Legislative Branch Computer System Plan

A Report to the 56th Legislature

From the Legislative Branch Computer System Planning Council

October 1998

Published by Montana Legislative Services Division

State Capitol, Room 138
Helena, MT 59620-1706

PHONE: (406) 444-3064
FAX: (406) 444-3036

INTERNET (Home Page): <http://leg.mt.gov/>

TABLE OF CONTENTS

I. INTRODUCTION 1

II. EXECUTIVE SUMMARY 3

III. ACKNOWLEDGMENTS 7

IV. LEGISLATIVE BUSINESS FUNCTIONS 9

A. Research 9

B. Fiscal Analysis 9

C. Legislation and Policy 10

D. Information Distribution 10

E. Oversight 10

F. Administration 11

V. INFORMATION TECHNOLOGY (IT) CONTRIBUTION

TO THE LEGISLATURE'S BUSINESS 13

VI. CURRENT IT ENVIRONMENT 15

A. Review of Legislative Branch Automation Process 15

B. Organization 17

C. IT Equipment 19

1. Computer Hardware 19

2. Computer Software 20

3. Telecommunications 20

D. IT Accomplishments 20

1. Information Collection 21

2. Information Analysis 21

3. Information Dissemination 23

VII. IT DIRECTION AND VISION 25

VIII. IT ACTION PLAN FOR THE LEGISLATIVE BRANCH 27

IX. FY 2000-01 CENTRAL COMPUTER BUDGET PROPOSAL 33

APPENDICES

APPENDIX A

Montana Code Annotated 1997 - Title 5, chapter 11, part 4

Computer System Planning 35

APPENDIX B

1998-99 Biennium Legislative Branch IT Accomplishments 41

APPENDIX C

Legislative Branch Standards 47

APPENDIX D

Legislative Branch Central Computer Proposed Budget FY 2000-01 51

I. INTRODUCTION

A Legislative Branch (Branch) computer system plan is required by Title 5,chapter 11, part 4, Montana Code Annotated (MCA). The Legislative BranchComputer System Planning Council (Planning Council) has developed a plan inaccordance with the requirements of that part. In addition, the Planning Councilrecognizes that a plan is necessary to direct the substantial investment intechnology toward providing the maximum return and to best address theinformation needs of the Branch.

In developing the plan, the Planning Council recognized that planning is anactive process. Publius Syrus said, "It is a bad plan that admits of nomodification." (Bartlett's Familiar Quotations, 1980.) The Planning Councilrecognizes the plan as more a process than a product. As such, the plan alsoprovides a process for continual evaluation, communication, and review, ratherthan a blueprint for a specific configuration of hardware and software.

Evaluation of existing and potential applications is both technical and managerialin nature. Recognizing this, the Planning Council relied, to a great extent, on thetechnical staff of the Branch to review existing systems and to recommendtechnological directions and solutions to identified problems. The PlanningCouncil reviews and approves the recommendations of the Technical PlanningGroup (TPG) before Information Technology (IT) resources are expended.

This plan represents the collective vision, planning, actions, and achievementsof both groups as well as each division in the Branch.

It should be noted that because of the Consumer Counsel's remoteness andseparate and distinct mission, it has not been incorporated into this plan.

II. EXECUTIVE SUMMARY

The mission of the Branch is to provide a consolidated administrative structureto support the mission of the Legislature. The Legislature's mission is toexercise the legislative power of state government vested in the Legislature byThe Constitution of the State of Montana. In order to carry out this mission, theLegislature depends on the collection, processing, and distribution of informationto and from individual citizens, businesses, and organizations within the state. IT plays an ever increasing role in collection of information by the Branch, aswell as facilitating the analysis of that information and the subsequentdistribution of the laws, policies, and conclusions of the legislative process.

In the past, IT has been successfully used by the Branch primarily to allow staffto respond more quickly to requests for information, to produce more completefiscal and operational analyses, and to expedite and reduce the cost ofinformation processing. Examples of these types of activities include the BillDrafting, Engrossing and Enrolling Systems, which allow quicker and moreaccurate processing of new and amended bill text and the LAD SBAS System(Legislative Audit Division Statewide Budgeting and Accounting System), whichhas increased the efficiency of audits.

More recently, IT has begun to be used effectively to improve both thecollection of information from other government agencies and the disseminationof information to the public. For example, direct access to agency systems bythe LAD staff has improved audit efficiency; access to a wide variety ofinformation on the Internet has improved the research process; e-mail responseby agencies to fiscal notes has speeded fiscal note processing; and directaccess by the public to the Bill Status System, the MCA on CD-ROM/Internet,and bill text on the state Bulletin Board System (BBS)/Internet has allowed,quick and direct access by interested citizens.

