Transforming government through e-democracy

© 2010 Propylon / Cutter Consortium / Kansas State Legislature
E-Government Case Study
Propylon, Kansas State Legislature & Cutter Consortium
Transforming Government
Through E-Democracy
“We the people” ...iPad enabled

© 2010 Propylon / Cutter Consortium / Kansas State Legislature 2
●
Contributor Profiles
●
What do we mean by eGovernment?
●
From Great Ideas to Real Action in Government
Bob Benson, Cutter Consortium
●
How We Once Made a Bill
Don Heiman, Kansas State Legislature
●
Strong Program Management
Don Heiman and Alan Weis, Kansas State Legislature
●
KLISS – Next Gen Legislative Enterprise Architecture
Sean McGrath, Propylon Inc.
●
Summation - How Will Government Transform?
Ken Orr, Cutter Consortium
Contents

About Cutter’s e-Government Practice
Cutter’s team of experts has considerable experience assisting
government and public sector organizations around the world with
their business-technology endeavors. The Consortium’s great
strength is that it can draw on its more than 150 best-in-class
consultants to assemble the ideal team to help clients tackle any
challenges they might face.

Mitchell Ummel is the Director of Cutter’s e-Government Practice, a Senior
Consultant with Cutter's Enterprise Architecture practice and President of
UmmelGroup International, Inc., a US-based business and technology management
consulting firm. Mr. Ummel is a visionary who is most well known for championing
practical application of innovative but lightweight IT process improvement
methodologies into today's culture within large organizations. In recent years, he has
enjoyed advising state governments and private-sector enterprises in their planning
and architecture for large, multimillion-dollar business and technology
transformations. Mr. Ummel's IT experience spans 25 years and includes service in
a variety of CIO, executive management, training, coaching, mentoring, and
consulting roles for government, telecommunications, electric/gas utilities, monitored
home security, health insurance, regulatory/licensure, law enforcement, justice, and a
variety of Internet-based product or services companies. Earlier in his career, he
served as a state of Kansas agency CIO. Mr. Ummel holds advanced degrees in
mathematics and computer science and can be reached at consulting@cutter.com.
His complete bio can be found at www.cutter.com/meet-our-experts/ummelm.html
Mitchell Ummel

Robert Benson is a Fellow with Cutter Consortium's Business-IT Strategies and
Government & Public Sector practices. He has assisted federal, state, and local
government and educational agencies since 1966 with specific expertise in strategic
and financial IT management, strategic IT planning, application portfolio management,
PMO management, effective IT application development, and IT governance in all
levels of government. His career includes extensive management and technical
responsibilities as well as teaching and research experience. For 40 years, Mr.
Benson taught computer science and information management at Washington
University in St. Louis (USA), where he also served as Associate Vice Chancellor for
Computing and Communications, Dean, CIO, and in various financial executive
positions. He has also taught information management at Tilburg University (the
Netherlands) for 20 years and is a member of its faculty. Mr. Benson is also a Principal
in The Beta Group. Mr. Benson is coauthor of several books and numerous articles and
monographs, including From Business Strategy to IT Action: Right Decisions for a
Better Bottom Line, Information Economics: Linking Information
Technology and Business Performance and Information Strategy and Economics:
Linking Information Systems Strategy to Business Performance. He has also written
more than 100 Cutter Consortium E-Mail Advisors on business technology strategy and
IT governance as well as additional Executive Reports, Updates, and Cutter journals.
Mr. Benson holds a bachelor of science degree in engineering science and a law
degree, both from Washington University. He can be reached at
consulting@cutter.com.
Robert Benson

Don Heiman is the Chief Information Technology Officer for the Kansas
Legislature. He also was the Chief Information Technology Officer for the
Executive Branch, Chief Information Technology Architect, and Director of the
Division of Information Systems and Communications. Prior to joining the
Executive Branch, Don was the Director of Performance Audits in the
Legislative Division of Post Audit. He has been with the State of Kansas 35
years. He holds Master degrees in pastoral studies, business, and public
administration from University of Kansas, and Loyola University New Orleans.
His undergraduate degree is in Business from Rockhurst University.
His authorships include training films, academic journals, and text books on
topics related to organizational behavior research, learning theory, and
information technologies. His professional certifications are in Government
financial management, IT financial administration, and project management.
Don Heiman

Alan Weis has over 30 years of experience in the information technology field. He
currently serves the Kansas Legislature as the Assistant Director for Applications and
Software and is the Project Manager for the Kansas Legislative Information Systems
and Services (KLISS) software application. Prior to the Kansas Legislature, Alan was
employed as the Director of Information Technology at KTEC, a State of Kansas
owned corporation providing economic development services to Kansas technology
companies. Alan has also held positions as Network Manager of
Telecommunications at St. Francis Hospital in Topeka, Kansas and as a Licensed
Electronic Technician at Santa Fe Railroad. Alan has served on many boards,
committees, and advisory groups dealing with Information Technology in the State of
Kansas. Alan holds a Bachelor of Science degree in Physics and Mathematics from
Washburn University of Topeka and also holds a technical degree in electronics
maintenance. Alan is certified by the State of Kansas in the Information Technology
Project Management.
Alan Weis

