M o n t a n a L e g i s l a t i v e B r a n c h

I N F O R M A T I O N T E C H N O L O G Y P L A N :

2023 Biennium

A Report to the 67th Legislature from the Legislative Branch Information Technology

Planning Council

2

Members Staff

2020 - 2021

3

S U S A N B Y O R T H F O X

E x e c u t i v e D i r e c t o r a n d C h a i r p e r s o n

R O G E R W E B B

S e n a t o r , S D 2 4

K E N N E T H H O L M L U N D

R e p r e s e n t a t i v e , H D 3 8

M A R I L Y N M I L L E R

S e c r e t a r y o f t h e S e n a t e

L I N D S E Y V R O E G I N D E W E Y

C h i e f C l e r k o f t h e H o u s e

A M Y C A R L S O N

L e g i s l a t i v e F i s c a l A n a l y s t & D i r e c t o r

A N G U S M A C I V E R

L e g i s l a t i v e A u d i t o r & D i r e c t o r

R O B E R T N E L S O N

C o n s u m e r C o u n s e l

D A L E G O W

L e g i s l a t i v e C h i e f I n f o r m a t i o n O f f i c e r

T I M B O T T E N F I E L D

S t a t e C h i e f I n f o r m a t i o n O f f i c e r

L I N D S E Y K R Y W A R U C H K A

O p e r a t i o n s S e r v i c e s M a n a g e r

M I K E A L L E N

D e p u t y C h i e f I n f o r m a t i o n O f f i c e r

S K Y F O S T E R

A d v a n c e d T e c h n o l o g y S e r v i c e M a n a g e r

A N G I E C A R T E R

F i n a n c i a l S e r v i c e s M a n a g e r

F O N G H O M

C o m m i t t e e S e c r e t a r y

i t p c

Hilicid enisunto quatiatu

I n f o r m at i o n T e c h n o l o g y P l a n n i n g C o u n c i l

4

The Legislature is, at its core, an information processing organization. The businesses of lawmaking, analysis, and oversight are all centered on the ability to process and disseminate information. In this information age, the Office of Legislative Information Services exists to enhance the Branch’s ability to gather, process, and distribute increasing amounts of legislative information quickly and accurately.

The 2023 IT plan represents OLIS’s ongoing commitment to providing the Legislative Branch with the best information technology and communications services available. During the previous biennium, the decision to combine the Office of Legislative Information Technology and the Legislative Communications Office provided an opportunity to centralize and integrate services even further.

There are extraordinary opportunities for applying technology to an organization whose main product is information. The Legislative Branch recognizes this and continues to invest in, apply, and realize significant benefits from technology.

My staff and I are proud to work for, and to be a part of, the Legislative Branch. We have developed this plan to guide our work for the biennium and lay a strong foundation for continued service excellence.

Dale Gow

Chief Information Officer Legislative Service Division

picture of group here

5

F r o m t h e C h i e f I n f o r m a t i o n O f f i c e r

6

C O N T E N T S

7

8

The Office of Legislative Information Services prepared this 2023 Biennium Information Technology (IT) Plan for presentation by the Legislative Branch Information Technology Planning Council (ITPC) to the Legislative Council. This plan represents a coordinated effort to identify and respond to the current and future technology and communication needs of the Legislative Branch. The structure and function of the Legislative Branch are prescribed by constitutional law, statutes, and legislative rules as provided in 5-2-504, MCA. The principal entities of the branch are:

• Senate (SEN)

• House of Representatives (HOU)

• Legislative Services Division (LSD)

• Legislative Fiscal Division (LFD)

• Legislative Audit Division (LAD)

The Legislative Branch’s responsibilities include areas such as lawmaking, appropriation, taxation, oversight of the Executive Branch, and representation of local interests. The primary function of the Legislature is lawmaking, which consists of the drafting, consideration, voting on, and passage of bills. Other responsibilities of the Legislature that support its primary function include research, fiscal analysis, legislation and policy development, information distribution, audit, and business and administrative services. The Legislative Council is the administrative committee for the Legislative Services Division, and provides ongoing leadership, direction, and foresight for the efficient operation and improvement of the Legislative Branch. It also serves as the approving authority for the IT Plan and budget.

I N T R O D U C T I O N & B A C K G R O U N D

9

MembershipMembers of the Planning Council represent all divisions of the Branch, and the House and Senate:

• the Secretary of the Senate;

• another representative of the Senate, designated by the President;

• the Chief Clerk of the House of Representatives;

• another representative of the House designated by the Speaker;

• the Executive Director of the Legislative Services Division, who chairs the Planning Council;

• the Legislative Auditor;

• the Legislative Fiscal Analyst;

• the Consumer Counsel;

• the Chief Information Officer of the Legislative Branch; and

• a person designated by the Director of the Department of Administration to represent the IT responsibilities of the department, who serves as a nonvoting member of the ITPC.

