How to Start a Dataentry Business

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					      STATE OF MONTANA
      DEPARTMENT OF ADMINI STRATION
INFORMATION TECHNOLOGY SERVICES DIVISION   Brian Schweitzer
                                           Governor




Montana Arts Council
  Agency IT Plan


       FY2006 IT PLAN UPDATE
STATE   OF   MONTANA




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                                                   TABLE OF CONTENTS


EXECUTIVE SUMMARY ...........................................................................................................................5
SECTION 1: AGENCY CONTACT INFORMATION .............................................................................7
SECTION 2: AGENCY MISSION & AGENCY IT MISSION ................................................................7
      2.1 Agency Mission Statement .................................................................................................................7
      2.2 Agency IT Mission Statement ............................................................................................................7
SECTION 3: AGENCY PROFILE ..............................................................................................................8
      3.1 Service Areas .....................................................................................................................................8
      3.2 IT Service Deficiencies ......................................................................................................................9
SECTION 4: AGENCY BUSINESS PLAN .............................................................................................. 10
      4.1 Primary Business Goals & Objectives ............................................................................................ 10
      4.2 Business Requirements .................................................................................................................... 11
      4.3 Business Continuity Plan ................................................................................................................. 11
      4.4 Security Program ............................................................................................................................ 11
SECTION 5: RELATIONSHIPS ............................................................................................................... 12
      5.1 Critical Business Relationships ....................................................................................................... 12
      5.2 Data Exchange Relationships .......................................................................................................... 12
      5.3 Critical Business Functions ............................................................................................................. 13
      5.4 Internal Agency Data Exchange Relationship ................................................................................. 13
      5.5 External Agency Collaboration/Sharing ......................................................................................... 13
SECTION 6: AGENCY IT PLAN ............................................................................................................. 15
      6.1 Goals/Requirements ........................................................................................................................ 15
      6.2 Risks ................................................................................................................................................ 21
SECTION 7: ENTERPRISE ALIGNMENT ............................................................................................ 22
      7.1 State Strategic Plan for IT Alignment.............................................................................................. 22
      7.2 Standards/Compliance Issues .......................................................................................................... 22
SECTION 8: EXPENDITURES ................................................................................................................ 23
      8.1 Planned Agency IT Expenditures .................................................................................................... 23
      8.2 Total Agency Budget ....................................................................................................................... 23
      8.3 Augmented IT Funding .................................................................................................................... 23
      8.4 Staffing ............................................................................................................................................ 24
      8.5 Staffing Shortfalls ............................................................................................................................ 26
SECTION 9: IT INITIATIVES (FY2006-2011) ....................................................................................... 27
      9.1 Initiatives ......................................................................................................................................... 27
      9.2 Initiative Interdependencies ............................................................................................................ 30
SECTION 10: IT ACTIVITIES ................................................................................................................. 31
      10.1 Activities ........................................................................................................................................ 31
      10.2 Videoconferencing Capability/Needs ............................................................................................ 32




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iv
   EXECUTIVE SUMMARY

The Montana Arts Council champions the fact that the arts are of benefit to all the
citizens of Montana and are worthy of state and federal investment. The agency produces
public value in all its programs based on the 3 R’s—
      Creating greater Relevance and meaning,
      Building Relationships and
      Establishing Return on Investment.


As you will see from reading this plan, this is always our focus. In the area of arts-driven
economic development, our primary IT initiative for the upcoming biennium, the
outcome of the 3 R’s is as follows:
      Relevance: Creative entrepreneurs will be working at their full potential to offer
       solutions to Montana’s out-migration, scarce full-time and adequately paid
       employment and community viability.
      Relationships: the Governor, legislative leaders, political parties and government
       and business leadership champion budgetary and program support for the creative
       industry through the Montana Arts Council’s services.
      Return on Investment: Creative entrepreneurs working at their potential bring to
       the state of Montana
           o Out-of-state dollars in sales and income
           o Jobs and tax revenues in every county
           o Home-town business opportunities that strengthen a community’s vitality
           o Authenticity by presenting Montana’s uniqueness to compete in the global
             economy,
   And they promote creative opportunities for all Montanans through innovative
   programs and services.
In the past few years we have worked very hard to improve IT functionality. We are now
using ITSD’s resources for a server (no on-site server) making it more secure, better
backed up, better supported and more modernized. We have also worked very hard to
train our small staff of eight in proper protocols for security, disaster recovery, data
backup, virus updating and other basic IT functions. The next major and much needed
step for our agency is the development and implementation of a new database. We are
currently working with ITSD and the first part of the process will include analysis of
current system, interviews with staff for usability and needs, determine appropriate
software & platform, create new database, migrate information from old to new database,
and cleanup of data. We hope to have this accomplished by the close of fiscal year 2007.



