Budget Change Proposal - Cover Sheet - CA.gov
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STATE OF CALIFORNIA Budget Change Proposal - Cover Sheet DF-46 (REV 09/19) Budget Change Proposal - Cover Sheet Fiscal Year: 2020-21 Business Unit: 4300 Department: Developmental Services Priority Number: 3 Budget Request Name: 4300-011-BCP-2020-GB Program: 4149001 – Program Administration Subprogram: Click or tap here to enter text. Budget Request Description: Information Technology Data and Planning Budget Request Summary: The Department of Developmental Services (Department) requests $2.2 million ($1.9 million General Fund [GF]) in 2020-21, $1.1 million ($894,000 GF) in 2021-22, and $677,000 ($541,000 GF) in 2022-23 and ongoing in funding for four (4.0) permanent positions, resources equivalent to three (3.0) positions on a two-year limited-term basis, and supporting resources for the modernization of the Information Technology Division (ITD) organizational infrastructure to support the increasingly complex technology and data needs of the Department’s business programs. Requires Legislation: ☐ Yes ☒ No Code Section(s) to be Added/Amended/Repealed: Click or tap here to enter text. Does this BCP contain information technology (IT) components? ☒ Yes ☐ No If yes, departmental Chief Information Officer must sign. Department CIO Name: Mike Sakamoto, Deputy Director Department CIO Signature: Signed On Date: Click or tap here to enter text.
For IT requests, specify the project number, the most recent project approval document
(FSR, SPR, S1BA, S2AA, S3SD, S4PRA), and the approval date.
Project Number: Click or tap here to enter text.
Project Approval Document: Click or tap here to enter text.
Approval Date: Click or tap here to enter text.
If proposal affects another department, does other department concur with proposal?
☐ Yes ☐ No
Attach comments of affected department, signed and dated by the department director
or designee.
Prepared By: Mike Sakamoto
Date: Click or tap here to enter text.
Reviewed By: John Doyle
Date: Click or tap here to enter text.
Department Director: Nancy Bargmann
Date: Click or tap here to enter text.
Agency Secretary: Mark Ghaly MD, MPH
Date: Click or tap here to enter text.
Department of Finance Use Only
Additional Reviews: Capital Outlay:☐ ITCU:☐ FSCU:☐ OSAE:☐
Department of Technology:☐
PPBA: Brent Houser
Date submitted to the Legislature: January 10, 2020A. Budget Request Summary The Department of Developmental Services (Department) requests $2.2 million ($1.9 million General Fund [GF]) in 2020-21, $1.1 million ($894,000 GF) in 2021-22, and $677,000 ($541,000) in 2022-23 and on-going in funding for four (4.0) permanent positions, resources equivalent to three (3.0) positions on a two-year limited-term basis, and supporting resources for the modernization of the Information Technology Division (ITD) organizational infrastructure to ensure support for the increasingly complex technology and data needs of the Department’s business programs. B. Background/History Under the Lanterman Developmental Disabilities Services Act (Lanterman Act), the Department is responsible for ensuring more than 350,000 individuals with developmental disabilities receive the services and supports they need to lead more independent and productive lives. Since the implementation of the Home and Community Based Services 1915c program in 1982, a new reimbursement program has been implemented, on average, every six years. Each additional program has required information technology support. These needs have accelerated in recent years with the expansion of new programs and efforts, to include: • New model care homes • Expanded safety net services • Efforts to address equity and reduce disparities • Electronic Visit Verification • Rate Study activities • Self-Determination • Competitive integrated employment • State transition plan • Temporary bridge funding Additional information technology needs have resulted from the Departments’ move to a new headquarters building and the establishment of Stabilization, Training, Assistance, and Reintegration (STAR) facilities. The Department has identified information technology deficits in its ability to gather and assess data, manage information technology projects, support its information technology network, and establish a plan to meet the Departments’ future information technology needs and the tools to support them. Data Utilization: Data is only a vital tool for program administration when it is transformed into actionable
information for decision-making and planning. Without complete, high-quality data, the Department is unable to effectively plan and meet consumer service needs, including working to close service delivery gaps between service authorization, utilization, and expenditures. The Department’s business programs have expanded, increasing the size, scope, and diversity of the data collected for program administration. However, data sets are not uniform across systems creating the need for multiple bridges, interfaces and redundant reporting. Comparison of the various data sets is cumbersome, error-prone, and requires time-consuming manual workaround processes. Additionally, databases are not adequately defined which makes the creation of necessary standardized reports difficult or impossible to develop. Project Management: The ITD does not have dedicated resources, trained and equipped to manage projects. Resources that are currently assigned as the leads are often not dedicated project managers, juggling many other non-project related tasks. The Department has been fortunate over the past 30 years of operating and maintaining its information technology environment in a relatively stable environment. However, with changes in the healthcare delivery system, demands for actionable and informative data, changes within the State’s developmental disabilities delivery system (i.e., closure of developmental centers, opening of a Southern California DDS office, opening of STAR facilities), the Department must mature its project management practices with the creation of a Project Management Office and resources skilled, trained and dedicated to managing the projects. Network Support: The network environment has grown in complexity over the past ten years, integrating complicated legacy and new technologies. Staff are filling multiple roles and providing support for systems on which they are not well trained. The Department has changed its various independent facility networks into an enterprise network, creating the need for enterprise-wide support. Since 2010, the Department has experienced the following growth: • Department program user account created has increased by 63%; • Remote community facilities, small specialized homes modified to meet specific • Consumer needs, each with their own network infrastructure requiring support, • Have grown from one to thirteen; • VPN connections have grown from one to twelve; • Servers/systems have grown from fifty to two hundred.
As security complexity and demand increases, so has the network workload in the form of supporting security audits, assessments, and performing remediation, activities completed by network staff. The addition of STAR residences, that require 24/7 support is especially challenging due to their multiple locations throughout the state. Information Technology Planning Services and Tools: Many of the Department’s information technology policies, tools, and services are built on legacy technology and processes. Modernizing these domains necessitates change in skill-sets and operational culture, not just for business users, but also for the technology staff that must implement and maintain these systems. This is best accomplished using a multi-pronged approach that includes hiring new staff with more modern technology skills and experience, contracting for specialized services, and embracing a culture of education and training. Establishing a Planning & Management Office (PMO) requires the establishment of a comprehensive framework to effectuate the PMO. This includes the implementation of portfolio and project governance, standardization of key performance indicators, and the standardization of project and portfolio processes and artifacts and providing critical organizational change management so that the department can integrate these critical changes effectively into the existing environment. Resource History Dollars in thousands Program Budget 2014-15 2015-16 2016-17 2017-18 2018-19 Authorized Expenditures $4,556 $4,641 $4,791 $5,608 $5,718 Actual Expenditures $4,038 $4,330 $4,901 $5,180 $5,699 Revenues N/A N/A N/A N/A N/A Authorized Positions 60.0 61.0 65.0 69.0 67.0 Filled Positions 50.3 53.4 58.4 60.5 63.2 Vacancies 9.7 7.6 6.6 8.5 3.8 C. State Level Considerations The Department is responsible for ensuring the continuous delivery of high-quality services and supports to individuals with developmental disabilities as an entitlement mandated by the Lanterman Act and the Early Intervention Services Act. The requested resources will allow the Department to successfully navigate a rapidly evolving technical landscape while building a modernized and adaptable infrastructure; effectively utilize
data as a predictive analytical tool; and meet Department, CHHS 2020-21 guiding
principles, and Statewide strategic information technology objectives. A more robust
information technology organizational infrastructure will allow for the enhanced support
of programs: ensuring consumers receive the maximum benefit from services; utilizing
technology to remediate existing deficiencies; and plan successfully to meet future
consumer needs. With additional resources, the Department will build an organizational
infrastructure that supports data driven decision making. Utilizing data for decision
making and facilitating cross-functional IT/program collaboration will support the
Department in making person-focused decisions, and improving consumer specific
outcomes.
D. Justification
Staff have currently been filling multiple roles which reduces the time available to
support critical systems in a timely manner. Staff are supporting systems without the
appropriate skillsets due to the rapidly changing and growing technical environment.
The following resources are requested to enhance the Department’s infrastructure:
1. Enterprise Data Office (EDO)
The Department requests 2.0 ITS II positions within EDO.
With additional resources to create the EDO Office, the Department will be able to
support the growing business need for additional data reporting, predictive data
analytics, and business intelligence. The importance of ensuring data quality is clear.
