of Materials associated with our proposed standalone approach.

Please note the following when reviewing the Bill of Materials:

• Commercial Product Part Numbers – The BOM identifies all part numbers for all commercial software and hardware required for our solution. In some instances, where a line item consists of multiple underlying part numbers, we have added additional tabs to the workbook in order to provide the Department with the detailed part numbers of the components within the product. We represented these products on the hardware and software BOM as a single line item based on the fact that one has to purchase all of the underlying components together for the identified quote to be applicable

• Open Source Licensed Free Software Part Numbers – Part Numbers are not available for free open source products

• Commercial Product GSA Pricing – Certain vendors do not hold GSA contracts and therefore do not offer GSA prices. Hence, we have not provided GSA pricing for their products

• Open Source Free Product’s List and GSA Pricing – Some of the items in our proposed hardware and software list are open source free edition products. Hence, they have no List or GSA pricing associated with them



IRR Section 2.5 Departmental Responsibilities Vendor Instructions

Outside of the responsibilities defined in the SOW (ITN - Attachment I), what responsibilities, if any, are you assuming DCF will own by Phase (3, 4A and 4B).

Given the identified scope and timeline for Phases 3, 4A, and 4B, and the negotiations discussions with the Department to date, there are no additional Departmental responsibilities beyond those defined in our original cost reply received by the Department in response to your ITN and the answers to questions provided as a part of the orals presentation.

IRR Section 2.6 Deadlines for Starting Phases Vendor Instructions

Please provide the “drop-dead” start date in order for Phase 3 to meet the October 2013 and January 2014 ACA deadlines. Also please provide the “drop dead” start date in order for Phase 4A to be completed in time for the December 2015 enhanced funding deadline.

Per the Department’s request, we further evaluated our proposed schedules for both Phase 3 and Phase 4A in order to identify “drop dead” start dates to meet the October 2013 and January 2014 ACA deadlines and the December 2015 enhanced funding deadline.

For Phase 3, the identified start date in our original proposed approach is January 17, 2013, which allows for both the October 2013 and January 2014 ACA deadlines to be met. While this start date is already aggressive, we believe that additional economies could be gained by starting the Fit/Gap phase slightly earlier in the project – shortly after the Plan phase commences, further overlapping the Fit/Gap and Development phases, and shortening the UAT phase (which may require additional headcount from the Department to accommodate). Adjusting the project delivery in this manner would gain two weeks of time in the schedule and would place the “drop-dead” date for the start of Phase 3 at January 28, 2013. This start date assumes that all other scope, schedule, resource, and approach aspects of the project remain as currently defined.

As described in the written responses to the questions posed in our orals presentation, there are several policy and procedural activities that could be performed by the Department that may assist in gaining additional time associated with the delivery of Phase 3. These include:

• Reducing the number of deliverables to be created

• Reducing the time required for deliverable reviews

• Allowing the Federally Facilitated Exchange (FFE) to collect required data and determine eligibility

• Manually collecting paper applications for MAGI from October 1, 2013, through mid-December 2013



• Identifying program codes and existing Medicaid categories that can be reused within the system

These opportunities are different than what the Department originally requested as the scope and approach for Phase 3, and as such, they have not been factored into the identified January 28, 2013 “drop-dead” start date we are providing. However, should the Department be open to considering any of these opportunities, we stand ready to discuss how such modifications may provide additional time for the start date of the Phase 3 project.

For Phase 4A, the identified start date in our original proposed approach is March 1, 2013, and the identified start date in our standalone approach is October 1, 2013. Both of these start dates already allow for the December 2015 enhanced funding deadline to be met. We believe that further condensing and overlapping the phases would add risk and could compromise the Department’s ability to meet the enhanced funding deadline. It is for these reasons that the “drop-dead” date for the start of Phase 4A is October 1, 2013. This start date assumes that all other scope, schedule, resource, and approach aspects of the project remain as currently defined.

Similar to Phase 3, there are several policy and procedural activities that could be performed by the Department that may assist in gaining additional time associated with the delivery of Phase 4A. These include the number of deliverables and time for deliverable review as well as the approach and duration of the pilot and deployment phases. These opportunities are different than what the Department originally requested as the scope and approach for Phase 4A and as such, they have not been factored into the identified October 1, 2013 “drop-dead” start date we are providing. However, should the Department be open to considering any of these opportunities, we stand ready to discuss how such modifications may provide additional time for the start date of the Phase 4A project.