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    The scope of the database includes (but is not limited too): grants management,
    list production, tracking individuals and organizations based on a wide range of
    criteria, basic contact information, and final reporting to various entities.
    The second phase will include using this new database to incorporate an e-grants
    application for grant programs and one-stop shopping and marketing for Montana
    artists and arts organizations. The schedule for the second phase is entirely
    dependent upon funding although some preliminary planning has been done and
    more will be done in fiscal year 2007 to incorporate the necessary flexibility into
    the new database that is being created.




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                                                          2006    AGENCY       IT      PLAN




    SECTION 1: AGENCY CONTACT INFORMATION


Agency Name: MONTANA ARTS COUNCIL


Role: Plan Owner
Name:                   Carleen Layne
Telephone Number:       444-6430
EMail Address:          clayne@mt.gov


Role: IT Contact
Name:                   Kristin Han Burgoyne
Telephone Number:       444-6449
EMail Address:          khan@mt.gov


Role: IT Contact (Alternate)
Name:                   Beck McLaughlin
Telephone Number:       444-6522
EMail Address:          bemclaughlin@mt.gov




    SECTION 2: AGENCY MISSION & AGENCY IT MISSION


2.1 Agency Mission Statement
The Montana Arts Council is the agency of state government charged with promoting and
expanding the significant role of arts and culture in our lives through a variety of grant
and technical assistance programs, which benefit Montanans of all ages and cultures as
current or future creators, participants or patrons of the arts.


2.2 Agency IT Mission Statement
To use the most efficient, practical, simple and cost-effective methods available to
provide services and support for our constituency and staff.




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    SECTION 3: AGENCY PROFILE


3.1 Service Areas
Per the statutory authorization, establishing the agency:
The duties of the Council shall be:
(1) To encourage throughout the state the study and presentation of the arts and stimulate
public interest and participation therein;
(2) To cooperate with public and private institutions engaged within the state in artistic
and cultural activities, including but not limited to music, theater, dance, painting,
sculpture, architecture, and allied arts and crafts, and to make recommendations
concerning appropriate methods to encourage participation in and appreciation of the arts
to meet the legitimate needs and aspirations of persons in all parts of the state;
(3) To foster public interest in the cultural heritage of our state and expand the state's
cultural resources; and
(4) To encourage and assist freedom of artistic expression essential for the well-being of
the arts.
The primary beneficiaries are all Montanans; partners are artists, non-profit arts
organizations and other state, tribal and local government agencies. These are also the
primary organizations which have an interest in the agency’s activities. The agency
interacts with these other entities through grants, technical assistance, written and web
information, including our newsletter, as well as staff and Council contacts, singly and in
groups. The agency promotes a customer focus and collaboration through the strategic
directions, goals and objectives of our most current strategic plan.
Program Description(s):
We have only one ―program‖ but as our auditor says, we are the most complicated little
agency he’s ever seen. Follows a listing of all our grants and services.
ARTISTS IN SCHOOLS AND COMMUNITIES
Supports residencies, arts experiences and special projects by artists in classrooms and
community settings to Montanans of all ages and abilities.
CULTURAL AND AESTHETIIC TRUST GRANTS
Provides major special project, capital expenditure and operating support to all cultural
organizations. Administered by the Montana Arts Council.
FEE SUPPORT FOR TOURIING COMPANIIES
Assists touring companies tour to rural Montana communities.
FOLK LIFE PROGRAM
Provides assistance, information and support, master/apprentice program, publications
and exhibits for Montana’s Folk and Traditional Artists
OPPORTUNITY GRANTS
Provides funding for special opportunities or unexpected emergencies.
PUBLIC VALUE PARTNERSHIP GRANTS
Provides operational support to organizations that have at least one paid staff member.
PERCENT FOR ART


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                                                          2006     AGENCY       IT   PLAN



Provides funds for acquisition of art for new state buildings.
“STATE OF THE ARTS” NEWSPAPER
Provides information, opportunities, publicity and technical assistance to Montana’s arts
community.

