California Innovation –
California Dreaming
ISM 2013
• Overview of the Personal Duress Alarm
System (PDAS) project
• Overview of the Case Management
Information Payrolling System (CMIPS) II
• Questions and discussion
PDAS Project
Dolly Matteucci
Executive Director, Napa State Hospital
California Department of State Hospitals
Jamie Mangrum
Deputy Director/Chief Information Officer
California Department of State Hospitals
CMIPS II Project
Michael J. Sylvester II
Assistant Director and Department Chief Information Officer
Los Angeles County Department of Public Social Services
John Logan
Project Director, Case Management Information and Payrolling (CMIPS) II Project
California Health and Human Services Agency – Office of Systems Integration
Facilitator: Brian Russon, Microsoft
Personal Duress
Alarm System
(PDAS) Project
Personal Duress Alarm System (PDAS) Project at
Napa State Hospital
PDAS Project Overview
History & Background
What is the new PDAS?
How does the new PDAS work?
• Napa State Hospital opened its doors on November 15,
• 136 years old
• Napa State Hospital is licensed for 1362 beds
83% are in-house / forensic
17% are civil
• There are three Levels of Care (LOC) at Napa State
Skilled Nursing Facility (SNF)
Acute Psychiatric
Intermediate Care Facility
• Napa State Hospital employs 2300 staff
• Napa State Hospital sits on 420 developed acres
The objective of the project was to improve safety at NSH
and all State Hospitals by implementing a Personal Duress
Alarm System (PDAS).
Key Benefits:
• Areas within the STA are covered by the alarm system
• Incident response times reduced
• Immediate notification to responders
• Accurate location of incidents anywhere on campus
• All employees receive an alarm for signaling alerts
What is the new PDAS?
• The solution is a Real Time Location System
• This PDAS utilizes a Wi-Fi network integrated with
the hospital’s existing data network.
• Employees will use a Wi-Fi ID tag they can activate
in a duress situation to trigger alerts.
What is the New PDAS?
The new PDAS components are:
• Wireless Access Points
• Wireless LAN Controllers
• Location Tracking Server
• Radio-frequency identification (RFID)
• Beacons
What is the new PDAS?
• The hospital campus is divided into zones with zone
names clearly marked throughout the campus.
• All zones and tags appear on the system monitoring
• When an alert is triggered, the zone where the tag
alarm was triggered will appear on tags located in
that zone only.
What is the new PDAS?
• The PDAS utilizes maps of the entire hospital
campus that are viewed on a monitor screen.
• The ID tags appear on the maps based on the tag
wearer’s physical location.
Building #
This screenshot shows a portion of a building map that would be viewed
by PDAS administrators/dispatch staff. You can see the icons
representing different types of staff. The remainder of the building has
been erased on screenshots for security reasons.
This is a screenshot of a tag event that has been activated.
Note the staff member’s image and last name, their location
both visually on the map as well as text.
Zone nomenclature
Map #
Building #
Zone nomenclature
Map #
Building #
Zone nomenclature
Map #
Building #
Zone nomenclature
Map #
Building #
Zone nomenclature
Map #
Zone nomenclature
Map #
Building #
Building #
This is a screenshot within the system that shows
critical information such as type of staff, location, and
PDAS ID tag battery life.
How does the new PDAS work?
• When a PDAS tag is pulled, an alert message is sent to
the Location Tracking Server via the Wi-Fi network.
• A text message alert and the location information are
delivered to dispatch, security personnel, and other
hospital staff.
• The staff member receives an acknowledgement that their
call for help has been received.
• The location information that is sent to security personnel
and staff corresponds to the mapped zone signs.
• With the new PDAS, staff can trigger a duress alarm
from anywhere on campus, and receive help quicker
than ever before.
• Responders are able to locate staff with increased
• Staff will receive text messages alerting them to
nearby staff under duress so bring help.
• PDAS facilitates enhanced response evaluation.
• Ultimately, the PDAS has enhanced worker and
patient safety.
CMIPS II Project
Case Management Information and Payrolling System
CMIPS II Project
• Overview of the IHSS Program
• Background
• Overview of CMIPS II project
Overview of the IHSS Program
The In-Home Supportive Services (IHSS) program provides personal care
domestic services to aged, blind or disabled individuals in their own
homes. The purpose of the program is to allow these individuals to live
safely at home rather than in costly and less desirable out-of-home
placement facilities.
 440,000 IHSS Service Recipients
 450,000 IHSS Service Providers
 Approximately $4 billion payroll annually – the state
acts as the payroll agent for recipients
California Office of Systems Integration
• Project Management agent on behalf of the California
Department of Social Services (CDSS) for some of
California’s largest Human Services automation
CDSS is the project sponsor for the
CMIPS II Project
OSI, in partnership with CDSS and the 58
California counties has managed the project
from inception to implementation
Complex Stakeholder Relationships
58 California Counties
State and Federal Control Agencies, State Legislature
The County Welfare Directors Association
Labor unions
Advocacy Groups
Insurance companies
CMIPS II Project Overview
Replaces a 25 year old legacy system
Incorporates New Features:
• Standardization of evaluations
• Security (roles, permissions)
• Enhanced audit ability
• Fraud detection and prevention
• Case Worker notes
• Case management driven by business rules
• Centralized, automated timesheet data capture
CMIPS II Project Overview
Unique Integration of Custom Off the Shelf products –
Case Management and Payroll – first time tried
CMIPS II System, $432 Million Budget, Incorporates:
• System development and integration,
• County implementation costs,
• Data center costs,
• State staffing,
• Consultant contracts,
• Oversight contracts
CMIPS II Project Overview
Collaboration with Stakeholders
• What Worked Well
Consensus build starting at team level, County
Partners, Associations, Customers, Executive
• What didn’t Work so Well
Unions, Advocate Groups, Health Benefit
Managers lost focus between design and
CMIPS II Project Overview
Implementation Methods (both good and bad)
• Pilots and Waves
Good - trial by fire, feedback loop for
improvements, build momentum
Bad - extended schedule, increased risk of change
during implementation
• Overlap Approach
 Crashed the schedule, starting off with no room for
CMIPS II Project Overview
• Classroom
• Train the trainer
• Webinars
• Diverse stakeholder groups
• Challenges with timely and relevant communications
• Challenges ensuring stakeholder buy-in during the life
of the project