IRR Section 2.7 Information on Current and Planned Eligibility Projects Vendor Instructions

Please provide an update for all current and planned eligibility projects the vendor is currently involved in. Current Phase - Proposing, Proposal Submitted, In Contracting, Awarded, Planning, Design, Development, Testing, Implementation, Operations

Per the Department’s request, we have provided updated information on all current and planned eligibility projects (e.g., self-service, application enhancements, ACA compliance, eligibility system modernization) that Deloitte is currently involved in, as per your instructions. To provide further clarity, we are providing both planned go live dates and planned project end dates for the identified projects where applicable.



Table 2.7-1 lists the current eligibility projects that Deloitte is currently involved in.

Project Name

Type (O&M, Enhancement or Implementation)

Related to ACA (Yes/No) Current Phase

Planned Go Live Date

Planned Project End Date

Colorado CBMS Enhancement Yes Implementation Incremental over the next 12 months

June 2017

Colorado CBMS O&M Yes Operations N/A June 2017

Colorado PEAK Enhancement Yes Implementation Incremental over the next 12 months

June 2017

Colorado PEAK O&M Yes Operations N/A June 2017

Connecticut ConneCT Implementation No Testing December 2012 May 2013

Connecticut HIX Implementation Yes Design June 2013, October 2013

October 2013

Delaware ASSIST/Modernization

Enhancement Yes

Design September 2013 December 2015

Florida ACCESS O&M No Operations N/A December 2012

Illinois IE Implementation Yes Design October 2013 October 2017

Indiana ICES O&M Yes Operations N/A May 2015

Kentucky HIX/IE Implementation Yes Design August 2013, October 2013, December 2013

December 2014

Louisiana CAFÉ O&M No Operations N/A May 2014

Louisiana CAFÉ Implementation No Implementation December 2012, July 2013, January 2014

May 2014

Massachusetts HIX/IE Implementation Yes Design October 2013 October 2014

Massachusetts Virtual Gateway

O&M No Operations N/A July 2013

Michigan BRIDGES O&M No Operations N/A February 2015

Montana CHIMES Medicaid/Healthy Montana Kids

O&M and Enhancement

Yes Operations N/A June 2015

Montana CHIMES SNAP/TANF/Shared Fiscal Services Layer/Enterprise Architecture

O&M and Enhancement

No Operations N/A November 2015



Project Name





Nevada EE Implementation Yes Design October 2013 September 2016

New Hampshire NewHEIGHTS

Implementation Yes Implementation Incremental through September 2016

June 2018

New Hampshire NewHEIGHTS

O&M No Operations N/A June 2018

New Mexico ASPEN Implementation Yes Testing July 2013 June 2014

New Mexico YESNM Implementation Yes Testing July 2013 June 2014

New York myWorkspace O&M No Operations N/A October 2013

Pennsylvania CAPS

Enhancement

Yes

Implementation

Incremental through June 2013

June 2013

Pennsylvania CAPS O&M No Operations N/A June 2014

Pennsylvania iCIS Enhancement Yes Planning September 2013 March 2017

Pennsylvania iCIS O&M No Operations N/A March 2017

South Dakota DSS Implementation No Testing January 2013 June 2013

Texas TIERS Enhancement Yes Design Incremental through December 2013

June 2014

Texas TIERS O&M No Operations N/A June 2014

Virginia CMS O&M No Operations N/A December 2017

West Virginia InROADS O&M No Operations N/A December 2014

West Virginia RAPIDS O&M No Operations N/A December 2014

West Virginia REX RAPIDS Enhancements

Enhancement Yes Design March 2013, May 2013, July 2013, September 2013

November 2014

Wisconsin ACCESS O&M Yes Operations N/A December 2015

Wisconsin CARES O&M Yes Operations N/A December 2015

Table 2.7-1. Current Eligibility Projects.



Table 2.7-2 lists the planned eligibility projects that Deloitte is currently involved in.

Project Name





Alaska EIS-R Implementation Yes Proposal Submitted

October 2013, April 2015

May 2019

Florida ACCESS System Replacement

Implementation Yes Proposal Submitted

October 2013, July 2015

May 2017

Georgia IE Implementation Yes In Contracting October 2013 June 2020

Indiana IEDSS Implementation Yes In Contracting October 2013, July 2014

May 2019

Louisiana MEDS Implementation Yes In Contracting October 2013, July 2014

March 2015

New Hampshire MAGI Implementation Yes In Contracting Incremental staging MAGI, Medicaid/shared and other programs

September 2016

Ohio IE Implementation Yes Proposal Submitted

December 2015 December 2019

Rhode Island IE/HIX Implementation Yes In Contracting October 2013, April 2015

October 2020

Virginia IE Implementation Yes In Contracting September 2013 November 2016

Table 2.7-2. Planned Eligibility Projects.