The Department can only make the right data driven decisions if the data used is
accurate. The requested resources will allow the Department to ensure data quality,
enforcing data governance standards, making valuable information available for
programs and enabling the Department to better meet consumer needs. Additional
resources will also enable the Department to ensure data consistency and provide
timely access to data. The EDO will allow the Department to make data driven decisions
and person-centered decisions, improving consumer outcomes. In addition, enterprise
data operations will help eliminate inefficient manual processes and redundancies,
including manual program information monitoring.
The Department has a program research unit that mines data. The requested technical
resources for the EDO will allow the Department to ensure data quality, enforcing data
governance standards, making valuable information available for the research programs
unit, and enabling the Department to better meet consumer needs.
Without additional resources the Department will continue to experience inefficiencies in
enhancing data quality and consistency. Additional staffing for the EDO is needed for
the Department to make informed business decisions essential to utilizing data for
decision making that will help meet future consumer needs, improving disparities andincreasing access to person-centered services for individual consumers.
2. Planning & Management Office (PMO)
The Department requests 2.0 ITS II positions within PMO.
The implementation of a PMO will ensure the Department’s investments in technology
resources are optimized to achieve strategic objectives and maximize business value.
Expanding programs have brought an increased need for investment in technology.
Beginning in 2018, the demands on ITD began growing with the need for:
• response to environmental risks (the iSeries midrange computer systems, which
host the UFS application, transition to the cloud; staff transition to more mobile
workplace, including tablets);
• updated business process documentation and mobile access (document
management, network infrastructure enhancements, Cloud migration, O365
migration, security initiatives);
• planning for a building move;
• the development of STAR Homes;
• legislatively mandated requirements (State Transition Plan, Web Accessibility,
Health Identifier Control Number to Medicare Beneficiary Identifier);
• the implementation of the Self-Determination Program;
• possible future system modification needed to respond to rate survey
recommendations;
• initiatives to increase interagency collaboration and become more data
transparent while; maintaining privacy (Open Data Portal, Records Reconciliation
Project, SharePoint sites).
The need for technology support from the Department is a clear indication all divisions
need to be aligned, as partners, to make strategic decisions. With the requested
resources, the Department will be able to implement a formal governance of the
Department’s strategic and tactical projects, achieving optimal alignment of IT resources
with business values. Without the requested resources the Department will not be able
to align information technology investments with business strategy, and a formal
governance will not be implemented. Carefully planned alignment of business strategy
with IT resource allocations and investments will improve programs effectiveness,
enabling the Department to invest more effectively in technology that will meet future
program needs, improving individual consumer outcomes.
3. Technical Services Branch (TSB)
The Department requests the equivalent of 3.0 ITS I positions within TSB for two
years.
Eight staff currently support the Department network: 1.0 ITS II, 6.0 ITS I, and 1.0 ITSupervisor II. Additional support staff for infrastructure, cloud, and networking is critical
due to the integration of legacy and modern technologies increasing the complexity of
the enterprise and demand on existing staff. The move to the new Clifford L. Allenby
Building, utilizing shared services, and support of offsite locations, including STAR
homes will require technical support staff to:
• manage multiple infrastructures;
• expand the communication window for resolving issues, including the need for
regular travel to provide onsite support for statewide locations;
• complete routine maintenance activities multiple times, for each individual
location, including maintaining switches, routers, printers, and monitoring
firewalls;
• provide support for different technologies across locations, due to the use of
shared services.
Specific to the management of shared services, workload for staff will increase due to
the multiple and separate infrastructures requiring support. There will be one
infrastructure at the new Clifford L. Allenby Building and others at remote locations.
Staff may need to provide support for multiple types of infrastructure hardware, in
various locations.
It is estimated that after hours work for technical staff is more than fifty hours, on
average per employee, every month. Without technical staff available onsite, dependent
activities are delayed until staff are available to complete critical tasks. This causes
delays in completing ongoing maintenance activities and extends the resolution times
for critical network issues.
As part of the planned move to a new Clifford L. Allenby Building, the Department will
be utilizing shared services. The addition of shared services with other tenants will
introduce additional systems and complexities, adding to the complicated infrastructure
needs. Shared services will increase the need for technical support staffing, due to the
increased infrastructure complexity, including managing an infrastructure with different
levels of requirements from each tenant. The Department will also need to support
different types of technologies at remote facilities versus what will be on-premise, with
shared services. The Department will be responsible for their own part of the shared
infrastructure along with their own independent portion of the Network, including the
management of multiple types of firewalls, switches and wireless systems. Workload for
technical staff will increase as they will be managing multiple infrastructures.
