Quarterly Program Status Report to the Criminal Justice Information System (CJIS) Governing Board October 17, 2013 Connecticut Information Sharing System (CISS) Connecticut Impaired Driver Records Information System (CIDRIS) Offender Based Tracking System (OBTS) Table of Contents Criminal Justice Information System (CJIS) Governing Board ....................................................................... 3 Executive Summary....................................................................................................................................... 3 Report to the Governing Board .................................................................................................................... 4 Summary of Accomplishments — Period Ending September 30, 2013........................................................ 5 Critical Enablers for Continued Success ........................................................................................................ 5 Connecticut Information Sharing System (CISS) Status Report ..................................................................... 7 Offender Based Tracking System (OBTS) Status Report ............................................................................ 11 CT Impaired Driver Records Information System (CIDRIS) Status Report.................................................. 12 Governing Board Committee Updates........................................................................................................ 13 Appendix B –Commonly Used Acronyms .................................................................................................... 14 Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 2 Criminal Justice Information System (CJIS) Governing Board Agencies and Members Office of Policy and Management Mike Lawlor, Under Secretary Governor’s Appointee and Co-Chair Benjamin Barnes, Secretary Department of Correction James Dzurenda, Interim Commissioner Cheryl Cepelak, Deputy Commissioner, (Designee) Office of Chief Court Administrator Judge Patrick L. Carroll, III Deputy Chief Court Administrator Designee and Co-Chair Barbara M. Quinn, Judge, Chief Court Administrator Department of Administrative Services Donald DeFronzo, Commissioner Mark Raymond, CIO, DAS-BEST (Designee) Office of the Chief State's Attorney Kevin Kane, Esq., Chief State’s Attorney John Russotto, Esq., Deputy Chief State’s Attorney (Designee) Board of Pardons and Paroles Erika Tindill, Chairperson John DeFeo, Executive Director (Designee) Department of Emergency Services and Public Protection Reuben F. Bradford, Commissioner Steven Spellman, Chief of Staff (Designee) Office of Victim Advocate Garvin G. Ambrose, Esq., Victim Advocate Hakima Bey-Coon, Esq., Staff Attorney (Designee) Office of Chief Public Defender Services Susan O. Storey, Esq., Chief Public Defender Brian Carlow, Esq., Deputy Chief Public Defender (Designee) Connecticut Police Chiefs Association Richard C. Mulhall, Chief (Designee) James Cetran, Chief (Designee) Chairpersons and Ranking Members of the Joint Standing Committee of the General Assembly on Judiciary Michael Pollard (Designee for) Eric D. Coleman, Senator, Co-Chair Joe Verrengia, Representative (Designee for) Gerald M. Fox, Representative, Co-Chair John A. Kissel, Senator, Ranking Member Rosa C. Rebimbas Representative, Ranking Member Department of Motor Vehicles Melody Currey, Commissioner George White, Division Chief (Designee) CJIS Committee Chairs Administrative Committee Larry D’Orsi Deputy Director, Criminal Matters Court Operations Division Implementation Committee Chief Richard Mulhall Connecticut Police Chiefs Association Technology Committee Evelyn Godbout Information Technology Manager Division of Criminal Justice Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 3 Executive Summary Sean Thakkar, Executive Director Governor’s Vision for Technology The Governor’s vision for technology provides the foundation upon which CJIS works. This vision is predicated on the following: • Implementation of efficient, modern business processes that result in cost-effective delivery of services. • Open and transparent engagement with the citizens of the state. • Accurate and timely data for policy making, service delivery and results evaluation. • A secure and cost effective IT infrastructure, including greater use of shared services and applications wherever possible. • Easily accessible services to all constituents. CJIS Governing Board’s Business Goals and Objectives • Efficiency — Optimize our current investments in technology and leverage existing infrastructure and resources. • Flexibility — “Information any way you want it” — Provide all of our stakeholders with the data they need, on the platform they prefer, and in the most accessible format to suit their needs and business practices. • Security — Develop a secure environment that meets state and federal standards for security. • Objectivity — Provide independent and objective opinions and recommendations to the CJIS Governing Board. • Continuity — Provide services that are “boringly predictable” and totally reliable. • Simplicity — Create a simple way to implement new technologies, so that agencies can implement them smoothly. Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 3 Report to the Governing Board Criminal Justice Information System (CJIS) This report is pursuant to Connecticut General Statute (CGS), 54-142q. The Criminal Justice Information System (CJIS) Governing Board provides this report and directs the projects within this report in order to meet the CJIS Goals. Organization of the CJIS Governing Board CGS, Section 54-142q, expanded the membership of the CJIS Governing Board. In summary, cochairs were established and the membership was expanded to include representation from the Legislative Branch through the chairpersons and ranking members of the Joint Standing Committee of the General Assembly on Judiciary. Each member of the CJIS Governing Board may appoint a designee. The legislation specifies the Chief Court Administrator and a person appointed by the Governor from the CJIS Governing Board membership to be co-chairs. The co-chair appointments were immediately made to facilitate the further organization of the CJIS Governing Board. The Chief Court Administrator designated Judge Patrick L. Carroll III, Deputy Chief Court Administrator, to be one of the co-chairs. The Governor named Mike Lawlor, Under Secretary, as the other cochair (and designee). The CJIS portfolio of programs — CISS, CIDRIS, and OBTS — all meet the business objective requirements set forth in CGS Section 54-142q:             Deliver efficient modern business processes Promote open and transparent engagement Assure accurate and timely data for policy making, service delivery and results evaluation Provide secure and cost effective IT infrastructure Provide easily accessible services to all constituents Establish funding processes that will allow the state to measure and maximize its return on technology investments and to target funds to the agency and state priorities Ensure that the appropriate project management, transparency, and accountability systems are in place for successful project implementation and completion Better align agency and state information technology plans and priorities with agency and state priority business and resources available Provide for agency autonomy so they can accomplish their missions Simplify implementation of new technologies Develop secure environment, meeting state and Federal standards Optimize current investments to leverage infrastructure and resources Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 4 Summary of Accomplishments — Period Ending September 30, 2013 Connecticut Information Sharing System (CISS) Summary of Accomplishments: • Completed the construction of Development, System Test, User Acceptance Testing, and Production environments and servers using virtual cloning and rapid provisioning technology. • Completed the design and construction of clustered servers to support high availability requirements. • Deployed redundant firewall appliances to support secure access to CISS environment. • Installed an Electronic Content Management System. • Replaced or aided in the replacement of outdated equipment in CJIS and municipalities in preparation for CISS Search software (ongoing). • Designed an efficient, economical and intuitive Search User Interface for Law Enforcement officers (expandable to other audiences) with stakeholders and Xerox representatives. • Developed with the Newington Police Department the initial template for a Police Department Community Portal. • Replicated CISS data from the Paperless Re-Arrest Warrant Network (PRAWN), Protection Order Registry (POR), Centralized Infraction Bureau (CIB) and Offender Based Information System (OBIS) data systems, in conjunction with the Judicial Branch and the Department of Correction for CISS Search sources. • Worked with Xerox to finalize milestone dates for all of Wave 1-Uniform Arrest Report (UAR). • Worked with stakeholders to finalize a portion of the Wave 1 requirements. • Expanded the scope of Wave 1 to include functionality to enable users to submit scanned arrest paperwork to CISS and to develop a direct interface with RMS systems to facilitate bulk upload of historical data as well as the ability to transmit new or updated UARs to CISS on an ongoing basis. • Began work on detailed requirements for Wave 2-Misdemeanor Summons. • Completed an internal review of Records Management System (RMS) Certification guide. Critical Enablers for Continued Success 1. Compared to 2012, the workload for CISS has increased exponentially in 2013. During this build out of technical, business, and process systems with the CJIS community, a lot of institutional knowledge is created. Given that most of the CISS staff is currently consultants, we recommend that the state open twenty state employee positions, thirteen of which are critical, required for the current needs of the CJIS operational team working on CISS, OBTS, CIDRIS, and other CJIS projects. These positions require the right skills and experience in order to successfully deliver a large, complex, high-visibility project like CISS. Update - CJIS is working with DAS-BEST to open two key state positions. Once completed, we Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 5 expect to move forward with the additional state positions. Impact: The primary element for success is to have a talented pool of dedicated and skilled, CJIS Governing Board personnel. The CJIS team has hired consultants to do the work. If twelve out of the twenty people are not hired during the second or third quarter of 2013, much of the domain knowledge during the build of CISS will be lost when the consultants leave. The twelve key CISS project positions are considered critical to the project. This would allow the state to garner institutional knowledge for CISS application and business requirements of the project. Currently, only the CJIS Program Manager, CJIS Business Manager, Durational Project Manager, and the CCT Fiscal