3.2 IT Service Deficiencies
The customers of the Montana Arts Council include every citizen of the State of
Montana. We are constantly striving to improve our services and our outreach.
Information Technology is a particularly important piece of this service due to the rural
nature of Montana and the relatively high level of technological competence of the
citizens of this state. We seek the most efficient and cost-effective responses to the needs
of our constituency although we are not always able to implement our plans due to
limitations in budget and staff. We are looking to improve our database, institute e-grants
and e-marketing (initially for crafts).




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     SECTION 4: AGENCY BUSINESS PLAN

Yes, our agency has a documented business plan.


4.1 Primary Business Goals & Objectives
Strategic Direction #1: Arts Education
Goal: bring artists and Montanans of all ages, backgrounds and abilities together to
advance learning in and through the arts, pre-k and beyond.
Objective #1: promote the value of arts in education and the quality of arts education
programs available in Montana.
Objective #2: improve the arts skills of teachers and the teaching skills of artists.
Objective #3: ensure that the arts are basic to the education of Montana children and
young adults in grades pre-k through 12 and beyond.
Strategic direction #2: Economic Development
Goal: implement a focused statewide effort to achieve arts-driven economic development
in the state of Montana to benefit artists, arts organizations, private business and
communities.
Objective #1: engage in the creation of business and community economic development
partnerships and programs that produce value, pride and support for Montana’s artists
and arts organizations.
Objective #2: create a full-scale, major statewide and national promotional campaign to
actively champion Montana arts and artists and the outstanding quality of their work.
Objective #3: increase Montana’s statewide emphasis on cultural tourism, focusing on
Montana artists and arts organizations.
Objective #4: create statewide and national market visibility and business opportunities
for Montana artists and arts organizations.
Objective #5: increase and focus the nature of technical assistance toward artistic
development, audience building, marketing, business skills and fiscal development for
Montana artists and arts organizations.
Strategic direction #3: Increased Agency Resources
Goal: create focused resources and methods to strengthen arts education and arts-driven
economic development statewide.
Objective #1: acquire appropriate technology and ensure database capabilities are able to
handle substantial needs.
Objective #2: develop a revenue plan of state, federal and other funding to further support
and expand arts education and economic development strategies and grants.
Objective #3: establish regional hubs and engage local Montanans to assist in meeting
these goals.
Objective #4: adapt current and develop new grant and service initiatives for Montana
artists and arts organizations that help achieve education and economic development
goals.




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                                                        2006    AGENCY       IT    PLAN




4.2 Business Requirements


4.3 Business Continuity Plan
Name of the Agency’s Disaster Recovery Coordinator: Kristin Han Burgoyne
We have been involved in the state’s disaster recovery training and we do have a
preliminary business continuity plan in place.

4.4 Security Program
Security is maintained through careful and close work with our agency ITSD LAN
administrator. Administrative privileges are limited to our ITSD LAN administrator in
our system and end users can not install most types of software without permission. Staff
is frequently updated on spam reporting protocols & awareness training regarding spam,
viruses and other computer threats. We are currently writing and implementing a
protocol for telecommuters using state-owned machines and we have a solid security
updating plan in place for agency laptops and home-based, personally-owned machines
used for agency worked.




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     SECTION 5: RELATIONSHIPS

5.1 Critical Business Relationships
                   Agency                                       Relationship
1. Governor’s office                           Policy setter and funder
2. Montana Legislature                         Policy setters and funders
3. National Endowment for the Arts             Funder and Policy setter
4. Other state agencies                        Collaborators and funders
5. Artists, Arts and Cultural organizations    To provide services and resources
and general public
6. Montana Congressmen                         Policy setters and funders


What current inter-agency relationships do you anticipate becoming significantly stronger
or weaker?
We are working on all the above relationships.
Why will the relationship change?
Partnering with others is the most creative way to develop scarce resources.
What future inter-agency relationships will develop?
We’re not sure about the specifics of this at the present time, but other funders, probably
private may be developed.