Appendix A – Representative Resumes

Vishal Singh Representative Resume – Data Conversion Lead Organization: Deloitte

Work Experience

Vishal has more than 20 years of experience in delivering large-scale IT related projects in the public sector, transportation, and public health industries. His experience includes leading the requirements, design, development, user testing, business process transition, implementation, and maintenance of integrated eligibility, child welfare, child care, and healthcare projects for seven states, several counties and local government agencies. Vishal's subject matter expertise includes data conversion, state and federal interfaces, and integrated eligibility. Vishal brings industry leading thought points, having published a research paper sponsored by the Central Scientific Instruments Organization that was awarded the silver medal at the IEEE presentation.

Education Training

• Bachelor of Engineering degree in Computer Science and Engineering, Punjab Engineering College, Chandigarh, India

• Harvard Leadership Essentials • Harvard Management Essentials • PMP 4th Edition Prep Courses

Work Experience Program/Project: Human Services Department

Role: Conversion Manager Duration: August 2011 – Present

New Mexico's Human Services Department (HSD) has contracted Deloitte to design, develop and implement a state-of-the-art Integrated Eligibility system to replace its existing outdated legacy systems. The new system named as ASPEN, will include eligibility determination and case management functions for TANF, SNAP, Medicaid, LIHEAP and other state funded programs, as well as meet the HSD’s goals of streamlining service delivery, improving program outcomes and to be well positioned to address the demands posed by the Healthcare reform. Upon its implementation, the system would be the latest and most comprehensive eligibility system in the nation supporting all eligibility and case management functions, Electronic Document Management, and public facing channels including an IVR and a self-service web-portal. Description of Role and Project • Responsible for overall planning the conversion activities, working with the subject matter experts and stakeholders

from the State, interface agencies and vendor teams, managing the conversion team members, and coordinating cross track activities with other project teams. Successfully completed the Planning phase that involved conducting several kick-off and planning meetings with the project sponsor, executives, IT and business owners to lay out the overall plan and roadmap for Conversion and to discuss the major challenges

• Successfully completed the requirements JADs for eight legacy systems and submitted the Conversion Plan deliverable to document the approach and the detailed planning for the data conversion process, legacy systems changes and addressing the transition challenges

Program/Project: Child Care Management System (VACMS) Project

Role: Conversion Manager, Interfaces Managers, Security and Admin Manager, Customer Portal Manager

Duration: July 2010 – January 2011



The Virginia Department of Social Services (VDSS) provides assistance to citizens of Virginia. VDSS programs and services help citizens overcome poverty, abuse and neglect, achieve self-sufficiency and shape strong futures for themselves, their families and their communities. A major component of the CCA is the implementation of the Virginia Case Management System (VA CMS). VA CMS is a Web-enabled, next-generation system that provides a full range of services including case management, eligibility determination, waiting list management, and financial management. It standardizes and streamlines child care service delivery processes, helps fraud reduction initiatives and lays a foundation for integrating other programs. VA CMS is being designed to support a commonwealth supervised, locally administered child care organization. Description of Role and Project • As the Conversion Manager, Vishal was responsible for requirements and design changes, development, UAT and

implementation for data conversion of two legacy systems for 134 counties and regions of Commonwealth of Virginia as well as business process transitions to the new system

• Primary responsibilities were to manage the design, development and testing of software to automate the conversion of data from multiple source systems running on a variety of hardware and software platforms to the new system

• As the Interfaces Manager, Vishal was responsible for requirements and design changes, development, UAT and implementation of eight interfaces

• As the Security and Administration Manager, Vishal was responsible for requirements and design changes, development and testing of application screens, functionality and business processes training

Program/Project: California Department of Public Health (CDPH)

Role: Conversion Manager Duration: July 2010 – December 2010

This custom application development project involved a set of enhancements to the Web-based Screening Information System (SIS) utilized by the Genetic Disease Screening Program in the State of California. The enhancements are designed to track the location of newborn and prenatal specimens from the point of testing in Newborn and Prenatal Screening (NAPS) Laboratories across the State through to cold storage in banking facilities and retrieval if required for research purposes. The project involved data conversion from multiple legacy systems to a single biospecimen repository. Information for tracking over 15 million newborn specimens and over 2 million prenatal specimens was included in the initial implementation. Description of Role and Project Served as Data Conversion Lead for a custom developed Biospecimen Banking system. Responsible for converting over 17 million Biospecimen records from three legacy systems into a single repository. Led a team of three resources for developing a strategy to convert specimens from three different systems into a common target database. Designed and documented Conversion strategy to extract data from all systems, consolidate the data as per business rules, convert the data to a common format and finally load the data into target tables. Collaborated with Test and Application leads to complete QAT and UAT testing. Presented progress reports and risk logs to the project leadership.

