Management Information System Business Plan

Document Sample
Management Information System Business Plan Powered By Docstoc
					MACA MIS Strategic Business Plan 2010.doc   Last printed 2/19/2010 10:17:00 AM
              Missouri Association for
                 Community Action


  Management Information System
         Business Plan




                             January 2010




MACA MIS Strategic Business Plan 2010.doc
Table of Contents

Background ................................................................... 1

Business Planning Methodology ............................................ 2

Approach ...................................................................... 2

Vision .......................................................................... 4

Key Issues ..................................................................... 4

Implementation .............................................................. 7

MIS Business Plan: Top Priorities .......................................... 8

MIS Business Plan ........................................................... 10

        Key Issue: Software Upgrade Management ...................... 10

        Key Issue: System Performance and Functionality ............. 12

        Key Issue: Change Control Process ................................ 15

        Key Issue: Outcomes Reporting.................................... 16

        Key Issue: Training and Technical Assistance ................... 18

        Key Issue: Leadership/Ownership ................................. 21

        Key Issue: Project Oversight and Management ................. 23

        Key Issue: Communication ......................................... 28

Appendix A: SWOT Analysis .............................................. 30




MACA MIS Strategic Business Plan 2010.doc   Last printed 2/19/2010 10:17:00 AM
                               Background
Missouri Community Action Agencies’, Management Information System (MIS) is
funded by the State of Missouri, Department of Social Services, Family Support
Division, and managed and operated by the Missouri Association for Community
Action (MACA). The system developer is Adsystech, Inc.

The project was put out for bids in 2003 following a significant period of fact-
gathering, design, and feasibility discussions. Adsystech was initially involved
as a developing partner for the primary contractor in 2004, but has been the
sole development contractor since late 2005. After a piloting process, the
statewide system rolled out in October 2006. The implementation highlighted
many problems with the MIS. As a result, some Community Action Agencies in
Missouri became disenchanted with the system and were reluctant to
implement it to its full capacity.

The MIS tracks client level data and records information on client services and
outcomes achieved. Currently, the MIS is used by most of Missouri’s 19
Community Action Agencies to track information for a set of basic Community
Services Block Grant (CSBG) programs and the crisis portion of the Low-Income
Home Energy Assistance Program (LIHEAP).

Oversight and support for the development and implementation of the project
has been provided by the MIS Implementation Committee composed of the
State Association (MACA) business innovations manager and system
administrator, State CSBG Program Manager, and Executive Directors, Program
Representatives and Information Technology Professionals from local
Community Action Agencies.

As in the normal progression of any project, this one has reached a point where
there is a need to examine its current status and what stakeholders want to
achieve in the future. Once the current status and future goals are identified,
a comprehensive project plan is needed so MACA staff and MIS Committee
members have a shared understanding of project priorities and the critical
paths.




MACA MIS Strategic Business Plan 2010.doc                           Page 1
   Business Planning Methodology
In the spring of 2009, the MIS Implementation Committee kicked off its business
planning process with a two day retreat with key stakeholders from community
action agencies throughout Missouri. Strengths and challenges to the
implementation of the MIS system were identified at that time. Another
planning meeting followed, after which it was decided that the MIS business
planning effort would be put out to bid. Sue Buckley of Brown Buckley Tucker
(BBT) was hired to facilitate the completion of the business planning process.

There were five objectives for the business planning process identified by the
MIS Implementation Committee:

1. Determine if the original mission and purpose of the project are still
relevant.
2. Establish the current status of the project.
3. Establish where the stakeholders want the project to go.
4. Establish a method to track progress and measure achievement.
5. Establish ownership of strategies/activities.

Approach

Prior to meeting with the full MIS Implementation Committee and using the
results of previous discussions as a starting point, each member of the
committee (Kurt Brewer, Pat Bulejski, Jeannie Chaffin, Paul Clark, Kawajalyn
Collins, Dave Leyland, Keri McCrorey, Penny Miles, Mary Mullins, Terry
Planchock, Dawn Sanning, Pat Stinman, Robyn Walker, and Sherrie
Wohlgemuth) was individually interviewed by the facilitator to get an
understanding of his or her perspective on the status of the current project and
desired goals/dreams for the MIS system. A summation of these conversations
was shared with all committee members at the first planning session, a two day
meeting held in Jefferson City. During these two days, a history of the project
was created, the vision for the project revisited, a SWOT (Strengths,
Weaknesses, Opportunities, and Threats) analysis was completed for key issues
identified (System Performance and Functionality, Training and Technical
Assistance, Outcomes Reporting, Change Plan Process, Leadership and
Ownership, Project Oversight, Communication, and Software Upgrade
Management), and objectives that would form the basis of the business plan
were developed.

The MIS Committee divided into three small workgroups to create the
objectives and strategies for the business plan as follows:

Key Issues: Project Oversight & Management and Communication



MACA MIS Strategic Business Plan 2010.doc                         Page 2
Workgroup Members: Pat Bulejski, Kawajalyn Collins, Keri McCrorey, Penny
Miles

Key Issues: Training and Technical Assistance, Change Control Process, and
Leadership and Ownership
Workgroup Members: Paul Clark, Mary Mullins, Terrie Planchock, Robyn
Walker,

Key Issues: Outcomes Reporting, System Performance and Functionality, and
Software Upgrade Management
Workgroup Members: Kurt Brewer, Jeannie Chaffin, Dawn Sanning, Pat
Stinman, Sherrie Wohlgemuth

A draft plan capturing the key issues, goals, objectives, and strategies
identified in the two day planning process was developed by the facilitator and
sent to the committee for review prior to its next one day meeting. At this
subsequent meeting, the draft plan was reviewed and revised, with resulting
objectives prioritized. The plan presented here is the culmination of the
stakeholder input, numerous planning meetings, reflection and analysis of the
system implementation process and system use over the past three years, and
many, many hours of committee review and discussion.