5.2 Data Exchange Relationships
                Entity                              Application/Description
     1. National Endowment Reporting and information as required. Access
        for the Arts       downloaded to Excel.
     2. Governor’s Office       Reporting and information as required. Microsoft Office
                                Products (word, excel, powerpoint)
     3. Legislature—            Reporting and information as required. Microsoft Office
        including fiscal and    Products (word, excel, powerpoint)
        audit divisions
     4. Other state             Reporting and information as required. Microsoft Office
        agencies—including      Products (word, excel, powerpoint), SABHRS.
        SABHRS, ITSD,
        Purchasing, General
        Services


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                                                                2006     AGENCY      IT   PLAN



   5.     Artists, arts and            Information for public benefit, economic development
         cultural
         organizations,
         general public

5.3 Critical Business Functions
1. Arts driven economic development
2. Arts education
3. Development of resources to fulfill mission
4. Program development and management


What intra-agency relationships do you anticipate becoming significantly stronger or
weaker? Why? At this time we anticipate that all relationships will remain the same.

5.4 Internal Agency Data Exchange Relationship
               First Functional Area            Second Functional Area           Application
   1.    N/A                                                                Database
   2.                                                                       SABHRS Financials
   3.                                                                       SABHRS HR
   4.                                                                       MBARS
   5.
   6.
   7.
   8.
   9.
   10.



5.5 External Agency Collaboration/Sharing
   1. Project Name:                     Economic Development
   2. Type of Sharing:                  Possible future projects involving (but not limited too)
                                        Travel Montana, Dept of Commerce, Governor’s Office
                                        of Economic Opportunity and Office of Indian Affairs,
                                        University systems, Fish, Wildlife & Parks and the state
                                        and national parks systems.
   3. Benefits:                         Reduced duplication of efforts & expanded resource
                                        network.
   4. Others Involved:                  See #2 just above.


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     5. What is the purpose of   Economic Development & Resource sharing.
        the Project:




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                                                           2006    AGENCY       IT     PLAN




   SECTION 6: AGENCY IT PLAN


6.1 Goals/Requirements
Goal Number 1:

ITG 1       Staff Development & Training
Description: Staff are highly competent, well trained and dedicated to the agency
mission.
Benefits: Efficiency, reduced staff turnover, high-quality interactions with public.
Supports/Implements Agency Goal or Requirement: See MAC Strat Plan General
Implements State IT Goals/Initiatives By: State government will meet citizens’
expectations for the reliable and timely delivery of quality services and information. IT
will be well managed and used efficiently.
Timeframe for completion: ongoing

      Supporting Objective
ITO 1-1   Adequate core funded staff.
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: As the agency’s duties continue to grow and evolve it is apparent more staff is
needed. Individuals within the agency are being promoted and given additional duties as
best suits their particular strengths. More staff is needed to cover their previous duties as
the agency expands into more complicated IT endeavors.
Benefits: Efficiency & effectiveness.
Measures: Reliable and timely delivery of quality services and information.
Timeframe for completion: ongoing

       Supporting Objective
ITO1-2     Additional FTE for database support.
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: Hire full-time staff or contracted staff person to redesign, update & maintain


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the database.
Benefits: Efficiency
Measures: Reliable and timely delivery of quality services and information.
Timeframe for completion: FY08-09


      Supporting Objective
ITO1-3    Staff adequately trained.
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: Provide the opportunity for a minimum of one training session per year.
Benefits: Effectiveness & efficiency.
Measures: More self-reliant staff requiring less time commitment from agency IT
personnel and ITSD support.
Timeframe for completion: ongoing


       Supporting Objective
ITO1-4     SAHBRS
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: Continued training and evaluation of office procedures to ensure accurate and
timely budget transactions.
Benefits: Efficiency
Measures: Timely & accurate budget transactions.
Timeframe for completion: ongoing

Goal Number 2:


ITG 2       Hardware & Software
Description: Obtains, maintains, supports, and continually improves the hardware and
software necessary to support the agency mission
Benefits: Efficiency
Supports/Implements Agency Goal or Requirement: See MAC Strat Plan General


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                                                          2006    AGENCY        IT   PLAN



Implements State IT Goals/Initiatives By: State government will meet citizens’
expectations for the reliable and timely delivery of quality services and information. IT
will be well managed and used efficiently.
Timeframe for completion: ongoing

      Supporting Objective
ITO 2-1   Utilize software appropriate to efficiently accomplish mission; upgrade
          software at appropriate frequency
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: Continue to acquire IT exceptions as needed. Upgrade software as needed
including (but not limited too) upgrading to Office 2003 as applicable and keeping
software versions no more than one generation old. Obtain new hardware as necessary
including scanners, fax & other related equipment. Make assessments and alterations
based on multiple needs including changing job requirements, evolving technologies &
ergonomics. Determine best use of technology to support appropriate records
management as required by state law.
Benefits: Effectiveness & efficiency.
Measures: Reliable and timely delivery of quality services and information.
Timeframe for completion: ongoing

      Supporting Objective
ITO 2-2   Replace all computer hardware every four years per state policy
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: Upgrade all hardware in a timely manner. Utilize ITSD contracted services to
determine best and most efficient way to do this including rebuilding and/or altering
existing machines and purchase of new equipment.
Benefits: Effectiveness & efficiency.
Measures: Reliable and timely delivery of quality services and information.
Timeframe for completion: ongoing



Goal Number 3:




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ITG 3       Database
Description: Assessment, restructuring & possibly changing platform for existing Access
Database.
Benefits: Efficiency
Supports/Implements Agency Goal or Requirement: See MAC Strat Plan General
Implements State IT Goals/Initiatives By: State government will meet citizens’
expectations for the reliable and timely delivery of quality services and information. IT
will be well managed and used efficiently.
Timeframe for completion: ongoing

        Supporting Objective
ITO 3-1     General Database Usage
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: Easy to use, efficient & practical database for general office use.
Benefits: Effectiveness & efficiency.
Measures: Grants management. Prepare lists, as needed, from database. Including
accurate email lists, mail merges & phone lists for legislators, state government agencies
& others as required. Define and begin restructure process for existing (or newly created)
Access Database considering future database needs including: Crafts Marketing module,
AISC module, Folk artist registry module, E-commerce module, SOA update module &
on-line grants program module.
Timeframe for completion: ongoing


Goal Number 4:


ITG 4       Website
Continue website development to support agency and state arts ed initiatives.
Benefits: Efficiency
Supports/Implements Agency Goal or Requirement: See MAC Strat Plan General
Implements State IT Goals/Initiatives By: State government will meet citizens’
expectations for the reliable and timely delivery of quality services and information. IT
will be well managed and used efficiently.
Timeframe for completion: ongoing




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                                                          2006    AGENCY        IT   PLAN



      Supporting Objective
ITO 4-1   Develop web-based artist registry as module of overall IT database system.
          Explore options for integrating web-based registry into MAC on-site
          database.
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: Maximize web-based usage to increase impact to constituency and decrease
staff time to maintain.
Benefits: Effectiveness & efficiency.
Measures: Reliable and timely delivery of quality services and information.
Timeframe for completion: ongoing


Goal Number 5:

ITG 5       E-Grants
Description: On-line grant applications
Benefits: Efficiency
Supports/Implements Agency Goal or Requirement: See MAC Strat Plan General
Implements State IT Goals/Initiatives By: State government will meet citizens’
expectations for the reliable and timely delivery of quality services and information. IT
will be well managed and used efficiently.
Timeframe for completion: ongoing

      Supporting Objective
ITO 5-1   E-grant programs
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently.
Objective: Reduce dataentry & effort duplication, streamline applications, create web-
based application process.
Benefits: Effectiveness & efficiency.
Measures: Continue to streamline grants application & grantee final reporting
procedures through use of downloadable, self-totaling & email forms. Further reduce
staff time for detailed budget checking by modifying the database to perform most tasks
automatically. Continued research & planning for an integrated multi-moduled grants