The Planning Council anticipates that in the future, substantial time, effort, andmoney will continue to be focused on the speed, quality, and reliability of theinternal information processing systems that the Legislature relies on to conductits business. As both technology and the processes of the Legislature change,these systems must be kept up-to-date to ensure their reliability and that theywill continue to meet the ever-changing and ever-growing needs for timely andaccurate information analysis in the Branch. It is also expected that the levelof public demand for immediate and direct access to government informationwill continue to grow and that this demand will consume a greater percentageof information resources than it has in the past. Finally, it is expected that thepublic will also request more direct input into the government process throughtechnologies such as e-mail and interactive video conferences. Theseopportunities will need to be evaluated in the future based on their value andcost-effectiveness.

The Planning Council believes that the Branch is prepared to tackle thesechallenges in IT. An active Planning Council, supported by a well-qualified andprofessional technical staff, will ensure that both the processes in place and thesystems that support them are reviewed and updated and that opportunities toimprove public access to government are evaluated, cost-justified, andimplemented when feasible. The Branch is not only communicating and workingtogether internally, but also externally with the Executive Branch and otherlocal, state, and national government agencies to ensure coordination. TheBranch plan for automation includes guidelines and established standards thathave been designed to support a smooth transition to the future as technologyadvances.

Technologically, the Branch is supported by a large base of valuablemicrocomputer technology and a replacement plan that ensures adequate andup-to-date computer hardware in the future. Software is largely standardizedand current, as well. This allows the Branch to focus on consolidation of data,software customization, and information processes. The centralization of thecomputer network support and systems development staff, servers, budget, andother resources provides a high degree of efficiency in delivery of IT services. In addition, a major challenge to the Branch and the Department ofAdministration (DOA) is to upgrade the cable in the Capitol to support thecurrent and future information communication needs. This project will be donein conjunction with the Capitol renovation project.

In order to support this information infrastructure, the Planning Council hasrequested one central IT biennial budget of $2,525,157 for the Branch forcomputer and network needs. Based on the approval of the central budgetconcept by the Legislature in 1991, the Legislative Services Division has againincluded the central computer budget proposal as part of its budget.

Major projects/goals include maintaining the operational status of the currentnetwork and application systems, converting from Windows 95 to Windows NT(or the state standard 32 bit desktop OS), finishing Year 2000 work, MT-PRRIME interface work, and converting selected systems to Microsoft OfficeSuite and Microsoft Access.

Support for legislator-owned computers has been one of the more difficultissues to address over the past several years. The Planning Council anticipatesgrowing difficulties and opportunities in this area. A considerable planningeffort will be required to acquire and implement the hardware and softwarepackages needed to provide a useful set of tools for legislators. Recognizingthis fact, the Legislature adopted House Joint Resolution No. 23 in 1991,directing a specific study of the question of legislator use of computers. Thestudy document, Study on Use of Computers by Legislators, can be obtainedfrom the Legislative Services Division. The study concluded that although costand year-round usage factors may preclude a recommendation for purchase ofcomputers for all members' use in the near term, there is a great need to worktoward making data services more readily available to members.

Since then, the Internet has become available and the branch has made mostof the session proceedings available via the Internet. This satisfies the need formaking data more readily available. There is still a need for legislators to havethe tools available to access this information, i.e., an Internet-ready PC withaccess to the Internet. The Planning Council makes no recommendation as towhether the state should supply this or the individual legislator. This decisionis left to the Legislature as a whole. The Planning Council does recognize thatproviding PCs to 150 legislators will require considerable planning. It would bedifficult to accomplish this effort just before a session. The Planning Councilrecommends that if this effort is to be undertaken, that it be planned at least asession in advance.

In summary, the Planning Council believes that the Montana Legislature hastaken a conservative and prudent, but effective, approach to IT use in the past. Cooperation and coordination both within the Branch and with other agenciesand organizations have ensured both effective and cost-effective decisions. Theplans, processes, and visions of the Planning Council, as detailed in this report,should ensure that the current investments and opportunities are successfullyused and form the basis for more efficient and effective legislative processes.

