FL ACCESS Mailing/Scanning/ Indexing...

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FL ACCESS Mailing/Scanning/ Indexing Services State of Florida Department of Children and Families

CLARIFICATION RESPONSE ITN#: 01F12GC1 Submitted on: August 29, 2012, 4:00 p.m. EST

Submitted by: Xerox State & Local Solutions, Inc. 8260 Willow Oaks Corporate Drive Fairfax, VA 22031 Federal tax ID number:13-1996647

Person who can respond to inquiries regarding the reply: Carla Capps Director, Business Development Government Solutions Group Xerox State & Local Solutions, Inc. Suite 300 2073 Summit Lake Drive Tallahassee FL 32317 Phone: (850) 216-1755 Mobile: (850) 545-4172 [email protected]

Mark D. MayoSenior Vice President Human Services Solutions Xerox State & Local Solutions, Inc. 8260 Willow Oaks Corporate Drive Fairfax, VA 22031 [email protected] tel 703.891.8731 fax 703.891.8802

August 29, 2012

Leah McCarthy Procurement Manager Florida Department of Children and Families Economic Self Sufficiency Services Program Office 1317 Winewood Blvd., Building 3, Room 473 Tallahassee, FL 32399-0700 Email: [email protected]

RE: State of Florida – Department of Children and Families FL ACCESS Mailing/Scanning/Indexing Services, ITN# 01F12GC1 Vendor Negotiations – REQUEST FOR INTERIM REVISED REPLY

Dear Ms. McCarthy:

Xerox State & Local Solutions, Inc. (Xerox) is pleased to submit our Interim Revised Reply (IRR) to ITN #01F12GC1 that will be used in the negotiation process. Our response to the IRR, which follows this letter, contains the requested information that fully addresses the following six (6) focus areas :

A. Revised Project Plan

B. Revised Pricing

C. Reporting Capabilities

D. Impact to Facility Location Cost Drivers

E. Innovations

F. Exchange of Indexed Data

Our contacts for any questions pertaining to this clarification response submission are:

Primary Contact: Carla Capps Vice President – Sales Human Services Solutions Xerox State & Local Solutions, Inc. Suite 300 2073 Summit Lake Drive Tallahassee FL 32317 Phone: (850) 216-1755 Mobile: (850) 545-4172 [email protected]

Secondary Contact: Chuck Cliburn Senior Vice President & Client Executive Government Solutions Group Xerox State & Local Solutions, Inc. Suite 300 2073 Summit Lake Drive Tallahassee FL 32317 Phone: (850) 210-1302 Mobile: (202) 271-4275 [email protected]

We thank you for your consideration of our response and look forward to the opportunity to successfully implement, operate, and fulfill DCF’s mission for this project.

Sincerely,

Mark D. Mayo

FL ACCESS Mailing/Scanning/Indexing Services for the State of Florida Department of Children and Families

ITN Number: 01F12GC1 CLARIFICATION RESPONSE

© 2012 Xerox State & Local Solutions, Inc. CLARIFICATION-i

Table of Contents

Xerox Clarification Response .................................................................................................................... 1

2.1 Focus Area A – Revised Project Plan ........................................................................................ 1

2.2 Focus Area B – Revised Pricing ................................................................................................ 3

2.2.1 Secnario 1: 4 Hour SLA ................................................................................................. 4

2.2.2 Secnario 2: Same Day SLA ............................................................................................ 4

2.3 Focus Area C – Reporting Capabilities...................................................................................... 5

2.4 Focus Area D – Impact to Facility Location .............................................................................. 7

2.5 Focus Area E – Cost Drivers ................................................................................................... 20

2.6 Focus Area F – Innovations ..................................................................................................... 23

2.7 Focus Area G – Exchange of Indexed Data ............................................................................. 26

Appendix A – Draft Project Schedule ............................................................................................. A-1

List of Exhibits Exhibit 1. Facility Diagram ........................................................................................................................... 9



© 2012 Xerox State & Local Solutions, Inc. CLARIFICATION-1

Xerox Clarification Response The following are Xerox State & Local Solutions, Inc.’s (Xerox’s) responses to DCF’s clarifications regarding ITN Number 01F12GC1.

2.1 Focus Area A – Revised Project Plan

Item Vendor Instructions A Provide an updated project plan using Microsoft Project (.MPP) that details those activities needed to meet the Mail Scan transition and conversion date of 12/31/2012. Please clarify those areas that could be problematic and create risk for meeting the project timelines. In addition, please identify any assumptions being made that the DCF should validate. Vendor Response: (Attach additional documentation, if needed, at the end of this document as an Appendix and reference accordingly in this response section)

Vendor Response

Our revised project plan reaffirms our ability to prepare for and convert the DCF mail, scanning and indexing processes on or before December 31, 2012. Our plan is capable of converting the centralized mail and fax operation from the Wildwood facility to our Tallahassee Document Processing Center as early December 3, 2012. Targeting a launch date 4 weeks ahead of the Department’s December 31st conversion date, provides some contingency for delays, avoids conflicts during the busy holidays and gets the centralized operation converted ahead of schedule.

As we discussed during our initial round of negotiations, the Xerox Team is ready to go! We have already begun much of the initial planning, staging and preparations which are required to launch an operation of this size and scope. Not taking these steps would put any vendor behind schedule. We know this because we have done this before for HHS agencies with very similar requirements in states such as Texas, New York and Louisiana. Our project plan is built on the knowledge and experience we have gained on these engagements.

Risks:

Level II Background screening may take 4-5 weeks to complete for job candidates. Delays with Contract Award date or Contract Effective date. PO Box Cut-Over/Implementation of new PO address on out-going correspondence Flash conversion vs. Phased Implementation Department (DCF) staff availability Competing DCF priorities




Assumptions:

Contract award date is by September 12, 2012

Implement tasks that do not require Department commitment can begin by September 12, 2012

Contract effective start date is by October 3, 2012

The Xerox Team can begin to engage Department staff on implementation tasks as of the contract effective date. Such tasks include the review of deliverables and other materials, participation in status and project governance meetings, validation of business requirements, etc.

Conversion to Tallahassee DPC will be a “flash” cut-over. On a defined date, all new incoming documents will be processed at the Tallahassee site. Unless indicated otherwise, there will be no parallel processing except for work already in progress at Wildwood.

The Department will initiate Level II Background checks.

The Department will use its existing fax infrastructure, including fax lines and fax servers. The Document Processing Center will use an sFTP connection to the fax servers to receive the fax images.

Physical transition from Wildwood to our Tallahassee Document Processing Center is limited to the materials, work or documentation that may be used to support the process. We do not anticipate the physical transition of any equipment, supplies, backlog, inventory or other assets unless specifically identified by the Department. The Xerox Team has proposed a turn-key operation.

The Software Lifecycle Development Methodology has limited application in the project plan since new software development is limited for this contract. As a result, tasks and deliverables associated with Functional Requirements, Design Documents, etc. may not be required except for documenting requirements and design for reports, reporting tools, and database look-ups or queries.

The Xerox Team will use its own iCenter production applications for scanning, indexing, advanced capture, quality control and output. These applications will be configured based on business rules and requirements defined by the Department.

The Xerox Team will use its iCenter Cloud Capture web scanning and document upload solutions to enhance the Department’s remote capture capabilities. These tools have already been developed and will require configuration based on Department requirements.

Customer service support will be Level II Technical Support.

End-user training may be required for Department staff or partners (CBCs, Service Providers) who may use remote capture solutions. Training can be delivered using multiple formats or methods, including train-the-trainer and, more effectively, webinar, webcast or online tutorial.

Centralized PO Box will be transferred to Tallahassee. The Xerox Team will work with the Department and the USPS to ensure a smooth cut-over. Until mail is re-directed to the new PO Box, it may be necessary to perform daily pick-up and transfer of mail at the Wildwood facility.

Work received at or in progress at Wildwood facility prior to cut-over will be completed at the Wildwood facility.

A Readiness Assessment Test will be performed prior to conversion.




2.2 Focus Area B – Revised Pricing

Item Vendor Instructions B Provide tiered pricing using the standardized definition of a Document, as defined bythe DCF in its clarification documentation (see attached), is applied and utilize the tables below considering two scenarios. Scenario 1 has an SLA of within 4 hours. Scenario 2 has an SLA of within the same day. (This will exclude emergency requests which are nominal). In addition, please identify any assumptions being made that the DCF should validate. Vendor Response: (Attach additional documentation, if needed, at the end of this document as an Appendix and reference accordingly in this response section)

Vendor Response

1. Xerox has utilized the data represented in the revised data for July, 2012 based on Mail/Scan being centrally located at the Wildwood facility where the local capture data previously counted as scanned has been removed.

2. Xerox assumes, “The Scanned documents for July are post production numbers and represent 78,955 unique documents and the 432,452 page count represents unique images. The same analysis can then be applied to the electronic data except that this data is captured pre-production and the average pages per document would go up slightly since there are some submissions that come in with more than one image per page.”

3. Any pricing or pricing assumptions not specifically addressed or identified in our second submission are still applicable from our initial submission.

4. Xerox has based its pricing on the mail and fax mix information received from the State. We assume that we will be able to negotiate in good faith with DCF to clarify the mix and make appropriate adjustments if the mix changes significantly.

5. Xerox has noted an inconsistency in the price forms. Both Exhibit 3 – Scenario 1 – Revised Pricing – 4 hour SLA, and Exhibit 4 – Scenario 1 – Revised Pricing – Same Day SLA appear to be missing a pricing tier for volumes greater than 14M, but less than 15M. In order to ensure there is pricing for volumes greater than 14M, but less than 15M, we have assumed the last tier in the pricing forms should say 14+M annually.

6. Xerox has provided the annual volumes related to the tiered pricing for illustrative purposes only. The actual volume tiers used for calculating the monthly invoice amount to DCF will be calculated by dividing the annual volume tier amount by 12 to create a monthly volume tier amount.




