California Innovation – California Dreaming

1. California Innovation – California Dreaming ISM 2013

2. Agenda Overview of the Personal Duress Alarm System (PDAS) project Overview of the Case Management Information Payrolling System (CMIPS) II Project Questions and discussion

3. MEET THE PANEL

4. PDAS Project Dolly Matteucci Executive Director, Napa State Hospital California Department of State Hospitals Jamie Mangrum Deputy Director/Chief Information Officer California Department of State Hospitals CMIPS II Project Michael J. Sylvester II Assistant Director and Department Chief Information Officer Los Angeles County Department of Public Social Services John Logan Project Director, Case Management Information and Payrolling (CMIPS) II Project California Health and Human Services Agency – Office of Systems Integration Facilitator: Brian Russon, Microsoft

5. Personal Duress Alarm System (PDAS) Project Personal Duress Alarm System (PDAS) Project at Napa State Hospital

6. PDAS Project Overview • History & Background • What is the new PDAS? • How does the new PDAS work? • Conclusion

7. History • Napa State Hospital opened its doors on November 15, 1875 • 136 years old • Napa State Hospital is licensed for 1362 beds • 83% are in-house / forensic • 17% are civil • There are three Levels of Care (LOC) at Napa State Hospital • Skilled Nursing Facility (SNF) • Acute Psychiatric • Intermediate Care Facility • Napa State Hospital employs 2300 staff • Napa State Hospital sits on 420 developed acres

8. History

9. Background The objective of the project was to improve safety at NSH and all State Hospitals by implementing a Personal Duress Alarm System (PDAS). Key Benefits: • Areas within the STA are covered by the alarm system • Incident response times reduced • Immediate notification to responders • Accurate location of incidents anywhere on campus • All employees receive an alarm for signaling alerts

10. What is the new PDAS? • The solution is a Real Time Location System (RTLS). • This PDAS utilizes a Wi-Fi network integrated with the hospital’s existing data network. • Employees will use a Wi-Fi ID tag they can activate in a duress situation to trigger alerts.

13. What is the New PDAS? The new PDAS components are: • Wireless Access Points • Wireless LAN Controllers • Location Tracking Server • Radio-frequency identification (RFID) tags • Beacons

14. What is the new PDAS? • The hospital campus is divided into zones with zone names clearly marked throughout the campus. • All zones and tags appear on the system monitoring stations. • When an alert is triggered, the zone where the tag alarm was triggered will appear on tags located in that zone only.

17. What is the new PDAS? • The PDAS utilizes maps of the entire hospital campus that are viewed on a monitor screen. • The ID tags appear on the maps based on the tag wearer’s physical location.

18. Building # This screenshot shows a portion of a building map that would be viewed by PDAS administrators/dispatch staff. You can see the icons representing different types of staff. The remainder of the building has been erased on screenshots for security reasons.

19. This is a screenshot of a tag event that has been activated. Note the staff member’s image and last name, their location both visually on the map as well as text.

20. Zone nomenclature Map # LASTNAME Building # Zone nomenclature Map # LASTNAME Building # Zone nomenclature Map # LASTNAME Building # Zone nomenclature Map # LASTNAME Building # Zone nomenclature Map # LASTNAME Building # Building # Zone nomenclature Map # LASTNAME This is a screenshot within the system that shows critical information such as type of staff, location, and PDAS ID tag battery life.

21. How does the new PDAS work? • When a PDAS tag is pulled, an alert message is sent to the Location Tracking Server via the Wi-Fi network. • A text message alert and the location information are delivered to dispatch, security personnel, and other hospital staff. • The staff member receives an acknowledgement that their call for help has been received. • The location information that is sent to security personnel and staff corresponds to the mapped zone signs.

22. Conclusion • With the new PDAS, staff can trigger a duress alarm from anywhere on campus, and receive help quicker than ever before. • Responders are able to locate staff with increased accuracy. • Staff will receive text messages alerting them to nearby staff under duress so bring help. • PDAS facilitates enhanced response evaluation. • Ultimately, the PDAS has enhanced worker and patient safety.

23. CMIPS II Project Case Management Information and Payrolling System

24. CMIPS II Project Overview of the IHSS Program Background Overview of CMIPS II project

25. Overview of the IHSS Program The In-Home Supportive Services (IHSS) program provides personal care domestic services to aged, blind or disabled individuals in their own homes. The purpose of the program is to allow these individuals to live safely at home rather than in costly and less desirable out-of-home placement facilities. • 440,000 IHSS Service Recipients • 450,000 IHSS Service Providers • Approximately $4 billion payroll annually – the state acts as the payroll agent for recipients

26. Background California Office of Systems Integration (OSI) • Project Management agent on behalf of the CaliforniaDepartment of Social Services (CDSS) for some of California’s largest Human Services automation efforts CDSS is the project sponsor for theCMIPS II Project OSI, in partnership with CDSS and the 58 California counties has managed the project from inception to implementation

27. Background Complex Stakeholder Relationships • CDSS • 58 California Counties • State and Federal Control Agencies, State Legislature • The County Welfare Directors Association • Labor unions • Advocacy Groups • Insurance companies

28. CMIPS II Project Overview Replaces a 25 year old legacy system Incorporates New Features: • Standardization of evaluations • Security (roles, permissions) • Enhanced audit ability • Fraud detection and prevention • Case Worker notes • Case management driven by business rules • Centralized, automated timesheet data capture

29. CMIPS II Project Overview Unique Integration of Custom Off the Shelf products – Case Management and Payroll – first time tried CMIPS II System, $432 Million Budget, Incorporates: • System development and integration, • County implementation costs, • Data center costs, • State staffing, • Consultant contracts, • Oversight contracts

30. CMIPS II Project Overview Collaboration with Stakeholders • What Worked Well • Consensus build starting at team level, County Partners, Associations, Customers, Executive Stakeholders • What didn’t Work so Well • Unions, Advocate Groups, Health Benefit Managers lost focus between design and implementation

31. CMIPS II Project Overview Implementation Methods (both good and bad) • Pilots and Waves • Good - trial by fire, feedback loop for improvements, build momentum • Bad - extended schedule, increased risk of change during implementation • Overlap Approach • Crashed the schedule, starting off with no room for slip

32. CMIPS II Project Overview Training • Classroom • Train the trainer • Webinars Outreach • Diverse stakeholder groups • Challenges with timely and relevant communications • Challenges ensuring stakeholder buy-in during the life of the project

33. Questions?