III. ACKNOWLEDGMENTS

Legislative Branch Computer System Planning Council

Robert Person, Executive Director, Legislative Services Division,

Chairman (ex officio)

Marilyn Miller, Chief Clerk, House of Representatives

Robert Nelson, Consumer Counsel

Clayton Schenck, Legislative Fiscal Analyst

Scott Seacat, Legislative Auditor

Rosana Skelton, Secretary of the Senate

Representative Jack Wells

Brett Boutin, Department of Administration, Information Services Division

Technical Planning Group (TPG)

Tori Hunthausen, Legislative Audit Division

Terry Johnson, Legislative Fiscal Division

Henry Trenk, Legislative Services Division

Technical Implementation Planning Group (TIPG)

Karen Berger, Legislative Services Division

Steve Eller, Legislative Services Division

Beth Furbush, Legislative Services Division

Jim Gordon, Legislative Services Division

Mark Javornik, Legislative Services Division

Nan LeFebvre, Legislative Fiscal Division

Mary Longmaid, Legislative Fiscal Division

Rich McRae, Legislative Audit Division

Tom Mulvaney, Legislative Services Division

Jeanette Nordahl, Legislative Services Division

Jan Orsello, Legislative Audit Division

Rick Peaslee, Legislative Services Division

Jeff Thomas, Legislative Services Division

IV. LEGISLATIVE BUSINESS FUNCTIONS

The Montana Legislature is one of three branches of state government createdby the Montana Constitution. The people of Montana express their will directlythrough the Branch, which enacts laws, levies taxes, and appropriates revenuereceived from those taxes to various agencies of government for publicpurposes.

The structure and function of the Legislature are prescribed by constitutionallaw, statutes, and legislative rules. The Branch divisions established to supportthe Legislature and its committees are the Legislative Services Division (LSD),the Legislative Audit Division (LAD), and the Legislative Fiscal Division (LFD). The legislative responsibilities include areas such as lawmaking, appropriation,taxation, oversight of the Executive Branch, and representation of localinterests. The primary function of the Legislature, however, is lawmaking,which consists of the consideration of bills. Other responsibilities of theLegislature that support its primary function include research, fiscal analysis,legislation and policy development, information distribution, oversight, andadministration. These are described briefly below.

A. RESEARCH

The LSD, LAD, and LFD all provide nonpartisan research services to theLegislature. The LSD staff provides reports and prepares bills for the legislatorsand committees. They also provide legal research and a reference library for theBranch. The Legislative Environmental Policy Office, within the LSD, providesresearch and analysis of environmental issues. The LFD provides researchsupport in matters related to budgeting. The LAD is called upon to research,analyze, and report on audit issues.

B. FISCAL ANALYSIS

The LFD provides an independent analysis of the Governor's budget. It alsoconducts research and analysis of revenue and expenditure trends and providesreports on the impact of economic changes on both enacted and proposedlegislation. By performing fiscal analysis and by assisting legislators inunderstanding agency budgets, the LFD helps the Legislature make responsibledecisions about the collection of state revenue and the subsequent investmentof and allocation to state government programs.

C. LEGISLATION AND POLICY DEVELOPMENT

The LSD, House and Senate staff, and the LFD provide staff support to theLegislature as it proposes, debates, and makes decisions on legislation. TheCentral Services Office of the LSD provides clerical support for the bill drafting,introduction, engrossing, enrolling, and codifying of bills. House and Senatestaff provide clerical support to committees, support the flow of bills throughthe House and Senate, and generally support the operation of the House andSenate.

D. INFORMATION DISTRIBUTION

All legislative divisions participate in the distribution of information to theLegislature and the public. For example, legislative audit reports are availableto the public, as are budget analysis, legislative fiscal, and interim reports. TheData Distribution Center in the LSD distributes all legislative proceedings inprinted format to the Legislature and the public during the session. Theseinclude bills, amendments, resolutions, status reports, and journals. TheLegislative Information Office provides to the public direct in-person andtelephone access on the status of legislative proceedings and the daily calendarof events. The Office of Legislative Information Technology supports thesystems that allow the creation and maintenance of electronic information andthat make electronic access to bill status and text possible. The Legal ServicesOffice, the Central Services Office, and the Office of Legislative InformationTechnology are responsible for preparing and distributing the MCA, related rules,journals, annotations, and other documents related to the proceedings of theLegislature.

E. OVERSIGHT

The LAD provides oversight by regularly auditing the functions of stategovernment and gives the Legislature and the public an independent analysis ofthe effect of laws and rules. These reviews allow the Legislature to analyzewhether the Executive Branch or other elected officials comply effectively andefficiently with the laws and policies of the Legislature. In addition, the LAD isrequired by federal and state law and bonding agents to issue independentaudit opinions on the fairness of the financial statements and the results ofoperations of state government agencies and of state government as a whole. The LAD also investigates reports and allegations of fraud in state government. The Legislative Environmental Policy Office serves in an oversight capacity forstate government on environmental issues. The LFD is statutorily charged withoversight responsibility for the appropriations process, revenue, and other fiscalpolicy issues. The LSD has oversight responsibilities incorporated in support ofthe Revenue Oversight Committee and the Administrative Code Committee andfor other like assignments.