2.2.1 Secnario 1: 4 Hour SLA

Mail / Fax / Scan / Image Optimization / Index

Service Year 1** Year 2** Year 3**

Optional Year 4 **

Optional Year 5 **

Optional Year 6 **

Volume Cost per

Document* Cost per

Document* Cost per

Document* Cost per

Document* Cost per

Document* Cost per

Document* 0 to 2 Million $1.4305 $1.4255 $1.4205 $1.4063 $1.3922 $1.3783 2 to 4 $0.9867 $0.9817 $0.9767 $0.9669 $0.9573 $0.9477 4 to 6 $0.7137 $0.7065 $0.6995 $0.6925 $0.6855 $0.6787 6 to 8 $0.7137 $0.7065 $0.6995 $0.6925 $0.6855 $0.6787 8 to 10 $0.7087 $0.7015 $0.6945 $0.6875 $0.6806 $0.6738 10 to 12 $0.7037 $0.6965 $0.6895 $0.6826 $0.6757 $0.6690 12 to 14 $0.6987 $0.6915 $0.6845 $0.6776 $0.6708 $0.6641 15+ $0.6987 $0.6915 $0.6845 $0.6776 $0.6708 $0.6641

* Pricing is to be based on the definition of a document as defined in the clarification document ** Year is defined as any twelve month period

Exhibit 3 – Scenario 1 - Revised Pricing – 4 hour SLA

2.2.2 Secnario 2: Same Day SLA

Mail / Fax / Scan / Image Optimization / Index

Service Year 1** Year 2** Year 3**

Optional Year 4 **

Optional Year 5 **

Optional Year 6 **

Volume Cost per

Document* Cost per

Document* Cost per

Document* Cost per

Document* Cost per

Document* Cost per

Document* 0 to 2 Million $1.3224 $1.3177 $1.3131 $1.3000 $1.2870 $1.2741 2 to 4 $0.9116 $0.9070 $0.9024 $0.8934 $0.8844 $0.8756 4 to 6 $0.6590 $0.6524 $0.6459 $0.6394 $0.6330 $0.6267 6 to 8 $0.6586 $0.6521 $0.6455 $0.6391 $0.6327 $0.6264 8 to 10 $0.6537 $0.6471 $0.6406 $0.6342 $0.6278 $0.6215 10 to 12 $0.6487 $0.6421 $0.6356 $0.6292 $0.6229 $0.6167 12 to 14 $0.6437 $0.6371 $0.6306 $0.6243 $0.6181 $0.6119 15+ $0.6433 $0.6368 $0.6303 $0.6240 $0.6177 $0.6115

* Pricing is to be based on the definition of a document as defined in the clarification document ** Year is defined as any twelve month period

Exhibit 4 – Scenario 1 - Revised Pricing – Same Day SLA




2.3 Focus Area C – Reporting Capabilities

Item Vendor Instructions C Describe the reporting capabilities of the solution proposed in your initial response and further elaborated during initial negotiations. Please focus on how the DCF would access reports or data based on your proposed solution and clarify whether additional hardware and software would be required to access the data. In addition, specificity should be provided regarding frequency of reporting, including any real-time reporting capabilities. In addition, please identify any assumptions being made that the DCF should validate. Vendor Response: (Attach additional documentation, if needed, at the end of this document as an Appendix and reference accordingly in this response section)

Vendor Response

As we indicated in our response to the ITN, we offer a robust and flexible reporting solution that includes both standard and tailored reports that can be delivered on-demand or on any schedule defined by the Department. Our response includes a description of the most anticipated daily, weekly and monthly reports that are specifically designed to communicate project status, operational and production activity and metrics as well as progress against key performance measures.

We recognize that every client has different reporting requirements and we are prepared to tailor our reports to meet the specific requirements defined by the Department. All the DCF-specific reports will be automatically generated and distributed per the frequency determined by the Department. Alternatively, scheduled reports can be placed on a secure server where they can be viewed and downloaded.

The Department does not need any specific hardware or software to access or view the reports. We use SQL Server Reporting to create, manage and deliver reports. We will provide authorized Department users with a browser-based interface to access reports which can be run on-demand and provide real-time production information.

Our Production Dashboard, also browser-based, will provide a monitoring capability of production activity and key metrics. Consisting of graphical displays of production statistics, the dashboard also provides historical data for the day, week or month.

Production Reporting:

Information collected in our iCenter production application or maintained in other systems, logs or databases can be aggregated and summarized based on customer needs. Our iCenter production application, including iCapSure, tracks and maintains most of the key production related data, including number of transactions (documents) and images scanned, documents indexed and output, indexing exceptions, quality control statistics and more. Reports will be tailored to summarize processing activity, volume by channel type (mail, fax, remote capture, etc.), envelopes received, timeliness and quality assurance performance.




Customer Service Reporting

In addition to operational metrics, we will also provide comprehensive customer service reporting on Level II support, including detailed and summary reports on the number of calls, summary of issues by type, time to resolve and pending or open tickets or issues. These reports will allow Department staff to monitor the responsiveness of Level II support and overall performance of solutions deployed to end users.

Quality Measurement Reporting

Our quality assurance reports will provide the Department the ability to monitor progress against quality performance standards, including image quality, indexing accuracy and timeliness. Our iCenter production application maintains a data on all scanning and indexing quality control results, including the number of batches, documents and images sampled and reviewed as well as failures, errors or exceptions. Summary reports can identify errors by type, operator, batch and date. All of this information is used to report progress against key performance measures such as image quality and accuracy. In addition, post processing quality reviews and monthly quality assurance audits performed on a sample of documents are used to validate performance.

Assumptions:

The Xerox Team and the Department will meet to define reporting requirements, including format, frequency, distribution, data points, etc.




2.4 Focus Area D – Impact to Facility Location

Item Vendor Instructions D Describe vendor plans to facilitate a smooth transition from Wildwood to their proposed location. Vendor must include detailed discussion on assumptions as it relates to staff relocation or assumption of existing staff retention. Vendor should also emphasize the need for a physical transition plan, if any is required. Vendor should also validate that their facility will be dedicated to DCF Mail / Scan and that the staff assigned will be project specific. In addition, please identify any assumptions being made that the DCF should validate. Vendor Response: (Attach additional documentation, if needed, at the end of this document as an Appendix and reference accordingly in this response section)

Vendor Response

The Xerox Team is confident that we can ensure a smooth transition from the Department’s centralized operation in Wildwood to our centralized Document Processing Center in Tallahassee. Our project plan and solution were designed with the knowledge that a transition from a decentralized model would be required. The Department’s clarification that a centralized facility has been established reduced the complexity of the transition. Based on our evaluation of the Department’s Wildwood facility we have concluded that a transition to our new Tallahassee center poses far less risk than a plan that requires the utilization of the current Wildwood facility and technology.

Specific to the Department’s requirement that “Vendor must include detailed discussion on assumptions as it relates to staff relocation or assumption of existing staff retention,” we provide the following response:

We appreciate the opportunity to visit the Department’s Wildwood site – it was most helpful to us. We were impressed with the hard work and dedication of the DCF staff we observed. To that end, we believe that some of the current DCF staff would be an asset to our team. If permitted by the Department, we would welcome the opportunity to consider DCF staff that may be displaced by this project to join our team. In addition, our own research found:

FY 11-12 – approximately 1,000 DCF positions were eliminated – approximately 177 positions were in Tallahassee.

FY 12-13 – approximately 590 positions were eliminated – approximately 50 were in the Tallahassee area.

A total of 227 DCF positions have been eliminated in the past two (2) years. In addition to the Wildwood team members, we will also search the local Tallahassee market and attempt to locate and utilize prior DCF staff that may be searching for employment.

Our document production centers are required to meet very specific performance criteria for our government customers, and a good part of our success in this area is built on the skills and dedication of




our staff. Typically, performance requirements include the numbers of documents scanned, indexing accuracy, quality assurance levels, output formats and volume, and other criteria. Our investment in current DCF staff as well as in any other individuals interested in joining our team is based on our recognition that staff members are vital components. We value them highly and assume that staff will:

Meet security screenings as required by DCF Have an interest in relocating to Tallahassee and/or continuing employment on the project Be willing to be trained in HIPAA requirements and in the job skills needed to perform their duties Have the ability to meet the requirements and performance expectations of the job as defined by law

and our HR department

Specific to the Department’s requirement that “Vendor should also emphasize the need for a physical transition plan, if any is required,” we provide the following response:

Our project plan addresses all aspects of transitioning from the Department’s Wildwood facility to our Document Processing facility in Tallahassee, including implementation tasks and cut-over to the new facility. To the extent that a physical transition plan is required to transfer any materials, documents or inventory from Wildwood to Tallahassee, this will be addressed in our detailed cut-over plan. We do not anticipate the need for the transition of any physical assets or equipment. We have also included as part of this response, a copy of a sample Readiness Assessment Plan which was prepared for the cut-over of a similar document processing operation. This plan reflects the level of detail we will undertake when preparing to go-live with our Tallahassee Document Processing Center.

Specific to the Department’s requirement that “Vendor should also validate that their facility will be dedicated to DCF Mail/Scan and that the staff assigned will be project specific,” we provide the following response:

Our visit to Wildwood re-affirmed to us that our proposed solution will bring significant improvements to the Department. One of the significant improvements is the facility itself and related operational processes. From experience, we know that the facility layout is an important factor in maximizing production workflow and productivity. Our proposed facility, provided by Xerox Team member Image API, is a new and completely renovated Tallahassee-based facility designed specifically as a document processing center. Our highly-secure facility utilizes biometric technology to control access throughout the building. Our single floor, open layout concept has proven to be a key requirement. Bins of daily mail must be able to flow in from our secure transport vehicles directly into the secure, dedicated integrated eligibility specific production area.

The Xerox Team will address the Department’s requirement to have a dedicated Mail/Scan production area and use staff dedicated to the Mail/Scan project. Supervisors must have direct line of site over the staff to help and manage the operation. When the Xerox team designed its latest facility, we did so with the requirement that we could secure one or more areas within the production area to isolate staff and content. The center ideally suits the DCF mail/scan/indexing project as shown in the facility diagram in Exhibit 1 below.




Exhibit 1. Facility Diagram

Our solution is based on best practices, modern technology and the practical lessons we have learned from hundreds of similar projects around the globe. Both Xerox and Image API are leaders in the document processing industry. Our approach is designed to meet the Department’s objectives of improved customer service, enhanced efficiency and effectiveness and reduced administration costs.

Disaster backup of operation is mission critical to assure continued production in the event of a natural disaster. The Xerox Team’s backup operation is an important aspect of our overall solution. If a natural disaster hits our location and we must execute on our emergency plan, we will notify our Austin facility. Our Austin facility and team has experience processing Texas’ integrated eligibility documents. We believe this level of expertise, backing up our primary team, is significant and makes the Xerox Team’s solution a very safe choice.

We have the experience, technology and innovative approach required to meet DCF’s objectives. Our Tallahassee-based team is ready to go to work. We believe we clearly are the low risk and superior choice for this project.

Please see our project plan for any assumptions that you may choose to validate.




Sample Transition Plan

Sample Readiness Assessment Plan

Purpose

The Readiness Assessment Plan describes the Xerox Team’s proposed plans, processes and schedule to demonstrate and test The Xerox Team’s readiness to assume operations of the DEPARTMENT Document Processing Center (DPC) on January 1, 20.

Scope

The scope of the Readiness Assessment Plan includes:

Methodology for testing operational and system readiness. Approach to resolving issues and readiness deficiencies. Proposed tracking, reporting and communications. Schedule of tasks, activities and resources.

The scope of the Readiness Assessment testing includes:

Systems. All systems, software and applications which support the processing and quality control of incoming mail.

Staffing/Personnel. The transfer and conversion of existing employees from current operation to The Xerox Team, as well as the recruitment, training and preparedness of new employees.

Facilities and Business Structure. Readiness to assume Midland and Athens physical space, and all sub-contracted services such as printing, shredding, courier, etc. This will also include the operation and testing of all The Xerox Team and/or THE DEPARTMENT supplied equipment such as scanner, mail openers, computers, etc.

Quality Assurance. The all QA processes, procedures, training, systems and reports.

Training. Training plans, schedules, materials and tools, as well as completion of any training for existing or new employees.

Processes and Procedures. End-to-end DPC process and procedures.

Disaster Recovery. Readiness to execute approved Disaster Recovery plans and processes.

Methodology

The Readiness Assessment will be comprehensive in scope to ensure a smooth transition of the DPC operations. Minimizing changes to the current processes, systems and business practices is a key objective of the transition phase to ensure the stability and continuity of operations. Therefore, the emphasis of the Readiness Assessment Plan will be on demonstrating readiness to assume operations and complete the transfer and conversion of contract ownership as opposed to re-testing systems and processes that have been operating successfully within the DPC under the current vendor.