Administrator have been made full-time state employees. The following twelve out of the twenty positions need to be approved as fulltime state employees as soon as possible: 1. Senior Technology Architect (Manager) 2. Senior Project Manager 3. Senior Project Manager 4. Senior Java Developer 5. Senior Java Developer 6. Application Database Administrator 7. SharePoint Developer 8. SharePoint Developer 9. Senior Test Lead 10. Senior Information Security Officer 11. Senior Systems Administrator 12. Software Engineer (New; Replaced Senior Communications Manager) The consulting company hired to do the Independent Verification & Validation (IV&V) has repeatedly highlighted this as a critical CISS risk. Recommendations: The state needs to re-classify the twelve positions listed above to allow for the experience needed and have starting salaries closer to market rates. Update – CJIS is working with DAS-BEST in this effort to open two critical positions needed to support CISS development and production. 2. Service Level Agreements (SLA) must be established with DAS-BEST and stakeholder agencies. Impact: SLAs are an industry best practice. SLAs are created to define services provided, response times, resources required, and cost of service. SLAs provide transparency and accountability to the agencies signing the agreement, and help reduce cost by reducing redundancy and waste. An SLA should be established between the CJIS Governing Board and DAS-BEST. The Governing Board must know what services and resources DAS-BEST will provide as well as the timelines for providing support and resources. The items for SLAs include service availability, disaster recovery, and quarterly resources for planned activities. The provisioning of services using SLA agreements should be encouraged by the Legislature Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 6 to allow agencies to evaluate their service levels and reduce costs. Recommendation: The Legislature should encourage agency use of SLA agreements as a best practices method of standardizing IT application performance requirements and results-based accountability. A draft SLA was delivered to DAS-BEST in December 2012 for review and negotiation in order to implement the first SLA. Update - As the CISS infrastructure build out is completed, CJIS will update the SLA and start the discussion with DAS-BEST for an agreement. Connecticut Information Sharing System (CISS) Status Report CISS — Background A unified information-sharing and delivery system is the key to preventing tragedies like the 2007 home invasion and triple murder in Cheshire. While the focus of CGS Sec. 54-142q and CISS is to improve public and officer safety, this project will also reap significant dividends in the efficient use of scarce funding. With the smart, innovative application of new technologies, CISS will reduce overall costs through easier access to information, increased efficiencies in process, and less rework of data entry errors. By managing the investment in the development of the system, CISS will generate a cumulative benefit of $59M after the system goes into full operation. CISS will increase public and officer safety by providing more and improved information to criminal justice staff on demand. The system will also enhance business efficiency by increasing the speed of electronic information exchange between agencies — all in a safe and secure manner. CISS will reduce administrative costs by electronically capturing data and documents at their source, cataloging and storing this data in a central repository, where it will be available to all member agencies. This will create great economies of scale compared to individual agencies having to copy, file, index, and store all data elements. These capabilities will provide valuable benefits to society by reducing recidivism, aiding reentry programs, reducing delays in the judicial process, and improving overall public safety for Connecticut’s citizens and public safety officers. CISS Key Accomplishments – Period Ending September 2013 CISS Wave 0, Version 1.5 • Completed construction of the User Acceptance Testing (UAT), System Test and Production environments and servers using virtual cloning and rapid provisioning technology. • Completed design and construction of clustered servers to support High Availability requirements. • Deployed redundant firewall appliances to support secure access to CISS environment. Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 7 • Installed a FileNet system that provides electronic content management services. • Updated the systems architecture documentation. • Began systems preparation for loading Search Release 1 and Wave 1. • Worked with Xerox to finalize milestone dates. • Began the installation of CJIS network routers, the configuration and deployment of police department routers with pilot municipalities, and the coordination of equipment upgrades and purchases with towns. CISS Search Release 1 (SR1) • Collaborated with stakeholders and Xerox to design a user interface for Law Enforcement Agencies (LEAs) for searching databases. The interface can be used as a foundation for the other audiences using additional search sources. • Working with LEAs to design a template for a CISS Community Portal that will tie in with the Search interface. • Replicated (copied) PRAWN, OBIS, POR and CIB into CISS. Replication ensures that no search load will be imposed on an agency’s production information and management system. Instead, searches will be run against CISS datasets. Copies are being updated