PURPOSE OF THE INFORMATION TECHNOLOGY PLANIn 1989, the Montana Legislature adopted a comprehensive set of laws governing IT planning in the Legislative Branch (Title 5, chapter 11, part 4, Montana Code Annotated (MCA): “to establish a mechanism for information technology planning encompassing broad policy needs, long-term direction for information systems use, and the effective implementation of a detailed plan for the legislative branch” (5-11-401, MCA)).

The Legislature created the Legislative Branch Information Technology Planning Council (ITPC) to develop and maintain a branch information technology plan.

The Legislative Branch uses a centralized internal information services staff in OLIS, which is overseen by the Legislative Services Division. OLIS is responsible for the developing, implementing, and maintaining the IT and communications infrastructure for the Branch. The office is led by the Chief Information Officer of the Legislative Branch, who is also responsible for the development and implementation of the IT Plan.

10

E X E C U T I V E S U M M A R Y

The development of the IT Plan, which serves at the strategic plan for OLIS, began in January 2020 by conducting a comprehensive assessment involving stakeholders, customers, and Legislative Branch staff to gain an understanding of the current conditions, risks and issues, challenges, and opportunities we face in the coming biennium. The methodology and a more in depth look at the key findings from this needs assessment can be found in Appendix A.

11

Highlighted Findings Current Conditions:

Business Environment: Because of the branch’s 2-year business cycle and the operational necessity of not making major changes during a legislative session, the branch only has 18 months between sessions to make major enhancements. During the 2020 interim, the response to the global pandemic moved the OLIS workforce to their homes for remote work, and accelerated the need for remote support and services such as video conferencing, cloud-based collaboration tools, and VPN access.

Organizational Environment: OLIS is organized into three sections, the Advanced Technical Services Section, managed by Sky Foster and Mike Allen, and the Operations Services Section, managed by Lindsey Krywaruchka, overseen by Chief Information Officer Dale Gow. In all, a total of 24 FTE work for OLIS. The Information Technology Planning Council (ITPC) provides oversight for the work of OLIS and all other IT work within the Legislative Services Division, led by the Executive Director, Susan Fox.

Technical Environment:The high-level overview of OLIS’s technical environment can be found in Appendix B and shows the complexities of having multiple locations along with a replicated system to ensure data integrity and security for the Legislative Branch.

External Impacts: The Legislative Branch coordinates regularly with external organizations such as the Executive Branch, the Judicial Branch, the Montana University System, and local governments. This coordination is typically done through active participation on the following external groups:

Information Technology Board (ITB): The ITB, created by the 2001 Legislature, provides a forum to guide state agencies and local governments in the development and deployment of intergovernmental IT resources. The ITB also advises the Department of Administration on statewide IT standards and policies, the state strategic IT plan, major IT budget requests, rates and other charges for services established by the department.

Information Technology Managers Council (ITMC): The ITMC is comprised of state IT managers whose responsibilities include reviewing statewide IT issues, providing feedback regarding information management policies, reviewing opportunities for the application of new information processing technology, and participating in statewide IT planning efforts.

Montana Information Security Advisory Council (MT ISAC): The MT-ISAC is a public-private partnership established to pass policy on cybersecurity, information sharing, outreach, and risk awareness. It influences information systems across the state.

Outsourcing:The Branch uses external IT resources (outsourcing) for major enhancements and to implement new technology for which the internal staff has not been trained. Often, the planned enhancements require more time than staff has available, thus making outsourcing necessary. The branch also uses external resources for staff augmentation for session buildup and support.

Outdated and Antiquated Technology: This remains in use in limited cases. We refer to this technology as “legacy systems” and in this Executive Summary the term refers generically to various applications and databases. The specific applications and databases are part of the Outcomes and Projects where specific information is included with the desired outcomes and a legacy system is indicated with an asterisk (*).

Modern Technology: Branch employees are amenable to using more modern technology in areas such as video conferencing, electronic forms, social media tools, and data analysis and visualization.

Information Management: There is not an enterprise solution to information management that is consistent throughout the Branch.

R I s k :

Loss of institutional knowledge due to retirement and turnover

mitigation strategy:Key retirements have or will occur in this biennium and OLIS personnel must compensate for the loss of institutional knowledge by ensuring proper succession planning and cross training.

Risk

Num

ber 1

Probability? medium Impact? medium

R I s k :

Security Breach

mitigation strategy:Continued development and training for the security officer and OLIS security team. Emphasis on enhancement of key security tools and metrics to ensure security vulnerabilities are detected, understood, and mitigated.