MACA MIS Strategic Business Plan 2010.doc                         Page 3
                                      Vision
The Missouri Community Action Network MIS is a dynamic database of activities
and outcomes that provides opportunities to improve services to help people
who are vulnerable achieve their potential and become self-sufficient.


                                Key Issues
    Software Upgrade Management:
When the MIS was originally rolled out in 2006, there were numerous problems
with the system that frustrated end users and agency leaders. The initial
deployment was severely hampered by a transition from one developer to
another and by aggressive timelines for piloting and rollout. Subsequently,
there have been challenging upgrades that have resulted in some agencies
lacking the confidence to fully implement the system. In addition, the timeline
for upgrading the system has been repeatedly delayed, creating uncertainty
among end-users as to whether to wait for the promised new version or to
continue as in the past and perhaps have to reenter some data. While the
latest upgrade in September 2009 encompassed four significant updates and
brought the software to the most current release, strategies to effectively
manage upgrades and changes are critical to the success of the MIS.

    System Performance and Functionality:
The original vision for the MIS was for CAAs to have one MIS system into which
they could enter and access data for all of their programs. Some programs,
such as Head Start, have commonly used software systems in place. Others,
such as Weatherization, have new software systems in development at the time
of this writing. Delays in achieving full functionality have prevented the
pursuit of interfaces or integration with other systems. In addition, the system
has not always been reliable and stable, resulting in agencies being unable to
use the data to make programmatic and management decisions. This, in turn,
has resulted in a lack of commitment to the MIS by all 19 agencies. Strategies
to stabilize the system so that data are accurate and accessible and to
prioritize system functionality are required at this time.

    Change Control Process:
In an effort to be responsive to agencies and their end-users, the MIS
Implementation Committee and System Administrator have worked with
Adsystech to address individual issues when a problem is identified in the MIS,
at times leading to changes with unexpected results that impair the overall
product functionality or raise security concerns. To address this, the MIS
Implementation Committee has created a Change Control Process; however, it
has not yet been fully implemented.


MACA MIS Strategic Business Plan 2010.doc                          Page 4
    Training and Technical Assistance:
Currently, each CAA has an “Admin Team” whose role is to oversee training and
troubleshooting of the MIS on the agency level as well as communicate
problems and seek support from the MIS System Administrator. The
membership and strength of the agency Admin Teams varies and is impacted by
turnover. As a result, Admin Teams are not always savvy with the MIS, making
it challenging for them to provide technical support within the agency. In
addition, the turnover rate of end-users has been high. Consequently, MIS
training has been a constant and challenging demand. Staff members often
seek assistance from the System Administrator with questions that may have
been answered previously and passed along to the Admin Team, but not to the
rest of the staff. To address this, a means of making MIS fixes, changes, tips,
etc. accessible to all MIS users, and a method to encourage the use of these
resources, needs to be further developed.

In addition, the less than stellar history of the MIS has caused some agencies to
make minimal commitments to the support and training required for the MIS.
The lack of staff knowledge in these situations has, at times, been blamed on
the MIS software when the real issue has been a lack of training. This
inaccurate problem assessment on the part of an agency further strains
commitment to the MIS.

   Outcomes Reporting:
One of the goals of the MIS is to be able to meet outcome reporting
requirements. At this time, clear understanding of State and Federal reporting
requirements is needed. In addition, agencies want to have reports that allow
them to track all outcomes. Again, some agencies limit their participation in
the system due to previous bad experiences. It is believed that if all MIS users
had a more comprehensive understanding of ROMA, there would be greater
understanding of how their role, and the data they enter, fits into the big
picture, which would increase available outcomes data from the MIS.

    Leadership and Ownership:
The Missouri Community Action Directors Association originally designated a MIS
Committee to explore the possibility of having a single statewide reporting
system and database that would give agencies and the State CSBG Office
access to uniform data needed to manage programs and prepare reports. At
the time of inception, all 19 agencies were committed to the project.
However, with the difficult roll outs and subsequent problems, agencies have
turned away from the MIS, with fewer than half totally committed to the
project today. At the same time, there are agencies that use the system well
and are able to get the data they want and need to manage and make
decisions. All agencies need to be aware of the potential of the system in
order to become reengaged and increase buy-in.



MACA MIS Strategic Business Plan 2010.doc                           Page 5
   Project Oversight:
The MIS Committee has been in existence for approximately 10 years, and
many of the initial members remain involved. Over time, new members have
been added to assure that the committee has the perspectives of the end-user,
Admin Team members, System Administrator, Executive Directors, Outreach
Directors, IT/MIS staff, and the State CSBG Administrator. Currently, it is
reported that actions and decisions made at committee meetings have not
been documented, follow-through on plans has been lacking, and there has
been little sense of direction. Concerns with Adsystech abound. The MIS
Implementation Committee wants to formalize its meeting process, have a
business plan to guide them in making decisions, and identify enhanced
expectations of Adsystech.

    Communication:
The ability of the MIS Implementation Committee and the System Administrator
to communicate MIS changes, updates, issues, and successes is a major
challenge. At times information has been sent to Admin Teams, but has not
been passed along to end users. As a result, the latter have not always had the
most current information needed to function effectively and efficiently. The
challenge before the MIS Implementation Committee is to assure that all users
of the system have up-to-date information so they can effectively use the
system.