The methodology for the readiness assessment is based on:

1. Regular review and monitoring of progress and completion of Transition Phase project plan tasks and achievement of key milestones. The Xerox Team’s ability to maintain progress on the tasks in the plan is an important and more timely indicator of overall readiness to assume responsibility for DPC operations. A well-defined Transition Phase workplan and close management of the tasks, schedule and progress is a foundation for operational readiness. In addition to the Transition Work Plan, The Xerox Team will develop checklists for each functional or operational area (QA, Training, Facilities, etc.). These checklists will identify the agreed-upon requirements that must be met to achieve 100% operational readiness. Each week in December, The Xerox Team will conduct a Go/No-Go review with THE DEPARTMENT based on these checklists and the Transition Phase workplan.

2. Demonstration of business process competence: Since many of the DPC processes and procedures have been in place and operating successfully for a reasonable period of time, the focus of readiness assessment will be less on testing new processes, than demonstrating competence and understanding of the existing processes. To achieve this, The Xerox Team proposes a comprehensive walk-through of the DPC processes and procedures with the Department to demonstrate The Xerox Team’s knowledge and understanding of the operations. This walk-through, which will include a checklist of processes and functions to be reviewed, will be conducted without the aid of documentation or existing DPC managers or supervisors. The outcome of this exercise should demonstrate to THE DEPARTMENT that The Xerox Team understands the DPC processes and procedures and is ready to assume responsibility.

3. Verification of equipment and systems: Like the DPC processes and procedures, The Xerox Team does not anticipate introducing any new software, systems or equipment upon initial business operations start-up. Therefore, the readiness testing for existing systems will focus on completing a readiness review that confirms the existing equipment and system is functioning and maintained properly. The Xerox Team is also willing to conduct an end-to-end test run of sample or test documents prepared in advance using a test or production-ready environment during non-business hours. Such a test would require tight coordination with Existing Vendor and assurance that any test documents or data could be deleted from the system. The purpose of this test is to demonstrate that The Xerox Team is ready to implement and manage the end-to-end process.

4. Demonstration of operational readiness: Operational readiness will be based on a thorough review of The Xerox Team’s transfer and conversion of facility management responsibilities, and more importantly, conversion of contracted functions such as printing, shredding, courier services, etc. as well as conversion of ownership and responsibility for such things as BRM accounts and PO Boxes. The Xerox Team will conduct a comprehensive check-list review with THE DEPARTMENT to demonstrate these operations are in place for operational start as required.

Schedule & Activities

The Transition Phase Workplan (DP 099) is an important part of readiness planning and has been submitted to THE DEPARTMENT in conjunction with the Readiness Assessment Plan. The workplan




details the tasks, activities, schedule and resources that The Xerox Team will deploy and execute to prepare for and assume control of business operations on January 1, 2010.

The Xerox Team will work closely with the Department the Department to execute the plan and will meet bi-weekly with THE DEPARTMENT and Vendor to review progress on the plan, as well as issues and risks. Consistent progress on the plan tasks, adherence to schedules and ability to meet deadlines and key performance requirements is a key indicator of readiness.

Tracking & Reporting

Readiness Assessment will be monitored and reported using the following:

1. Transition Phase Workplan: The plan, to be reviewed at least bi-weekly in the Transition Status Meetings, will show progress on completion of tasks and achievement of milestones.

2. Transition Phase Weekly Status Reports: These reports will provide updates on progress, issues and risks throughout the transition phase.

3. Readiness Assessment Checklists: These checklists will review readiness by functional or operational areas and will be completed throughout the transition phase. A sample template is outlined below.

4. Readiness Assessment Completion Report: This report will include both a rolled-up summary of readiness for each functional/operational area, as well as a report on any systems testing or end-to-end process walk-through, trial runs or tests. A sample of this report template accompanies this deliverable document.

Issues Resolution

Any area, task or requirement which fails to attain operational readiness as determined by The Xerox Team or the Department will be subjected to the Issue Resolution process described in DP 102 Risk Management and Issue Resolution Process. This Issue Resolution process includes the following items. For details on the process, refer to DP 102 Risk Management and Issue Resolution Process.

Identifying and documenting the issue. Assigning the issue to an appropriate owner. Verifying the issue resolution plan Tracking the issue in the tracking log, ITG, and the Issue Resolution Form. Communicating the issue’s status in status reports. Performing Root Cause Analysis (RCA) as necessary.

THE DEPARTMENT will make the final determination, based on its review of readiness activities and the Readiness Assessment Completion report, on whether The Xerox Team has achieved complete operational readiness. The goal is to complete readiness testing, validation and demonstrations by December 11, 2009.

Readiness Assessment Checklists

The Xerox Team has prepared a comprehensive check-list for each operational or functional area that will serve as part of the readiness assessment review, particularly for tasks or activities that must be completed to ensure operational readiness.




Facility and Equipment Readiness

1. Has the Facility and Business Structure Transition Plan been submitted to and approved by THE DEPARTMENT?

2. Has the Configuration Management Plan been submitted to and approved by THE DEPARTMENT?

3. Has the Security Management Plan been submitted to and approved by THE DEPARTMENT?

4. Has The Xerox Team finalized a sub-lease with The Department for the DPC space requirements?

5. Have The Xerox Team and The Department identified and addressed the facility service needs and responsibilities for each existing Vendor under the lease arrangement? Including: a. Day-to-day facilities management, including janitorial services and maintenance. b. Physical site security c. Photocopiers or other shared office equipment. d. Break room, training rooms or other shared office space.

6. Has The Xerox Team converted or established contracts and/or business relationships with sub-

contractors for services? a. Printing b. Document Destruction c. Personnel/Staffing d. Supplies e. Equipment Maintenance

7. Has The Xerox Team completed the necessary paperwork or processes to assume ownership or

responsibility for: a. BRM Accounts?

i. Have the accounts been adequately funded?

b. Post Office Boxes?

c. Third-party mail and parcel services (FedEx, UPS, etc.) i. Have accounts with each existing Vendor been established?

8. Has The Xerox Team inventoried and transferred ownership of all DPC assets from the existing

existing Vendor or THE DEPARTMENT?

9. Has The Xerox Team identified additional equipment needs and has the equipment been procured, delivered and installed?




10. Has all equipment been tested for operation? a. Mail openers b. Scanners c. Office equipment: postage meters, computers, printers.

11. Has The Xerox Team inventoried all office and production supplies?

12. Has the existing mail delivery courier been notified that IAPI will not maintain a contract for courier

services?

13. Has IAPI procured a delivery vehicle for mail delivery?

14. Has The Xerox Team procured the supplies necessary to support DPC operations at initial start-up?

15. Has The Xerox Team assessed facility power needs?

16. Has IAPI created a scanner and accessory change and maintenance event log?

17. Have security policies been created and prepared for implementation?

18. Have all The Xerox Team employees received security clearance?

19. Has The Xerox Team defined responsibility for security, including: a. Physical site security? b. Computer security? c. Network security? d. Data access and storage? e. Computer software security? f. Telecommunications security?

Training Readiness:

1. Has a Training Plan been prepared and submitted to and approved by THE DEPARTMENT?

2. Have training roles and responsibilities been defined?

3. Have training processes and procedures been defined?

4. Has the training curriculum been defined?

5. Have training delivery methods been defined for all training content?

6. Has training content been created for the following courses or modules: a. Security training? b. HIPAA? c. Fraud? d. Civil Rights? e. Tax Sensitive Information?




f. Document Prep? g. Document Scanning? h. Quality Control?

7. Have training curriculum, materials and tools been submitted to and approved by THE

DEPARTMENT?

8. Has a records management process been defined for maintaining training records?

9. Have training report templates been created for: a. Training Delivery Completion Report

10. Has a training needs assessment been prepared to determine training requirements for Q1 2010?

11. Has a training schedule for Q1 2010 been developed?

12. Do work instructions exist for all DPC process and procedures?

Quality Management Readiness

1. Has a Quality Management plan been submitted to and approved by THE DEPARTMENT?

2. Have QA roles and responsibilities been defined?

3. Have quality management processes and procedures been defined?

4. Has IAPI been trained on PIMS?

5. Are Service Review Instruments designed and ready for implementation?

6. Has a QA Audit schedule been developed?

7. Has a QA sampling methodology been developed and approved?

8. Have IAPI and THE DEPARTMENT QA agreed on a process for reviewing and address audit findings?

9. Does IAPI have access to DCNs in MAXe and the ability to randomly generate a list of DCNs for auditing?

10. Does IAPI have access to view images for the purpose of performing QA?

11. Has IAPI created an inventory of QA reports?

12. Have report requirements been defined?

13. Does IAPI have a reporting tool to create reports?

14. Have reporting queries been developed to replicate existing reports?




Systems Readiness

1. Has IAPI been trained in the use of ITG for submitting TMRs?

2. Has IAPI been trained in the use of ITG for tracking and maintaining issues and risks?

3. Has IAPI been provided access to ITG?

4. Has ITG been configured for IAPI’s use?

5. Has IAPI submitted TMRs for DPC employees who will convert to IAPI employees?

6. Has a request been initiated for IAPI access to the Department Portal?

7. Has the IAPI roles been configured in the Department Portal?

8. Has IAPI shadowed or participated in the DEPARTMENT’s system change release process?

9. Has IAPI been trained on SharePoint for maintaining all documentation associated with KPRs, deliverables, SARs and IIMs?

10. Has IAPI been provided access to SharePoint?

11. Does IAPI have network access accounts established for: a. DPC Managers and Supervisors b. Appropriate DPC Staff c. IAPI PMO: PMO Manager, Project Managers, Training/QA Manager

Staffing and Employee Conversion Readiness

1. Does IAPI have a complete list of all existing DPC employees – both Existing Vendor employees and temps – who are available to be converted, including names, positions, hire dates, classification and pay rate?

2. Has IAPI prepared offers of employment for Existing Vendor employees who will convert to IAPI effective Jan. 1st?

3. Has IAPI finalized arrangements to convert temps from Existing Vendor’ AppleOne contract to mage API AppleOne contract effective Jan. 1st.

4. Are job descriptions available for all positions, including: a. DPC Manager? b. DPC Supervisors? c. Quality Control Technicians? d. Document Preparers? e. Data Entry Clerk? f. Document Scan Operators?




5. Is IAPI prepared to conduct an employee orientation for DPC employees converting to IAPI employment?

6. Have TMRs been submitted for all existing DPC employees and any new IAPI employees or team members?

7. Have current DPC employees been informed of: a. IAPI policies and procedures? b. Changes to any existing policies and procedures? c. Performance expectations? d. Timekeeping process and procedures?

DPC Processes Readiness

1. Has IAPI participated in knowledge transfer sessions to include, but not limited to, the following topics? a. Mailroom Operations b. Document Prep c. Document Scanning d. Quality Control e. BRM Account Set-Up and Handling f. CHIP and MBI Payments Handling g. ITG Process

2. Has IAPI submitted DPC Process and Procedures?

3. Has IAPI prepared for mail pick-up using IAPI staff?

4. Has IAPI demonstrated knowledge and understanding of DPC processes and procedures, including:

a. Mail receipt, opening and inspection b. Document prep, including:

i. Examining envelope contents ii. Preparing envelope contents iii. Organizing envelope contents iv. Determining document class v. Inserting separator sheets vi. Stacking document class vii. Finishing document set viii. Reviewing document set accuracy

c. Document imaging, including: i. Scanner operation ii. Scanning bar codes iii. Scanning options iv. Determining accuracy of document sets v. Scanning document sets vi. Stacking document sets for storage vii. Reviewing image quality




d. Exceptions and Alternative handling, including handling: i. Original documents ii. CHIP payments iii. Checks not for CHIP enrollment iv. MBI payments v. Unidentified material vi. Mis-directed Mail vii. Provider claims viii. Errors in outbound documents ix. Exception reports for outbound documents x. Envelopes received in PO Box 15200 xi. Contaminated Mail

e. Outbound document handling f. Document Storage, including:

i. Retrieval of stored documents ii. Disposing stored documents

g. Quality Control Review i. Correcting Errors ii. Inspecting image samples iii. Rejecting selected images iv. Releasing imaged documents v. Performing additional QC checks

h. Maintaining the Daily Notebook i. Quality audit process

5. Have current DPC employees been informed of:

a. Changes to DPC processes or procedures? b. Performance expectations? c. Additions or changes to QA processes and procedures? d. Additions or changes to training processes and procedures?