Risk

Num

ber 2

Probability? medium highImpact?

medium

R I s k :

Unplanned mandates from the Information Technology Services Division (SITSD) within the Executive Branch, and from other external entities

mitigation strategy:

This continues to be the risk that becomes reality and more communication with the Executive Branch is required. Development of Branch level of agreements could lower the risk realization and impact; but, under the current conditions will continue to see impact to OLIS.

Risk

Num

ber 4

Probability? medium Impact?

R I s k :

Staff resources stretched thin between multiple competing Branch priorities

mitigation strategy:During the pandemic crisis, this risk was very apparent and quickly realized. Although the risk was realized, we opened the idea of quick implementation of technology solutions without working through business processes. Ensuring we are able to re-prioritize our project portfolio and get customer buy-in for planning and implementation processes will be key to ensuring this risk isn’t further realized. Ri

sk N

umbe

r 3

Probability? highImpact?high

The risks and issues below are a summary of the current risks and issues impacting the business, organizational, and technical environment in which we operate.

12

Risks & Issues:

13

Challenges: Opportunities:

Defining Branch technology independence issues,

while maintaining condition-of-use requirements, to

determine the most productive technology solutions.

As the IT, audio, and video needs of meetings increase,

the service level that is expected from OLIS has

expanded. Meetings held by other agencies within

the Capitol, and legislative meetings held outside of

the Capitol, all require resources that are beyond the

current level of support.

Upgrading legacy systems and cleaning up technical

debt is time consuming and tends to be placed at a

lower priority than emergency issues or other issues

that arise.

Management of print publications. The reduced, but

still vehement, demand and high cost of printing,

storing, and shipping while providing a high level of

customer service to the public.

The pandemic situation created a need for quick

telework response to ensure employees were

productive. Continued leverage of mobile environment

is essential, and the expansion of remote session

capabilities needs to be developed to ensure user

verification, recorded voting, and video streaming.

Remote video conferencing services rapidly

researched, developed, and deployed; continued

maturity of processes and support with an eye

towards continued use and expanded capability.

Continued development and training

of new personnel as well as

enhanced support of new

LAWS II applications.

Leverage contracted services to meet specialized

services and minimize need for additional FTE.

Enhancement of LAWS II applications to further refine

functionality and process flow of the lawmaking

process.

Newer technology in use while legacy technology

sunsets will free up resources to advance the

information technology environment for the branch.

Improved functionality of legacy databases, through

commercial off-the-shelf or in-house developed

solutions; seeking timely and cost saving solutions.

Continued use of MS Office 365 products

within an inclusive tenant space to allow

the deployment of all features for

effective collaboration.

14

A D D R E S S I N G T H E I N F O R M A T I O N N E E D S O F T H E B R A N C H

The Office of Legislative Information Services (OLIS), which is overseen by the Legislative Services Division of the Legislative Branch, provides communications and information technology services to the Legislative Branch. The total budget including projects and operations for the 2021 biennium is $XXX. This represents a XX% increase over the last biennium requested budget. The Branch will spend XX% of the allocated IT budget on new investments as we make operations more efficient.

15

GUIDING PRINCIPLES � Organize and communicate information to enable its discovery and

improve its meaningfulness

� Protect information in accordance with its business value, sensitivity, and longevity

� Invest in automation of business processes and modernization of systems to gain efficiency, improve business performance, and/or reduce business risk

� Maximize the exchange of quality information by accommodating various media types and technology

� Set policy and establish processes to guide the implementation, use, and management of technology in alignment with the business

� Maintain Branch independence in core business functions, and guard the integrity of all Legislative Branch functions by producing objective, nonpartisan information

VISIONThe vision for OLIS is to:

� Build and maintain alignment between business strategic vision and technology strategy

� Maintain modern up-to-date technical platforms

� Conduct operations with mature processes, sophisticated tools, and efficient resource allocation

� Be appropriately staffed with qualified professionals

� Provide a secure environment that maintains confidentiality, integrity, and availability

� Partner with the Executive Branch to maximize value respecting each branch’s statutes

Key Results Areas

16

MISSIONThe mission of OLIS is to evaluate, implement, and support information technology solutions to enable the legislative process and operational functions in the most effective and efficient manner.

To organize the work, and better define a strategy for meeting the needs of our customers, this plan is organized into three Key Results Areas (KRAs) that represent the functional areas in which OLIS must excel or perform exceptionally well to successfully achieve our mission.

These areas are:

• Information Services

• Securing the Branch

• Operational Excellence

Within each KRA, we have defined the long-term outcome for the KRA and outlined multiple outcomes (below) will have specific projects or processes that OLIS will undertake starting in July of 2021.