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management approach consisting of a local database, an online grant application program
& an online crafts marketing program. This will be used as a model for other state arts
agencies since no similar fully-integrated program currently exists. Based on the new or
restructured database system (in development) provide a web-based, password-protected
summary of grant process for each grantee providing them with upcoming deadlines,
links to appropriate downloadable final report forms & grant payment history.
Timeframe for completion:


Goal Number 6:
ITG 6       Accessibility, Disaster Recovery & Security
Description: Accessibility, Disaster Recovery & Security.
Benefits: Effectiveness & efficiency.
Supports/Implements Agency Goal or Requirement: See MAC Strat Plan General
Implements State IT Goals/Initiatives By: State government will meet citizens’
expectations for the reliable and timely delivery of quality services and information. IT
will be well managed and used efficiently.
Timeframe for completion: ongoing


      Supporting Objective
ITO 6-1   Accessibility, Disaster Recovery & Security
Supports Business Requirement: See MAC Strat Plan General
Supports/Implements State IT Goal: State government will meet citizens’ expectations
for the reliable and timely delivery of quality services and information. IT will be well
managed and used efficiently
Objective: Improve accessibility, implement & update disaster recovery protocol &
maintain high security standards.
Benefits: Effectiveness & efficiency.
Measures: Migrate website to cascading style sheets to improve access to viewers using
screen readers. Also implemented other user-friendly and ADA-compliant devices for
the website including alt tags, code-read skip intro guides for screen readers, image
descriptors & building/office accessibility information. All grant program applications
and publications are currently available in large-print and alternate access formats. Link
provided to ADA symbols & information for use in programs and on signage. Update &
refresh previously developed disaster recovery plan. Reassess based on new technology
including off-site server. (Previously, server was on-site & server backup was haphazard
at best.) Continue to utilize ITSD services to maintain security.
Timeframe for completion: Currently Updated. Future compliance needs to be
considered as technology and software become more complex.



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                                                          2006     AGENCY       IT   PLAN




6.2 Risks


Risk 1: Funding
Impact: We are very aware that funding will always be a major issue for our agency as
it will for all state agencies. We strive for excellence and to be the most efficient agency
in state government.

Mitigation Strategy: We will continue to work with what we have, seek new funding,
share resources whenever possible, stream-line and collaborate with other agencies,
organizations & institutions.


Risk 2: Staff time
Impact: We are a very small agency with all staff wearing very diverse hats. No one
here just does ―one job‖. We are very interested in the business process management
technology being investigated by ITSD, because we are always looking for ways to be
more efficient and effective. Along these lines we are in the process of standardizing all
of our systems and documentation methods to provide more accurate & easily accessible
information to stream-line existing programs & processes to allow staff more time to
devote to new & innovative projects.

Mitigation Strategy: The continued stream-lining of many of our IT processes will
allowed us to automate many functions as well as providing greater security and less
option for human error. The production of a new and improved database system will
greatly increase productivity for many staff members.


Risk e: Expertise/Technology limitations
Impact: As a small agency we do not have the specialization found in larger agencies.
We have had to be creative & innovative in our partnerships to insure that we are as
efficient as possible in our policies, practices & technologies. We utilize the Western
States Arts Federation & ITSD to provide us with strategic information, mentoring and
practical help with current technology. We have also developed a partnership with the
Department of Commerce to provide and expand some of our necessary services.

Mitigation Strategy: We will continue the relationships previously developed and strive
to find new and creative partnerships to attain our goals.




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     SECTION 7: ENTERPRISE ALIGNMENT


7.1 State Strategic Plan for IT Alignment
Our IT Plan was designed to support all State IT goals that are applicable to our agency.

7.2 Standards/Compliance Issues
Currently, to the best of our knowledge, all of our programs and machines are in
compliance with state software and security standards. We have been granted exceptions
for any software that is not a state standard. The following list contains items that are ―in
progress‖ and, at the time of this writing, have not been finalized.
Issue:          Website Email Access for Telecommuter
Resolution      We have a telecommuting staff member who uses Montana.com for her
Plan:           work email. We are in the process of gaining an exception to allow her
                to access this site from one in-office machine for work purposes.


