1. Agency IT Strategic Plan 2014
Montana
Department of
Administration
“The Backbone of State
Government”
Sheila Hogan,
Director

2. Your IT “Department”
The State Information Technology Services Division (SITSD)
SITSD provides many of the core IT services to our Department, including network
connectivity, computer support, email, telecom support and other “basic” IT services.
SITSD also hosts the technology infrastructure of some of our major systems, such as
SABHRS and the Department’s website. In addition, SITSD provides enterprise IT
services to the rest of the State. The DOA spends approximately $2.2M per year to SITSD
for services they provide or for pass-through costs managed by SITSD.
Michael Sweeney, DOA IT Manager
Provides the overall leadership, guidance and coordination of all IT
activities across the DOA. Michael conducts the DOA’s technology
planning and budgeting, brokers and manages services from vendors
and SITSD and ensures Divisions successfully deploy and use
technology that support the DOA’s mission to serve, satisfy and support
our customers.
Linda Glatz, Senior Systems Analyst
Conducts business process and systems analysis and performs IT project
management. Linda applies a broad IT knowledge across a diverse array
of business units and helps develop and implement solutions by
performing complex analysis of systems and processes and functions as
the project manager or project coordinator on projects.

3. Why an IT Strategic Plan?
Services
and
Customers
Business
Operations
Foundation and
Infrastructure
Governance and
Guidance
• Governance and Guidance supports the
strategic planning, budgeting and alignment
with the Department’s mission and the
Governor’s and State CIO’s objectives
• Foundation and Infrastructure supports a
stable, consistent technology to efficiently
and effectively support current operations
and enable future capabilities
• Business Operations are the day to day
operations of your Divisions
• Services and Customers is what we’re all
about, whether they are other agencies,
citizens or businesses, our department
exists to serve them

4. Deliver Services
Align with the Department’s
Vision, Mission and Goals
Manage Information
Establish Standards and
Best Practices

5. Department Mission,
Vision and Goals
Vision
To be the role model for state government agencies in delivering excellent customer service
Mission
To serve, satisfy and support our customers
Goals
1. Advance the department's mission, vision, and values by providing excellent, timely, and
cost-effective customer service.
2. Create and maintain a highly qualified, professional, diverse, and responsive workforce that
accurately reflects the labor force in Montana and supports the department's mission, vision,
and values.
3. Promote a safe and healthy work environment for employees to experience job satisfaction
in their achievements and contributions to the agency's mission and vision.

6. DOA Information
Technology Goals
GOAL 1: DELIVER SERVICES - Assist divisions in providing
services that meet our customer’s needs and support their
Vision, Mission and Goals.
GOAL 2: MANAGE INFORMATION - Develop comprehensive
information and data management strategies and associated
supporting programs.
GOAL 3: ESTABLISH STANDARDS AND BEST PRACTICES -
Establish an IT services foundation based on standards, best
practices, and fiscal sustainability.

7. Assist divisions in providing services that meet
our customer’s needs and support their vision,
mission and goals.
Goal

8. Deliver Services
• Improving access to information will help our
customers to more easily find information they
need, efficiently contribute information they are
responsible for and enable transparency in
State of Montana information and operations.
Objective 1-1: Enhance and improve access to information

9. Deliver Services
• Good customer service is the cornerstone of the
Department’s mission. Poor customer service,
whether real or perceived, inhibits our ability to meet
our mission.
• The ability to identify and quantify processes and
services and their effects on customer service will be
a key to this objective and help business process
owners to make decisions that support superior
customer service.
Objective 1-2: Enhance and improve customer service

10. Deliver Services
Objective 1-3: Streamline services and create a DOA services identity and culture
• Many divisions in the DOA provide complimentary or
overlapping services but are “siloed” in the way they
are delivered and inadvertently create disconnects
and redundancies, resulting in barriers to accessing
information and good customer service.
• Success of this objective will help us better identify
key areas for IT investments and resource allocation
when it comes to deciding on which services and
systems to invest and improve.

11. Develop comprehensive information and data management
strategies and associated supporting programs.
Goal

12. Manage Information
Consolidate the
number of disparate
business systems
Objective 2-1: Establish an Information Risk Management Program.
• The DOA has an obligation to protect sensitive
and protected information that it manages or is
the custodian of.
• An Information Risk Management Program will
help the DOA to better evaluate information
risks and prioritize efforts and resources to
mitigate those risks.

13. Manage Information
Consolidate the
number of disparate
business systems
Objective 2-2: Establish a data management strategy
• The DOA is the primary custodian of the State’s
enterprise administrative data and information.
Currently, data ownership is ad hoc, informal
and undefined and has resulted in barriers to
creating efficient and effective processes and
services.
• This objective effort will establish a formal data
management strategy to identify ownership and
responsibility of information and data managed
or maintained by the DOA.

14. Manage Information
Consolidate the
number of disparate
business systems
Objective 2-3: Establish a records management program that aligns with Statewide
strategies and efforts.
• Records management is a statewide challenge therefore,
establishing a formal Records Management program in the
DOA that is aligned with statewide strategies and efforts will
help ensure our efforts are coordinated and gain from the
cooperation and collaboration with statewide efforts.
• Establishing and running a formal records management
program will benefit the DOA by ensuring compliance with
records management statutes. In addition, the DOA will gain
the business benefits of sound records management practices,
such as being able to better control the creation and growth of
records, minimizing litigation risks and safeguarding vital
information.

15. Establish an IT services foundation based on standards,
best practices, and fiscal sustainability.
Goal

16. Establish Standards and
Follow Best Practices
Conduct community
outreach campaign
Strategy Areas of Focus
Objective 3-1: Develop procedures and policies that create structure and
accountability for both users and providers of IT services.
• Currently, many services and technologies do not
have well defined processes or procedures
regarding how they are provisioned or used.
This leads to inefficiencies and wasted
resources.
• Defined processes and procedures will help
services to be deployed more efficiently and
ensure that employees are aware of their
responsibilities and accountable for their actions.

17. Establish Standards and
Follow Best Practices
Conduct community
outreach campaign
Strategy Areas of Focus
Objective 3-2: Build an effective DOA IT team that can deliver services and
provide expertise and guidance to all DOA Divisions.
• DOA IT currently has a limited staff that cannot provide
needed IT services to the department. A dedicated DOA IT
team will focus on understanding DOA lines of business
and deliver high-value services such as project
management, business process analysis and technology
consulting.
• The benefits of business analysis and project management
activities have been well documented. A team that
provides these types of services across the department will
build institutional knowledge and better position the
department to identify and act on opportunities and work
towards the other goals and objectives identified in this
plan.

18. Establish Standards and
Follow Best Practices
Conduct community
outreach campaign
Strategy Areas of Focus
Objective 3-3: Ensure scarce DOA IT resources are spent on activities and
services that provide the most value to the DOA and State of Montana as a
whole.
• The DOA is better served when its IT resources are
invested in high-value activities such as business process
analysis, project management, process automation and
other activities that are geared towards improving DOA
businesses functions. Activities that support technical
infrastructure or are common across multiple agencies are
likely better provided at an enterprise level by SITSD or
other entities.
• DOA IT should act as a “service broker” for technical and
infrastructure support

19. Now thru April – Identify specific IT projects and objectives in
each Division for inclusion in the Department’s “formal”
strategic IT plan, to be submitted to the State CIO.
Now thru August – Finalize your FY16/17 IT budgets and
identify key HB10/EPP projects for inclusion in the EPP
process.
Next Steps…