On the committee level, some individual members have articulated a
reluctance to express their views/concerns because they are not sure that the
confidentiality of their comments will be respected by all members. There
needs to be clarification of the ground rules by which the committee will
operate so that everyone is comfortable presenting their challenges, concerns,
and successes.




MACA MIS Strategic Business Plan 2010.doc                         Page 6
                         Implementation
The MIS Committee identified sub-committees/workgroups to implement
specific areas of the plan. It is the responsibility of each workgroup to assure
that objectives are implemented and to then report back to the full MIS
Committee the status of the goals on a monthly basis. The Sub-
committee/workgroup membership follows:

Training: Pat Bulejski, Kurt Brewer, Pat Stinman, Sherrie Wohlgemuth, Heather
Lockard

Messaging/Marketing & Communications: Penny Miles, Robyn Walker

Outcomes Committee: Kurt Brewer, Jeannie Chaffin (Heather Jones), Heather
Lockard

Change Control Process: Pat Bulejski, Mary Mullins, Pat Stinman

System Performance & Functionality: Paul Clark, Mary Mullins




MACA MIS Strategic Business Plan 2010.doc                           Page 7
    MIS Business Plan: Top Priorities
Key Issue                   Strategic Goal              Objective
1A.Training and             All staff, based on their   Agency admin teams will
Technical Assistance        role and need, have the     have the knowledge they
                            knowledge they need to      need to produce accurate
                            use the MIS efficiently     reports, reduce the number
                                                        of non-system related
                                                        tickets, and answer end-user
                                                        questions thereby reducing
                                                        the number of questions that
                                                        MACA receives about agency
                                                        issues and functionality.
1B. Leadership and          All 19 agencies use the     Agency IT staff will support
Ownership                   MIS system taking           the MIS system
                            responsibility and
                            ownership for their
                            system.
2A. Outcomes                The MIS will have the       Identify outcome reporting
Reporting                   capacity to meet            requirements and assure that
                            Federal and State           the MIS system collects the
                            outcome reporting           data to meet them.
                            requirements.
2B. Training and            All staff, based on their   End users will receive the
Technical Assistance        role and need, have the     training they need to
                            knowledge they need to      effectively use the MIS.
                            use the MIS efficiently.
3A. Key Issue:              The MIS Committee           MIS Committee will document
Program Oversight           meetings will be            its actions and decisions.
and Management              effective and efficient
                            and include
                            documentation of all
                            actions and decisions.
4A. Program                 The MIS Committee will      The MIS Committee will have
Oversight and               have a business plan to     a business plan, with
Management                  guide its planning and      objectives and strategies,
                            decision making.            completed by January 2010.
5. Communication            The MIS Committee will      A MIS Committee member
                            keep the CAA Network        will attend all Professional
                            informed of all MIS         Alliance meetings to serve as
                            changes, updates,           an ambassador of the MIS
                            identified issues, and      System.
                            successes.


MACA MIS Strategic Business Plan 2010.doc                               Page 8
Key Issue                   Strategic Goal             Objective
6A. Communication           The MIS Committee will     The CAA Network will be
                            keep the CAA Network       aware of MIS changes,
                            informed of all MIS        updates, identified issues,
                            changes, updates,          and successes.
                            identified issues, and
                            successes.
6B. Change Control          All change requests will   All changes made to the MIS
Process                     go through the change      System will be made following
                            control process            the change control process.
                            resulting in better
                            functionality and a more
                            user-friendly program.
6C. Outcomes                The MIS will have the      Outcome data accurately
Reporting                   capacity to meet           reflects client and agency
                            Federal and State          progress and goals achieved.
                            outcome reporting
                            requirements.
6D. Leadership and          All 19 agencies assume     MCADA will resume an active
Oversight                   ownership and              role as overseer of the MIS
                            responsibility of their    Committee.
                            MIS system by using it.
7. Software Upgrade         System upgrades will       Testing protocols, processes,
Management                  be seamless having         and tracking will be
                            little or no negative      developed in order to validate
                            impact on end users.       system upgrade performance.
8. Outcomes                 The MIS will have the      Outcome data is accessible
Reporting                   capacity to meet           and used by an agency for
                            Federal and State          planning and program
                            outcome reporting          improvement.
                            requirements.
9. Leadership and           All 19 agencies assume     Agency activities are entered
Ownership                   ownership and              into the MIS system for
                            responsibility of their    available programs.
                            MIS system by using it.
10. System                  CAAs will use the MIS      Establish a plan for MIS
Performance and             to access accurate data    upgrades that includes
Functionality               by which they can make     timelines and targets.
                            programmatic and
                            management decisions.




MACA MIS Strategic Business Plan 2010.doc                               Page 9
                     MIS Business Plan

           Key Issue: Software Upgrade Management
Strategic Goal: System upgrades will be seamless having little or no negative
impact on end users.