Issue:          Website Access to NPR broadcasts
Resolution      Our Folklife Director will be requesting access to internet-based radio to
Plan:           hear and review programs that she has produced as well as the work of
                her colleagues around the country.


Issue:          CorelDraw
Resolution      We are in the process of gaining an exception for one of our staff
Plan:           members to use and updated version of Corel Draw for graphics work.
                This fits with our IT plan in that it is the most cost-effective and practical
                solution.




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                                                                             2006        AGENCY           IT    PLAN




     SECTION 8: EXPENDITURES


8.1 Planned Agency IT Expenditures

Expense Category          FY2006             FY2007         FY2008           FY2009             FY2010          FY2011
Personal Services                  *
ITSD Contracted
Services
Other State Agency
Contracted Services
Outside Contracted
Services
Hardware
Telecommunications
Software
Maintenance
Training
Miscellaneous
              Totals      53,478.43          50,833.47     244,360.93     240,782.93

*See attached spread sheet.



8.2 Total Agency Budget
                                          FY2006               FY2007                  FY2008                  FY2009
    Total Agency Budget                   1,679,425           1,608,923               2,039,000            2,039,000




8.3 Augmented IT Funding
           Source                       Fiscal Year          Amount                      Project/Spend Item
General Fund                           2008-2009         $192,500 per year     See details in Section 9




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8.4 Staffing

                                         A. Number of                             C. Number                  Rank most difficult to
                                                            B. Number of FTEs
Job class                                 authorized                                  of        D. Total     recruit and train (1 =
                    Job Title                                  performing IT
  code                                   FTEs within                              contracted   (A+B+C)       most difficult; 2 = next
                                                            outside of IT units
                                            agency                                 IT FTEs                    most difficult; etc.)

1132nn      IT manager

15111n      IT Supervisor

1512nn      Programmer

15123n      QA analyst

15131n      Systems Engineer

15133n      Application Engineer

1514nn      Support Technician,

1514nn      Support Specialist

151133A     Website Engineer

15133B      Programmer Analyst

15142B      Help Desk Analyst

            IT Methodology
15142C
            Technician

15142E      Tech Support Analyst

1515nn      Systems Analyst

1516nn      Database Analyst                  1                                                   1                     1
1517nn      Network Administrator

15173n      Security Specialist

            Network Systems
1518nn
            Analyst
            Telecommunications
15183n
            Specialist

15183B      Network Engineer

15193D      Systems Architect

43902n      Data Center Operator

4391nn      Computer Operator

1318nn      Management Analyst

                                                                                    13                                  1
            Other—LAN ADMIN
                                                                                  HOURS
            Other

            Other

                                 Total                  1                  0.00    13 HOURS           1.00




24
                   2006   AGENCY   IT   PLAN



               7
Agency FTE’s




                                          25
STATE    OF   MONTANA




8.5 Staffing Shortfalls

Time Frame                           IT Staffing Challenge
2006-2007     Reviewing the database to iron out problems and make it amenable
              to coming e-grant/e-commerce developments. Our current staff
              wears many, many hats and would require much more time than
              available to be trained to do this work. We’re thinking we should
              contract with an Access expert to look at what we have and how to
              fix it.
2008-2009     The agency greatly needs to build capacity in the database and e-
              grant/commerce area. We have a request into the Governor’s budget
              office to proceed with an initiative to carry this out. The potential
              benefit to the state is great. This staff person would be responsible
              for day-to-day maintenance and future development of the database.
              They would also be responsible for e-grant development and
              implementation and any technology development and support of
              future e-commerce/marketing initiatives. A special skill set would
              be necessary to handle both the technical/IT aspect of this new
              initiative as well as the marketing/grants management/business
              aspects.




26
                                                          2006    AGENCY        IT   PLAN




   SECTION 9: IT INITIATIVES (FY2006-2011)


9.1 Initiatives
Initiative Number: 1
Title: Building database capability and developing web one-stop shopping for Montana
artists.
Description: This is a two-part initiative. The initial phase involves our existing Access
database which has several major flaws. We intend to have a new database built that will
efficiently meet our current needs and also be able to handle anticipated future needs.
The scope of the database includes (but is not limited too): grants management, list
production, tracking individuals and organizations based on a wide range of criteria, basic
contact information, and final reporting to various entities.