Disaster Recovery and Business Continuity Readiness

1. Has IAPI prepared and submitted a Disaster Recovery and Business Continuity Plan (DR)?

2. Are the DR roles and responsibilities defined?

3. Are the DR processes and procedures defined?

4. Is IAPI prepared to implement the Disaster Recovery Plan upon approval from THE DEPARTMENT?

5. Has IAPI visited and reviewed the Athens Disaster Recovery site?

6. Is the equipment needed to support DR plans in place and ready to activate?




Readiness Assessment Completion Report Template

Functional or Operational Area: Facility and Equipment Readiness

Assessment Date:

IAPI Readiness Participant(s):

THE DEPARTMENT Readiness Reviewer(s):

Readiness Review Item: #1 Readiness Description: Has IAPI the Facility and Business Structure Transition Plan been submitted and approved by THE DEPARTMENT? Summary of Assessed Readiness: Deficiencies or Problems Requiring Action: Recommended Corrective Action: Corrective Action Owner: Readiness Re-assessment Date: Readiness Re-assessment Results:




2.5 Focus Area E – Cost Drivers

Item Vendor Instructions E Provide a breakdown of those elements that drive the largest components to your cost structure. In addition, describe what DCF can do to assist the vendor to reduce the cost per unit. In addition, please identify any assumptions being made that the DCF should validate. Vendor Response: (Attach additional documentation, if needed, at the end of this document as an Appendix and reference accordingly in this response section)

Vendor Response

The Xerox Team’s experience in delivering a turnkey ready solution is unsurpassed. We represent a low risk solution using the latest proven technology, operated by knowledgeable staff. The attached pricing represents a cost per unit that has the benefit of the combined experience and thorough review of the Xerox team. This section 2.5 will examine the components of the cost structure, identify issues that may reduce the unit cost, and identify assumptions requiring DCF’s validation.

Cost Structure Components

The largest components that make up the cost structure are production labor, technology, technical staff, and infrastructure. The Florida Access Intake project has the benefit of leveraging existing technology, technical staff and infrastructure. In addition, the Xerox team’s experience on projects of similar size and scope has proven to dramatically reduce the costs associated with risk.

Impact on Cost per Unit

The potential to impact the cost per unit can be summarized in three areas; volume and mix of documents, presence of a unique identification number, and image quality. An accurate estimate of anticipated documents per month is an important cost driver. Understanding the factors that may impact volume, such as time of year or program rollout, will allow the Xerox team to appropriately staff for the expected fluctuations. The presence of a unique identifying number will aid in the speed and accuracy of indexing. Finally, image quality is an important cost driver. Crisp, clean images make the production process more efficient, quality control more accurate, and improve the user experience. Fax images are usually transmitted at 72 dpi or 5,184 pixels per square inch. Scanned documents are converted at 300 dpi or 90,000 pixels per square inch. That means that a scanned image resolution more than 17 times that of a faxed image. This improved resolution has wide ranging impact on the production process and dramatically improves the end user experience.




Assumptions

1. File format is .pdf. 2. Index fields are generated by accessing DCF’s database with Case Number, SSN, and/or Medicaid

ID/PIN. a. Last Name b. First Name c. Date of Birth

3. Index will also include Document Type and Document Sub-Type a. There are 47 Document Types b. Document Type “Notices” has 2 Sub-Types c. Document Type “Permanent Record” has 6 Sub-Types

4. 89% of the documents come in via fax and 11% via the mail channel. 5. 98% of all incoming fax documents will correctly have a unique identification number consisting of

at least one of the following: a. Case Number b. Social Security Number c. Medicaid Number

6. Based on the reduced resolution of faxed documents, 10% will require some clean-up to include data entry on the unique case number or Medicaid ID, and; 2% will require substantial cleanup including the search by Last Name, First Name, and DOB.

7. 98% of all incoming mail documents will correctly have a readable barcode coversheet or letter with a Case Number a. 10% will require some clean-up to include data entry on the unique case number or Medicaid ID b. 2% will require substantial cleanup including the search by Last Name, First Name, and DOB.

8. Access to DCF’s database will be responsive and support the indexing services. 9. All administration, processing, infrastructure and technical support will be located in Tallahassee,

Florida. 10. Turnaround time for all documents is four hours

a. Pricing is to be submitted for a “Same Day” SLA 11. 60% of the inbound fax documents will be received in the first 15 days of each month and balanced

throughout the day. 12. Postage will be a pass through item not included in the ITN pricing response. 13. Mail will be picked up several times each day to insure timely processing. 14. Other peak periods may occur throughout the year. 15. There are approximately 7,718,664 document faxes and 947,460 mailed documents annually, totaling

8,666,124 documents, based on the IRR documentation for July 2012. 16. The image quality rate shall be 99.97% as defined by the State of Florida ANSI standards, and the

indexing accuracy shall be 98% based on a per document basis. 17. The split for handwritten/printed documents for fax is 40%/60%, and the split for mail documents is

10%/90%. 18. The average number of images per document is 4.97 for fax and 3.84 including the fax cover sheet or

envelope. 19. Multiple documents may be received in one fax transmission that will require separation into discrete

documents. 20. A single image may contain multiple documents such as a driver’s license and social security card

that will need to be cropped to create two images.




21. Xerox has utilized the data represented in the revised data for July, 2012 based on Mail/Scan being centrally located at the Wildwood facility where the local capture data previously counted as scanned has been removed.

22. Xerox assumes, “The Scanned documents for July are post production numbers and represent 78,955 unique documents and the 432,452 page count represents unique images. The same analysis can then be applied to the electronic data except that this data is captured pre-production and the average pages per document would go up slightly since there are some submissions that come in with more than one image per page.”

23. Any pricing or pricing assumptions not specifically addressed or identified in our second submission are still applicable from our initial submission.

24. Xerox has based its pricing on the mail and fax mix information received from the State. We assume that we will be able to negotiate in good faith with DCF to clarify the mix and make appropriate adjustments if the mix changes significantly.

25. Xerox has noted an inconsistency in the price forms. Both Exhibit 3 – Scenario 1 – Revised Pricing – 4 hour SLA, and Exhibit 4 – Scenario 1 – Revised Pricing – Same Day SLA appear to be missing a pricing tier for volumes greater than 14M, but less than 15M. In order to ensure there is pricing for volumes greater than 14M, but less than 15M, we have assumed the last tier in the pricing forms should say 14+M annually.

26. The actual volume tiers used for calculating the monthly invoice amount to DCF will be calculated by dividing the annual volume tier amount by 12 to create a monthly volume tier amount.




2.6 Focus Area F – Innovations

Item Vendor Instructions F Describe those innovations which have been proposed to the Department which the vendor feels are critical to the successful implementation of their solution. The vendor should take into consideration that the current processes existing in the Wildwood facility today work utilizing a combination of home-grown technology and off-the-shelf image and scanning devices. In addition, please identify any assumptions being made that the DCF should validate. Vendor Response: (Attach additional documentation, if needed, at the end of this document as an Appendix and reference accordingly in this response section)

Vendor Response

The enterprise document processing technology that the Xerox team has proposed is the foundation that enables us to propose a solution that is tested and proven. In fact, this same solution, which is in full operation for the processing of integrated eligibility documents for the State of Texas, has delivered on 100% of all key performance indicators for the past five (5) years. The Xerox team fully appreciated the opportunity to visit DCF’s existing centralized facility in Wildwood, FL to view the current processes and support technology. Upon review, we do not anticipate the current combination of home-grown technology and off-the-shelf image and scanning devices will be utilized or required for our solution.

The assumptions we have made regarding innovations are as follows:

DCF is not looking for a “caretaker” approach to manage their centralized document processing. DCF seeks innovation to transform the approach to onboarding content to maximize service levels,

reduce DCF staff work to allow them to focus on high value tasks, and reduce administrative costs

The heart of our solution is the iCenter Enterprise Content Management (ECM) software. This suite of integrated modules enables us to utilize those modules required for this specific operation. The reason we have included iCenter and its iCapSure front end as “critical” is because they seamlessly provide all the processing functionality and workflow in one easy-to-configure and support package. This functionality and workflow processes assures DCF reliability, stability, speed, and accuracy of throughput and output, which allows the Xerox team to exceed DCF requirements.

Critical components to our Link solution are:

1. On site data center 2. iCapSure

a. Web capture (web scan) b. Secure Upload

3. iCenter Production Application a. Automated indexing module b. Automated document classification module c. Validation engines




d. Proprietary quality control algorithm e. Fully customizable reporting module

On site Data Center

This state-of-the-art, secure center has all the latest security, backup, and redundancy requirements designed and built in to support your production requirements. All the dedicated server capacity, internal data lines to and from DCF scan, index, and QC stations are all in place and only require configuration to be fully operational. And because this is a true data center, we have a staff of IT professionals whose constant diligence monitors and supports each technical aspect to assure uninterrupted production.

iCapSure

Our iCapSure module is the front end of our iCenter ECM application. iCapSure is a COTS solution that we designed for use in all of our production jobs. This fully configurable software has been continuously refined over the years to enable us to maximize our quality and production speed. Two new capabilities have recently been added with the advancement of technology:

a. Web Capture

Our new web capture is critical to DCF. Web capture provides the secure tool to replace the common use of old fax technology that is inefficient, costly (DCF spends approximately $2,000,000 annually on line and transmission fees), and not HIPAA compliant. A service provider or remote offices will access the iCapSure application through their internet web browser. Providers or remote offices will gain access to this application by logging in with a secure user ID/password combination. The user simply scans via a scanner or any multi-function device and the images are captured and transmitted as if they were on scanned within our production area. This secure method of capturing and transmitting the digital images is very fast, efficient, secure and saves time for the person sending the information. DCF gains the value of a digital image that is much higher in image quality for reading (fax images are captured at 72 DPI while scanned images are 300 DPI). In addition, digital images are transported in only a few seconds. The reduction in fax volume will deliver immediate cost savings of up to $2,000,000 directly to the agency with no work on DCF’s part.

b. Secure Upload

The Xerox team also offers a secure method for uploading documents that are already in a digital format. Service Providers will be able to send in their invoices and monthly support/monitoring documents directly from the desktops to the centralized production center. This self-service model will benefit your Providers and deliver a high quality image for DCF staff to use.




iCenter Production Application

The iCenter production application controls the capture, indexing, classification, validation, quality control, and reporting in large, complex imaging jobs and millions of document transactions. The system is designed on the latest software platforms and includes state-of-the-art capabilities that are missing from many older or home grown applications. Our technical team of programmers, network, database, and support personnel fully support the systems.

a. Automated Indexing

We proposed to use a nightly data base extract as a key component of our indexing. A standard component for our indexing process is to only data enter a unique identifier. iCapSure automatically queries the data base, locates the record, validates the information, and pulls the remaining index element data to populate the remaining index fields. This process is fast and contributes to our ability to meet DCF’s index accuracy requirements.

b. Automated Document Classification

This iCapSure module is cutting edge technology. Prior to adding this capability, the best way to automate the classification of documents was to use OCR technology. OCR works well on high quality documents but becomes inefficient as the quality of the image diminishes. Auto classification works extremely will on a much broader range of quality. The accuracy in Texas document processing is over 95%. This accuracy enables us to automate the majority of the classification steps providing improved accuracy and faster lookups for the users.

c. Validation Engines

iCapSure has validation engines used to validate information against external databases. This capability would allow us to automatically query FDLE data or other agency data bases to support the determination process and do so without negatively impacting processing speeds. This capability may enable DCF to have this manual work shifted from staff and have our system conduct the work for them.

d. Proprietary Quality Control (QC) Algorithm

Our QC software uses a proprietary algorithm to randomly select a representative sample size of documents and data for quality review. The precision and accuracy of this system is unique. Daily volume fluctuates. If a company does not have a mathematically accurate technology to determine appropriate test samples throughout the day, they will not be in compliance and cannot meet the exceptionally diligent 99.97% and 99.98% image and index accuracy requirements. Our QC technology provides our staff with the exact information required to comply with your requirements.

e. Fully Customizable Reporting Module

Our iCenter ECM technology has a robust reporting module. Your reports will provide the visibility and metrics required to measure and report on the process and service improvements derived from the work we do as your partner. Detailed information regarding our reports is contained within the report section.