Program/Project: Colorado Department of Human Services - Division of Child Care

Role: Conversion, Interfaces and Production Support Manager Duration: May 2009 – July 2010

Child Care Automated Tracking System (CHATS) is a project sponsored by the Colorado Department of Human Services to design, develop, and implement a fully-integrated Web-based system that automates the core business functions that support State and County child care business processes in the State of Colorado. Core functions include real-time attendance tracking using POS terminals, case management, eligibility determination, and financial management. The new CHATS system is a transfer of the Pennsylvania's PELICAN application customized to meet CDHS’ requirements. Description of Role and Project • As the Conversion Manager, Vishal was responsible for requirements, design, development, UAT and implementation

for data conversion for the 64 counties of Colorado as well as business process transitions to the new system • As the Interfaces Manager, Vishal was responsible for requirements, design, development, UAT and implementation

for seven State agency and one federal agency interface • As the Production Support Manager, Vishal is responsible for formulating the processes for monitoring, escalation and

resolution of production issues with the application team, the State, technology vendor and 9 interface agencies



Sreshta Wickramasinghe Representative Resume – Data Conversion Lead Organization: Deloitte

Work Experience

Sreshta is a Manager with over 11 years of System Integration experience and over 8 years of Health and Human Services experience. Sreshta continues to manage large-scale custom application development and deployment efforts in Health and Human Services space specifically focusing on Integrated Eligibility and its components. Additionally, Sreshta also has experience in Web-based application development and implementation, data conversion, CRM across Public Sector, Manufacturing and Healthcare industries.

Education Training

• BS in Computer Science, University of Arizona, Tucson, AZ, Year 2000

• Web Development Academy, September 2000

Work Experience Program/Project: MI BRIDGES

Role: Project Manager, Application Manager Duration: November 2009 – Present

Description of Role and Project MiBridges is a Web-based application which allows citizens to apply for Food Assistance and LIHEAP State Emergency Relief at DHS. The expansion provides citizens with the capability to also apply for Medical Assistance, Cash Assistance, Child Development and Care, and Non-Energy State Emergency Relief. Additionally, the existing scope of MiBridges will be expanded to allow clients to Renew Benefits (online redeterminations), View Client Correspondence online, Check Benefits using a mobile phone (MiBridges Mobile), and Upload Documents/Verifications for worker review. Responsibilities include, providing leadership and advisory services for the MiBridges project, overseeing all aspects of the SDLC including project planning, requirements analysis, systems design, implementation, integration and testing, quality assurance, deployment, and maintenance. Led the implementation of an automated 2-way interface between Michigan’s Title IV-D (Child Support Enforcement) Agency and Title IV-A (Eligibility) Agency, as required by Federal Law. Responsibilities involved overseeing all aspects of the SDLC including project planning, requirements analysis, systems design, implementation, integration and testing, quality assurance, deployment, and maintenance. Facilitating and leading Requirements and Design sessions with DHS, DTMB and Office of Child Support (OCS) Managing development team of approx. 12 resources through SDLC Providing Reporting advisory services to DHS/DTMB/OCS Oversee cutover planning and go-live activities.

Program/Project: MI BRIDGES - Reports

Role: Application Manager Duration: January 2009 – December 2010

Description of Role and Project Provide leadership and advisory services to Bridges Reporting team. Worked with DHS and DTMB to successfully redesign critical reports used by field users to manage their day to day job duties. Tasks/Phases performed included: Facilitating and leading Requirements and Design sessions with DHS and DTMB Managing development team of approx. 6 resources through SDLC



Providing Reporting advisory services to DHS/DTMB Implement performance and usability improvements Technical Environment: Java, Crystal Reports, Oracle 10g, Informatica 8.1.1

Program/Project: MI BRIDGES

Role: Conversion Manager Duration: January 2007 – September 2009

Description of Role and Project Successfully led one of the largest Integrated Eligibility conversions that Deloitte has executed to date. The Bridges conversion attained the highest benefit match rate of 82% that Deloitte has achieved for an Integrated Eligibility conversion. Tasks/Phases performed included: Facilitating and leading Requirements and Design sessions with DHS and DTMB Facilitating and leading data mapping sessions with DHS and DTMB Managing development team of approx. 15 resources through SDLC Conversion dry run planning Providing conversion advisory services to DHS/DTMB Coordinating large-scale data cleanup efforts – both automated and manual Go-live/cutover planning Overseeing go-live and conversion activities Managed production support efforts for conversion