While ensuring continuity of support at the Department’s headquarter location, the
additional staff will also be available to support the new, remote locations, including
STAR homes.4. Training, Specialized Software and Consulting Services
The Department requests $1.1 million General Fund for 2020-21 to secure
training, specialized software, and consulting services to support the
modernization of ITD. The consulting services will include:
• Business Analysis and Business Process Reengineering
o The Business Analysis/Business Process Reengineering consultant will
work with State staff to document existing business process, while
identifying opportunities for improvement and modernization. They will
work collaboratively with staff to architect and implement new processes
that will assist the Department in better managing data and IT services.
• Organizational Change Management
o Organizational Change Management consulting services will help the
Department transform organizationally, modernizing outdated business
practices, implementing new processes, and setting up governance
structures to support positive business outcomes.
Temporary support from consulting services and additional training will allow the
Department to more effectively implement process and organizational improvements
that will align ITD with business program needs. Costs for consulting services were
estimated using average California Multiple Award Schedules and Master Service
Agreement rates. Consulting services were estimated to support the Department for one
year only by providing the Department with Business Analysis and Business Process
Reengineering (BA/BPR) and Organizational Change Management (OCM). These
consulting services will fill critical roles in assisting the Department in maturing its
technology service delivery. Where the BA/BPR consultant will document as-is and to-
be processes, the OCM consultant will continuously assess the readiness of and
prepare the technology units to implement new processes and new services. The
consultants will also support the development of templates, procedures, and adoption of
new processes, and will work with State staff to create training and reference materials,
ensuring the new processes are utilized as the new standard. The purchase of
specialized software will support ITD modernization efforts, providing additional service
management, oversight, and resource tracking for executive leadership. The
Department will be purchasing the following software’s:
o Customer Service Request Management software will enable the Department to
better manage and track existing work and incidents. Analytics will be used to improve
request processing times, better manage incidents, and develop target technical
support documentation.
o Project Management Software will be used to better manage project deliverables,
ensuring alignment with Department and Agency goals while managing schedule,
scope, and cost.o Fiscal Management Software will be used to track state resources, ensuring the maximum benefit from information technology investments. o Strategic Portfolio Management software will be used to manage and align the information technology portfolio investments, including projects, software, and hardware, with Department, Agency, and State objectives. As the Department hires and on boards new resources, it will execute a training program to educate and equip existing and new staff in the following targeted knowledge domains: service delivery best practices (e.g. ITIL), project management, business analysis and process reengineering, Agile development, total cost of ownership (TCO) analysis, cloud-training, and organizational change management. The Department recognizes the need to invest in staff resources through education and training, an investment that must be equal to the technology investments. An educated and empowered workforce is critical to fulfilling the Department’s information technology goals and to maximize the investment in new, modern technology. E. Outcomes and Accountability The requested resources will allow the Department to successfully navigate a rapidly evolving technical landscape while building a modernized and adaptable infrastructure; effectively utilize data as a predictive analytical tool; and meet Department, CHHS, and Statewide strategic information technology objectives. Approval of this request for positions and supporting services will allow the Department to achieve the following outcomes: The Department estimates the following outcomes and accountability measures for the new resources. EDO Outcomes The Department’s new positions in the EDO will establish a five-year roadmap by the end of 2020-21 to provide data management, data oversight and data governance to achieve the Department’s business and IT initiatives. The new positions will assist the EDO in developing the EDO data store and progressively transition to operations and maintenance by 2023-24, where approximately five (5) new data sources per year will be integrated into the enterprise data store, enriching the data accessible to business operations. Specific deliverables for these new positions will include drafting and continuously updating documentation appropriate for data stores, such as data dictionaries, interface documentation, database structures, and data request processes for program staff. The new positions will liaison with business program staff and organizational stakeholders to identify data needs and plan the steps necessary to