daily in a development environment. • Agreed with Xerox on the distribution of over a hundred functional contract requirements across three search releases. Of the state contract’s more than 300 precise requirements, a third is Search related. • Worked with Xerox to finalize milestone dates. CISS Wave 1 • Worked with CISS stakeholders to finalize a portion of the Wave 1 requirements and submitted them to Xerox. • Expanded the scope of Wave 1 to include functionality to enable users to submit scanned arrest paperwork to CISS for situations where their RMS system is unable to do so. • Expanded the scope of Wave 1 to develop a direct interface with RMS systems to facilitate bulk upload of historical data as well as the ability to transmit new or updated UARs to CISS on an ongoing basis. • Began work on detailed requirements for Wave 2-Misdemeanor Summons. • Worked with Xerox to finalize milestone dates for all of Wave 1-UAR. • Completed an internal review of RMS Certification guide. RMS Certification is a collection of guidelines and processes intended to ensure law enforcement agencies and police departments can efficiently and effectively exchange criminal justice information between their RMS systems and CISS. CISS Operational • CJIS hired a Durational Project Manager, Rick Hegwood, to manage the CISS project. Mark Tezaris will remain as Program Manager, but will manage OBTS and CIDRIS exclusively. Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 8 • Meetings continue with OPM representatives and Xerox about amending the current contract with Xerox and possibly modifying the payment schedule. • Meetings are being held with Jason Mull, Joan Hilliard (DESPP), Mr. Hegwood and a small group of stakeholders concerning the exchange and security of FBI information. CISS Anticipated Activities – Next 90 Days CISS Wave 0, Version 1.5 • Perform patch and backup management activities on server environments. • Conduct data recovery and High Availability testing. • Configure server health checks, system alerts and notifications. • Perform knowledge transfer and Performance Baseline tests. • Document Standard Operating Procedures. • Continue to install routers in CJIS, aid in the configuration and deployment of police department routers with pilot municipalities, and help coordinate equipment upgrades and purchases with towns. CISS Search Release – SR1 • Complete detailed Criminal and Motor Vehicle System (CRMVS), POR and CIB business requirements gathering. • Work with stakeholders to select the next data system to incorporate into CISS Search and begin requirements gathering. • Continue to work with stakeholders and Xerox to complete the design for a user interface for searches to be used by Law Enforcement Agencies (LEAs) and other stakeholders. • Work with individual LEAs to complete a user interface design that can be used as a template to access the CISS Community Portal. • Design computer-based training (CBT) program for first Search Release using DAS-BEST’s Learning Management System and collaborate with Xerox on curriculum design. CISS Wave 1 • Continue to work with CISS stakeholders to finalize remaining requirements for Wave 1. • Work with Xerox to establish key milestone dates for Waves 2-7. • Review overall schedule for Waves 1-7 with CISS stakeholders. • Work with stakeholders and Xerox to finalize the RMS Certification Guide. Future CISS Waves for Information Exchanges • Begin work on the requirements phase of Wave 2-Misdemeanor Summons. • Begin work on the requirements phase of Wave 3-Infractions. • Begin work on the requirements phase of Wave 4-Arraignment/First Appearance. Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 9 CISS — Risks, Issues, and Mitigation Strategies Risk 1 The uncertainties of whether CISS will be able to receive, transmit, or store “FBI data” and its relationship to the CJIS Security Policy is causing significant delays to the project. The CISS project will experience significant schedule delays, increased costs, and changes in scope, and will potentially strain relationships with stakeholders and the vendor. These delays have a negative “domino” effect in many other areas of the project. Impact The CISS project will experience significant schedule delays, increased costs, changes in scope, and vendor and stakeholder issues. These delays have a negative “domino” effect in many other areas of the project. Mitigation CJIS brought in, through Xerox, a criminal justice information security policy expert, Mr. Jason Mull. Mr. Mull has the experience, credentials, and affiliations to help facilitate a solution for FBI data relating to CISS. Mr. Mull will work with Mr. Hegwood, Ms. Hilliard of DESPP and a small group of stakeholders to address the issues and implement a security policy agreement. Risk 2 The late hiring of state positions, filling important positions with contractors, and not converting these to state positions presents risk to the project plan and the long-term support and stability of CISS. Impact The primary element for success is to have a talented pool of dedicated and skilled, CJIS Governing Board personnel. The CJIS team has hired consultants to do the work. If twelve out of the twenty people are not hired during the second or third quarter of 2013, much of the domain knowledge during the build of CISS will be lost when the consultants leave. Mitigation We are hiring consultants to fill the current positions needed by the CISS team that have not been approved. This will allow us to get the work done that we are contractually required to produce