I n f o r m at i o n S e r v i c e s

S e c u r i n g t h e B r a n c h

O p e r at i o n a l E x c e l l e n c e

17

[INSERT ORG CHART w/ ITPC]

18

T H E M O N T A N A L E G I S L A T I V E B R A N C H I N F O R M A T I O N T E C H N O L O G Y P L A N F O R T H E 2 0 2 3 B I E N N I U M :Outcomes and projects/processes within Key Results Areas

Long Term Outcomes

19

OLIS works in partnership with Legislative Branch users to deliver solutions that meet technology needs.

Policies and procedures are documented, and processes defined in OLIS for cross training and support provision

The OLIS Service Desk has a new service desk application to modernize how users are supported and improve internal processes

The OLIS onboarding of personnel is modernized and enables application and network access* in an efficient manner

Infrastructure provisioning for application development and operation is automated using industry standard orchestration tools and procedures

The Information Security Program is enhanced by developing strong policies and procedures

OLIS continues to support the ongoing operations of the Legislative Branch

The OLIS Development Team has the skill and bandwidth to maintain the many applications required to operate the Legislative Branch business processes

Tenant Space Project

Branch wide support - OLIS

ongoing operations and systems

improvement

Session Systems Replacement

UpdateThe applications developed to support lawmaking (LAWS II) are continuously improved using input from the 2021 legislative session

Category Need Assessed/ Outcome

Information Services Enable the business of the Legislative Branch

Securing the Branch Protect the Legislative Branch’s Information Technology systems and data from unauthorized use, disclosure, damage, modification, or loss.

Operational Excellence OLIS provides quality service that meets the defined needs of our customers.

20

Category Need Assessed/ Outcome

The technology that supports the Branch in providing information to legislators and public that is documented for reference and consistency is improved (Info Request App*)

The management of Legislative Branch electronic information is improved

(Publications and Reports database*)

Content management and records tracking for the Branch is modernized (DocReq*)

The legislative branch session communications applications that enable Montana citizens to participate in communications with legislators during legislative sessions is modernized*

The legislative branch has the ability to create list-serve lists for committees, legislators and public to receive “push” information

Update Legislative reporting databases to improve efficiencies and access

The tracking and reporting of Legislative assets for the House and Senate* is

modernized

Enterprise Legacy database/

systems modernization

The CAFR Trial Balance Report is modernized (SABHRS download – Megadaddy

Excel*)

The Audit billing process is modernized (LAD Audit Billing*, Management Reports*

and Branch Shared databases are interrelated)

Legislative Auditors have an industry standard tool to use that tracks the work of

all audits through the entire audit lifecycle May integrate with Audit billing?

LAD Legacy databases/systems

modernization and Application

Upgrade

LFD Legacy databases/systems

modernization and data supportThe budget amendment quarterly tracking and reporting* process is updated

The House Bill 2 amendment and reporting process* is modernized

Legislative Fiscal Analysts can conduct their work using large data sets and data visualization tools that effectively communicate to the public

21

Category Need Assessed/ Outcome

Resources are allocated to provide meeting support for other agencies that hold

meetings in the Capitol

Audio and video support for Legislative Branch meetings (video conf/remote

meetings/ offsite meetings including redistricting) is current and provides the

support needed by Branch staff

Conference and Meeting Support

Content on leg.mt.gov is relevant and utilizes current tools to communicate the

work of the Branch to legislators and the public

Website Content Improvement

MCA and Publications updates and

improvementThe technology that provides searchable MCA and Annotations on-line and in other electronic formats* is improved (authentication of electronic forms project) (Todd’s project – this would by default replace Folio)

The technology to manage subscriptions to Branch publications such as MCA is improved (PUBS subscriber database*)

Legislative Branch staff are able to better collaborate with Legislators

Working with Legislators and

Legislative Session StaffLegislative Branch staff are able to better collaborate with Legislators

Legislators have the training and tools necessary to use the technology provided by OLIS to do their work

Bill status and other important information from LAWS II applications can be easily displayed on the 3rd floor for legislators and members of the public to know up-to-date information in the Capitol

House and Senate session staff are provided with training, tools, applications and processes to ensure a smooth transition for legislative session start-up

22

B U D G E T

23

24

A P P E N D I X A : N E E D S A S S E S S M E N T

Needs assessment for the Montana Legislative Branch Information Technology Plan, 2022-2023In early 2020, the Montana Legislative Branch Office of Legislative Information Services began the process of developing and updating its Information Technology Plan for the 2023 biennium, working with staff from the Montana Office of Legislative Information Services (OLIS). The first step in this process is a comprehensive needs assessment, gathering and analyzing programmatic data and feedback from both internal and external stakeholders. The following pages outline the steps the OLIS implemented to assess technology needs and identify priorities for action for this biennium.

Gather and analyze dataThe following table summarizes the data sources utilized in the Needs Assessment, along with the methodology used to gather each data source and key findings and needs.