The most recent economic impact information from the arts in Montana indicates an
annual impact of $233 million by artists (2005 survey) and $85.1 million by nonprofit
arts organizations (2003 survey). The arts mean business in Montana and are an
important focus for economic development in the future of Montana – and have been
identified as one of the areas with the greatest potential for growth in the state. When we
think of artists in Montana, we know they produce great work––performers, writers and
visual artists—and grassroots economic development. It’s a clean industry. Artists can’t
be outsourced, so jobs won’t disappear. Artists and the arts attract new business and help
with employee retention. New businesses will not relocate here without a strong cultural
environment.

We seek to have the arts play a greater role in:
          o Made in Montana
          o Economic development efforts with the tribes
          o Arts-driven economic development efforts through the Governor’s office
          o Cultural tourism

We strive toward the day when Montana is known as the ―Land of Creativity‖. We have
some of the finest artists in the world to help us pave the way. Artists also mean business
in Montana!

We are also working with the budget office to increase the impact of the arts in
education. There will be some web activities in this area, but the IT portion will be a
small part of the budget.

EPP Number (if applicable): not yet assigned. (Check with Colleen Cleary-Boyer on
this.)
Initiative Type:


                                                                                          27
STATE           OF     MONTANA




Estimated Initiative Costs
Expense Category        FY2006       FY2007        FY2008      FY2009     FY2010     FY2011
Personal Services                                     82,500     82,500     82,500     82,500
ITSD Contracted
Services
Other State Agency
Contracted Services
Outside Contracted                                80,000         87,500     40,000     40,000
Services
Hardware                                              20,000     12,500     10,000     10,000
Telecommunications
Software                                              10,000     10,000      5,000      5,000
Maintenance
Training
Miscellaneous
              Totals             0            0      192,500    192,500    137,500    137,500



Estimated Schedule
Start (Month/Year): We are making a beginning now with the limited resources we have.
The full project would begin when and as the resources are available. The first part will
include analysis of current system by ITSD, interviews with staff for usability and needs,
determine appropriate software & platform, create new database, migrate information
from old to new database and should be complete by the close of fiscal year 2007.
The second phase will include using this new database to incorporate an e-grants
application for grant programs and one-stop shopping and marketing for Montana artists
and arts organizations. The schedule for the second phase is entirely dependent upon
funding although some preliminary planning will be done in fiscal year 2007 to
incorporate the necessary flexibility into the new database that is being created.
End (Month/Year):
Will this initiative be ongoing from the start date? Yes




28
                                                          2006    AGENCY       IT   PLAN




Business Requirement & Initiative Scope
This initiative is totally what we’re about—to promote the arts and artists and provide all
Montanans access to participate in arts programming that is relevant to their lives. The
arts can make Montana the state of creativity—producing high return on investment,
benefiting every area of the lives of Montanans.
Agency IT Goals& Objectives
This initiative is entirely within the Agency IT Goals and Objectives described earlier
and supports IT Goals 3, 4 & 5 in section 6.
Technical Approach
We are currently working with a team from ITSD on this project. The steps, as they are
currently defined, include:
analysis of current system by ITSD
interviews with staff for usability and needs
determine appropriate software & platform
create new database
migrate information from old to new database
cleanup data
Risk
The risks are always the same for us as described in Section 6. If we do not achieve this
initiative we will continue to be less than efficient and our staff will continue to use
technologically shaky work-arounds and manual processes to accomplish tasks that could
be easily automated with a new database system.




                                                                                          29
STATE     OF   MONTANA




9.2 Initiative Interdependencies

The e-grant initiative can only be undertaken if we have a solid database platform (the
first initiative) to work with and build upon.




30
                                 2006     AGENCY   IT   PLAN




     SECTION 10: IT ACTIVITIES

10.1 Activities
ID                Description     Start     End     Cost
                                  Date      Date
A1    N/a
A2
A3




                                                           31
STATE    OF   MONTANA




10.2 Videoconferencing Capability/Needs
Does the agency currently use videoconferencing? Not applicable




32

				
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