2.7 Focus Area G – Exchange of Indexed Data

Item Vendor Instructions G Describe how the Vendor intends to lookup case numbers and workgroup information which is required as part of the metadata embedded within an indexed document. The vendor should also describe their understanding of how final indexed documents will be transmitted (“Pushed”) to the DCF. In addition, please identify any assumptions being made that the DCF should validate. Vendor Response: (Attach additional documentation, if needed, at the end of this document as an Appendix and reference accordingly in this response section)

Vendor Response

1. Describe how the Vendor intends to lookup case numbers and workgroup information which is required as part of the metadata embedded within an indexed document.

The Xerox Team intends to take full advantage of the ability to auto-populate metadata for incoming documents based on the availability of a case number. This process is key to improving efficiency, speeding the processing of documents and managing production costs. Based on the Department’s preference, the Xerox Team proposes one of two options to look-up and retrieve metadata based on a case number. We use these options with much success on projects with similar requirements.

The first option involves a nightly download of a Department-generated file containing case numbers and pre-defined metadata. A scheduled process initiated by the Xerox Team will retrieve the file via an sFTP connection and store it on a secure server managed by the Xerox Team. Once we have access to the metadata, our indexing application can be configured to link all searches or queries into the metadata. We have the ability to receive the metadata in multiple formats, including Comma Delimited, which is the most common format we support.

Alternatively, we propose using a web service to query the Department’s system using the case number provided on the incoming document. Under this option, we would initiate a call to the web service as part of our indexing process. The web service option offers real-time access to metadata on the Department’s system. As with the file download option, we propose the use of a HTTPS connection to ensure the necessary level of security.

Regardless of the option selected, our indexing application can be configured to zoom to specific areas on a page to allow for the verification of the metadata embedded into the imaged document. As indicated in our response to the ITN, we also have the ability to read barcodes, including 3 of 9 barcodes, Code 39, CodeA bar and others. Barcode values on a form can be mapped to a lookup field for verification.




2. The vendor should also describe their understanding of how final indexed documents will be transmitted (“Pushed”) to the DCF.

The Xerox Team will output the documents as a PDF along with the associated XML file containing the PDF metadata. The output files will be posted to a secured FTP site which the Department will access to download the file. The frequency of the output can be based on the Department’s requirements. Files can be output to the sFTP site as the batches are released from our production process or on a schedule defined by the Department.

Each output file contains an index file that lists all the documents posted for that day. The file will contain Filename, Date Document Indexed, Date Document Received, Operator ID Performing Indexing, Page Count, Source of Document (Fax or Scanned), Case Number etc. Files posted on the secured site can be separated into any size as required by the Department. It may be necessary to reduce the size of files into smaller batch sizes. Our output application can be configured to post regular outputs into any size as required by the Department.

Assumptions:

a. The Department is responsible for creating the web service used to query their system for metadata.

b. The Department is responsible for producing the nightly download file with metadata if this option is selected.

c. Matching Index data from the Department is used as final verification of data captured from a document.

d. Case number is the main field used for verification of data. A Medicaid or Social Security number may act as a secondary form of verification.

e. Each document will contain a case number that is easily recognizable on the page.

f. If a document is a fax document with a cover page, and the cover page has multiple case numbers listed, we will clone the documents as many times as case numbers on the cover page, unless a Department’s business rule directs otherwise.

g. Some documents will have a case number barcode that can be read and indexed automatically.

h. Standard forms can be easily recognized

ID Task Name Duration Start Finish Predecessors Successors

0 Florida DCF Proposal - Draft Schedule 76 d Wed 9/12/12 Mon 12/31/121 O: Contract Award 0 d Wed 9/12/12 Wed 9/12/12 90,87,912 Initiation 21 d Wed 9/12/12 Wed 10/10/123 Project Management Office 1 d Wed 9/12/12 Wed 9/12/124 Assign PMO Roles and Responsibilities 1 d Wed 9/12/12 Wed 9/12/125 Set Up PMO Library (PMM, SDM, etc.) 1 d Wed 9/12/12 Wed 9/12/126 Establish Project Governance 1 d Wed 9/12/12 Wed 9/12/127 M: PMO Established 0 d Wed 9/12/12 Wed 9/12/128 Sharepoint Project Portal 13 d Mon 9/24/12 Wed 10/10/129 Create And Configure Sharepoint Project Portal 2 d Mon 9/24/12 Tue 9/25/12 1010 Conduct Internal Quality Review of Sharepoint Project Portal And Revise Accordingly 2 d Wed 9/26/12 Thu 9/27/12 911 Conduct Walkthrough of Sharepoint Project Portal With The Department 1 d Mon 10/8/12 Mon 10/8/12 1212 Revise Sharepoint Project Portal Based On Department Comments 2 d Tue 10/9/12 Wed 10/10/12 11 1313 M: Sharepoint Project Portal Completed 0 d Wed 10/10/12 Wed 10/10/12 1214 Planning 40 d Wed 9/12/12 Tue 11/6/1215 Project Management Methodology (PMM) Planning 40 d Wed 9/12/12 Tue 11/6/1216 Project Management Plan 32 d Wed 9/12/12 Thu 10/25/1217 Create Project Management Plan (PMP) 5 d Wed 9/12/12 Tue 9/18/12 1818 Conduct Internal Quality Review of PMP And Revise Accordingly 2 d Wed 9/19/12 Thu 9/20/12 1719 PMP Review by DCF 10 d Wed 10/3/12 Tue 10/16/12 80 2020 M: PMP Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 19 2121 Revise PMP Based On Department Comments 2 d Wed 10/17/12 Thu 10/18/12 20 2222 PMP Revisioin Review by DCF 5 d Fri 10/19/12 Thu 10/25/12 21 2323 M: PMP Approved By The Department 0 d Thu 10/25/12 Thu 10/25/12 2224 Project Schedule 32 d Wed 9/12/12 Thu 10/25/1225 Create Project Schedule 5 d Wed 9/12/12 Tue 9/18/12 2626 Conduct Internal Quality Review of Project Schedule And Revise Accordingly 2 d Wed 9/19/12 Thu 9/20/12 2527 M: Project Schedule Submitted To The Department For Review And Comments 0 d Wed 10/3/12 Wed 10/3/12 80 28

28 Project Schedule Review by DCF 10 d Wed 10/3/12 Tue 10/16/12 27 2929 Revise Project Schedule Based On Department Comments 2 d Wed 10/17/12 Thu 10/18/12 28 3030 Project Schedule Revisions Reviewed by DCF 5 d Fri 10/19/12 Thu 10/25/12 29 3131 M: Project Schedule Approved By The Department 0 d Thu 10/25/12 Thu 10/25/12 3032 Communication Management Plan (Incl. Communication Event Schedule) 29 d Mon 9/17/12 Thu 10/25/12

33 Tailor Communication Management Plan And Log To Department Requirements 3 d Mon 9/17/12 Wed 9/19/12 3434 Conduct Internal Quality Review of Communication Management Plan And Revise Accordingly 2 d Thu 9/20/12 Fri 9/21/12 33

35 Communication Plan Review by DCF 10 d Wed 10/3/12 Tue 10/16/12 80 36

3.2 Project Schedule.pdf

© 2012 Xerox State & Local Solutions, Inc. 1


36 M: Communication Management Plan Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 35 37

37 Revise Communication Management Plan Based On Department Comments 2 d Wed 10/17/12 Thu 10/18/12 36 3838 Communication Plan Revisions Reviewed by DCF 5 d Fri 10/19/12 Thu 10/25/12 37 3939 M: Communication Management Plan Approved By The Department 0 d Thu 10/25/12 Thu 10/25/12 38 4040 M: Project Management Planning Completed 0 d Thu 10/25/12 Thu 10/25/12 3941 Risk Management Plan (Inc. Risk Log) 29 d Mon 9/17/12 Thu 10/25/1242 Tailor Risk Management Plan And Log To Department Requirements 3 d Mon 9/17/12 Wed 9/19/12 4343 Conduct Internal Quality Review of Risk Management Plan And Revise Accordingly 2 d Thu 9/20/12 Fri 9/21/12 42

44 Risk Management Plan Review by DCF 10 d Wed 10/3/12 Tue 10/16/12 80 4545 M: Risk Management Plan Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 44 4646 Revise Risk Management Plan Based On Department Comments 2 d Wed 10/17/12 Thu 10/18/12 45 4747 Risk Management Plan Revisions Review by DCF 5 d Fri 10/19/12 Thu 10/25/12 46 4848 M: Risk Management Plan Approved By The Department 0 d Thu 10/25/12 Thu 10/25/12 47 4949 M: Project Management Planning Completed 0 d Thu 10/25/12 Thu 10/25/12 4850 Change Management Plan (Incl. Change Request Log) 29 d Mon 9/17/12 Thu 10/25/1251 Tailor Change Management Plan And Log To Department Requirements 3 d Mon 9/17/12 Wed 9/19/12 5252 Conduct Internal Quality Review of Change Management Plan And Revise Accordingly 2 d Thu 9/20/12 Fri 9/21/12 51

53 Change Management Plan Review by DCF 10 d Wed 10/3/12 Tue 10/16/12 80 5454 M: Change Management Plan Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 53 5555 Revise Change Management Plan Based On Department Comments 2 d Wed 10/17/12 Thu 10/18/12 54 5656 Change Management Plan Revisions Reviewed by DCF 5 d Fri 10/19/12 Thu 10/25/12 55 5757 M: Change Management Plan Approved By The Department 0 d Thu 10/25/12 Thu 10/25/12 56 5858 M: Project Management Planning Completed 0 d Thu 10/25/12 Thu 10/25/12 5759 Additional PMM Document Tailoring 32 d Mon 9/24/12 Tue 11/6/1260 Tailor Action Item Management Plan And Log To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1261 Tailor Metrics Management Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1262 Tailor Project Status Report Templates To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1263 Tailor Requirements Management Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1264 Tailor Scope Management Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1265 Tailor Schedule Management Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1266 Tailor Cost Management Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1267 Tailor Quality Assurance Management Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1268 Tailor Quality Control Management Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1269 Tailor Quality Management Master Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1270 Tailor Resource Management Plan To Department Requirements (Incl. Staffing Plans, RRD,