Program/Project: Health Care and Life Sciences

Role: Regional Testing Manager Duration: September 2006 – December 2006

Description of Role and Project The Kaiser Permanente Health Connect program is a strategic initiative focused on the national deployment of a highly sophisticated and integrated information management and delivery system. The goal of the KP Health Connect Program is to implement a system that will help the Kaiser Permanente organization deliver quality, caring, convenient and affordable care for our 8.4 million members. Role: Responsible for leading the entire testing effort for the KPHC Scheduling project which involved testing of the EPIC Cadence deployment in the Mid-Atlantic Region. Sreshta managed a team of 15+ resources in this effort. Tasks/phases performed include: Tracking all testing activities for the KPHC Scheduling project (System Test, Workflow Integration Testing, Reports Testing, Procedure Mapping and Validation, Security Testing, User Acceptance Testing) Resource planning and tracking for the engagement Phase and Project estimation planning Aiding with PMO activities on-site (SOW creation, resource allocation planning, interviewing new contractors) Cross team coordination (business, development, benefit configuration, deployment and testing) Leading the development of test strategies and methodologies Leading testing requirements gathering and scoping sessions Developing transition plans and tasks for Deloitte and KP FTEs on testing team Coordinating and assisting in the development of the Production Support framework for the region Deployment and Cutover planning



Elizabeth Bacon Representative Resume – Training Lead Organization: Deloitte

Work Experience

Elizabeth has a decade of experience leading human capital activities for public sector transformations, including training, communications, change management, organizational design, and workforce analysis. She brings a strong understanding of e-learning and instructor led training, with a specific focus on enterprise implementations. Elizabeth has proven success leading Deloitte, client, and subcontractor teams.

Education Training

• Bachelors in Psychology, Brown University

• American Society for Training Development

Work Experience Program/Project: Pennsylvania Department of Public Welfare

Role: Knowledge Transfer and Implementation Manager Duration: August 2007 – Present

Support a suite of applications (iCIS) that support the delivery of health and human services. The system is used across 97 County Assistance Offices in 67 Counties, with a user base of over 5,000 staff. The benefit programs include TANF, GA, Medical Assistance, Food Stamps, Long-Term Care, and LIHEAP. Description of Role and Project Responsible for managing the application support team for the iCIS project. The team’s responsibilities include providing operations support, to include strategic visioning, business process reengineering, operational readiness, and communications and training. The team is also responsible for identifying and measuring business outcomes for new initiatives, and serving as advisors to the Department’s Operations and Training staff. Most recently, the team led the implementation of an award winning technology solution called Workload Dashboard. The tool consolidates worker activities to a single dashboard and increases operational efficiencies in the 67 counties and 5,500 workers across the State. The team also led an initiative to revamp the office business processes to improve efficiency in operations. The team’s work includes configuration, communication and training support. The team is also responsible for an ongoing business process reengineering project that includes conducting and implementing To-Be process sessions to help the Department establish their vision of the Modern Office for integrated eligibility services.

Program/Project: Pennsylvania’s Enterprise to Link Information for Children Across Networks (PELICAN)

Role: Knowledge Transfer and Implementation Manager Duration: September 2005 – Present



Implement a comprehensive Child Care Management Information System. The project evolved to be Pennsylvania’s Enterprise to Link Information for Children Across Networks (PELICAN). Through this system, Commonwealth staff and business partners manage all aspects of subsidized child care, from Resource & Referral to Subsidy payments to providers, as well as a Certification (Licensing) system, a Quality Rating program, a Pre-K program, and an Early Learning Network. The Child Care Works systems were implemented in four major releases. The first release (Release 1), implemented from July 2002 through October 2002, focused on the Resource and Referral (R&R) and provider management components of the system. CCMIS Release 2 was split into two sub-releases: Release 2.0 and Release 2.1. Release 2.0 focused on the core non-eligibility, subsidy, case, and fiscal management components for CCISs. Release 2.1 primarily included additional reporting capabilities for CCISs. Release 3.0 included the eligibility determination component of CCMIS for CCISs. Most recently, Release 4.0 unified subsidized child care services with child care services provided by welfare offices. Description of Role and Project Responsible for managing the communications, change management and training for the implementation of PELICAN to 59 Child Care Service Agencies across the Commonwealth of Pennsylvania. Training responsibilities include managing the training team in the design, development, and delivery of instructor-led training. Training materials include both web and paper based design and training delivery based on a Train-the-Trainer approach. Communication and change management responsibilities include ongoing communications to the field, business process sessions to identify business process impacts and additional sponsorship activities. Post implementation of Release 4.0, the team has also supported the implementation of a Certification/Licensing system to a new user group and continues to support communications and training for 1,200 CCIS users. The team’s responsibilities also include providing application support services for additional initiatives that support early learning, to include PA Pre-K Counts and Keys to Quality.

Program/Project: Commonwealth of Virginia

Role: Knowledge Transfer and Implementation Manager Duration: March 2010 – December 2011

Implement an enterprise child care system for the Virginia Department of Social Services Description of Role and Project Responsible for managing the training and implementation team for the implementation to 1,000 end users across more than 120 localities and offices. Libby led the communication, implementation and training activities in partnership with the Commonwealth. Libby also coordinated the training and communication activities required by the swipe card vendor to effectively implement Point of Service technology to support attendance tracking.