F. ADMINISTRATION

The Central Services Office of the LSD provides purchasing, personnel, andaccounting services for the entire Branch. These services help to efficientlyexpedite daily business issues and needs of the Branch.

Additional information on the legislative process can be found in A Legislator'sHandbook, Montana Legislative Services Division (1999). In addition, thepublication provides background on the relationship of the process toconstituents, the media, other government agencies, and lobbyists.

The mission, goals, and objective documents submitted as part of the biennialbudget process are other valuable sources of information about the Branch.

V. IT CONTRIBUTION TO THE LEGISLATURE'S BUSINESS

The Legislature is information. All that it works with and all that it produces are information. In this information age, enhancing the ability to gather, process,and distribute legislative information more quickly and more accurately is anecessity.

The State of Montana, through its Information Technology Advisory Council(ITAC), has adopted the view that information is critical to the functioning ofgovernment. Its view is expressed in the following observation from theInformation Technology Strategic Plan (July 1994):

The people of the state can benefit from information madeavailable both by state agencies and by others, including localgovernment agencies, education, libraries, and other not-for-profitinstitutions, and for-profit organizations. The free flow ofinformation between the government and the public is essentialto a democratic society. Correspondingly laws reflect increasingdemands that state government be responsible for providing thepublic and other governmental entities with access to informationan agency may possess that illuminates the operation ofgovernment itself, society, and the economy--past, present, andfuture. Open access to information is a means to ensure theaccountability of government . . . .

Technology is the primary tool used by the Branch to collect, analyze, anddisseminate information. Therefore, the Legislature is dependent on itstechnology. When deciding how and for what purposes to use technology, itis critical to understand how it is incorporated into the legislative process. Thetechnology planning process, established by Title 5, chapter 11, part 4, MCA,helps ensure that the Legislature is making effective decisions aboutincorporating technology into the legislative process.

VI. CURRENT IT ENVIRONMENT

The next four sections summarize the history of IT development in the Branch,the current organizational and technical environment that supports IT processesand initiatives in the Branch, and the accomplishments that have been made toimprove legislative processes.

A. REVIEW OF LEGISLATIVE BRANCH AUTOMATION PROCESS

Over the past 2 decades, the Branch has become nearly completely reliant oncomputer technology to administer the business processes of the Branch. From1970 to 1985, most applications were on the state mainframe computer. TheLSD, for example, used a proprietary program called Automated Legal TextEntry and Revision (ALTER) to manage code and bill text data. The advent ofthe personal computer rapidly transformed this environment. Stand-alonededicated word processors were barely introduced when they were replaced bypersonal computers with multiple capabilities. Soon, those personal computerswere linked to one another in networks, and the potential for improvementexceeded the ability of the Branch to keep up.

Recognizing the need for planning, the Senate contracted with a privateconsultant during the 1987-89 interim to review the situation and recommendapplications. Senate planning led to implementation of a network in the Senatefor the 1989 Session. The process was mirrored by the House, whichimplemented a limited system tied closely to the LSD system. The growth ofapplications in the House and Senate led to recognition by legislators and staffthat integration of the systems was important to the future operation of theLegislature. Central planning for the Branch was essential in order to achieveappropriate integration.

Since recognition of the need for planning grew from the increased use ofinformation systems throughout the Branch, some evaluation of all informationsystems was required. An informal review of existing systems was conductedby the technical staff. This work clearly identified a predominant need toimprove and further integrate office automation and information processingfunctions throughout the Branch.

The primary focus on the application of technology has been on theimprovement of legislative staff productivity. Use of IT has been effective, andspecific cases are noted in the IT accomplishments section.

In recent years, other agencies and lobbyists have, on a small scale, beenincluded in direct technological access to the legislative staff and process. Forexample, distribution of the MCA on CD-ROM, direct TV and radio media accessto some of the proceedings in the chambers, use of the state electronic BBS forinformation distribution, use of the Internet for public access to MCA text andsession proceedings (including bill status information), and use of the statemainframe/mid-tier servers and data network to communicate directly withagencies electronically for audits and financial analysis have all expedited theflow of information to and from the Branch.