Org Charts)5 d Mon 9/24/12 Fri 9/28/12




71 Tailor Supplier Agreement Management Plan (Contract Management and Subcontract Management)

5 d Mon 9/24/12 Fri 9/28/12

72 Tailor Integration Management Plan To Department Requirements 5 d Mon 9/24/12 Fri 9/28/1273 Conduct Internal Quality Review of Additional PMM Documents And Revise Accordingly 5 d Mon 9/24/12 Fri 9/28/12

74 M: Additional PMM Documents Reviewed by DCF 10 d Wed 10/3/12 Tue 10/16/12 80 7575 M: Additional PMM Documents Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 74 7676 Revise Additional PMM Documents Based On Department Comments 5 d Wed 10/17/12 Tue 10/23/12 75 7777 Additional PMM Documents - Revisions - Review by DCF 10 d Wed 10/24/12 Tue 11/6/12 76 7878 M: Additional PMM Documents Approved By The Department 0 d Tue 11/6/12 Tue 11/6/12 77 7979 M: Project Management Planning Completed 0 d Tue 11/6/12 Tue 11/6/12 7880 Contract Start Date 0 d Wed 10/3/12 Wed 10/3/12 19,27,35,44,53,74,881 Project Planning Kickoff 19 d Wed 9/12/12 Mon 10/8/1282 Conduct Project Planning Kickoff Meeting 1 d Wed 10/3/12 Wed 10/3/12 80 8383 Orient Xerox Staff and Provide Customer Overview 1 d Thu 10/4/12 Thu 10/4/12 82 8484 Update Stakeholder Analysis 1 d Fri 10/5/12 Fri 10/5/12 83 8585 Review / Approve Project Governance with DCF 1 d Mon 10/8/12 Mon 10/8/12 8486 M: Project Planning Kickoff Complete 0 d Wed 9/12/12 Wed 9/12/1287 Implementation Planning 45 d Wed 9/12/12 Tue 11/13/12 188 Staffing 38 d Wed 9/12/12 Fri 11/2/1289 Recruitment and Screening 38 d Wed 9/12/12 Fri 11/2/1290 Begin DPC Staff Recruitment 0 d Wed 9/12/12 Wed 9/12/12 191 Ongoing DPC Staff Recruitment & Interviews 15 d Wed 9/12/12 Tue 10/2/12 192 Initiate Level II Background Checks 0 d Wed 10/3/12 Wed 10/3/12 80 9493 Conduct Level II Background Checks 20 d Wed 9/12/12 Tue 10/9/1294 Background Checks Completed 20 d Wed 10/3/12 Tue 10/30/12 92 9595 Complete Hiring Process 3 d Wed 10/31/12 Fri 11/2/12 94 9696 Staffing Complete 0 d Fri 11/2/12 Fri 11/2/12 9597 Staffing Retention 9 d Wed 10/3/12 Mon 10/15/1298 Identify Existing Staff for Retention 1 d Wed 10/3/12 Wed 10/3/12 80 9999 Existing Staff Recruitment & Interviews 5 d Thu 10/4/12 Wed 10/10/12 98 100

100 Complete Hiring Process 3 d Thu 10/11/12 Mon 10/15/12 99 101101 Staffing Retention Complete 0 d Mon 10/15/12 Mon 10/15/12 100102 Facility Planning & Readiness 20 d Wed 10/3/12 Tue 10/30/12103 Begin Tallahassee Facility Set-Up and Configuration 0 d Wed 10/3/12 Wed 10/3/12 80 104104 Finalize DPC Floor Plan Layout 3 d Wed 10/3/12 Fri 10/5/12 103 105105 Construct Dedicated Production Area for DCF Work 10 d Mon 10/8/12 Fri 10/19/12 104 106106 Add Electrical Drops 2 d Mon 10/22/12 Tue 10/23/12 105 107107 Complete Construction of Dedicated Production Area 0 d Tue 10/23/12 Tue 10/23/12 106 108108 Begin Production Floor Configuration 0 d Tue 10/23/12 Tue 10/23/12 107




109 Workstation Configuration 5 d Wed 10/24/12 Tue 10/30/12 128110 Scanner Equipment Setup and Configuration 5 d Wed 10/24/12 Tue 10/30/12 128111 Mailroom Area Configuration 5 d Wed 10/24/12 Tue 10/30/12 128112 Mailroom Equipment Configuration 5 d Wed 10/24/12 Tue 10/30/12 128113 Scanner Space Configuration 5 d Wed 10/24/12 Tue 10/30/12 128 119114 Document Prep Space Configuration 5 d Tue 10/23/12 Mon 10/29/12 126115 Document Indexing Space Configuration 5 d Tue 10/23/12 Mon 10/29/12 126116 Quality Control Space Configuration 5 d Tue 10/23/12 Mon 10/29/12 126117 Supervisor Space Configuration 5 d Tue 10/23/12 Mon 10/29/12 126118 Warehouse/Storage Configuration 5 d Tue 10/23/12 Mon 10/29/12119 Dedicated Production Floor Area Complete 0 d Tue 10/30/12 Tue 10/30/12 113120 Procurement 30 d Wed 10/3/12 Tue 11/13/12 80121 Order / Ship Servers/Peripherals 14 d Wed 10/3/12 Mon 10/22/12 128122 Order / Ship Network Hardware 14 d Wed 10/3/12 Mon 10/22/12123 Order Additional Bandwidth 30 d Wed 10/3/12 Tue 11/13/12124 Order Telecommunication Lines 25 d Wed 10/3/12 Tue 11/6/12 129125 Order Production Supplies 5 d Wed 10/3/12 Tue 10/9/12126 Order / Ship Furniture 14 d Wed 10/3/12 Mon 10/22/12 114,115,116,117127 Order Other Office Equipment 5 d Wed 10/3/12 Tue 10/9/12128 Equipment Arrives -- Tallahasse Facility 1 d Tue 10/23/12 Tue 10/23/12 121 109,110,111,112,11129 Additional Telecom and Bandwidth Available 1 d Wed 11/7/12 Wed 11/7/12 124130 Hardware Implemenation 30 d Mon 9/17/12 Fri 10/26/12131 Setup/Configure Application Server 5 d Mon 10/1/12 Fri 10/5/12132 Setup/Configure Database Server 5 d Mon 10/15/12 Fri 10/19/12133 Setup/Configure Web Server 5 d Mon 10/15/12 Fri 10/19/12134 Install, Configure and Test Storage Array 5 d Mon 10/15/12 Fri 10/19/12135 Install, Configure and Test Network Components 5 d Mon 10/15/12 Fri 10/19/12136 Network Infrastructure Deployment 5 d Mon 10/15/12 Fri 10/19/12137 Infrastructure Installation 5 d Mon 10/15/12 Fri 10/19/12138 Test and Certify Installation 3 d Mon 10/22/12 Wed 10/24/12 139139 Hardware Implementation Complete 0 d Wed 10/24/12 Wed 10/24/12 138140 System Development Methodology (SDM) Planning 30 d Mon 9/17/12 Fri 10/26/12141 Transition Plan 30 d Mon 9/17/12 Fri 10/26/12142 Create Transition Plan 3 d Mon 9/17/12 Wed 9/19/12 143143 Conduct Internal Quality Review of Transition Plan And Revise Accordingly 2 d Thu 9/20/12 Fri 9/21/12 142144 DCF Review Period 10 d Wed 10/3/12 Tue 10/16/12 80 145145 M: Transition Plan Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 144 146146 Revise Transition Plan Based On Department Comments 3 d Wed 10/17/12 Fri 10/19/12 145 147147 DCF Review Period 5 d Mon 10/22/12 Fri 10/26/12 146 148




148 M: Transition Plan Approved By The Department 0 d Fri 10/26/12 Fri 10/26/12 147149 System Life Cycle Test Plan 30 d Mon 9/17/12 Fri 10/26/12150 Develop System Life Cycle Test Plan 3 d Mon 9/17/12 Wed 9/19/12 151151 Conduct Internal Quality Review of System Life Cycle Test Plan And Revise Accordingly 2 d Thu 9/20/12 Fri 9/21/12 150

152 DCF Review Period 10 d Wed 10/3/12 Tue 10/16/12 80 153153 M: System Life Cycle Test Plan Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 152 154

154 Revise System Life Cycle Test Plan Based On Department Comments 3 d Wed 10/17/12 Fri 10/19/12 153 155155 DCF Review Period 5 d Mon 10/22/12 Fri 10/26/12 154 156156 M: System Life Cycle Test Plan Approved By The Department 0 d Fri 10/26/12 Fri 10/26/12 155157 User Acceptance Test Plan and Test Scripts 30 d Mon 9/17/12 Fri 10/26/12158 Develop User Acceptance Test Plan 5 d Mon 9/17/12 Fri 9/21/12 159159 Conduct Internal Quality Review of User Acceptance Test Plan And Revise Accordingly 2 d Mon 9/24/12 Tue 9/25/12 158

160 DCF Review Period 10 d Wed 10/3/12 Tue 10/16/12 80 161161 M: User Acceptance Test Plan Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 160 162

162 Revise User Acceptance Test Plan Based On Department Comments 3 d Wed 10/17/12 Fri 10/19/12 161 163163 DCF Review Period 5 d Mon 10/22/12 Fri 10/26/12 162 164164 M: User Acceptance Test Plan Approved By The Department 0 d Fri 10/26/12 Fri 10/26/12 163165 Business Continuation and Contingency Plan 28 d Mon 9/17/12 Wed 10/24/12166 Develop Business Continuation And Contingency Plan 8 d Mon 9/17/12 Wed 9/26/12 167167 Conduct Internal Quality Review of Business Continuation And Contingency Plan And

Revise Accordingly2 d Thu 9/27/12 Fri 9/28/12 166 168

168 DCF Review Period 10 d Mon 10/1/12 Fri 10/12/12 167 169169 M: Business Continuation And Contingency Plan Comments Received From The

Department0 d Fri 10/12/12 Fri 10/12/12 168 170

170 Revise Business Continuation And Contingency Plan Based On Department Comments 3 d Mon 10/15/12 Wed 10/17/12 169 171

171 DCF Review Period 5 d Thu 10/18/12 Wed 10/24/12 170 172172 M: Business Continuation And Contingency Plan Approved By The Department 0 d Wed 10/24/12 Wed 10/24/12 171

173 System Security Plan 24 d Mon 9/17/12 Thu 10/18/12174 Develop System Security Plan 5 d Mon 9/17/12 Fri 9/21/12 175175 Conduct Internal Quality Review of System Security Plan And Revise Accordingly 2 d Mon 9/24/12 Tue 9/25/12 174 176

176 DCF Review Period 10 d Wed 9/26/12 Tue 10/9/12 175 177177 M: System Security Plan Comments Received From The Department 0 d Tue 10/9/12 Tue 10/9/12 176 178178 Revise System Security Plan Based On Department Comments 2 d Wed 10/10/12 Thu 10/11/12 177 179179 DCF Review Period 5 d Fri 10/12/12 Thu 10/18/12 178 180180 M: System Security Plan Approved By The Department 0 d Thu 10/18/12 Thu 10/18/12 179