Program/Project: State of Connecticut

Role: Training Lead Duration: June 2001 – October 2004

Human Resources and Financials ERP Implementation Description of Role and Project Responsible for the design, development and delivery of PeopleSoft Human Resources Management System (HRMS) training to 1,500 end users. Managed the training analysis, design and development of eighteen training courses and the accompanying online help in addition to the training delivery that required a twenty-four person training team of Accenture personnel, contractors, and State trainers. Conducted an organizational impact analysis to identify performance gaps and business process reengineering opportunities. Developed a thorough understanding of PeopleSoft Human Resources Management System (HRMS) and Enterprise Performance Management (EPM). Owned the development of the change management, communications and training approach documents, including the training database approach.



Leonard Villagomez Representative Resume – Training Lead Organization: Deloitte

Work Experience

Leonard is a human capital professional over 13 years of organizational change management experience including training, communications, readiness and implementation. Leonard spent the last eight years in the public sector where he served several state governments including Texas, Louisiana, Illinois and California. Leonard recently served as the manager and project manager for a training, change leadership and communications team of 12 professionals engaged to support a large statewide technology implementation project. He also performed leading roles in various business functions including accounting, budget, position control, human resources, purchasing and payroll.

Education Training

• Bachelor of Business Administration in Accounting – University of Guam, 1996

• Microsoft Access Queries, Reports, and Forms, 2007

• Microsoft Project – Creating and Defining Projects, 2007

Work Experience Program/Project: State Government – New Mexico

Role: Project Manager – Implementation and Training Duration: February 2011 – Present

Implementation activities including Organizational Change Management, Communications, Training, Office Readiness, and On-Site Support for a large technology adoption project related to a Human Services integrated benefit application, eligibility determination and disposition system. Description of Role and Project • Onsite manager for the Implementation and Training team of nine, provide leadership, guidance, and feedback for all

team members • Enforce project management methodologies as appropriate; guide team members to produce relevant, high-quality

and timely deliverables; model professionalism and encourage staff learning and development • Communicate project status and activities to leadership in a timely and consistent manner • Manage client relationships and other project stakeholders on a daily basis • Manage project team expenditures and burn rate; enforce compliance with policies and project budget class room

Program/Project: State of Illinois – Department of Human Services

Role: Training Manager Duration: October 2010 – February 2011

The TANF Work Verification System (WVS) allows Illinois to be compliant with the Deficit Reduction Act (DRA) of 2005 by serving as the new, primary repository for tracking participation and activity completion within its TANF population. The system contains case management functionality, as well as a reporting function that will allow DHS to meet both federally mandated and internal state and front-line worker reporting needs. Description of Role and Project



• Training development and Train-the-trainer delivery for a Web-based system designed to enhance caseworkers and providers ability to track and monitor participation requirements for their TANF customers.

• Developed training approach and timeline – reported weekly and monthly progress to project management • Established and conducted weekly touch point calls with state training staff responsible for pilot and statewide delivery • Developed training materials including end user tutorials, instructor guides, and Captivate recordings of most common

transactions • Prepared for a four-day Train-the-Trainer session for state training staff to be delivered in early March 2011 • Coordinated and managed the deployment of a training environment to provide hands-on exercises for trainees in the

classroom • Coordinated and managed the establishment of a baseline training database with case data to be used as classroom

exercises, including establishing user ids and passwords

Program/Project: California Department of Public Health (CDPH)

Role: Implementation and Communications Lead Duration: September 2010 – October 2010

This custom application development project involved a set of enhancements to the Web-based Screening Information System (SIS) utilized by the Genetic Disease Screening Program in the State of California. The enhancements are designed to track the location of newborn and prenatal specimens from the point of testing in Newborn and Prenatal Screening (NAPS) Laboratories across the State through to cold storage in banking facilities and retrieval if required for research purposes. The project involved data conversion from multiple legacy systems to a single biospecimen repository. Information for tracking over 15 million newborn specimens and over 2 million prenatal specimens was included in the initial implementation. Description of Role and Project • Managed communications and implementation activities for a new national operating model for the consulting

business. • Coordinated project and communications activities across service areas, promoting consistency throughout regions

across the U.S. • Facilitated transition activities – confirming that they happened across service areas for both outgoing and incoming

leaders • Facilitated communications – confirming that support roles were aware and understood the changes • Created communications for senior executive leaders and worked with chiefs of staff to get them reviewed, approved

and delivered to staff across the country • Created personal notes and awards for outgoing leaders, sought budget approval, and worked with chiefs of staff to

get them reviewed, approved and delivered to leaders across the country

Program/Project: State of Texas- Texas Integrated Eligibility Redesign System (TIERS)