Objective: Establish a plan for MIS upgrades that includes timelines and targets.
      Strategy              Resources         Responsibility        Timeframe

Identification and   Change control   MACA Project             Ongoing, based on
agreement between process and project Manager                  the upgrade cycle or
MACA and Adsystech plan                                        schedule;
on scope of upgrade, MIS System
based upon MIS       Performance and
Committee            Functionality
recommendations. Committee
                     MACA Project
                     Manager

Adsystech will      Contract Calendar    MACA Project          Ongoing
provide MACA with a Written process from Manager
timeline for        Adsystech
upgrades            Change request
                    Program
                    requirements
                    MACA Project
                    Manager




Objective: Resources will be available for troubleshooting problems at the
time of upgrade deployment
      Strategy              Resources         Responsibility        Timeframe

Assess upgrade and MIS System               MACA Project       Ongoing based on
determine what type Performance and         Manager            update schedule;
of support is going to Functionality                           Agreement with
be required            Committee                               Adsystech in new
                       MACA Project
                                                               contract language
                       Manager
                                                               (Mar 2010)




MACA MIS Strategic Business Plan 2010.doc                                Page 10
      Strategy              Resources         Responsibility        Timeframe

Arrange for support    Contract             MACA Project       Ongoing; process
to be available at     Adsystech            Manager            defined in Feb 2010
the time of an         MIS Committee
upgrade                MACA MIS Staff


Objective: Testing protocols, processes, and tracking will be developed in
order to validate system upgrade performance
      Strategy              Resources         Responsibility       Timeframe

Establish a pre-       Program requirement MACA Project        June 2010
defined data           document            Manager
set/reports            MACA MIS Staff
                       MIS System
                       Performance and
                       Functionality
                       Committee


Establish a tracking   Tools for tracking MACA Project         July 2010
mechanism for          UAT - Unit         Manager
confirmation of        Acceptance Testing
functionality          MIS System
                       Performance and
                       Functionality
                       Committee
                       MACA MIS Staff




MACA MIS Strategic Business Plan 2010.doc                              Page 11
     Key Issue: System Performance and Functionality
Strategic Goal: CAAs will use the MIS system to access accurate data by which
they can make programmatic and management decisions.

Objective: The MIS will be reliable and stable resulting in agency confidence in the
system.
      Strategy               Resources          Responsibility       Timeframe

Define measures for MIS                MIS Committee             Feb 2010
stability and       Committee/System
reliability;        Performance and
                    Functionality sub-
                    committee;
                    ITPA
                    Adsystech
                    Front Line users
                    Agency Admin Teams


Structured steps to     MIS                  MIS Committee       Apr 2010
ensure performance      Committee/System
is achieved and         Performance and
maintained              Functionality sub-
                        committee;
                        MACA MIS Staff
Define broad levels     MIS                  MIS Committee       Mar 2010
of agency               Committee/System
implementation and      Performance and
identify what level     Functionality sub-
each agency is at for   committee;
use with T/TA,          MACA MIS Staff
expansion, etc.
Develop method to       MIS                  MIS Committee       Mar 2010
ensure functionality    Committee/System
evolves as needs        Performance and
change                  Functionality sub-
                        committee;
                        MACA MIS Staff
Continuous data         MIS                  MACA MIS Staff      Ongoing; LIHEAP
validation and          Committee/System                         requirements Feb
exception reports       Performance and                          2010; CSBG
(invalid county         Functionality sub-                       Monitoring Mar 2010;
names, inconsistent     committee;                               exception reports
data, etc.)             MACA MIS Staff                           Mar 2010




MACA MIS Strategic Business Plan 2010.doc                                Page 12
Objective: Prioritize future system functionality
      Strategy               Resources         Responsibility        Timeframe

Identify bridges and    MIS                  MIS Committee      Feb 2010
systems that will       Committee/System
allow for an easier     Performance and
connection              Functionality sub-
(weatherization,        committee;
etc.).                  MACA MIS Staff
Identify connection MIS                      MIS Committee      Apr 2010 (60 days
priorities; where     Committee/System                          after identification)
having the data in    Performance and
the MIS would be      Functionality sub-
most useful for CAAs. committee;
                      MACA MIS Staff

Create an             MIS                    MIS Committee      Outline/template by
implementation plan Committee/System                            Apr 2010; individual
using the information Performance and                           plans based on each
identified in the     Functionality sub-                        interface/bridge
strategies above.     committee;
                      MACA MIS Staff


Objective: The MIS system core processes/applications (Central Intake, Programs,
Billing, Reports) are running smoothly and allow system users to work efficiently
and effectively.
      Strategy               Resources         Responsibility        Timeframe

Quarterly surveys       MIS System          MACA                Quarterly, starting
will be sent to         Performance and                         Mar 2010
agencies to             Functionality
determine               Committee to create
satisfaction with the   the survey
system.                 MACA to send out
                        survey
                        MIS/MACA to analyze
                        survey

Analyze tickets that MIS System              MACA               Monthly, prior to MIS
are sent in to       Performance and                            Committee meeting;
identify areas of    Functionality                              beginning Feb 2010
system knowledge     Committee
weakness and inform MIS Training
Training Committee Committee
(and the full MIS    MACA MIS Staff
Committee) of the
results.



MACA MIS Strategic Business Plan 2010.doc                               Page 13
Objective: End users will receive notification when the system is being disrupted,
prior to its disruption.

      Strategy              Resources         Responsibility        Timeframe

Develop a method to MACA MIS Staff          MACA               Mar 2010
communicate with
end users through a
screen pop-up or
other system
intervention.




MACA MIS Strategic Business Plan 2010.doc                                 Page 14
                 Key Issue: Change Control Process
Strategic Goal: All change requests will go through the change control process
resulting in better functionality and a more user-friendly program

Objective: All changes made to the MIS System will be made following the
change control process.
      Strategy              Resources         Responsibility       Timeframe

Implement the         MACA MIS Staff        MACA               Feb 2010
change control        Admin Teams
process by getting    Change Control
the forms and         Committee
process details to
the agency admin
teams.
No changes will be    Change Control        MACA               Feb 2010
made without the      Process document
change control        MACA MIS Staff
process being         Change Control
followed.             Committee


Agency personnel      MACA MIS Staff        MACA               Jan 2010 (ongoing)
who call MACA
regarding an issue
will be referred back
to the agency admin
team/change control
process (eFactory
ticket system).