and assure the successful implementation of CISS for the state. We are currently working with DAS-BEST to open two key state positions. We have had difficulty filling key positions due to relatively low starting salaries offered by the state compared to the private sector. We need to hire people with the right skill set and experience with large, complex, multi-million dollar, multi-year projects. We need to offer salaries close to market rates in order to be successful. Until this is done, the risk exists that the state will lose technical and domain knowledge when the consultants leave. Risk 3 Implementation of CISS has caused concerns among some stakeholders. These concerns stem from: • • Lack of resources and time to integrate with CISS Potential impact to future resources Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 10 • Some view CISS as a competitive or redundant system to their own Impact The CISS project will experience significant schedule delays, increased costs, changes in scope, vendor issues and potentially have gaps of critical data that CISS is required to provide to our information consumers. Mitigation CISS has assembled a team to collaborate with stakeholders composed of a project manager and business and technical leads who will work with each agency to address their concerns individually and find a win-win solution that brings a significant positive net benefit to that agency. This includes bringing in resources to help with the integration, providing financial assistance on a case-by-case basis, and using a governance process to help resolve issues. CISS — Conclusions The next significant Wave (Wave 0, Version 1.5), which encompasses the build-out of all of the hardware and software that will house CISS moving forward, is expected to go into production in January 2014. Until then, the CJIS technical team will document environments and perform testing on servers, which will include backup, data recovery, performance baseline, and High Availability. Routers and other equipment are being upgraded at CJIS and at municipalities. The team will configure servers for health checks, system alerts, and notifications and will work with vendors to document Standard Operating Procedures. The CISS Community Portal prototype is close to completion. Once approval is given by LEAs, this prototype will be made available to those law enforcement agencies that wish to use it. The CISS Search interface is also being tested and modified. It will be made available as an independent software interface and will be accessible from the CISS Community Portal. The business team will complete detailed CRMVS, POR and CIB business requirements gathering for Search Release 1. Work will begin to select the next data system to incorporate into CISS Search and on a design for a computer-based training (CBT) program. Wave 1 for the Uniform Arrest Report (UAR) information exchanges has begun. This is the largest Wave encompassing all of the CJIS agencies. Production is targeted for 2014. Work will continue on Wave 1 to finalize remaining requirements. The business team will work with Xerox to establish key milestone dates for Waves 2-7. The team will review the schedule for Waves 1-7. The CISS Project Management team will work with stakeholders in the next few months to finalize the RMS Certification Guide. Offender Based Tracking System (OBTS) Status Report The Offender Based Tracking System (OBTS) is an integrated information-sharing system developed with all the state criminal justice agencies to respond to the growing demand for access to comprehensive information on offenders. Officially launched in 2004, OBTS is used Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 11 daily by local, state, and federal law enforcement as well as other criminal justice agencies. OBTS Anticipated Activities – Next 90 Days For the foreseeable future, the CJIS team will be maintaining the OBTS operational environments with the focus on identifying, analyzing, and fixing issues with the OBTS-CISS search interface. Except for functionality that is required to support CISS, no major new functionality will be introduced until the CISS system is placed into a new server environment. New requirements will only be sought to support issues which require immediate attention. • As part of the 7.5 release cycle, the CJIS team continues preparations for moving the existing OBTS to a new SQL server system architecture. The goal of this database work is to enhance the system’s ability to support future CJIS/CISS enterprise applications and significantly reduce maintenance costs. • The CJIS and DAS/BEST teams continue the work to upgrade OBTS servers to enhance the speed of queries to OBTS. • A technical review of the Department of Correction’s OBIS system has begun. Data errors identified during the evaluation will be prioritized; high priority items will be addressed during future releases. • As the CISS application build-out continues, CJIS plans to evaluate future use of the OBTS database. Considerations include use of OBTS as an archive of historical information or further integration with the CISS information exchanges. CT Impaired Driver Records Information System (CIDRIS) Status Report The Connecticut Impaired Driver Records Information System (CIDRIS) is an integrated information-sharing system designed to automate the collection and delivery of Operating Under the Influence (OUI) information among state criminal justice stakeholders. CIDRIS was developed in cooperation with local law enforcement, the Department of