Role: Project Manager/Manager: Training, Change Leadership and Communications Duration: September 2009 – August 2010

TIERS is Texas’ Statewide eligibility system and is used by over 9,000 users to serve 4 million clients. The system automates eligibility determination and benefit issuance for several public assistance programs including Cash Assistance, SNAP, Medicaid, and Long Term Care. Change Leadership & Communications, Curriculum Development & Train-the-trainer, and Solution Design & Co-Project Management for a large technology adoption project related to a Health and Human Services integrated benefit application, eligibility determination and disposition system. Description of Role and Project • Onsite manager for the Change and Training team of eight, provide leadership, guidance, and feedback for all team

members • Enforced project management methodologies as appropriate; guided team members to produce relevant, high-quality

and timely deliverables; modeled professionalism and encouraged staff learning and development • Communicated project status and activities to leadership in a timely and consistent manner • Managed client relationships and other project stakeholders on a daily basis • Managed project team expenditures and burn rate; enforced compliance with policies and project budget



Rajneesh Kwatra Representative Resume – Lead DBA Organization: Deloitte

Work Experience

Rajneesh brings over 15 years of experience in the installation and administration of Oracle Database products, database modeling, creation, management, administration, and tuning of Oracle databases. Has over 5 years of experience as lead DBA at the Michigan Bridges Integrated Eligibility systems project. Brings in depth 10 years of understanding and hands on experience of eligibility and case management systems

Education Training

• Bachelor of Commerce, Ravi Shankar University, Raipur (M.P.), India, 1984

• Post Graduate Diploma in “Computer Software and Applications”.

• National Institute of Information Technology, India, 1998.

• Course in “Introduction to Oracle Forms, Reports and CASE Tools”- TGK (India) Ltd. (ORACLE Education), 1995.

• National Institute of Information Technology, New Delhi, India, 1986.

Professional Certifications

• Oracle Certified Professional (DBA), Oracle Corporation, 1999.

• Microsoft Certified Systems Engineer, Microsoft Corporation, 1998.

• Certificate course in “Solaris System Administration - GE IT Distribution Group, 1999.

• Certificate course in “Fast Track to MCSE” –

• Certificate course in “Administer the Oracle Database I”- TGK (India) Ltd. (ORACLE Education), 1995.

Work Experience Program/Project: Michigan Bridges

Role: Oracle Database Analyst Duration: July 2007 – Present

Description of Role and Project Designed and developed various core architectural components relating to the logical and physical design of the databases. Responsible for performance enhancement of the database as a whole, and streams of batch applications running against the database as well as online applications such as Eligibility Determination and Benefit Calculation and Client Correspondence generation to determine that the database and application performance meets the performance and functional requirements. Developed test plans and procedures for the performance of the application against the database and for evaluating database concurrency as well as referential, temporal and data integrity of the database. Responsible for evaluation, design and testing of backup and recovery plans and procedures. Lead for design, testing and performance optimization and evaluation of conversion of data into the Bridges database from legacy systems. Responsible for Risk Identification, mitigation and contingency planning for Logical database Design, Physical database design, availability of testing environments and implementation activities such as release planning and defect resolution. Conducted Logical and Physical Data Model review sessions, database section of the project software engineering



standards as pertaining to the database related standards such as SQL, Data Dictionary, Data Modeling etc. Coordinated with users, development and functional team leads for performance, application enhancement and related issues. Designed and Developed Data Integration and ETL (Extract, Transform and Load) solution for a Self Service application, and a “Simulation” solution used by the Bridges application users and help desk personnel to perform what-if analysis without modifying the underlying application data.

Program/Project: Cal WIN

Role: Oracle Database Analyst Duration: November 1999 – July 2007

Description of Role and Project Maintained Oracle databases, including designing/maintaining logical and physical database layout, optimization and tuning. Designed and Developed various core architectural components relating to the Logical and Physical Design of the Databases. Interacted with users, development and functional team leads for performance, application enhancement and related issues. Responsible for performance enhancement of the database as a whole and streams of batch applications running against the database as well as online applications such as Eligibility Determination and Benefit Calculation and Client Correspondence generation. Participated in and facilitated the Joint Requirements Planning (JRP) and Joint Application Development (JAD) sessions with end users for the validation of Requirements and Design of Application functionality. Designed and developed core Reference Tables architecture and the architecture for the Archival and Retrieval of Case Data. Developed and maintained the Logical and Physical Data model for the Enterprise and Local office servers. Designed, developed and implemented the Strategy for Referential and Temporal Data Integrity including design of a centralized repository (derived from the physical data model) to facilitate the use of code generators for the generation of Data Access components and Database Triggers for the journaling of changes to data. Designed and developed Database triggers for the journaling of changes to data and for the maintenance of Referential and Temporal Data Integrity of data. Designed and developed Database Component to support the Power Builder application framework on SQL Server and Oracle. Collected estimated application frequency which is a critical input to capacity planning of core components such as database sizing, network planning, disk sizing and server capacity planning.



