EBT and FMNPs: Negotiating Through the Maze of MIS and EBT Projects

1. EBT and FMNPs: Negotiating Through the Maze of MIS and EBT Projects Melinda Newport MS, RD/LD Joy Standridge, MPH, RD/LD

2. Chickasaw Nation MIS/EBT Project Experience • Implemented first State Agency Model WIC MIS system, SPIRIT, in May 2007 • Provide centralized hosting, system administration, and helpdesk support of 12 Partner tribes WIC Program System and data • Host the Spirit User Group National Product Management Office

3. Adding EBT – The Final Frontier • Began EBT planning in 2007 • SPIRIT is web-based and connectivity in our jurisdiction was well equipped for an online EBT project • Implemented on-line WIC EBT statewide on October 4, 2010 with 20 integrated retailers

6. Where To Start?

9. Major Decisions for MIS Systems • Transfer an existing system • Develop a new system from the beginning • Transfer a SAM system, i.e. SPIRIT, MPSC, or Crossroads • Partner with Others • Fund with existing NSA, OA, MIS or SAM monies • Study State of the Art Systems available • Does FMNP need to be integrated into MIS system?

10. Minimum Team Needed for Coordination and Strategic Planning • Project Manager • Business Analyst • Testing Coordinator and testers • Nutritionist • Clinic Representative • Training Personnel • Help Desk Manager • Director • Vendor Manager

11. Current Spirit Transfer Efforts May Vary By: • State’s readiness for change • State’s adaptability of clinic processes • Willingness to transfer SAM “as is” • Flexibility to work with a Users Group to negotiate enhancements/changes • Help Desk Capacity • 6-12 months of planning • Implementation 18-24 months

12. SAM Users Groups – What makes for a good Partner State Agency? • Requires extraordinary collaboration • Sign the User Group Charter – commitment to protect system’s core source code • A willingness by SA to contribute to the Executive Steering Committee • State expertise to participate in the Change Control Work Group • Testing Coordinator to communicate with national effort

13. What Makes for A Good Partner Agency? (continued) • Willingness to consider the greater good rather than just your state • Discernment between needs vs. wants • A focus on problem solving rather than casting blame • Time commitment to User Group Activities

14. Benefits of Choosing a SAM WIC System • Support and guidance for planning and implementation • Collaboration on complex issues/regulations facing the program • A bank of institutional knowledge that can provide technical assistance

15. Benefits of Choosing a SAM WIC System (continued) • Expertise available to you in areas in which your state may not have experts – small state staff • Testing from multiple agencies alleviates testing burden (divide and conquer) • Allows State to afford a state-of-the-art system at little cost to the State to implement

16. SPIRIT EBT Effort • EBT Project easily took 3 years from planning to roll-out • Newer technology – less experienced • Need for many new policies not yet developed • FNS review periods for every stage of process i.e. RFP review, planning documents, contracts

17. SPIRIT EBT Effort • Proposing a streamlined approach to capitalize on previous efforts • SAM EBT should afford economies of scale • Similar business processes means simplified approach • Joint Procurements decreases workload on any one individual state • Would like to see Spirit transfer with EBT simultaneously

18. SPIRIT EBT Potential Time Savings • Time/effort may be saved on: • MIS system development for EBT completed • Development of APL • Programming of SPIRIT for EBT interface – thoroughly tested and FNS certified • Integration for major grocer chains already certified i.e. Wal-Mart, Homeland, Retallix • With online solution, EBT processor may conduct much of your vendor preparation • Working towards “Universal Interface”

19. Big Decisions with EBT

20. FNS 901 Handbook • Serves as guidance for State Agencies • Ensures Compliance with Federal Regulations • Preserves the Oversight of Federal Funds • Enables State Agencies to determine their information systems needs and manage these costly projects effectively and efficiently

21. The APD Process • The APD process parallels the System Development Life Cycle (SDLC) • Initiation • System Concept Development • Planning • Requirements Analysis • Design • Development • Integration and Testing • Implementation • Operations and Maintenance

22. Two Key Documents • A Planning APD (PAPD) • An Implementation APD (IAPD) • Includes cost study • Includes feasibility study