MACA MIS Strategic Business Plan 2010.doc                             Page 15
                    Key Issue: Outcomes Reporting
Strategic Goal: The MIS will have the capacity to meet Federal and State outcome
reporting requirements

Objective: Identify outcome reporting requirements and assure that the MIS
system collects the data to meet them.
      Strategy              Resources         Responsibility       Timeframe

Review Federal and      Federal and state  MIS Committee       Mar 2010
state guidelines, and   guidelines; agency
consult with ROMA       management teams
experts.                and ROMA experts;
                        Minnesota Team
                        CSBG office
                        IRCs
                        OMPA
                        MIS Outcomes
                        Committee

Conduct a detailed Time                     MACA               Inventory and
outcomes report       Adsystech                                validation Mar
inventory and         OMPA                                     2010; New reports
walkthrough           IRCs                                     as needed
w/”dream team” of MIS Outcomes
experts from          Committee
different             Adsystech
perspectives to
validate current
reports and identify
solutions for unmet
needs
Develop a             ITPA                  MIS Committee      ARRA Feb 2010;
component to track MIS Outcome                                 non-ARRA Mar 2010
all agency outcomes Committee
including those not Adsystech
currently recorded in MIS
the MIS.              Committee/System
                      Performance and
                      Functionality sub-
                      committee;




MACA MIS Strategic Business Plan 2010.doc                             Page 16
Objective: Outcome data accurately reflects client and agency progress and
goals achieved.
      Strategy              Resources         Responsibility       Timeframe

Train/educate all      CSBG/MACA ROMA       MACA               Sep 2010 and then
users on the overall   trainers; IRCs;                         ongoing
philosophy of ROMA     Agency Admin
so that they           teams;
understand why it is   MIS Outcomes
important to enter     Committee
all information into
the system.




Objective: Outcome data is accessible and used by an agency for planning
and program improvement.
      Strategy              Resources         Responsibility       Timeframe

Develop ad hoc       MIS Outcomes           MACA               Mar 2010
report templates for Committee
most common needs MACA MIS Staff

Establish team of  MIS Outcomes             MACA               Feb 2010
experts that can   Committee
respond to new and MACA MIS Staff
dynamic report
requests




MACA MIS Strategic Business Plan 2010.doc                             Page 17
         Key Issue: Training and Technical Assistance
Strategic Goal: All staff, based on their role and need, have the knowledge they
need to use the MIS efficiently.

Objective: Agency admin teams will have the knowledge they need to
produce accurate reports, reduce the number of non-system related
tickets, and answer end-user questions thereby reducing the number of
questions that MACA receives about agency issues and functionality.
      Strategy              Resources         Responsibility       Timeframe

Refine and distribute Agency Admin     MACA                    Feb 2010
MIS agency admin      Team members
team roles,           MIS Committee
responsibilities,     Program Managers
experience, as a
                      MCADA
resource to ensure
the right people are
on the MIS admin
team
Each agency admin MIS Training         MACA                    May 2010
team member will Committee to create MCADA
complete a training assessment
needs assessment. MACA to send out
                      assessment and
                      compile data



Develop a training MACA Trainer            Agency Admin Team 60 days to develop
plan for admin teams MIS Training          MACA              from the agency’s
(including hands on Committee input                          start date
training) that       MACA to organize
addresses needs      and identify experts
identified in the    to assist with actual
training needs       training
assessment, how to
be an admin team,
and effective
training techniques.


Implement Admin       MACA Trainers         MACA               Begin
team training plan    MIS Training                             implementation
                      Committee                                within 30 days of
                                                               plan completion



MACA MIS Strategic Business Plan 2010.doc                             Page 18
Objective: End users will receive the training they need to effectively use
the MIS.
      Strategy              Resources         Responsibility       Timeframe

Identify user training MACA Trainer          MIS Committee     Mar 2010
needs, including       MIS Training          MACA
training methods,      Committee
and establish          UAT
curriculum             Outreach Managers
                       Professional Alliance
                       Agency Admin Teams



Create user training MIS Training           MACA              Template Mar 2010;
plan and conduct     Committee              Agency Admin Team training as needed
user training        MACA Trainer                              by agency
                     Agency trainer
Identification of      MIS Training         MACA               Feb 2010
regional MIS content   Committee
experts who can        MACA MIS Staff
serve as mentors/      Presidents of the
answer questions,      different
etc. between           Professional
trainings.             Alliances



Objective: The MACA website will be available as a MIS training tool.
      Strategy              Resources         Responsibility       Timeframe

Tools from MIS       MACA staff             MACA               Currently available
trainings will be                                              with new resources
posted to the MACA                                             added as they are
website including                                              developed; Add
video recordings,
                                                               recorded events in
non-video tools, and
                                                               Feb 2010
FAQ documents.




MACA MIS Strategic Business Plan 2010.doc                             Page 19
Objective: MIS information will be appropriately accessed/shared with/by
all agency MIS users thus reducing the number of redundant questions asked
of MACA.
      Strategy              Resources          Responsibility        Timeframe

More consistent        MACA website         MACA (to get it on   Currently in place
communication to       MACA news letter     the website)         on MACA web site
agency admin teams MIS Training                                  (MIS Resources);
when new info is       Committee                                 MIS Newsletter;
available, e.g., email MIS Outreach and
                                                                 weekly call notes;
to admin team when Communications
                                                                 plan for better
newsletter or FAQ      Committee
page is updated,                                                 control by Feb 2010
weekly call notes
sent out, etc.