A thorough review of processes in the Branch was conducted during the FY1996-97 biennium. This review was conducted as the first phase ofconsolidating the systems development function in the Branch. Other goals ofthis project were to determine where overlap existed in Branch processes andto determine where current technology could be applied to gain efficiency. Thisproject took about 9 months and was completed in February 1996. A localcontractor was hired to conduct the analysis. The results of the analysis wereused to develop the project list and budget for the FY 1998-99 LegislativeBranch Computer System Plan. For more information on the project see Stateof Montana, Legislative Branch, Automation Analysis Final Report.

During the FY 1998-99 biennium the branch continued to invest in technologythat gives the computer user more readily available and up-to-date information. Examples of this are: the LAD SBAS system which allows LAD to print outcomplete financial schedules for an agency, the LAWS system which allowsonline access to bill status information via the Internet, and the MBARS systemwhich puts the state budget online.

B. ORGANIZATION

In addition to a computer system plan, an appropriate IT organizational structureis necessary to effectively implement the goals of a plan. The following ITorganizational structure has been established:

Legislative Branch Computer System Planning Council

Mission: to develop and maintain a Legislative Branch Computer SystemPlan in accordance with 5-11-403, MCA

Legislative Council

Mission (as it relates to IT):

to serve as the Legislature's approving authority for theLegislative Branch Computer System Plan in accordance with 5-11-405, MCA

Executive Director, Legislative Services Division

Mission: to provide leadership to the Planning Council and providetechnical staff support to the Planning Council

Technical Planning Group

Mission: to assist the Executive Director of the LSD and the Office ofLegislative Information Technology staff in providing technicalplanning support to the Planning Council

Its input ensures the Planning Council that goals are achievable,that everyday needs are met, and that significantly major issuesare addressed. This group includes staff from each legislativedivision responsible for IT services within their own divisions

Technical Implementation Planning Group

Mission: to coordinate the divisions' input on priorities regardingBranchwide strategies for implementing technological solutionswhile keeping employees informed of projects, issues, anddevelopments and relaying to TPG significant concerns andproblems.

Once specific IT goals and objectives have been established, thisgroup works out the details of implementing the technology sothat it meets the needs of the Branch. For instance, when theBranch decided to consolidate on one network, this groupdetermined the drive assignments and directory structure for thatnetwork. This group includes IT staff and technicalrepresentatives from each legislative division.

Office of Legislative Information Technology

Mission: to play the lead role in implementing the computer system planestablished by the Planning Council and adopted by theLegislature

To accomplish this objective, this office houses the NetworkServices and System Development IT staff. The Office ofLegislative Information Technology works in cooperation withTPG, TIPG, and the divisions' leadership to implement technologyfor the Branch. Also, through this staff, coordination is providedfor information services and relationships with outside groups,such as the general public, lobbyists, and other agencies.

The Planning Council has also developed reliable ways of coordinating withother agencies and organizations. For example, participation by the ExecutiveBranch, through the DOA, in the Planning Council activities ensures constantcommunication on state system compatibility. The Planning Council recognizesthe need to ensure compatibility as a legal requirement, to minimize purchaseand support costs, and to facilitate information access. Participation by theBranch in the Information Technology Advisory Council (ITAC) and theInformation Technology Managers Council (ITMC) organizations keeps thePlanning Council in touch with the directions of not only Executive agencies, butalso the Judiciary, other elected officials, the University System, and the citiesand counties.

The Branch relies on the DOA to provide and operate the data andtelecommunication networks within the Branch as well as connecting it to the"outside world". The relationship allows the Branch to focus its limited staffresources on collecting, analyzing, and communicating information rather thanon maintaining and operating the network infrastructure.

C. IT EQUIPMENT

The technological equipment implemented in the Branch puts the Branch in agood position to tackle the first part of the next decade. The paragraphs thatfollow briefly describe the technology used in the Branch.

1. Computer Hardware

The Branch has determined that most of its internal computing needs can bemet cost-effectively using microcomputer hardware. Currently, there areapproximately 200 desktop/laptop PCs in the Branch network. These PCs areconnected to one branch file server.

The Branch will continue to rely on the state mid-tier services (operated by theDOA) for large statewide systems, such as MT-PRRIME. The mainframe is alsobeing used for a few Branch systems, such as the MCA codification process. The Branch also leases Oracle server services from the DOA for the LAD SBAS,Information Request System, and the Bill Status System.

2. Computer Software

The Branch has standardized its microcomputer software. These standards arethe same as those used by the Executive Branch on major projects. AppendixC contains the Branch software standards. The Branch is beginning the processof converting to the MS Office Suite. For this reason, both the old standardsand the new MS Office Suite standards are listed.

