i I T STRATEGY Focus: Integrated Public Health

Ci ITSTRATEGY

Focus: Integrated Public Health

An Enterprise Services ArchitectureApproach for Aligning Business and IT

Office of Information Technology Version 1.0February 26, 2005

DFCS

Newborn

One Year

Three Years

Eight Years

This child needs Immunization Services—but even though he received DFCS services at other points in his life, he is not in the Public Health database, becauseThere is no DHR integrated data model.

PublicHealth

Issues such as data integration can be addressed as an enterprise need.

Overview

Why is ESA Relevant to Public Health?


Other DHR-wide business needs that require an enterprise approach:

• Data integration (sharing)• Case management (with alerting capability)• Decision Support• Reporting (from integrated data)• Intelligent Messaging

These needs (and others) are not just project or program specific—a mappingof the business architecture will allow these needs to be viewed like e-mail—a central function that is important for all of DHR to work effectively and withthe greatest return on investment for IT.

Overview

Why is ESA Relevant to Public Health?


Vision: Integration which allows the portal to serve as a utility

• Individual programs and stakeholders connect to deliver intention-based integrated services

across the domains.• The technology domain of the portal provides core technological utilities: service oriented

architecture, asset management, and security.

Architecture, Asset Management, Security

Technology



InterfaceInteractions

Citizen Government Employee Business

G2C G2G G2E G2B

The infrastructure can be designed to work according to the basic patterns of interaction from the interface. Major business advantage: savings in hardware, middleware, maintenance, human services, and overall development costs.


Domain: Technology


Connection to Portal

Dynamic Service Discovery is a great advantageof a Service Oriented Architecture (SOA). Legacy and other IT systems are integrated within a common framework They can be accessed through peer-to-peer and other XML contracts interfaces. This aspect of integration allows the advantages of service integration without upfront replacement of current systems.

DB

DB DB DB DB

Architecture, Asset Management, SecurityDomain: Technology

DB DB


Business Process-Driven Enterprise

Services of EnterpriseSystems business

Integrating andExposing existingEnterprise Systems

Existing IT Hardware/SoftwareTopology

DataData

Data

Portal

Government-to-EmployeeG2E

Universal Access Framework

Government-to-GovernmentG2G

Government-to-CustomerG2C

Servers

Mainframe Mainframe

Servers

Eligibility Disease Management

Intake CaseManagement Surveillance

SENDSSImmunization Registry

Vital Records

Vital Events

Medicaid WICNSTS Incident

Management

ClinicalManagement

Enterprise Service Architecture

Servers

XML XML XMLXMLXML

Utility Framework

AlertManagement

HTML,XHTML,WML,XML

Architecture, Asset Management, SecurityDomain: Technology


• Cost savings for utilizing utility-based component infrastructure

• Eliminates silo business processes to create integrated business processes that can be leveraged as reusable services

• Provides a framework for delivering integrated services

• Enhances efficient data sharing between all services

Domain: Enterprise Service Architecture

Back to Hub

Why is ESA Relevant to Public Health

Ci ITSTRATEGY

Focus: Business Architecture

Strategies for Business Architecture:The Foundation for an Effective IT Enterprise


Buildings, roads, airports, bus terminals, shopping venues, hospitals, private homes—are all configured to support those activities that occur within them.

Form follows function.Overview


What is a business architecture?

The business architecture is a formal documentation ofthe lines of business, their support functions and theirrelationship to each other.

After the architecture has been documented, it is systematically analyzed to examine the functions (services) required by business and to align the enterprise technology with those functions.

Strategies for IT Alignment:Business Architecture

Overview


Why develop a business architecture?

Service demands, budget pressures, and the pace of technological change have largely negated the benefits of solving each service need on an isolated project-by-project basis. The same business needs (case management, data integration, reporting, mobility) continue to recur.

DHR must become a model-driven development organization.Appropriate business service models are outcomes of aformal effort to map DHR’s Business Architecture.