Create more FAQ       MACA MIS staff        MACA                 Plan for more
documents when                                                   consistent
someone learns                                                   documentation by
something new about                                              Feb 2010
the system and then
communicate new
information using the
systems above.




Objective: Agencies will build a local training plan
      Strategy              Resources          Responsibility        Timeframe

Agency admin teams Admin Teams              MACA                 Mar 2010 (see
will be provided with MIS Training                               above objective on
a training template. Committee                                   end user training)
                      MACA MIS Staff




MACA MIS Strategic Business Plan 2010.doc                               Page 20
                  Key Issue: Leadership/Ownership
Strategic Goal: All 19 agencies assume responsibility and ownership
of their system by using it.

Objective: Agency staff provide local support for the MIS system
      Strategy              Resources         Responsibility       Timeframe

Meet with agency/IT MIS Committee           MIS Committee      Feb - Sep 2010
staff to present the MACA IT staff.
status of the MIS,   ITPA
share successes and
potential, and
understand their
concerns.




Objective: MCADA will resume an active role as overseer of the MIS
Committee.
      Strategy              Resources         Responsibility       Timeframe

Initial MIS Committee MIS Committee         MIS Committee      Feb 2010
presentation to        members in MCADA
MCADA regarding        and MIS Committee
status of the project, members, as
business plan,         needed.
system successes,
etc. (ED Tutorial
101, share the river)



Monthly MIS business MIS Committee          MIS Committee/     Ongoing (Feb 2010)
plan updates to      representatives to     MCADA Reps.
MCADA using unique MCADA.
ways of reporting.




MACA MIS Strategic Business Plan 2010.doc                             Page 21
      Strategy              Resources          Responsibility       Timeframe

Panel of successful    Agency Admin         MIS Committee/      Quarterly, starting
Admin Team(s) will     team(s)              MCADA Reps.         May 2010 (following
attend a MCADA         MIS Training                             completion of
meeting to provide     Committee                                agency admin team
MCADA with             MIS Outreach and
                                                                Training Needs
successful ways of     Communications
                                                                Assessment and
working with the MIS   MACA MIS Staff
                                                                Admin Team
                                                                Training Plan)
Another Executive MCADA                     Penny Miles         Feb 2010
Director will become MACA                   MACA
a member of the MIS
Committee.

EDs will request their Agency Admin Teams MIS Committee         Feb 2010 MCADA
admin teams to         MIS Committee                            meeting
provide them with members on MCADA
status report (good,
bad, tickets, overall
perceptions or
assessment) and
present this
information at the
MCADA meeting.
Admin team             Agency Admin Teams MIS Committee         May 2010 (following
members serve as       MIS Outreach and                         completion of
ambassadors of the Communications                               agency admin team
MIS to EDs, agency Committee                                    Training Needs
staff, end-users, etc.
                                                                Assessment and
                                                                Admin Team
                                                                Training Plan)


Objective: Agency activities are entered into the MIS system for available
programs.
      Strategy              Resources          Responsibility       Timeframe

Demonstrate benefit    MIS Outreach and  MIS Committee          Ongoing, starting
of use of the MIS      Communications                           Feb 2010
system to track        Committee members
activities and         in MCADA and MIS
manage the agency      Committee
through                members, as
presentations of       needed.
success stories and
data.



MACA MIS Strategic Business Plan 2010.doc                              Page 22
        Key Issue: Project Oversight and Management
Strategic Goal: The MIS Committee will have a business plan to guide
its planning and decision making.

Objective: The MIS Committee will have a business plan, with objectives
and strategies, submitted for MACA Board approval by January 2010.
      Strategy              Resources          Responsibility       Timeframe

The MIS Committee Time                      MIS Committee       Jan 2010
will meet to      Facilitation              MACA
determine MIS                               CSBG Office - FSD
System and                                  Facilitator
Committee
Strengths,
Weaknesses,
Opportunities,
Threats, Goals,
Objectives, and
Strategies.

The MIS committee Time                      MIS Committee       Jan 2010
members will review Facilitation            Facilitator
and provide input to
a draft MIS Business
Plan.

The MIS Committee Time                      MIS Committee       Jan 2010
will meet to finalize Facilitation          Facilitator
MIS Business Plan
goals, objectives,
and strategies.


Resources for the   MACA                    MACA                Feb 2010
plan will be        CSBG Office - FSD       MIS Committee
identified and made                         CSBG Office - FSD
available.




MACA MIS Strategic Business Plan 2010.doc                              Page 23
Strategic Goal: The MIS Committee will implement the MIS Business
Plan.

Objective: The MIS Committee will monitor the business plan on a monthly
basis to assure that it is being implemented as written, or changed as
needed and will document those changes.
      Strategy              Resources         Responsibility       Timeframe

MACA staff will      Inclusion on MIS  MIS Committee Chair Ongoing
monitor the plan and Committee meeting MACA Project
provide the MIS      agenda            Manager
Committee with a
status report on a
monthly basis.


The MACA staff will Project Manager         MACA               Ongoing (Jan 2010)
assume project         time                 MIS Committee
management
responsibility for the
plan.

The MIS Committee MIS Committee             MIS Committee      Mar 2010
will develop a
strategy to employ
when business plan
timelines have not
been met.