3. Telecommunications

The token-ring Local Area Network (LAN) and the SummitNet Wide AreaNetwork (WAN) provided by the DOA provide a fast, efficient pathway for datanetwork traffic within the Branch and to the "outside world". The Branchexpects to make significant use of the Internet and significant, but decreasing,use of the BBS for contact with the public through this network. The cableused in the Capitol, however, is substandard. This inhibits the expansion of thenetwork to new uses and offers a significant risk to the continued reliableoperation of nearly all the Branch's IT activities. Current plans are to upgradethe data and communication wiring infrastructure in the Capitol as part of theCapitol renovation project.

D. IT ACCOMPLISHMENTS

The Branch has made numerous technological achievements. Descriptions ofseveral of the major achievements are delineated in the pages that follow. Thedescriptions also illustrate Branch reliance on IT resources. See Appendix B forFY 1998-99 specific IT accomplishments.

1. Information Collection

The Branch has installed LANs, using state and Branch standards. Thesenetworks have been attached to the state data network and cancommunicate with each other and with the state mainframe/mid-tier. Branch staff, working at various state agency sites, can attach to theBranch LANs via the state data network. This improves productivity byallowing the transfer of information easily without travel time to andfrom the office. A number of the achievements listed below could nothave been accomplished without these networks.

Several mainframe and Oracle client/server programs have beendeveloped and enhanced to help evaluate the state agency financialinformation maintained on SBAS and PPP.

The Branch has issued seven EDP audit reports on state agency controlsof information resources and agency use of information resources.

The cataloging system for the LSD Library has been automated, whichhas improved access to data.

2. Information Analysis

The Branch has standardized on PCs for information analysis. Thismicrocomputer standard (for the client processor) provides the mostcomputer power for the lowest price. The Branch has also implementedclient/server technology for many of the Branch core systems.

Use of the analysis tools provided on the PC has resulted in increasedproductivity and quality of the audits completed by the LAD. Forexample, downloading state agency SBAS information into an Oracledatabase provides the audit staff with the ability to more quickly andeasily conduct analysis and complete audit testing.

Several improvements have been made to the bill drafting process byapplying automation. The bill drafters now use PCs to draft bills insteadof manual methods. This has resulted in increased staff productivity andhas allowed data entry staff to work on other projects. A bill conflictcheck has also been implemented, which indicates when multiple billsare amending the same section of code. A bill drafter can then check toensure that the amendments do not conflict.

The bills process, a mainframe operation from 1973 to 1993, has beenconverted to run on the PC network using WordPerfect. The printformatting capabilities of WordPerfect have produced a more readableand more flexible bill format than was possible before. Also, it will beeasier to hire and train qualified bill processing session staff becauseWordPerfect is so widely used for word processing. A third benefit isthat public access to the text of bills may be more easily supported (i.e.,by placing the text, with only minor conversion, on the Internet/BBS).

Several improvements have been made to the legislative budget analysisand tracking process. Better analysis is being provided through use ofthe personal computer and its analysis tools, such as Lotus/Excel, LotusApproach, MS Access, and Oracle. Also, the time necessary to engrossthe general appropriations bill has been reduced from 3 or 4 days to 1 or2 days.

The revenue estimating system continues to be refined. The impact ofa single factor changed by the Revenue Oversight Committee or theLegislature can be reflected throughout the revenue estimate withminimal analyst effort, allowing time for more focus on the analysisrather than on the procedural aspect of revenue forecasting.

• Flowcharting software is used by audit staff to document state agencyprocesses. This helps audit staff more easily gain an understanding of the processes and allows for easy update or modification whenprocesses change.

3. Information Dissemination

The House and Senate voting system software has been upgraded toallow it to be run on standard PCs. This has made it easier for staff tosupport the system because they already have PC expertise. Implementation of these systems has resulted in integration of the voteand agenda functions, thus requiring only one operator instead of two,as needed before. Since both voting system PCs are attached to theBranch network, it is easy to transfer the votes to the journal, which isalso input on a PC on the network. Both the House and Senate votesystems also use the network to print votes on the network printers inthe House and Senate main offices.

A bill status/bill tracking system has been implemented and is continuallybeing enhanced. This system helps the House/Senate leadership andstaff manage the flow of bills through the Legislature so that billprocessing deadlines can be met. It also provides the public with ameans of tracking the legislative process.

The entire MCA camera-ready process is now done by legislative staffusing a PC-based system and laser printers. This has resulted insignificant cost savings and no additional FTEs. The full text of the MCAis stored on CD-ROM. This electronic storage version provides analternative to publishing the MCA in hardbound version. Purchasers ofthe MCA CD-ROM can use parts of the MCA in briefs, memos, reports,etc., without having to rekey the text. In addition, the MCA CD-ROMprovides a means of searching the MCA text for specific words orphrases.