25

Data

Sour

ceMe

thod

olog

yKe

y Fin

ding

s

Nee

ds id

entifi

ed d

urin

g th

e 20

21 p

lann

ing

Revi

ewed

pla

nned

act

iviti

es a

nd p

rogr

ess

on th

e In

form

atio

n Te

chno

logy

Pla

n fo

r the

202

1 Bi

enni

um a

nd id

entifi

ed p

roje

cts

not r

ealiz

ed th

at w

ould

hav

e to

be

wor

ked

on in

202

2-20

23.

Busi

ness

and

IT n

eeds

iden

tified

but

not

yet

real

ized

:

Proj

ect P

ortf

olio

man

agem

ent i

mpl

emen

tatio

n

Polic

y an

d Pr

oced

ure

deve

lopm

ent

Lega

cy a

pplic

atio

n re

plac

emen

t/ C

onte

nt m

anag

emen

t

Serv

ice

Des

k A

pplic

atio

n an

d C

hang

e m

anag

emen

t

Serv

ice

Des

k D

ata

2019

-202

0 Se

rvic

e D

esk

ticke

t dat

a an

alyz

ed b

y O

LIS

staf

f.

Requ

irem

ents

for i

mpr

ovin

g se

rvic

e de

sk ti

cket

dat

a fr

om 2

017

- 202

0

Of t

he 1

90 R

oom

sup

port

hou

rs s

pent

in 2

019,

mor

e th

an 5

0% o

f tic

kets

w

ere

dedi

cate

d to

sup

port

ing

outs

ide

agen

cies

The

need

for m

ore

robu

st re

port

ing

to p

ull a

nd tr

ack

met

rics

for s

ervi

ce

desk

sup

port

Use

r por

tal f

or u

sers

to b

e en

able

d to

reso

lve

rout

ine

issu

es (i

.e. l

ost

pass

wor

d)

Doc

umen

ted

proc

esse

s

Serv

ice

Leve

l Agr

eem

ents

Stre

amlin

e tic

ketin

g pr

oces

s ac

ross

the

OLI

S O

ffice

26

Data

Sour

ceMe

thod

olog

yKe

y Fin

ding

s

Web

site

ana

lytic

sW

ebsi

te a

naly

tics

anal

yzed

Nov

embe

r 20,

201

9-Fe

brua

ry 6

, 20

20

Num

ber o

f ses

sion

s pe

r use

r: 2

Page

s/se

ssio

n: 2

Av

erag

e se

ssio

n du

ratio

n: 0

0:03

:23

Top

page

s vi

site

d:

1. H

ome

page

2.

/le

gisl

ator

-info

rmat

ion

3. /c

omm

ittee

s/in

terim

4.

/le

gwee

k 5.

/com

mitt

ees

6. /s

tatu

te

7. /

legi

slat

or-lo

okup

8.

/lfd

9.

/com

mitt

ees/

adm

inco

m/l

fc

10. /

hous

e

Busi

est W

eek:

Leg

isla

tive

Wee

k - J

an 1

3-17

, 202

0

Enga

ge th

e bu

sine

ss a

nd p

ublic

in th

e w

hole

bus

ines

s lif

ecyc

le o

f the

Br

anch

Incr

ease

use

of d

ynam

ic d

ata

and

data

tool

s to

turn

dat

a in

to

info

rmat

ion

(i.e.

repo

rts

are

robu

st b

ut h

ard

to d

iges

t)

Use

of w

eb a

naly

tics

to g

uide

dev

elop

men

t prio

ritie

s fo

r the

web

site

Del

inea

ting

need

for e

xter

nal v

ersu

s in

tern

al in

form

atio

n m

anag

emen

t

Wor

kfor

ce d

ata

Wor

kfor

ce d

ata

on O

LIS

staf

f com

pile

d, in

clud

ing

educ

atio

n le

vel,

field

of s

tudy

, ave

rage

num

ber o

f yea

rs o

f ser

vice

s an

d sp

ecia

l tra

inin

gs a

nd c

ertifi

catio

ns

95%

of O

LIS

staf

f hol

d an

Ass

ocia

tes

(43%

), Ba

chel

or’s

(30%

), or

Mas

ter’s

(22%

) deg

ree

95%

of O

LIS

staf

f are

ban

d 6

or a

bove

35%

of O

LIS

staf

f hav

e be

en w

ith th

e Le

gisl

ativ

e Br

anch

for 0

-2

year

s, 1

7% 2

-4, 2

2% 4

-8, 2

6% o

ver 8

.