MACA MIS Strategic Business Plan 2010.doc                             Page 24
Strategic Goal: The MIS Committee meetings will be effective and
efficient and include documentation of all actions and decisions.

Objective: MIS Committee will document its actions and decisions.
      Strategy              Resources         Responsibility       Timeframe

Minutes will be taken MACA staff            MACA Project       Ongoing
at each meeting and MIS Committee           Manager
will include: the     Decision Driver
recording of any
decisions made by
the committee,
documentation of
status of the
business plan along
with any changes
that have been made
to the plan.


MIS Committee        MACA staff             MACA Project       Ongoing
minutes will be sent                        Manager
out to committee
members at least
one week prior to a
committee meeting.



A “decision driver” “Decision Driver”       MIS Committee      Ongoing
will be assigned at
each committee
meeting (rotating
assignment) to
assure that a
decision is made at
the completion of a
discussion.




MACA MIS Strategic Business Plan 2010.doc                                Page 25
Strategic Goal: Each new MIS Committee member will have an
understanding of the history and work of the MIS Committee.

Objective: New MIS Committee members will be provided an orientation
prior to attending their first committee meeting.
      Strategy              Resources         Responsibility       Timeframe

Develop a narrative MIS Outreach and        MACA               Committee to
of “the river”, a   Communications          MIS Committee      develop by March
history of the MIS  Committee                                  2010
project.
Develop a              MIS Outreach and     MACA               Committee to
committee member Communications             MIS Committee      develop by March
orientation plan       Committee                               2010
including the history
of the project, a
review of the
business plan, review
of committee ground
rules, the role of the
MIS Committee, who
will provide new
member orientation,
etc.




MACA MIS Strategic Business Plan 2010.doc                             Page 26
Objective: MACA/MIS Committee will define and assess its work with
Adsystech.
      Strategy              Resources         Responsibility       Timeframe

Identify contract     MACA MIS Staff        MACA               Jan 2010
changes needed such MIS System
as response times, Performance and
the identification of Functionality
a lead Project        Committee
Manager on the
development side,
consequences for not
meeting deadlines,
etc. Ensure these
are included in any
contract renewal
discussions.
Request the          MACA MIS Staff         MACA               Jan 2010
developer go through
the new client
process upon
renewal of the
current contract
(i.e., conduct a
system/process
review as though we
were a new client).
Develop criteria to MIS Committee           MIS Committee      Jan 2010
make a decision      MACA MIS Staff
regarding the
contract with the
developer.




MACA MIS Strategic Business Plan 2010.doc                             Page 27
                         Key Issue: Communication
Strategic Goal: The MIS Committee will keep the CAA Network
informed of all MIS changes, updates, identified issues, and
successes.

Objective: A MIS Committee member will attend all Professional Alliance
meetings to serve as an ambassador of the MIS System.
      Strategy              Resources         Responsibility       Timeframe

At each PA meeting PAs                      MIS Committee      Summer 2010
there will be a    MIS Committee
report out of MIS  MACA
successes, “MIS
Moments” using PA
members and
rotating MIS
Committee members
to present the
successes.




Objective: The CAA Network will be aware of MIS changes, updates,
identified issues, and successes.
      Strategy              Resources         Responsibility       Timeframe

The MACA newsletter MIS Committee to        MACA               Ongoing; Format
will include MIS      write article                            change in Feb 2010
changes and issues, regarding
and will be posted to changes/updates
the MACA website      MACA to insert in
for all to view.      newsletter



The MACA newsletter MIS Committee           MACA               Ongoing
will include MIS     MACA
success stories and
system benefits,
provided by agencies
for inclusion in the
MIS newsletter and
MACA newsletter.




MACA MIS Strategic Business Plan 2010.doc                                Page 28
Objective: The MIS Committee will have open communication.

      Strategy              Resources         Responsibility       Timeframe

The committee will MIS Committee            MIS Committee      Apr 2010
develop ground rules meeting time
that are agreed
upon, written down,
and reviewed
quarterly.




MACA MIS Strategic Business Plan 2010.doc                             Page 29
       Appendix A: SWOT Analysis
Communication
Strengths                               Weaknesses
- Open communication among the          - Job responsibilities of MACA staff is
committee                               not clear/understood
- Ability to express all points of view - Vision/background/ground rules not
- Committee has the ability to explain  established or reviewed
to group program and/or data issues in  - Agency administrator unfamiliar with
terms/level of understanding            the system
- Agencies helping agencies             - We are busy doing the work, but need
                                        to ‘sell the system’, highlight the
                                        successes
                                        -
Opportunities                           Threats
- Change control process                - Not able to give the developer clear
- New release offers better system      requirements
resolution/process (ticket application) - Accountability of admin teams
- Structure of MACA and network         - Allowed new systems to be developed
- MACA website                          – EA and Weatherization
- MIS Newsletter
- MCADA needs constant updates to
encourage buy-in




MACA MIS Strategic Business Plan 2010.doc                         Page 30
Project Oversight and Management
Strengths                                   Weaknesses
- Project knowledge                         - MIS Committee Capacity
- Level of commitment to project,           - Lack of flexibility in current system
determination to succeed                    (program)
- Willingness to help agencies with         - EDs not have a clear and accurate
system issues                               picture
- Diverse group                             - Committee decisions not
- We are developing a plan                  documented
                                            - Lack of dedicated Project Manager
                                            (pulled in many directions – System
                                            Administrator, Training, Problem
                                            Resolution, etc.)
Opportunities                               Threats
- PA involvement                            - Data bridges to other agency
- Use of IRC to develop outcomes            applications
- Bridge to other systems/data              - Lack of definition of standards
                                            - No current business plan or direction
                                            - MCADA not having a clear and
                                            accurate picture