Summary: Importance of an Enterprise Business Architecture Initiative


Strategies for Improvement:Business Architecture

The business architecture supports a systematic way to examine the functions (services) required by business and to align the enterprise technology with those functions.

BackgroundThe Federal Enterprise Architecture Program Management Office (FEAPMO)has been examining the necessary alignments for the past few years. They have generated a number of documents that define various aspects of business, services, technology, and architecture.

One key document is the Business Reference Model. This document has received a number of open reviews and is a dynamic work. It represents a common way of talking about the functions that government performs so that technologists can fully align the needed technology, budget analysts can approachbudget needs from a common perspective, and data can be established in a common standard that can be electronically shared in appropriate circumstances.

Background


Strategies for Improvement:Business Architecture

Overview of Federal Enterprise Architecture

By using the templates that are aligned to the Federal Business ReferenceModel, the other federal reference models can be employed to fully align the DHR enterprise and greatly assist the business in effectively and efficiently delivering citizen services.

This presentation depicts a framework and discusses some associatedtemplates that can be used in facilitated sessions to build theBusiness ReferenceModel Section of DHR’sEnterprise Architecture.

Background


Business Architecture Development Technical AlignmentTime

Executive

OIT

BusinessUnits

-Analysis-Preliminary App mapping-Rollout strategy

-Introduce to leadership-DevelopBusiness overview

Intro andoverview to Business units

Design exact template for business interviews

Prep/Foundation Phase Business Interview Phase

Business Analysis Phase

Developstrategy &criteria foranalysis

Pre-populatebusiness interview templates (PM)

Conduct business interviews(PM)

Assign Business ArchitectureCommittee: Business Rep & Tech Rep for each service

Coordinateto do business interview

Oversee analysis strategy and coordinate w/ OIT, Business Units to develop BA

Coordinate with Executive lead for analysis and development of BA

Technical Interview Phase

Technical AnalysisPhase

Technical Architecture Assessment

Technical Architecture

Design

The output of the Business Architecture Development segment is the DHR Business Architecture. The Business Architecture is a major input for OIT/CTO to ensure the Technical Alignment of the Enterprise.

Building and Aligning DHR Business and Technical Architecture: Major Roles/Task Areas

How


Building the DHR Business Architecture: Strategies for Engaging the Business Units

Overview• The DHR Business Architecture is the

key input in aligning DHR’s business lines and supporting technologies to the Federal Enterprise Architecture.

• The Business Architecture cannot be accurately depicted without full input and insight from the business.

• A phased approach which includes a preparation phase, a business interview phase and an analysis phase will be effective in engaging the business units while helping them to fully understand the context and importance of the Business Architecture.

How


• Executive Leadership must do a preliminary mapping of known applications according to the lines of business and services they support.

• An analysis must be done to determine how the business will be engaged and a rollout plan must be drafted. The rollout plan should be presented to DHR leadership.

• This phase should also include the design of the exact template to be used during the business interviews, as well as an instruction set which describes the lines of business and services that will be utilized for DHR (this can be extrapolated from the BRM document).

• The instructions/presentation to the business should include the fact that the business should appoint a Business Architecture committee, with a chairperson. The committee must have representation for the business aspect of each major service line and for the technical aspects of each supporting application. (Note: the names of the technical reps are important for the Technical Alignment Phase. These individuals will not necessarily be interviewed during the Business Interview Phase.)


Preparatory PhaseHow


• The business template should be pre-populated and then the interview should be held by the PM Office—or according to the current procedures that OIT has for interfacing with the business units. This will allow a cohesive, unified methodology which does not run cross purposes with current departmental procedures.

• During this phase, the Executive leadership should determine the strategy/criteria that they will use for analysis and construction of the Business Architecture (from the information gleaned in the business interviews.) The Business Architecture Framework will be a major tool for this analysis.


Business Interview PhaseHow


The Executive Leadership should coordinate with OIT and with Business Units to align the information into the Business Architecture Framework.