address these data needs. Data stakeholder meetings will be hosted beginning in 2020- 21. PMO Outcomes The Department’s new PMO positions will develop a five-year roadmap to implement a PMO beginning in 2020-21, with templates, plans and processes that comply with the State’s Project Management Framework, centralization and standardization of the MS Project environment. Immediately upon hiring, the new staff will be assigned to Department information technology projects and will manage these efforts to successful completion. In 2020-21 and 2021-22, the new positions will develop and implement the use of templates and tools for consistent management and reporting across Department project portfolios and support the portfolio governance process. Technical Services Support Outcomes The Department’s new TSB resources will immediately assist the Department with infrastructure, cloud and network support for the move to the new building. The Department will hire the new resources beginning in 2020-21. The new resources will be responsive to service requests. Working with TSB management, the new resources will prioritize and execute to completion each service request assigned by management. Information Technology Planning Services and Tools Outcomes In 2020-21, the Department will competitively solicit and acquire the consulting services. The resulting contracts will have defined tasks and deliverables targeted to assisting the Department achieve its modernization goals. Training and software will be purchased following the consolidation of the roadmaps drafted by the new resources in EDO and PMO. Equipped with a prioritized list of needed training and tools, the Department will purchase these items in the fourth quarter of 2020-21. F. Analysis of All Feasible Alternatives Alternative 1: Approve $2.2 million ($1.9 million GF) in 2020-21, $1.1 million ($894,000 GF) in 2021-22, and $677,000 ($541,000) in 2022-23 and on-going in funding for four (4.0) permanent positions, resources equivalent to three (3.0) positions on a two-year limited-term basis, and supporting resources for the modernization of the Information Technology Division (ITD) organizational infrastructure to ensure support for the increasingly complex technology and data needs of the Department’s business
programs. Pros: • Align IT resources with the business needs of the Department. • Reduce risk that essential services will be unavailable, impacting mission critical programs. • Promotes continuity of information through knowledge transfer from state staff to state staff. • Reduces the risk of noncompliance with federal and state legislation; Agency initiatives; and CDT policies. • Provide the necessary tools and supports available to facilitate staff training, knowledge transfer, and manage complex technical issues. Cons: • General Fund costs. Alternative 2: Approve $1.1 million General Fund to fund consulting services and specialized software purchases, ongoing. Pros: • No increase in permanently authorized positions required. • Align IT resources with the business needs of the Department. • Reduces the risk of noncompliance with federal and state legislation; Agency initiatives; and CDT policies Cons: • Lack of staff to maintain long-term continuity for strategic initiatives. • Continued risk that essential services will be unavailable, impacting mission critical programs. • Without additional state staff, there will be minimal knowledge transfer from consulting resources. • Will not provide long-term continuity of support. Alternative 3: Defer the budget request to 2021-22. Pros: • No budget increase required. • No increase in permanently authorized positions required. Cons: • Increases risk that essential support services will be unavailable, affecting mission critical programs. • Continued lack of resources to provide sufficient support for the Department.
• Increased risks of noncompliance with federal, state, CHHS, and CDT mandates.
• Lack of resources will overwork staff and cause errors.
G. Implementation Plan
After receiving approval for the funding request, the Department will develop recruitment
packages for new state staff, to be ready for posting beginning July 1, 2020. Once hired,
new staff will receive training within the first sixty (60) days on-the-job, with knowledge
transfer obtained via current staff within the first six-months.
The implementation plan for this funding request includes the following:
• In 2020-21, the Department will:
o Post job advertisements, interview, and select candidates for the requested
positions:
2.0 ITS II positions for EDO
2.0 ITS II positions for PMO
3.0 ITS I positions for TSB
o Release solicitations for and select vendors to perform:
Business Analysis and Business Process Reengineering
Organizational Change Management
• Coordinate targeted training for ITD staff. For example:
o PMO staff will receive project management, total cost of ownership, and Agile
training
o EDO staff will receive Agile training and ITIL training
o TSB staff will receive Agile and ITIL training
• Require the PMO, EDO, and TSB to draft roadmaps identifying tools and training
needed to accomplish the goals of the Department.
• Consolidate the EDO, PMO, and TSB roadmaps to organize and prioritize training and
information technology acquisitions. The BA/BPR and OCM consultants will be
contracted in the first quarter of 2020-21 and will perform their tasks and deliverables
to an approved contract schedule.