181 Training Plans 19 d Mon 9/17/12 Thu 10/11/12182 Develop Training Plan 5 d Mon 9/17/12 Fri 9/21/12 183183 Conduct Internal Quality Review of Training Plan And Revise Accordingly 2 d Mon 9/24/12 Tue 9/25/12 182184 DCF Review Period 0 d Wed 10/3/12 Wed 10/3/12 80 185185 M: Training Plan Comments Received From The Department 0 d Wed 10/3/12 Wed 10/3/12 184 186186 Revise Training Plan Based On Department Comments 2 d Wed 10/3/12 Thu 10/4/12 185 187187 DCF Review Period 5 d Fri 10/5/12 Thu 10/11/12 186 188188 M: Training Plan Approved By The Department 0 d Thu 10/11/12 Thu 10/11/12 187189 Test Report Templates 24 d Mon 9/17/12 Thu 10/18/12190 Develop Test Report Templates 5 d Mon 9/17/12 Fri 9/21/12 191191 Conduct Internal Quality Review of Test Report Templates And Revise Accordingly 2 d Mon 9/24/12 Tue 9/25/12 190 192

192 DCF Review Period 10 d Wed 9/26/12 Tue 10/9/12 191 193193 M: Test Report Templates Comments Received From The Department 0 d Tue 10/9/12 Tue 10/9/12 192 194194 Revise Test Report Templates Based On Department Comments 2 d Wed 10/10/12 Thu 10/11/12 193 195195 DCF Review Period 5 d Fri 10/12/12 Thu 10/18/12 194 196196 M: Test Report Templates Approved By The Department 0 d Thu 10/18/12 Thu 10/18/12 195197 Requirements 20 d Thu 10/4/12 Wed 10/31/12198 Requirements Specification Document 20 d Thu 10/4/12 Wed 10/31/12 80199 Meet with DCF to Finalize Requirements 2 d Thu 10/4/12 Fri 10/5/12200 System Interface(s) for Metadata Look-Up 1 d Thu 10/4/12 Thu 10/4/12 232201 Output Specifications / Output Interface 1 d Thu 10/4/12 Thu 10/4/12 233202 Document Prep Business Rules 1 d Fri 10/5/12 Fri 10/5/12203 Document Indexing Requirements 1 d Fri 10/5/12 Fri 10/5/12204 Fax Image Import Requirements 1 d Fri 10/5/12 Fri 10/5/12205 Remote Capture Requirements 1 d Fri 10/5/12 Fri 10/5/12206 Reporting Requirements 1 d Fri 10/5/12 Fri 10/5/12 234207 Advanced Capture Requirements 1 d Fri 10/5/12 Fri 10/5/12208 Develop Requirements Specification Document 2 d Mon 10/8/12 Tue 10/9/12 209209 DCF Review Period 10 d Wed 10/10/12 Tue 10/23/12 208 210210 M: Requirements Specification Document Comments Received From The Department 0 d Tue 10/23/12 Tue 10/23/12 209 211

211 Revise Requirements Specification Document Based On Department Comments 1 d Wed 10/24/12 Wed 10/24/12 210 212212 DCF Review Period 5 d Thu 10/25/12 Wed 10/31/12 211 213213 M: Requirements Specification Document Approved By The Department 0 d Wed 10/31/12 Wed 10/31/12 212 278,239,240,241,24214 Design 42 d Mon 9/24/12 Tue 11/20/12215 Functional Design Document -- System Interface - Metadata & Output 23 d Mon 9/24/12 Wed 10/24/12216 Develop Functional Design Document 2 d Mon 9/24/12 Tue 9/25/12 217217 Conduct Internal Quality Review of Functional Design Document And Revise Accordingly 1 d Wed 9/26/12 Wed 9/26/12 216




218 DCF Review and Comment Period 10 d Wed 10/3/12 Tue 10/16/12 80 219219 M: Functional Design Document Comments Received From The Department 0 d Tue 10/16/12 Tue 10/16/12 218 220220 Revise Functional Design Document Based On Department Comments 1 d Wed 10/17/12 Wed 10/17/12 219 221221 DCF Review and Approval Period 5 d Thu 10/18/12 Wed 10/24/12 220 222222 M: Functional Design Document Approved By The Department 0 d Wed 10/24/12 Wed 10/24/12 221 224223 Detailed Design Document - System Interface - Metadata & Output 19 d Thu 10/25/12 Tue 11/20/12224 Develop Detailed Design Document 2 d Thu 10/25/12 Fri 10/26/12 222 225225 Conduct Internal Quality Review of Detailed Design Document And Revise Accordingly 2 d Mon 10/29/12 Tue 10/30/12 224 226226 DCF Review and Comment Period 10 d Wed 10/31/12 Tue 11/13/12 225 227227 M: Detailed Design Document Comments Received From The Department 0 d Tue 11/13/12 Tue 11/13/12 226 228228 Revise Detailed Design Document Based On Department Comments 5 d Wed 11/14/12 Tue 11/20/12 227 229229 M: Detailed Design Document Resubmitted To The Department For Approval 0 d Tue 11/20/12 Tue 11/20/12 228 230230 M: Detailed Design Document Approved By The Department 0 d Tue 11/20/12 Tue 11/20/12 229231 Systems Development 11 d Fri 10/5/12 Fri 10/19/12232 System Interface / Look-Up Table for Metadata 2 d Fri 10/5/12 Mon 10/8/12 200 233233 Output Interface 2 d Tue 10/9/12 Wed 10/10/12 201,232 234234 Reports 7 d Thu 10/11/12 Fri 10/19/12 206,233235 Production Reports & Reporting Dashboard 5 d Thu 10/11/12 Wed 10/17/12 236236 Customer Service Reports 2 d Thu 10/18/12 Fri 10/19/12 235 237237 M: Systems Development Complete 0 d Fri 10/19/12 Fri 10/19/12 236 303,304,305,377238 Systems Configuration 10 d Thu 11/1/12 Wed 11/14/12239 Perform iCenter Cloud Capture Configuration 10 d Thu 11/1/12 Wed 11/14/12 213240 Perform iCapSure Configuration 10 d Thu 11/1/12 Wed 11/14/12 213241 Perform iCenter Document Upload Development/Configuration 10 d Thu 11/1/12 Wed 11/14/12 213242 Set-Up Fax sFTP connection 10 d Thu 11/1/12 Wed 11/14/12 213243 Set-Up MFD sFTP connection 10 d Thu 11/1/12 Wed 11/14/12 213244 Set-Up email sFTP connection 10 d Thu 11/1/12 Wed 11/14/12 213245 Perform Production Applications Configuration 5 d Thu 11/1/12 Wed 11/7/12 213 306,307,308,309,31246 M: Systems Configuration Complete 0 d Tue 11/13/12 Tue 11/13/12 297,298,299,300,30247 Training 49 d Wed 9/12/12 Mon 11/19/12248 Training Design & Development 31 d Mon 9/24/12 Mon 11/5/12249 Prepare Operations Training Materials & Work Instructions 3 d Thu 11/1/12 Mon 11/5/12 213 265,264250 Mailroom 3 d Thu 11/1/12 Mon 11/5/12251 Prep 3 d Thu 11/1/12 Mon 11/5/12252 Scan 3 d Thu 11/1/12 Mon 11/5/12253 Indexing 3 d Thu 11/1/12 Mon 11/5/12254 Quality Control 3 d Thu 11/1/12 Mon 11/5/12255 Prepare End User Training Materials 10 d Mon 9/24/12 Fri 10/5/12256 User / Reference Guides 10 d Mon 9/24/12 Fri 10/5/12




257 Job Aids 5 d Mon 9/24/12 Fri 9/28/12258 Online Webcast 10 d Mon 9/24/12 Fri 10/5/12 259259 M: Training Materials Submitted to the Department for Review and Comments 5 d Mon 10/8/12 Fri 10/12/12 258 260260 DCF Review and Approval 10 d Mon 10/15/12 Fri 10/26/12 259 261261 Revise Training Materials 3 d Mon 10/29/12 Wed 10/31/12 260 262262 Training Materials Resubmitted to the Department 0 d Wed 10/31/12 Wed 10/31/12 261 263263 Training Materials Approved by the Department 0 d Wed 10/31/12 Wed 10/31/12 262264 Document Processing Center Staff Training 10 d Mon 11/5/12 Mon 11/19/12 249265 Begin Training 0 d Mon 11/5/12 Mon 11/5/12 249 266266 Week 1 - Operations Training 5 d Tue 11/6/12 Mon 11/12/12 265 267267 Week 2 - Operations Training 5 d Tue 11/13/12 Mon 11/19/12 266 268268 Operational Training Complete 0 d Mon 11/19/12 Mon 11/19/12 267269 End User Training 1 d Wed 9/12/12 Wed 9/12/12270 Conduct Webcast Training 1 d Wed 9/12/12 Wed 9/12/12271 Train-the-Trainer Training 1 d Wed 9/12/12 Wed 9/12/12272 Deploy Online Tutorial 1 d Wed 9/12/12 Wed 9/12/12273 PO Box 32 d Fri 9/14/12 Mon 10/29/12274 Meet with Tallahassee USPS to Review Requirements 1 d Fri 9/14/12 Fri 9/14/12275 Prepare Permits 1 d Mon 10/29/12 Mon 10/29/12276 Establish Tallahassee PO Box 1 d Mon 10/8/12 Mon 10/8/12277 DPC Processes and Procedures 10 d Thu 11/1/12 Wed 11/14/12278 Document DCF Mail/Scanning/Indexing Processes and Procedures 5 d Thu 11/1/12 Wed 11/7/12 213 279279 Review Processes and Procedures with DCF 5 d Thu 11/8/12 Wed 11/14/12 278 280280 Mail/Scanning/Indexing Processes and Procedures Approved 0 d Wed 11/14/12 Wed 11/14/12 279 385281 Level II Customer Service 15 d Mon 10/8/12 Fri 10/26/12282 Document Level II Customer Service Procedures 3 d Mon 10/8/12 Wed 10/10/12 283283 DCF Review and Comment 10 d Thu 10/11/12 Wed 10/24/12 282 284284 Revise & Update Level II Customer Service Procedures 2 d Thu 10/25/12 Fri 10/26/12 283 285285 Complete Level II Customer Service Procedures 0 d Fri 10/26/12 Fri 10/26/12 284286 User Provisioning 57 d Wed 9/12/12 Mon 12/3/12287 Receive User IDs and Email Addresses from DCF 0 d Mon 10/29/12 Mon 10/29/12 291288 Define/document User Provisioning Process 1 d Mon 10/15/12 Mon 10/15/12289 Define/document Account Management Requirements 2 d Wed 9/12/12 Thu 9/13/12290 Define/document Account Management Roles/Responsibilities 2 d Wed 9/12/12 Thu 9/13/12291 Establish User Accounts 2 d Mon 10/29/12 Tue 10/30/12 287 292292 Validate & Test 3 d Wed 10/31/12 Fri 11/2/12 291 293293 Activate User Accounts 1 d Mon 11/5/12 Mon 11/5/12 292294 User Provisioning Complete 0 d Mon 12/3/12 Mon 12/3/12295 Testing 19 d Mon 10/22/12 Thu 11/15/12