57%

of O

LIS

staf

f hav

e be

en w

ith S

tate

gov

ernm

ent o

ver 8

ye

ars

PD re

view

and

mar

ket a

naly

sis

Maj

ority

of s

taff

hav

e on

ly e

xper

ienc

ed 1

or 2

legi

slat

ive

sess

ions

with

th

e Br

anch

Nee

d to

doc

umen

t pro

cess

es

Nee

d to

spr

ead

know

ledg

e an

d co

ntin

ue to

cro

ss tr

ain

Con

tinue

to d

efine

role

s an

d re

spon

sibi

litie

s an

d ke

ep p

ositi

on

desc

riptio

ns u

p to

dat

e

27

Data

Sour

ceMe

thod

olog

yKe

y Fin

ding

s

Refe

renc

e C

ente

r Sur

vey

In O

ctob

er o

f 201

9, th

e fo

llow

ing

step

s w

ere

take

n to

ana

lyze

th

e Le

gisl

ativ

e Re

fere

nce

Cen

ter:

A. C

ondu

ct a

nee

ds a

sses

smen

t of t

he L

egis

lativ

e Br

anch

lib

rary

use

rs

B. In

vent

ory

all p

hysi

cal r

epor

ts, b

ooks

and

oth

er it

ems

in th

e Le

g. L

ibra

ry

C. C

reat

e a

repo

rt o

f all

elec

tron

ic d

ocum

ents

in th

e Re

port

s an

d Pu

blic

atio

ns D

atab

ase

D. R

un a

repo

rt o

f all

item

s lis

ted

as b

eing

in th

e Le

g. L

ibra

ry

Shar

ed C

atal

og

E. D

ocum

ent w

hich

of t

he it

ems

in th

e ph

ysic

al in

vent

ory

(B),

are

also

in th

e da

taba

se (C

) and

/or t

he S

hare

d C

atal

og (D

).

F. R

un a

repo

rt o

f whi

ch it

ems

the

MSL

has

dig

itize

d an

d m

ade

avai

labl

e on

the

web

(28,

000

item

s)

14 o

f the

71

resp

onde

nts

to th

e su

rvey

use

the

refe

renc

e ce

nter

wee

kly

or m

onth

ly

Legi

slat

ive

His

torie

s is

the

mos

t val

ued

serv

ice

offe

red

by th

e Re

fere

nce

Cen

ter

Whe

n co

nduc

ting

rese

arch

, res

pond

ents

mos

t fre

quen

tly u

se th

e St

ate

Libr

ary,

Law

Lib

rary

, Onl

ine

Acad

emic

Sou

rces

and

Lex

isN

exis

Use

of t

he R

efer

ence

Cen

ter b

y st

aff i

s un

com

mon

Subs

crib

er a

nd P

ublic

atio

nsC

ompi

latio

n of

num

ber a

nd ty

pes

of s

ubsc

riber

s to

legi

slat

ive

bran

ch p

ublic

atio

ns a

nd fu

lfillm

ent s

ervi

ce in

form

atio

n.Ti

me

FTE

is s

pend

ing

on fu

lfilm

ent a

nd c

usto

mer

ser

vice

rela

ted

to

subs

crip

tions

(tim

e sp

ent a

nnua

lly):

• Ra

nge

(min

-max

) 271

.5 h

rs to

623

hrs

for a

n av

erag

e of

447

.25

hrs

• O

f tho

se h

ours

: 169

hrs

to 2

13 h

rs o

ccur

s in

a s

pan

of a

bout

4

mon

ths

follo

win

g th

e M

CA

publ

icat

ion

for a

n av

erag

e of

191

hrs

The

num

ber o

f ful

l MC

A se

ts re

turn

ed in

201

9 w

as h

alf o

f tha

t ret

urne

d in

201

7

We

supp

ly H

ouse

, Sen

ate,

Leg

isla

tive

staf

f, an

d he

arin

g ro

oms

for a

to

tal o

f app

roxi

mat

ely

136

copi

es (f

ree)

full

sets

• H

ouse

and

Sen

ate:

70-

80/s

taff

and

hea

ring

room

s: 5

6

• Re

turn

ed s

ets

are

used

for s

taff

set

s if

poss

ible

28

Data

Sour

ceMe

thod

olog

yKe

y Fin

ding

s

Secu

rity

need

sC

ontin

ue m

atur

atio

n of

the

OLI

S IT

Sec

urity

Tea

m a

nd fu

rthe

r de

velo

p se

curit

y pr

ogra

m p

lan

that

the

bran

ch c

an e

ndor

se.