• In 2021-22, the Department will:
o Execute tasks to implement the roadmaps for each ITD unit. Tasks and
deliverables include:
PMO: develop templates, draft new policies and procedures for projects,
standardize project management activities, mature the project management
practices
EDO: develop new policies and procedures, develop data request processes,
draft and maintain data dictionaries
TSB: prioritize Department implementations and upgrades, prioritize service
requests and service fulfillment, draft policies and procedures as appropriate,
revise and update service request procedures, manage and report status of
modernization activities.• Continue delivering targeted and continuing education to staff. • Receive best practice guidance and recommendations from the BA/BPR and OCM vendors to move the Department toward a successful modernization. • Review and revise job duty statements, collaborating with appropriate Agencies to reflect the new responsibilities and duties of staff as the Department implements modern technology and decommissions old technology. H. Supplemental Information Attachment A High-Level Existing and Proposed ITD Organization Chart State Resources The funds for the 4.0 permanent positions and the equivalent of 3.0 positions for two years, will permit the Department to retain these critical project resources. The total funding request reflects the Department’s average costs for the standard position complement of operating expenses and equipment. Support for the Department’s mission critical applications requires a high degree of specialized technical skills to understand, the levels defined in the ITS I and ITS II classifications are required for this effort to be successful. Please see Attachment B for the workload analysis for the 7.0 requested positions. I. Recommendation The Department recommends Alternative 1: Approve $2.2 million ($1.9 million GF) in 2020-21, $1.1 million ($894,000 GF) in 2021-22, and $677,000 ($541,000) in 2022-23 and on-going in funding for four (4.0) permanent positions, resources equivalent to three (3.0) positions on a two-year limited-term basis, and supporting resources for the modernization of the Information Technology Division (ITD) organizational infrastructure to ensure support for the increasingly complex technology and data needs of the Department’s business programs.
BCP Fiscal Detail Sheet
BCP Title: Information Technology Data and Planning
BR Name: 4300-011-BCP-2020-GB
Budget Request Summary
Personal Services
Personal Services FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
Positions - Permanent 0.0 4.0 4.0 4.0 4.0 4.0
Total Positions 0.0 4.0 4.0 4.0 4.0 4.0
Earnings - Permanent 0 381 381 381 381 381
Salaries and Wages 0 241 241 0 0 0
Earnings - Temporary Help
Total Salaries and Wages $0 $622 $622 $381 $381 $381
Total Staff Benefits 0 341 341 208 208 208
Total Personal Services $0 $963 $963 $589 $589 $589Operating Expenses and Equipment
Operating Expenses and Equipment FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
5301 - General Expense 0 14 14 8 8 8
5302 - Printing 0 7 7 4 4 4
5304 - Communications 0 7 7 4 4 4
5306 - Postage 0 7 7 4 4 4
5320 - Travel: In-State 0 21 21 12 12 12
5322 - Training 0 7 7 4 4 4
5324 - Facilities Operation 0 56 56 32 32 32
5340 - Consulting and Professional Services - External 0 840 0 0 0 0
5346 - Information Technology 0 277 35 20 20 20
Total Operating Expenses and Equipment $0 $1,236 $154 $88 $88 $88
Total Budget Request
Total Budget Request FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
Total Budget Request $0 $2,199 $1,117 $677 $677 $677Fund Summary
Fund Source
Fund Source FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
State Operations - 0001 - General Fund 0 1,927 894 541 541 541
0995 - Reimbursements 0 272 223 136 136 136
Total State Operations Expenditures $0 $2,199 $1,117 $677 $677 $677
Total All Funds $0 $2,199 $1,117 $677 $677 $677
Program Summary
Program Funding
Program Funding FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
4149001 - Program Administration 0 2,199 1,117 677 677 677
Total All Programs $0 $2,199 $1,117 $677 $677 $677Personal Services Details
Positions
Positions FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
1402 - Info Tech Spec I (Eff. 07-01-2020)(LT 06-30-
0.0 0.0 0.0 0.0 0.0 0.0
2022)
1414 - Info Tech Spec II (Eff. 07-01-2020) 0.0 4.0 4.0 4.0 4.0 4.0
Total Positions 0.0 4.0 4.0 4.0 4.0 4.0
Salaries and Wages
Salaries and Wages FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
1402 - Info Tech Spec I (Eff. 07-01-2020)(LT 06-30-2022) 0 241 241 0 0 0
1414 - Info Tech Spec II (Eff. 07-01-2020) 0 381 381 381 381 381
Total Salaries and Wages $0 $622 $622 $381 $381 $381Staff Benefits
Staff Benefits FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
5150350 - Health Insurance 0 39 39 24 24 24
5150500 - OASDI 0 48 48 29 29 29
5150630 - Retirement - Public Employees - Miscellaneous 0 193 193 118 118 118
5150800 - Workers' Compensation 0 2 2 1 1 1
5150820 - Other Post-Employment Benefits (OPEB)
0 6 6 4 4 4
Employer Contributions
5150900 - Staff Benefits - Other 0 53 53 32 32 32
Total Staff Benefits $0 $341 $341 $208 $208 $208
Total Personal Services
Total Personal Services FY20 FY20 FY20 FY20 FY20 FY20
Current Budget BY+1 BY+2 BY+3 BY+4
Year Year
Total Personal Services $0 $963 $963 $589 $589 $589Attachment A High-Level Organization Chart
ExistingProposed
Information Technology Data and Planning BCP
Attachment B –
Workload Analysis
Enterprise Data Office (EDO)
The Department requests 2.0 permanent ITS II positions within EDO.