Business Analysis PhaseHow


Technology

Government Line of Business to Citizens (G2C): ______________________

Policy/PlanningProcedureAdministration

Services

Resources

Mission

Mod

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Supporting Applications

Description of a particular service,Supporting Applications and Resources thatsupport it




The units of the division which provide resource managementTo support the delivery of the G2C services.

Mission of unit supporting delivery of G2C services.

DHR Business Architecture Framework

HowPreparatory Phase


Federal BRM Business Lines for Federal Government

Main Lines of Business for DHR:

-Community & Social Services-Health-Income Security-Disaster Management

To align with the BRM,Lines of Business for G2Cshould be chosen from the itemsin these blue boxes.

Services are listed underneath Lines Of Business—based on the BRMdefinition, DHR units that directlyserve citizens may need toextend the list of services.



BRM Definitions of Business Linesand Services

Community & Social ServicesIncludes all activities aimed at creating, expanding, or improving community and social development, social relationships, and social services in Georgia. This includes all activities aimed at locality-specific or statewide social development and general social services. This line of business includes general community development and social services programs, as well as earned and unearned benefit programs that promote these objectives.

Social ServicesIncluded in this category are social welfare services extended to children and adults withspecial needs such as the orphaned, neglected, abandoned, disabled, etc. Such servicesinclude family life education and counseling, adoption, guardianship, foster family care,rehabilitation services, etc.

BRM defined services under this line of business:

How

Preparatory Phase


HealthInvolves state programs and activities to ensure and provide for the health and well being of the citizens of Georgia. This includes the direct provision of health care services and immunizations as well as the monitoring and tracking of public health indicators for the detection of trends and identification of widespread illnesses/diseases. It also includes both earned and unearned health care benefit programs.

Illness PreventionSupports activities associated with the prevention and mitigation of illness and disease.

Immunization ManagementAll activities associated with preparation, storage, and use of inoculations and vaccinations.

Public Health MonitoringActivities associated with monitoring the public health and tracking the spread of disease.

Health Care ServicesPrograms and activities that directly provide health and medical care to Georgians, including earnedand unearned benefit programs.

Consumer Health and SafetySupports activities associated with inspection, education, and evaluation of consumer products toassess the potential risks and dangers they may present to the consumer (human & animal) (i.e. food,cosmetics, pharmaceuticals, and other consumer products.)





Income SecurityIncludes activities designed to ensure that Georgians are provided with the necessary means--both financial and otherwise--to sustain an adequate level of existence. This includes all benefits programs, both earned and unearned, that promote these goals for Georgians.

Food and Nutrition AssistanceInvolves the development and management of programs that provide food and nutrition assistance to those members of the public who are unable to provide for those needs themselves.

Housing AssistanceInvolves the development and management programs that provide housing to those who are unable to provide housing for themselves including rental of single-family or multifamily properties, and the management and operationof local, state or federally supported housing projects.



How

Preparatory Phase


Disaster ManagementDisaster Management involves the activities required to prepare for, mitigate, respond to, and repair the effects of all disasters whether natural or man-made.

Disaster Preparedness and PlanningInvolves the development of response programs to be used in case of disaster as well as pre-disaster mitigationEfforts to minimize the potential for loss of life and property. This involves the development of emergency management programs and activities as well as staffing and equipping regional response centers, and mitigation-focused construction and preparation.

Emergency ResponseInvolves the immediate actions taken to respond to a disaster. These actions include but are not limited to, providingmobile telecommunications, operational support, power generation, search and rescue, and medical life saving actions.



How

Preparatory Phase


Technology


Services

Resources

Mission

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Human Resource Management- Benefits, Personnel, Resource Training & DevelopmentSupply Chain Management-Procurement of Goods or Services, Inventory Control, Logistics Mgt.Administrative Mgt.-Facilities, Fleet, Equipment, Helpdesk (nontechnical), Travel, Policy Dev. & Mgt, Investigative SvcFinancial Mgt.-Accounting, Budget and finance

Any service specific management/policy functions: [insert]

Programs and organizational units which directly support lines of business

Insert organizational mission/values.