Emergency Services and Public Protection (DESPP), the Department of Motor Vehicles (DMV), the Division of Criminal Justice (DCJ), and the Judicial Branch, as well as the Department of Transportation (DOT) and the National Highway Traffic Safety Administration (NHTSA). Development of CIDRIS was completed in 2010. Interfaces to DESPP, DMV, and Judicial agency source systems were created in 2011. Implementation for roll-out to DESPP troops started in mid-December 2011 and was completed in August 2012. CIDRIS Anticipated Activities – Next 90 Days • CIDRIS has reached a stage of process improvement. CJIS and DESPP team members continue to evaluate and improve the accuracy of messages being sent through CIDRIS. • The current objective is to focus on submission rejection by DMV and Judicial review processes and correct the underlying problems. • CJIS will continue planning with DCJ. Our next objectives are to review current business and technical environments with emphasis on identifying administrative and operational constraints Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 12 of integrating agency computer systems to CIDRIS. • A business plan has been developed to interface CIDRIS with the CISS Information Exchanges. Once the identified CISS information exchanges and required interfaces to DMV and Judicial are implemented, CIDRIS will be replaced by CISS. Governing Board Committee Updates Administrative and Technology Committee Meetings held on June 14 and 17, 2013 with DESPP and Judicial about the CJIS Security Policy resulted in no consensus on the adoption of the Federal CJIS Security policy. It was decided to engage an independent security consultant/facilitator to assist the CJIS community on adopting a security policy for CJIS applications including CISS, OBTS, and CIDRIS. CJIS will solicit the technical assistance and advice from Search.Org in creating and implementing a security policy. An on-line request for their service was submitted. Search.Org was also asked to involve an FBI Security representative early in the process to ensure that interpretation of the federal CJIS Security Policy is understood. The OBTS security policy will also be reviewed for applicability and modification for CISS. Other discussions included new legislation that will go into effect, the introduction of new information into agency source systems, updates to the COLLECT software and system changes at DAS-BEST. The process of audio/video playback and the security of these formats were discussed. It was determined that audio/video playback questions will be addressed during the CISS requirements gathering process with each stakeholder and will follow the remaining SDLC phases for implementation of video playback. Implementation Committee Rick Hegwood, Durational Project Manager, will be working with Chief Richard Mulhall, head of the Connecticut Police Chiefs Association, to develop the CISS implementation schedule for Connecticut municipal police departments going forward.  Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 13 Appendix B –Commonly Used Acronyms AFIS = Automated Fingerprint Identification System BEST = Bureau of Enterprise Systems and Technology BOPP= Board of Pardons and Paroles CAD = Computer Aided Dispatch CCH= CT Criminal History (DESPP) CIB = Centralized Infraction Bureau (Judicial) CIDRIS = CT Impaired Driver Records Information System CISS = CT Information Sharing System CIVLS = CT Integrated Vehicle & Licensing System CJIS = Criminal Justice Information System CJPPD = Criminal Justice Policy Development & Planning Div. CMIS = Case Management Information System (CSSD) COLLECT = CT On-Line Law Enforcement Communications Teleprocessing network CPCA = CT Police Chiefs Association CRMVS = Criminal and Motor Vehicle System (Judicial) CSSD = Court Support Services Division (Judicial) DCJ = Division of Criminal Justice DAS = Dept. of Administrative Services DESPP = Dept. of Emergency Services & Public Protection DMV = Dept. of Motor Vehicles DOC = Department of Correction DPDS = Div. of Public Defender Services IST = Infrastructure Support Team JMI = Jail Management System JUD = Judicial Branch LEA = Law Enforcement Agency LIMS = Laboratory Investigative Mgmt. System MNI = Master Name Index (DESPP) OBIS = Offender Based Information System (Corrections) OBTS = Offender Based Tracking System OCPD = Office of Chief Public Defender OVA= Office of the Victim Advocate OVS = Office of Victim Services RMS = Records Management System OSET = Office of Statewide Emergency Telecommunications POR = Protection Order Registry (Judicial) PRAWN = Paperless Re-Arrest Warrant Network (Judicial) PSDN = Public Safety Data Network SCO = Superior Court Operations Div. (Judicial) SLEO = Sworn Law Enforcement Officer SOR = Sex Offender Registry (DESPP) SPBI = State Police Bureau of Identification (DESPP) SLFU= Special Licensing of Firearms Unit (DESPP) UAR = Uniform Arrest Report Technology Related ADFS = Active Directory Federated Services COTS = Commercial Off The Shelf (e.g., software) ETL = Extraction, Transformation, and Load FIM = Forefront Identity Manager (Microsoft) GFIPM = Global Federated Identity & Privilege Mgmt. IEPD = Information Exchange Package Document LAN = Local Area Network NAS = Network Attached Storage PCDN = Private Content Delivery Network POC = Proof of Concept RDB = Relational Database SAN = Storage Area Network SDLC = Software Development Life Cycle SOA = Service Oriented Architecture SQL = Structured Query Language Quarterly Report to the CJIS Governing Board  October 17, 2013  Page 14