Senthil Nathan Representative Resume – Lead DBA Organization: Deloitte

Work Experience

Senthil Nathan is a currently the Senior DBA Manager at the TX TIERS project. He has over a decade of experience with Public Sector projects and working with public sector data models. His knowledge covers the breadth and width of Health and Human Services type application both in terms of functional and technical knowledge. He has also actively managed other technology areas such as Build & Deployment, Network and Server Administration. Has been key to developing standards and processes across many public sector projects for their technology areas, and the core processes developed have been in use for decades without change. Mr. Nathan is a certified Project Management Professional (PMP). He also holds a degree in Engineering and Management. • Multifaceted, Resourceful, Technically and Managerially skilled professional, who has implemented

processes and tools that improve the productivity of operations and lower technology and operational costs.

• Over a decade of public sector experience with emphasis on Human Services • Over a decade of experience in Data Architecture (Design) and Database Administration of very large

size databases (Over 600 entities and 10’s of Terabytes of data) • Have been very successful in accelerating operational efficiency to extreme levels • Have used technology innovatively to reduce costs and improve stake holder satisfaction at the same

time • Kept all systems in ship-shape by planning for fault tolerance, capacity, maintaining high staff morale

by keeping their tasks challenging and provide learning experiences, and ongoing process improvements

Education Training

• Bachelor of Engineering in Electronics and Communication, May 1992

• Master’s in Business Administration, May 1994

• National Institute of Information Technology, India, 1998.

• Course in “Introduction to Oracle Forms, Reports and CASE Tools”- TGK (India) Ltd. (ORACLE Education), 1995.

• National Institute of Information Technology, New Delhi, India, 1986.

Work Experience Program/Project: TX HHSC – TIERS project

Role: Database Administration Lead Duration: September 2012 – Present

Description of Role and Project Database Management of the TX TIERS project – Manage the following activities related to database: • Data Architecture / Data Modeling • Support other teams for database such as Developers for SQL Tuning, Case Copy procedures/tools, Case Clone

procedures, Training Team support for rolling out new pre-data configured environments. • Creation of multiple database environments (with version management) for various teams of project releases • Database configuration • Performance tuning • Database capacity planning • Other activities such as upgrades, physical database tuning, conversion of legacy and other support systems, etc.



Program/Project: OAG TX Child Support Division – T2 Initiative

Role: Environment Build Out and Product Selection Duration: October 2009 – August 2012

Description of Role and Project The Texas Office of the Attorney General (OAG) is undergoing a complete restructure of their Information system from legacy to new custom build application utilizing the latest technologies and products. OAG is evaluating over 25 COTS applications (tools and engines) to be integrated into their new Java EE system. On an average each application has three or four product vendors competing for placement. My role is to work with the OAG architecture team, OAG business requirements team to • Identify COTS applications that will best suit the needs of new application • Prepare detailed requirements specification for the processes that will be performed by the underlying COTS

application • Identify & evaluate software vendors who offer products that match requirements • Invite shortlisted vendors to perform an onsite presentation and demo • Evaluate product capabilities against business requirements for best business fit • Understand product licensing and technical requirements and evaluate them against OAG infrastructure to determine

best technology fit • On procurement completion, work closely with the specific product vendor and product technical expert to install

configure and test product. Complete hand-off of the product to the development team • Manage ongoing updates to the product

Program/Project: TX HHSC – TIERS project

Role: Technical Management Lead include Database, Build & Deployment, Network and Server Management

Duration: March 2007 – October 2009

Description of Role and Project • Configuration Management & Build and Deployment Management • Project Infrastructure including Server and Network Administration • Data Architecture and Database Management • Database/Application performance management and capacity planning of Java EE applications running on Oracle

Program/Project: MI BRIDGES, Lansing, MI

Role: Database Administration Lead Duration: February 2006 – March 2007

Description of Role and Project Database Management of the MI BRIDGES project – Manage the following activities related to database: • Data Architecture / Data Modeling • Support other teams for database such as Developers for SQL Tuning, Case Copy procedures/tools, Case Clone

procedures, Training Team support for rolling out new pre-data configured environments. • Creation of multiple database environments (with version management) for various teams of project releases • Database configuration • Other activities such as upgrades, physical database tuning, conversion of legacy and other support systems, etc.