23. PAPD • A Planning APD (PAPD) – is a brief document usually 6- 10 pages • A State Agency must use a PAPD to request prior approval and obtain commitment for federal funding from FNS to plan major system development efforts, or system enhancements

24. Planning is a Must • Keep planning until the money shows up!

25. Decisions with EBT • Is my current MIS system updated to accommodate newer technology? Web based? • Do I have a decent connectivity infrastructure throughout my state? Retailers have internet access? • Am I prepared to process EBT transactions at the WIC state office/treasury or do I need to contract out my processing/settlement services? • Can my SA handle Help Desk inquiries from clinic staff, vendors and WIC participants or do I need some additional contracted services?

26. Decisions with EBT (continued) • How many of the retailers in my state have already developed an integrated solution for EBT? • Can my SA afford the additional costs if contractors are needed to support EBT on an ongoing basis? i.e. $1.50 household/month • Do I have or can I obtain a full-time project manager to manage this project? • What is best for my state and it’s available resources? • After all of these decisions that are part of your feasibility study – then, you get into policy and process

27. Where will FMNP Go with EBT? • Potential disparity created for farmers once WIC transitions to EBT and farmers must stay on paper checks/vouchers

28. Where will FMNP Go with EBT? • Major variables include: • SNAP providing EBT functionality at markets • Farmers’ willingness to operate individual machines • Organizational structure of market – very casual with no “board” or more formal with a market manager • Electricity and connectivity? Cell phone reception? • Does the “end” justify the “means” to have EBT at the market/farm stand?

29. Where will FMNP Go with EBT? • Individual Application may be solution for the future . . .Iphone? • Considerations: • Monthly cost of data plan may be more affordable than cost of POS terminals with only one purpose • Cell phone coverage and/or cell phone providers (Iphone currently only available at limited carriers)

31. Who to Ask for Help?

32. Potential Partners • FNS Regional Offices • FNS State Systems Branch • FNS National Office • Grocer’s Associations – involve them early • AWG or like entity that represents many of your small to medium size grocers • Individual retailers • Planning Contractor • QA Contractor • EBT Processor (if needed) • SA Front Line Staff • State Agency peers from other states • Value Added Resalers of Electronic Cash Register Systems • SNAP

33. What makes EBT Uniquely Challenging? • EBT Projects are multi-faceted – large number of partners, many moving parts • Vendor Integration is a project in itself • Underestimation of the strain of new MIS development on the entire organization • FNS APD Process is complicated • Lack of current technical knowledge and expertise within the State Agency to write or review documents such as request for proposals (RFP), contracts, system design, and functional requirements • In the past, FNS had limited technical assistance available. Review periods were long.

34. What makes EBT Projects Unique? (continued) • EBT Standards are still being developed • Affordability of EBT • Funding for EBT projects is limited • Connectivity limits options for implementation • Sustainability

35. Advantages of EBT • Modernize program delivery • Increase dignity and respect for clients • Decrease fraud and abuse • Improved access to data i.e. shopping patterns, pricing • Efficient payment to retailers

36. Challenge: Where will the resources come from?

37. Apply for FMNP Grants and Other Sources • Farmers Market Promotion Program through USDA AMS Agricultural Marketing Service • Applied in 2008 • Did not receive award • Cost of POS Terminals too costly • Connectivity was an issue • Still a worthwhile planning activity!

38. EBT Viability in FMNPs • Cost of POS Terminals needs to decrease • Concept of Market “Banker” – Not ideal for all situations. Alternative is needed for small markets and farm stands • Connectivity Infrastructure

39. Keys to Success • Don’t wait to get started • Time spent improving connectivity increases options available for EBT • Attend EBT User Group Meetings – EBT is a different world, education is important • Visit other EBT operational states and/or EBT operational markets

42. AMAZE ingly You Arrive! The Effort is Worth It!

43. Questions?

44. Contact Information Melinda Newport Phone: 580-436-7296 Email: melinda.newport@chickasaw.net Joy Standridge Phone: 580-310-6463 Email: joy.standridge@chickasaw.net