Ong

oing

use

r edu

catio

n an

d aw

aren

ess

Mon

itorin

g of

sec

urity

con

sole

and

ong

oing

sur

veill

ance

of t

he n

etw

ork

Repo

rtin

g an

d tr

acki

ng s

ecur

ity v

ulne

rabi

litie

s an

d m

itiga

tion

effo

rts

Secu

rity

audi

t to

esta

blis

h ba

selin

e of

Bra

nch’

s se

curit

y po

stur

e

Risk

iden

tifica

tion

and

miti

gatio

n

Refin

ed L

egis

lativ

e Br

anch

info

rmat

ion

secu

rity

proc

esse

s an

d pr

oced

ures

Incr

ease

d fa

mili

arity

and

cap

abili

ty u

sing

cur

rent

mon

itorin

g re

sour

ces

Broa

dcas

ting

data

OLI

S st

aff a

nd M

onta

naPB

S re

view

ed d

ata

from

the

last

2

year

s of

Mon

tana

Pub

lic A

ffai

rs N

etw

ork

(MPA

N) c

onte

nt a

nd

cond

ucte

d a

stra

tegi

c pl

anni

ng s

essi

on to

iden

tify

the

top

prio

ritie

s fo

r MPA

N in

the

com

ing

bien

nium

.

Cam

era

plac

emen

t, re

plac

emen

t, an

d up

grad

e in

hea

ring

room

s

Man

age

light

issu

es a

nd li

ghtin

g in

Hou

se a

nd S

enat

e C

ham

bers

Busi

ness

Tec

hnol

ogy

Nee

ds

Requ

ests

rece

ived

thro

ugho

ut

Bien

nium

Revi

ew B

TNRs

rece

ived

from

the

Bran

ch d

urin

g th

e bi

enni

um.

Proj

ect m

anag

emen

t app

licat

ions

Pres

enta

tion

and

surv

ey a

pplic

atio

ns

Serv

ice

Des

k ap

plic

atio

ns

Lega

cy a

pplic

atio

n re

plac

emen

t ana

lysi

s

Dev

elop

men

t too

ls a

nd a

pplic

atio

ns

Legi

slat

ive

Audi

t Div

isio

nIn

terv

iew

of L

AD

man

agem

ent t

eam

, and

sur

vey

of L

AD

staf

fN

ew a

pplic

atio

n fo

r wor

k pa

per t

rack

ing

Repl

ace

lega

cy d

atab

ase

Legi

slat

ive

Fisc

al D

ivis

ion

Inte

rvie

w o

f LFD

man

agem

ent t

eam

, and

sur

vey

of L

FD s

taff

Con

tinue

to e

nhan

ce u

se o

f Pow

er B

I (ph

ase

II)

Enha

nce

use

of M

S O

ffice

app

licat

ions

suc

h as

TEA

MS

Impr

ove

way

s to

col

labo

rate

with

Leg

isla

tors

Proj

ect M

anag

emen

t

29

Data

Sour

ceMe

thod

olog

yKe

y Fin

ding

s

Legi

slat

ive

Serv

ices

Div

isio

nIn

terv

iew

of L

SD m

anag

emen

t tea

m, a

nd s

urve

y of

LSD

sta

ffIm

prov

e LA

WS

II ap

ps a

s id

entifi

ed in

67t

h le

gisl

ativ

e se

ssio

n

Enha

nce

CM

-Inte

rim A

pp

Sche

dulin

g st

ream

lined

with

a c

alen

dar o

n th

e w

ebsi

te

Rem

ote

Test

imon

y an

d Vi

deo

conf

eren

ce s

olut

ion

Trav

elin

g m

eetin

g su

ppor

t inc

ludi

ng re

dist

rictin

g su

ppor

t

Doc

umen

t and

con

tent

man

agem

ent (

Doc

Req

/Pol

icy

& Pr

oced

ure)

Hou

se o

f Rep

rese

ntat

ives

Inte

rvie

w w

ith C

hief

Cle

rk o

f the

Hou

se a

nd D

eput

y C

hief

Cle

rkC

ontin

ue w

ith c

entr

aliz

ed s

ervi

ce d

esk

Enha

ncem

ents

to th

e C

omm

ittee

Man

agem

ent a

pplic

atio

n

Auto

mat

e di

spla

y sy

stem

s fo

r bill

sta

tus

on 3

rd fl

oor

Ana

lyze

prin

t sol

utio

ns fo

r ses

sion

sta

ff a

nd le

gisl

ator

s

Sena

teIn

terv

iew

with

Sec

reta

ry o

f the

Sen

ate

Con

tinue

with

cen

tral

ized

ser

vice

des

k

Revi

ew s

yste

m d

eplo

ymen

t tim

elin

e to

ens

ure

sess

ion

staf

f are

pr

oduc

tive

whe

n hi

red

Enha

ncem

ents

that

em

erge

from

67t

h le

gisl

ativ

e se

ssio

n

Ana

lyze

prin

t sol

utio

ns fo

r ses

sion

sta

ff a

nd le

gisl

ator

s

Legi

slat

ors

A su

rvey

was

sen

t to

Legi

slat

ive

Cou

ncil,

mem

bers

of t

he

Legi

slat

ive

Audi

t Com

mitt

ee, a

nd m

embe

rs o

f the

Leg

isla

tive

Fisc

al S

ubco

mm

ittee

on

Info

rmat

ion

Tech

nolo

gy.