Core: e-mail, network availability, IT maintenance, enterprise architecture & strategy

OIT will develop/align Service Reference Model (SRM),Data Reference Model (DRM), and

Technical Reference Model (TRM) for each line of business

Service 1 Service 2 Service 3 Service 4

Apps that support Service 2

(Use App Template)


(Use App Template)


(Use App Template)

Government Line of Business to Citizens (G2C): ______________________


(Use App Template)

Completing the Framework



Steps to Complete the Framework

1. Business units examine the Federal BRM to compile a list that includes all of DHR’s lines of business. (No new lines will be generated—and this should be no more than 6-10 lines.)

2. Business units ensure that all appropriate government to citizen services are listed under the approved lines of business. These will fall very much along organization/program functions, so this will not be a great time burden.

3. DHR leadership initiate facilitated sessions to assist business units with all appropriate templates to complete DHR’s Business Architecture Framework.

How

Preparatory & Business Interview Phase


Technology


Services

Resources

Mission

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-Director, Deputy, CFO-Grants Development Division-Legal Services and Policy Division-Governmental Relations Division-PH Districts-Advisory Boards & Councils

Core: e-mail, network availability, IT maintenance, enterprise architecture & strategy

OIT will develop/align Service Reference Model (SRM),Data Reference Model (DRM), and

Technical Reference Model (TRM) for each line of business

Health CareServices

Consumer Health& Safety

ImmunizationManagement

IllnessPrevention

-Physicians’ Alert-Women, Infant,

Children services

-Web based interface toallow entry of environmentaldata (Environmental Health)

Georgia ImmunizationRegistry (GRITS)

Government Line of Business to Citizens (G2C): Health

PH Monitoring

Vital Records, VitalEvents, NSTS

-WIC Branch-Family Health Br.

-Bioterrorism/Emergency Rsp.

-Environmental Health andInjury Prevention Branch

-Prevention ServicesBranch

-Laboratory Br.-Epidemiology Br.-V. Records Br.

Family Health Br.

-Prevention ServicesBranch

-Chronic Disease Prv.& Health Promotin. Br.

-State Pharmacy-Office of Nursing-Office of Health Information & Policy-IT Liaison

The Division of Public Health (DPH) is responsible for disease control and prevention, the

reduction of avoidable injury-related deaths and disabilities, and the promotion of healthy lifestyles.

Completing the Framework: Public Health Sample

HowAnalysis Phase: Sample Result


Suppose that DFCSneeds a new casemanagement system inthe future. In a modeldriven enterprise, thecase management systemcan be viewed as a collectionof service components alignedbehind a new interface. Thus, case management could be built as a core casemanagement service component, messaging, security, data integration, andreporting—all business service components supported by enterprise technology service components, aligned to the enterprise architecture. In a sense, the service components are interoperable “utility” functions, greatlyincreasing development efficiency and decreasing cost of ownership.

Example: Model driven development scenario supported by dynamic business architecture

Analysis Phase: Strategic Goal of Business Architecture

Vision: Business Architecture as aTool for Technology Alignment


• Strategic planning adoption by organization

• Funding model changes to support Enterprise Initiatives

• Develop an Enterprise Architecture Program

• Establish SOA Governance model

• Select vendors that have in-depth business core competency and mature technologies

Challenges: What is the lay of the land?


Challenges Adopting ESA


• Better alignment of funding sources to Public Health program services

• Increase adaptability of business model to respond to policy and financial changes

• Better alignment of business and technology strategies to enhance service delivery.

• Lowered technology cost overall by leveraging standards and component-based infrastructure.

Outcomes of ESA approach


Outcomes

Documents

i I T STRATEGY Focus: Integrated Public Health