Information Technology Specialist II
Data Integration Developer Annual Hours FTE
Oversee and assure the proper integration and movement of the
Department’s data. Obtain, analyze, transform and load data from
client file extracts and other internal/external data sources into
physical data stores. 360
Handle data integration tasks for the Department, help determine
data-related needs and recommend improvements. Follow
industry best practices and guidelines to ensure that data is
sufficiently available and of good quality to meet the Department's
needs. 540
Design and development of API and integration solutions between
existing custom applications, data warehouses, and 3rd party
systems. 540
Work with project managers and stakeholders to understand and
refine project functional requirements including data mapping,
error handling and validation. 270
Perform administrative duties. 90
IT Specialist II Total 1,800 1.0Information Technology Specialist II
Data Modeler Annual Hours FTE
Design computer databases that translate complex business data
into usable computer systems. Work with database administrators
and data architects to meet organizational needs using
conceptual, logical, and physical data models. 450
Design models to improve efficiency, reduce data redundancy and
improve data movement across systems. Translate data model or
logical database design into physical database implementation. 540
Make recommendations for standardization and proper data
usage. Champion the usage of data in business and communicate
the benefits and return on investment for application and product
owners. 270
Define and govern data modeling and design standards, tools,
best practices, and related development methodologies for the
organization. Set standards for document naming, security, and
lifecycle & retention architecture. 180
Create detailed technical documentation and document the data
dictionary. 270
Perform administrative duties. 90
IT Specialist II Total 1,800 1.0Planning and Management Office (PMO)
The Department requests 2.0 permanent ITS II positions within PMO.
Information Technology Specialist II
Senior PMO Project Manager Annual Hours FTE
Work with assigned stakeholders to understand the business
requirements and strategic direction for that division. Work with
the stakeholder team to establish a division roadmap for meeting
their organizational objectives and use this input to define projects
for meeting these objectives and scope documents for each
project that will be approved by the stakeholder team 600
Provide leadership and strategic direction to assigned projects.
Plan, direct and oversee projects and ensures deliverables and
functionality are achieved as defined by each approved project
charter. Utilize appropriate methodologies such as standard
iterative project management and systems development lifecycle
methodologies. Complete standard artifacts as required by the
Department or as required by the CDT PAL process. 460
Assess performance of projects, maintain risk and issue
management logs and mitigation/action plans. Communicate
status to PMO management and all stakeholders according to
each project communication plan. 260
Develop Financial Analysis Worksheets (FAW) for projects 200
Develop proposals and Statements of Work for RFI, RFO, RFPs. 200
Utilize lessons learned to assess active and completed projects
and use these results to suggest process improvements for
standard project activities. 80
IT Specialist II Total 1,800 1.0Information Technology Specialist II
Senior PMO Business Analyst Annual Hours FTE
Work with assigned stakeholders to define and document the
business requirements according to the business roadmap and
organizational objectives established by the stakeholders as
documented by the Senior Project Manager. Translate business
requirements into technical requirements. 900
Translate business requirements into technical requirements.