296 System Testing 19 d Mon 10/22/12 Thu 11/15/12297 Perform iCenter Cloud Capture System Testing 3 d Tue 11/13/12 Thu 11/15/12 246 315298 Perform iCapSure Testing 3 d Tue 11/13/12 Thu 11/15/12 246 316299 Perform iCenter Document Upload Testing 3 d Tue 11/13/12 Thu 11/15/12 246 317300 Perform Fax sFTP connection testing 3 d Tue 11/13/12 Thu 11/15/12 246 318301 Perform MFP sFTP connection Testing 3 d Tue 11/13/12 Thu 11/15/12 246 319302 Perform Email sFTP connection Testing 3 d Tue 11/13/12 Thu 11/15/12 246 320303 Perform System Interface Testing 3 d Mon 10/22/12 Wed 10/24/12 237 322304 Perform iCenter Output Testing 3 d Mon 10/22/12 Wed 10/24/12 237 323305 Perform Reports Testing 3 d Mon 10/22/12 Wed 10/24/12 237 324306 Perform iCenter Scanning Application Testing 3 d Thu 11/8/12 Mon 11/12/12 245307 Perform iCenter Indexing Application Testing 3 d Thu 11/8/12 Mon 11/12/12 245308 Perform iCenter ScanQA and IndexQA Testing 3 d Thu 11/8/12 Mon 11/12/12 245309 Perform Security/Administration Testing 3 d Thu 11/8/12 Mon 11/12/12 245310 Perform Bar Code Recognition Testing 3 d Thu 11/8/12 Mon 11/12/12 245311 Perform OCR Testing 3 d Thu 11/8/12 Mon 11/12/12 245312 Perform Document Classification Testing 3 d Thu 11/8/12 Mon 11/12/12 245 313,313313 M: System Testing Completed 0 d Mon 11/12/12 Mon 11/12/12 312,312 325,326,327,328,32314 User Acceptance Testing 21 d Thu 10/25/12 Fri 11/23/12315 Perform iCenter Cloud Capture Unit Testing 5 d Fri 11/16/12 Fri 11/23/12 297316 Perform iCapSure Testing 5 d Fri 11/16/12 Fri 11/23/12 298317 Perform iCenter Document Upload Testing 5 d Fri 11/16/12 Fri 11/23/12 299318 Perform Fax sFTP Connection Testing 5 d Fri 11/16/12 Fri 11/23/12 300319 Perform MFP sFTP Connection Testing 5 d Fri 11/16/12 Fri 11/23/12 301320 Perform Email sFTP Connection Testing 5 d Fri 11/16/12 Fri 11/23/12 302 333,334,335,336,33321 Remote Capture Testing Complete 0 d Fri 11/23/12 Fri 11/23/12 320 332322 Perform System Interface Testing 5 d Thu 10/25/12 Wed 10/31/12 303323 Perform iCenter Output Testing 5 d Thu 10/25/12 Wed 10/31/12 304324 Perform Reports Testing 5 d Thu 10/25/12 Wed 10/31/12 305325 Perform iCenter Scanning Application Testing 2 d Tue 11/13/12 Wed 11/14/12 313326 Perform iCenter Indexing Application Testing 2 d Tue 11/13/12 Wed 11/14/12 313327 Perform iCenter ScanQA and IndexQA Testing 2 d Tue 11/13/12 Wed 11/14/12 313328 Perform Bar Code Recognition Testing 2 d Tue 11/13/12 Wed 11/14/12 313329 Perform OCR Testing 2 d Tue 11/13/12 Wed 11/14/12 313330 Perform Document Classification Testing 2 d Tue 11/13/12 Wed 11/14/12 313 331331 Production Application Testing Complete 0 d Wed 11/14/12 Wed 11/14/12 330 348,349,350,351,35332 Deployment - Remote Capture 5 d Mon 11/26/12 Fri 11/30/12 321333 Deploy iCenter Cloud Capture 5 d Mon 11/26/12 Fri 11/30/12 320,320334 Deploy iCenter Cloud Capture to DCF 5 d Mon 11/26/12 Fri 11/30/12 320,320




335 Deploy iCenter Cloud Capture to Service Providers 5 d Mon 11/26/12 Fri 11/30/12 320,320336 Deploy iCenter Cloud Capture to CBCs 5 d Mon 11/26/12 Fri 11/30/12 320,320337 Deploy iCapSure Remote Scanning 5 d Mon 11/26/12 Fri 11/30/12 320,320338 Deploy iCapSure Remote Scanning to DCF 5 d Mon 11/26/12 Fri 11/30/12 320,320339 Deploy iCenter Document Upload 5 d Mon 11/26/12 Fri 11/30/12 320,320340 Deploy Fax sFTP Connnection 5 d Mon 11/26/12 Fri 11/30/12 320,320341 Deploy MFP sFTP connection 5 d Mon 11/26/12 Fri 11/30/12 320,320342 Deploy Email sFTP connection 5 d Mon 11/26/12 Fri 11/30/12 320,320343 Readiness Assessment Testing 25 d Mon 10/22/12 Mon 11/26/12344 Prepare Readiness Assessment Plan 3 d Mon 10/22/12 Wed 10/24/12 345345 Review Assessment Plan with DCF 10 d Thu 10/25/12 Wed 11/7/12 344 346346 Readiness Assessment Plan Approved 0 d Wed 11/7/12 Wed 11/7/12 345347 Conduct Readiness Assessment 7 d Thu 11/15/12 Mon 11/26/12348 Mail Cut-Over and Mail Scanning Processes 3 d Thu 11/15/12 Mon 11/19/12 331349 Fax / Electronic Documents Cut-Over and Processes 3 d Thu 11/15/12 Mon 11/19/12 331350 Remote Capture 3 d Thu 11/15/12 Mon 11/19/12 331351 Quality Assurance 3 d Thu 11/15/12 Mon 11/19/12 331352 Training 3 d Thu 11/15/12 Mon 11/19/12 331353 Staffing 3 d Thu 11/15/12 Mon 11/19/12 331354 Outputs and Interfaces 3 d Thu 11/15/12 Mon 11/19/12 331355 Reporting 3 d Thu 11/15/12 Mon 11/19/12 331 356356 Readiness Assessment Completed 0 d Mon 11/19/12 Mon 11/19/12 355 357357 Prepare Action Plan / Address Deficiencies 3 d Tue 11/20/12 Fri 11/23/12 356 358358 Review Corrective Actions with DCF 1 d Mon 11/26/12 Mon 11/26/12 357 359359 Readiness Assessment Sign-Off 0 d Mon 11/26/12 Mon 11/26/12 358360 Implementation - Cutover 52 d Tue 10/16/12 Mon 12/31/12361 Implementation Cut-Over Plan 25 d Tue 10/16/12 Mon 11/19/12362 Create Implementation Cut-Over Plan 0 d Mon 10/22/12 Mon 10/22/12 363FF+1 d363 Conduct Internal Quality Review of Implementation Cut-Over Plan And Revise Accordingly 5 d Tue 10/16/12 Mon 10/22/12 362FF+1 d 364

364 M: Implementation Cut-Over Plan Submitted To The Department For Review And Comments 0 d Mon 10/22/12 Mon 10/22/12 363 365FS+10 d

365 M: Implementation Cut-Over Plan Comments Received From The Department 0 d Mon 11/5/12 Mon 11/5/12 364FS+10 d 366366 Revise Implementation Cut-Over Plan Based On Department Comments 5 d Tue 11/6/12 Mon 11/12/12 365 367367 M: Implementation Cut-Over Plan Resubmitted To The Department For Approval 0 d Mon 11/12/12 Mon 11/12/12 366 368FS+5 d

368 M: Implementation Cut-Over Plan Approved By The Department 0 d Mon 11/19/12 Mon 11/19/12 367FS+5 d369 Cut-Over To New System 19 d Mon 12/3/12 Mon 12/31/12370 Centralized Mail Services 0 d Mon 12/3/12 Mon 12/3/12 371371 Centralized Fax Services 1 d Mon 12/3/12 Mon 12/3/12 370 372




372 Indexing 0 d Mon 12/3/12 Mon 12/3/12 371 373373 Scanning 0 d Mon 12/3/12 Mon 12/3/12 372374 Remote Capture - Expanded Options 0 d Mon 12/31/12 Mon 12/31/12375 System Documentation 74 d Wed 9/12/12 Wed 12/26/12376 Systems Operations and Interface Procedures Manual 27 d Mon 10/22/12 Wed 11/28/12377 Develop Systems Operations and Interface Procedures Manual 5 d Mon 10/22/12 Fri 10/26/12 237 378378 Conduct Internal Quality Review of Systems Operations and Interface Procedures Manual And

Revise Accordingly5 d Mon 10/29/12 Fri 11/2/12 377 379

379 M: Systems Operations and Interface Procedures Manual Submitted To The Department ForReview And Comments

0 d Fri 11/2/12 Fri 11/2/12 378 380FS+10 d

380 M: Systems Operations and Interface Procedures Manual Comments Received From The Department

0 d Fri 11/16/12 Fri 11/16/12 379FS+10 d 381

381 Revise Systems Operations and Interface Procedures Manual Based On Department Comments 2 d Mon 11/19/12 Tue 11/20/12 380 382

382 M: Systems Operations and Interface Procedures Manual Resubmitted To The Department For Approval

0 d Tue 11/20/12 Tue 11/20/12 381 383FS+5 d

383 M: Systems Operations and Interface Procedures Manual Approved By The Department 0 d Wed 11/28/12 Wed 11/28/12 382FS+5 d

384 Administrative System Manual 28 d Thu 11/15/12 Wed 12/26/12385 Develop Administrative System Manual 5 d Thu 11/15/12 Wed 11/21/12 280 386386 Conduct Internal Quality Review of Administrative System Manual And Revise Accordingly 5 d Fri 11/23/12 Thu 11/29/12 385 387

387 M: Administrative System Manual Submitted To The Department For Review And Comments 0 d Thu 11/29/12 Thu 11/29/12 386 388FS+10 d

388 M: Administrative System Manual Comments Received From The Department 0 d Thu 12/13/12 Thu 12/13/12 387FS+10 d 389389 Revise Administrative System Manual Based On Department Comments 3 d Fri 12/14/12 Tue 12/18/12 388 390390 M: Administrative System Manual Resubmitted To The Department For Approval 0 d Tue 12/18/12 Tue 12/18/12 389 391FS+5 d

391 M: Administrative System Manual Approved By The Department 0 d Wed 12/26/12 Wed 12/26/12 390FS+5 d392 Reports & Other Manuals 67 d Wed 9/12/12 Fri 12/14/12393 Develop Reports and Other Manuals 5 d Wed 9/12/12 Tue 9/18/12394 Conduct Internal Quality Review of Reports and Other Manuals And Revise Accordingly 5 d Tue 11/13/12 Mon 11/19/12 313 395

395 M: Reports and Other Manuals Submitted To The Department For Review And Comments 0 d Mon 11/19/12 Mon 11/19/12 394 396FS+10 d

396 M: Reports and Other Manuals Comments Received From The Department 0 d Tue 12/4/12 Tue 12/4/12 395FS+10 d 397397 Revise Reports and Other Manuals Based On Department Comments 3 d Wed 12/5/12 Fri 12/7/12 396 398398 M: Reports and Other Manuals Resubmitted To The Department For Approval 0 d Fri 12/7/12 Fri 12/7/12 397 399FS+5 d399 M: Reports and Other Manuals Approved By The Department 0 d Fri 12/14/12 Fri 12/14/12 398FS+5 d



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