Preparation of the daily journal is now done on PCs at the rostrum. Theold method required the rostrum journal staff to prepare the journal inwritten form for input by data entry staff. The new method has resultedin more timely preparation of the journal and a reduction in staff timeneeded to produce the journal. The journal is disseminated primarily inelectronic form.

Several improvements have been made to the amendments process. Theamendments are now printed centrally in the amendments coordinators'offices. Special forms, and the printing costs associated with them, areno longer required. The general format of the amendment is maintainedon the PC word processor. Amendments are prepared by a bill drafter,reviewed by an editor, and sent to the amendments coordinators throughthe existing computer network. This has resulted in amendments beingmore accurate and timely.

All amendments go through the amendments coordinators and are thenstored on the network. This stored copy is used to display the text ofamendments on the House and Senate display boards during secondreading. The text of amendments is also used by the engrossing staffwhen engrossing bills. This prevents having to rekey long amendments.

The Branch has made extensive use of the Internet/BBS to distributeinformation about the Legislature. As an example, bill status and bill textinformation is available on both the Internet and the BBS.

• Using state standard software has allowed the Branch to obtainelectronic information directly from state agencies without having torekey it, thus maintaining the integrity of the data.

VII. IT DIRECTION AND VISION

The Planning Council has a two-part vision for the Legislature's use of IT:

1. To provide for the efficient, timely, and effective operation of thebusiness of the Legislative Branch in order to support its variousfunctions;

2. To continually apply and improve IT to help minimize impedimentsto the collection and dissemination of public policy information toall interested parties.

The second part of this vision is consistent with the ITAC's vision for Montana,mentioned in the Information Technology Strategic Plan (July 1994). A taskforce recommended in that report:

. . . the state [of Montana] should adopt a vision . . . that wouldguide information technology planning and development to takeadvantage of current and future service delivery and/or accesstechnologies for citizens in their homes, businesses, schools,libraries, and organizations.

In continuing to expand and change the existing IT environment to meet bothof these goals, the Planning Council is seeking an integrated information systemthat supports the information needs of the Montana Legislature and the public.

As the system is developed, constant additions of reports and data maintainedfor download are foreseen. A migration toward a single graphic systeminterface that will present appropriate information and services to the differentuser groups is envisioned. The internal technical infrastructure of the Branchsystem will also be integrated to the extent that the greatest efficiency isachieved.

Ultimately, there will be one common system look and feel for all system usersfor text, video, graphics, etc. Users will be able to sign on to the system andwork their way through a series of choices or go directly to a predeterminedchoice quickly and easily.

VIII. IT ACTION PLAN FOR THE LEGISLATIVE BRANCH

There are several important tenets to any successful plan. First, it must seekto move toward a long-term vision. Second, it must consist of relatively long-range goals or milestones. Third, it must accomplish short-range tasks to movethe organization toward these long-range goals and, ultimately, its vision. Finally, the plan must provide a continual process of reviewing the findings ofthe short-term tasks in light of changes in the needs and opportunities of theorganization. This process is provided for by the charters of the PlanningCouncil, the TPG, the TIPG, and the Office of Legislative InformationTechnology, as well as the legislative review of this plan. The short-term tasksthat have been identified are listed below.

SHORT TERM (BIENNIAL PLAN)

The following is a brief description of the tasks identified for the FY 2000-01biennium and their benefits. Additional information can be obtained from theOffice of Legislative Information Technology staff.

