Get documents about "How to Start a Dataentry Business
Description
How to Start a Dataentry Business document sample
Document Sample
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
This page intentionally blank.
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
iii
STATE OF MONTANA
This page intentionally blank.
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.
5
STATE OF MONTANA
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.
6
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.
7
STATE OF MONTANA
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
8
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).
9
STATE OF MONTANA
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.
10
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.
11
STATE OF MONTANA
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
12
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.
13
STATE OF MONTANA
5. What is the purpose of Economic Development & Resource sharing.
the Project:
14
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
15
STATE OF MONTANA
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
16
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:
17
STATE OF MONTANA
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
18
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
19
STATE OF MONTANA
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.
20
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.
21
STATE OF MONTANA
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.
22
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
23
STATE OF MONTANA
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