Change Control Process

Strengths                                   Weaknesses
- New process already in place and          - Communication about the process and
ready for use                               the committees decision process
Opportunities                               Threats
- Ability for agencies to have more         - Some local issues of involvement,
direct involvement in changes               dedication, authority, and
                                            communication at the local agency
                                            level




MACA MIS Strategic Business Plan 2010.doc                             Page 31
Training and Technical Assistance

Strengths                                   Weaknesses
- Knowledge in network                      - Not sharing the knowledge on the
- Reporting tools                           right level
- Weekly training calls                     - Lack of hands on training
- Use of webinars for managers and          - Ability to add programs to specific
users                                       agencies
- Growing number of FAQs and new
manuals
- New document in system- new
system is user friendly
- Willingness to share knowledge

Opportunities                               Threats
- ARRA money for training and               - Different levels of expertise
technical assistance                        - Local agency admin (morale,
- Laptops for remote use                    knowledge, )want to
- Knowledgeable people in the network       - Lack of comprehensive training
- Technology                                - ARRA – training ties up time
                                            - Lack of support of agency leadership
                                            - Agencies not have dedicated admin
                                            teams for training and technical
                                            assistance
                                            - Loss of key staff




MACA MIS Strategic Business Plan 2010.doc                              Page 32
Leadership/Ownership
Strengths                                   Weaknesses
- Dedication of committee members           - Positive Marketing
- Capability of group at all levels         - Time
- Ownership                                 - Structure – who does what? Who is in
- Determined                                charge?
                                            - No documentation of our work
                                            - Willingness of the committee to take
                                            ownership of everything
Opportunities                               Threats
- Network                                   - MCADA needs to have a vision rather
- MACA Newsletter                           than the perception that the MIS is the
- Some agency ownership                     vision of the FSD
                                            - Not Local agencies not taking
                                            ownership
                                            - Loss of key staff
                                            - Lack of authority to enforce the
                                            system
                                            - Agencies think its not their system,
                                            feel its is that of the State (FSD)




Software Upgrade Management
Strengths                               Weaknesses
- Lessons from past experiences         - Lack of documentation of what we
- Webinar, conference calls, tools on   need to test, have tested, and
line                                    resolution
- Testing group UAT?                    - Completion program requirement
- Program requirement documents         documents update
somewhat developed – 2 years            - No structure of testing results and
Lessons from past experiences           changes remaining
- New tools/Webinars                    - No positive test date
- UAT team/experience                   - Report documentation incomplete
- Program requirement documents         - Communication
                                        - Test clients
Opportunities                           Threats
- Adsystech training doc and user guide - Adsystech habitual delays/missed
are better.                             deadlines make planning difficult
- Other states documents and            - Lack of structured process and
resources                               documentation at Adsystech
- Adsystech new user training           - Upgrade mechanism
Online help and novice mode             - No set deadlines – not structured
Recorded web trainings                  document about upgrade


MACA MIS Strategic Business Plan 2010.doc                             Page 33
System Performance and Functionality
Strengths                                Weaknesses
- Working on a plan that will reflect on - Soft contract language does not
vision priorities in regards to system   enforce deliverables – no recourse
function and performance                 - Too much to do
- Experience in MIS Committee            - Unclear of definition of roles and
- Committee has determination to         expectations, responsibility
succeed                                  - Undefined criteria
- Successes from beginning               - Undefined priorities
- System Stable                          - Driven by Adsystech – reactive
                                         - Need for agreement on new
                                         functionality (program bridge)
Opportunities                            Threats
- MN Collaboration                       - Weak contract language does not
- Adsystech utilization of Fred          enforce deliverables – no record
Richmond                                 - Too much to do
- IRC or some variation
- Fred consulting
- Committee structure diagram –
different groups/resources
- New release
   - One stop access/security
   - eFactory (tickets)
   - New ad hoc tool/Report view
   - Quick turnaround on fixes?




MACA MIS Strategic Business Plan 2010.doc                           Page 34
Outcome Reporting
Strengths                            Weaknesses
- Experts on MIS Committee           - Gap in understanding ROMA (end
- IRCs and Admin teams               users) required to do things not
- Documentation on Program Templates previously done
- Committee translate and share      - Disappointment/frustrations that
knowledge                            outcomes are still not there (in the
- Some documents and work program MIS)
templates                            - We have not figured out in a
                                     comprehensive package how the
                                     outcome functionality should work.
                                     Can’t train users until MIS committee
                                     gets it figured out
                                     - There are gaps in knowledge of ROMA
                                     and gaps in MIS and need some
                                     understanding of both to make this
                                     work.
Opportunities                        Threats
- MN Collaboration                   - Gap in understanding ROMA
- Adsystech utilization of Fred      - Agency knowledge of system and
Richmond                             ROMA
- IRC Training for Non-IRCs          - ARRA funding (Pressure)
- Heather Lockard                    - Takes time and energy away
- Fred - consulting                   - Requires outcomes to be
                                     implemented to enable reporting
                                     - ARRA attention and time taken and
                                     none left for getting outcomes worked
                                     out
                                     - Can’t report outcomes now and ARRA
                                     is here
                                     - Different priorities at CAAs
                                     -
                                     - Increase in workload and tickets




MACA MIS Strategic Business Plan 2010.doc                     Page 35