Develop effective new business solutions as well as improve
existing processes. 700
Work with PMO Project Managers to fine tune road map for
delivering business requirements. 100
Support the PMO project managers in communicating project
status to stakeholders and the PMO Governance Committee when
necessary. 100
IT Specialist II Total 1,800 1.0
Technical Services Branch (TSB)
The Department requests two-year funding equivalent to 3.0 ITS I positions within TSB.
Information Technology Specialist I
Network Administrator Annual Hours FTE
Primary support for network data backups, Citrix Administrator and
two-factor authentication. Assist with the wireless network,
Brocade switches and patching. Diagnose complex problems in
the LAN/WAN infrastructure and perform daily health monitoring of 630
the network to ensure optimal performance.
Assist in creating and applying Group Policies and managing user
accounts and groups in Active Directory. Utilize software tools and
utilities and/or hardware and software tools as necessary to
maintain systems and diagnose network problems. Assist or act
as technical lead in software implementation. Resolve third level
technical service desk incidents/requests. 630
Support Remote Sites with IT requests as needed. Coordinate
with CDT for connectivity and security issues. Assist with
smartphones/tablets configuration. Identify and recommend
hardware or software necessary to manage the Department’s
network, which includes providing justification documents.
Maintain and update network documentation for business
continuity. Mentor staff on newly implemented technologies. 450
Occasional work to resolve Network issues. Occasional
mandatory travel (day trip or overnight within the state of
California) to ensure completion of network tasks at Remote Sites 90
IT Specialist I Total 1,800 1.0Information Technology Specialist I
Network Engineer Annual Hours FTE
Monitor and patch firewall to protect the network from malicious
threats and vulnerabilities identified by the Department’s Security
team. Administer firewall, create firewall rules, create security
zones, manage rule hierarchy, generate logs, URL filtering,
configure IPSec Tunnels and SSL VPNs. Support the remotes
sites firewall and centrally manage the firewall devices for
configuration, security policies, analysis and reporting across the 630
Department’s Network.
Diagnose the most complex problems in the LAN/WAN
infrastructure, assist in the support of Microsoft servers, which are
in a VMWare environment and assist with the data storage
system. Perform daily health monitoring of the network to ensure
optimal performance, work with CDT as the lead Department
network engineer, maintain and update network documentation for
business continuity, assist with network related security best
practices, and mentor staff on newly implemented technologies. 450
Assist in the support of the wireless network. Configure,
troubleshoot and update switches, monitor network traffic,
configure ports, and design plans. Troubleshoot issues regarding
patch panels and cabling. Assist in the support of the switches at
the remote sites, responsible for server room maintenance,
rewiring, and network reconfiguration. 350
Monitor and support VoIP infrastructure. Design, implement,
update, and troubleshoot all aspects of VoIP infrastructure
including switches and firewall. Assist in the support of remote
sites VoIP systems. 280
Occasional work to resolve Network issues. Occasional
mandatory travel (day trip or overnight within the state of
California) to ensure completion of network tasks at Remote Sites 90
IT Specialist I Total 1,800 1.0Information Technology Specialist I
System Administrator STAR Homes Annual Hours FTE
Plan and implement the centralization of applications for STAR
Homes. Troubleshoot complex problems in the LAN/WAN
infrastructure in order to support centralized applications.
Responsible for designing and maintaining WAN shared folders
structure to meet the Department’s security standards and
policies. Collaborate with HQ leads to prioritize fixes and
enhancements for STAR Homes, act as liaison and central
interface with the STAR Homes user base to assist in problem
resolution and prevention. Participate in planning, estimation and
implementation of enterprise applications. 630
Assist in creating and applying Group Policies and managing user
accounts and groups in Active Directory. Utilize software tools and
utilities and/or hardware and software tools as necessary to
maintain systems and diagnose network problems. Assist or act
as technical lead in software implementation. Resolve third level
technical service desk incidents/requests. 630
Support Remote Sites with IT requests as needed. Coordinate
with CDT for connectivity and security issues. Assist with
smartphones/tablets configuration. Identify and recommend
hardware or software necessary to manage the Department’s
network, which includes providing justification documents.
Maintain and update network documentation for business
continuity. Mentor staff on newly implemented technologies. 450
Occasional work to resolve Network issues. Occasional
mandatory travel (day trip or overnight within the state of
California) to ensure completion of network tasks at Remote Sites. 90
IT Specialist I Total 1,800 1.0You can also read