A. MAINTAIN THE OPERATIONAL STATUS OF THE CURRENT NETWORKAND APPLICATION SYSTEMS -- $1,984,770

• Continue to upgrade software packages (MS Access, Oracle Browser, WordPerfect, etc.) to keep them on currently supported releases. Continue to fix and maintain PCs, servers, printers, etc. Continue to attach Branch PCs, servers, printers, etc., to the state backbone network.
• Continue to phase out old and technically obsolete hardware. The Branch has established a 4-year life span for PCs. In the planning, purchasing, and budgeting process, the Branch will replace PCs and PC-peripheral equipment after 4 years of use. With a 4-year life span, 25% of the PCs in the Legislative Branch must be replaced every year. The Branch has also established a replacement cycle of 4 years for network file servers. A replacement cycle of 4 years has also been established for printers. Printers are largely mechanical devices and as such are subject to breakdown after long usage. They also become technically superseded by newer printers after about 4 years.
• Convert the Branch to Windows NT (or the chosen state standard desktop operating system). The Branch is currently on Windows 95. With the introduction of Windows 98, support for Windows 95 will begin to wane. It is anticipated that Montana state government will adopt Windows NT as the replacement desktop operation system for Windows 95. In order to obtain adequate support from ISD and PC software vendors, the Branch will need to convert to Windows NT (or the chosen state standard desktop operating system).
• Maintain current application systems. The Branch has used Oracle (and other software development tools) to develop several customized systems. Examples are the Information Request System, the Audit Billing System, the Legislative Automated Workflow System (LAWS) and the LAD SBAS System. Customized systems require periodic maintenance, i.e., programmers must periodically adjust the programs to make them run properly. Full-time staff or contracted services, or both, will be used to maintain the operational status of the Branch application systems. Additionally, the Branch leases Oracle server services from ISD for several Branch Oracle systems. This lease is also necessary to maintain operational status.
• Continue to support the centralization of IT staff and ensure the development of staff capabilities to effectively use the ever-changing technology and to understand and provide IT solutions to meet the needs of the Branch.
• Prepare a disaster recovery plan for the Branch network and Branch application systems. A disaster recovery plan will assess the risk of a prolonged outage of computer services to the Branch and provide a plan to minimize that risk in a cost-effective way.
• Perform an audit of IT Systems in the Branch to ensure that they are complying with proper IT development and operational standards.

B. YEAR 2000 COMPLIANCE -- $20,937

• In 1997, the Branch conducted an assessment of its Year 2000 risk. A contractor was hired to help conduct the assessment. The Assessment Report indicated that there were 13 systems in the branch that needed Year 2000 work. These systems are: Annotations Update, MCA Update, Vote Systems for the House and Senate, Revenue Estimation, Publications Management, File Management, Time/Cost Accounting, MEPA Document Retrieval, Network Server Software, Legislative Audit Management System, Montana Integrated Budget System, and computer hardware and desktop application software. Since 1997, several of these systems have been fixed or replaced. Year 2000 work that cannot be completed in the current biennium are the Vote System for the House and Senate, the File Management System and the MEPA Document Retrieval system.

C. MT-PRRIME INTERFACE/STATE STANDARD COMPLIANCE -- $519,450

• With the implementation of MT-PRRIME, several legacy systems which interfaced to the SBAS and existing Revenue systems need to be rewritten to interface with MT-PRRIME. These systems are the LAD SBAS System, and several ad hoc systems used by LFD to analyze expenditures and revenue.

During the FY 1998-99 biennium, Montana state government changed the standard for desktop word processor, spreadsheet, and presentation software from WordPerfect, Lotus, and Freelance to the Microsoft Office Suite (the initial purchase of Microsoft Office Suite was funded through ISD and not the Branch). State government also selected Microsoft Access as its midlevel database software. The Branch began the conversion to Microsoft Office Suite during the FY 1998-99 biennium. Microsoft Office Suite was installed on all permanent staff PCs. However, the major part of the conversion involves converting the WordPerfect and Lotus macros. The branch has an extensive investment in WordPerfect and Lotus macros. Although a small part of this conversion was planned for the FY 1998-99 biennium with the conversion of the LAD Audit Reports macros, and several dBase systems, the Branch still has a majority of the conversion effort to complete. The Branch will take additional steps toward conversion to Microsoft Office Suite during the FY 2000-01 biennium by converting all LSD office related macros, several dBase systems, and the LFD revenue estimation system, which is a complex set of Lotus macros. The conversion effort will be completed with the conversion of the LAWS system during the FY 2002-03 biennium. The Branch will probably take longer than most state agencies to convert entirely to Microsoft Office Suite. This is because of the substantial investment that the branch has in WordPerfect and Lotus macros. Since this is a strategic direction for the state, the Branch will take a strategic amount of time to make the conversion.

D. CAPITOL RENOVATION

• The Branch anticipates some lost productivity during the move out of the Capitol building to accommodate Capitol renovation. All of the Branch personal computers and file servers will need to be moved. Branch IT personnel may have to support staff in two locations (Capitol building and the remote site) as opposed to one location as before. If this scenario comes about, IT support costs will increase. The Branch continues to work with DOA on the move issues. The Branch hopes to have all of the issues and costs associated with the move identified and budgeted for (in DOA Capitol Renovation Budget) in order to alleviate lost productivity for Branch personnel.

By accomplishing these tasks, the Branch will make major headway in making IT processes more dependable and efficient. The Branch will also make important contributions to the legislative process by increasing public access to and participation in government.

IX. FY 2000-01 CENTRAL COMPUTER

BUDGET PROPOSAL