Whe

n as

ked

abou

t bei

ng a

ssig

ned

com

pute

rs o

r a s

mal

l tab

let f

or

legi

slat

ive

wor

k, L

egis

lato

rs a

re d

ivid

ed in

thei

r pre

fere

nce

Mor

e ab

ility

to c

oord

inat

e be

twee

n le

gisl

ator

cal

enda

r and

em

ail a

nd

othe

r app

licat

ions

Con

tinue

to fi

nd w

ays

to tr

ain

legi

slat

ors

on te

chno

logy

Secu

rity

awar

enes

s an

d on

goin

g tr

aini

ng fo

r leg

isla

tors

30

Data

Sour

ceMe

thod

olog

yKe

y Fin

ding

s

Exec

utiv

e Br

anch

ITSD

Inte

rvie

w w

ith le

ad s

taff

Vend

or m

anag

emen

t is

driv

ing

fact

or in

upc

omin

g ch

ange

s

Ong

oing

Net

wor

k Se

curit

y

Mob

ile w

orkf

orce

sol

utio

ns

Glo

bal a

gree

men

t of t

rust

bet

wee

n Ex

ecut

ive

and

Legi

slat

ive

Bran

ch

Pand

emic

Res

pons

eO

n M

arch

16,

202

0 th

e Le

gisl

ativ

e Br

anch

took

the

nece

ssar

y st

eps

to re

spon

d to

the

natio

nwid

e pa

ndem

ic a

nd h

ave

a re

mot

e w

orkf

orce

.

In re

spon

se, O

LIS

did

the

follo

win

g:

• C

ompl

ete

wor

kfor

ce m

obili

ty w

as e

stab

lishe

d in

4 h

ours

• Re

mot

e C

omm

ittee

Mee

tings

Pro

cedu

re d

evel

oped

and

im

plem

ente

d

• Re

mot

e w

orks

tatio

n de

ploy

men

t

• M

inim

al in

terr

uptio

n in

Ser

vice

Des

k av

aila

bilit

y

• M

aint

aine

d go

vern

ance

str

uctu

re in

a m

obile

env

ironm

ent

Bran

ch T

echn

olog

y In

depe

nden

ceIn

-dep

th d

iscu

ssio

ns w

ith S

ITSD

sta

ff, M

icro

soft

Tec

hnic

al

Lead

s, a

nd B

ranc

h IT

Man

agem

ent

Ope

ratin

g a

split

-tena

nt M

S O

ffice

365

env

ironm

ent (

e.g.

, em

ail/

cale

ndar

in o

ne te

nant

and

app

licat

ion,

lice

nsin

g, a

nd c

olla

bora

tion

tool

s in

ano

ther

) goe

s ag

ains

t the

inte

nded

des

ign

and

cann

ot b

e su

stai

ned

Bran

ch M

anag

emen

t mus

t dec

ide

wha

t lev

el o

f tec

hnic

al

inde

pend

ence

mus

t be

mai

ntai

ned

to m

eet t

he c

onst

itutio

nal

sepa

ratio

n of

pow

ers

and

dete

rmin

e ho

w to

reso

urce

it a

ppro

pria

tely

Onc

e a

deci

sion

has

bee

n m

ade,

OLI

S ne

eds

to d

eter

min

e th

e bu

sine

ss

proc

esse

s im

pact

ed a

nd h

ow b

est t

o re

wor

k th

em to

ens

ure

cont

inue

d op

erat

ion.

31

Classify and summarize needs assessment dataOLIS staff worked to summarize the key findings from the above data, and group them into priority outcomes. This resulted in the following 9 priority outcomes:

1. Branchwide support - OLIS ongoing operations and systems improvement

2. LAWSII Update

3. Enterprise Legacy database/systems modernization

4. LAD Legacy databases/systems modernization and Application Upgrade

5. LFD Legacy databases/systems modernization and data support

6. Conference and Meeting Support

7. Website Content Improvement

8. MCA and Publications updates and improvement

9. Working with Legislators and Legislative Session Staff

Group and prioritize outcomesOLIS staff will work with the administrators of the Legislative Branch divisions, the Chief Clerk of the House, and the Secretary of the Senate to review the below priority outcomes, identify which outcomes are of highest priority (through a forced ranking methodology) and group the priorities into Key Results Areas. Priority Outcomes will then be ranked from most to least important by participants, and prioritized based on resource availability.

32

A P P E N D I X B : O L I S T E C H N I C A L E N V I R O N M E N T

33