Sean McGrath is the CTO of Propylon. He has twenty five years of experience in
the IT industry, most of it in the legal and regulatory publishing space. He holds a
first class honors degree in Computer Science from Trinity College Dublin. He
served as an invited expert to the W3C special interest group that created the
XML standard. He is the author of three books on markup languages published in
the Dr Charles F. Goldfarb Series on Open Information Management, published
by Prentice Hall. Sean is based in Lawrence, Kansas where he lives with his wife
and three children.
Sean McGrath

Ken Orr is an internationally recognized expert on business process re-
engineering, technology transfer, software engineering, data warehousing, and
knowledge management. He is the founder and Principal Researcher of The Ken
Orr Institute, a business technology research organization. Previously, Ken was
the first Director of the Division of Information and Communications Systems, State
of Kansas. Ken was also an Affiliate Professor and Director of the Center for the
Innovative Application of Technology with the School of Technology and
Information Management at Washington University (St. Louis). Ken has a B.A.
from Wichita State University, has done graduate work in Philosophy at the
University of Chicago, and has more than 35 years of experience in research,
analysis, design, project management, technology planning, and management
consulting.
Ken Orr

First … What Do We Mean By eGovernment?
e-Government
(short for electronic government, also known as e-gov, digital
government, online government, or connected government)
is creating a comfortable, transparent, and cheap interaction
between government and citizens (G2C – government to citizens),
government and business enterprises (G2B –government to
business enterprises) and relationship between governments
(G2G – inter-agency relationship)
source: Wikipedia

The Many Dimensions of eGovernment
Gov 2.0
Gov 3.0
eDemocracy
Digital Democracy
G2C
G2B
G2G
Open Government
C2G

Understanding G2C, G2G, and G2B

Focus Areas – The Traditional View
● Government to Citizen (G2C)
increased government transparency, freedom of information
access anytime, anywhere, anyhow, etc.
● Citizen to Government (C2G)
e-Democracy, digital voting, constituent services,
legislative process, etc.
● Government to Government (G2G)
increased levels of interagency collaboration, information
sharing, intelligence and knowledge management, etc.
● Government to Business (G2B)
public/private partnerships, increased collaboration between
government and private sector, increased government support
for business development, etc.

TRANSITIONAL View of eDemocracy
● In the G2C/C2G area,
eDemocracy is receiving
highest focus.
● Includes government
accountability, accessibility,
and transparency features
● Includes new channels for
citizen to government and
government to citizen
interaction.
● Spans all three branches of
government … Legislative,
Executive, and Judicial
Through this coming decade we will
be moving full speed towards a
TRANSFORMATIONAL eDemocracy
architecture … more on this later.
Image copyright unknown

What Does Transformational e-Democracy
Mean To You?

From Great Ideas to
Real Action in Government
Bob Benson
Transforming Government Through e-Democracy

Background
● Federal Reserve System
● State of Kansas
● State of South Dakota
● State of Missouri
● SPF – Mexico Federal
Government
● St Louis Public Schools
● Sandia NationalLaboratory
● USA – FBI
● USA – ATF
● USA – Department of Justice
● USA –
Government Printing Office
● USA – USGS
● USA – Customs and Border
Protection

Process Portfolio
Management
& Program /
Project Prioritization
Strategic
I T
Planning
Process
Financial
Management &
Cost Containment
PMO & Project
Business- Value
Delivery
Processes
&
Service Level
Agreements
Governance &
Bridging the Process
Management Gap
Transformative
Government
Strategic
Business / Process
Planning
Place Strategic
Intentions,
Process
Portfolios,
and Services
at the Center of IT
& Government

The Challenges
Getting the Great Ideas
➔ Vision
➔ Innovation
➔ Collaboration
Getting Action to Occur
➔ Dealing with Governance
➔ Dealing with Change

A Process to Address The Challenges
Innovation
IT Capability
(Potential for new
business directions)
Business Units and
Processes
(Strategic Agenda
for use of IT)
Demand /
Supply
IT
(Strategy for the
Supply of IT)
Business Strategic
Plan (Demand)
Strategic Intentions
IMPACT
ALIGNMENT
Getting the Great Ideas
➔ Vision
➔ Innovation
➔ Collaboration
Getting Action to Occur
➔ Dealing with Governance
➔ Dealing with Change

The Value Chain in Transformative Government
Business Plan
(Annual)
IT Plan
(Annual)
Business
Strategic
Intentions
(Strategic Business
Plan)
Strategic IT Planning
Projects
Performance Measurement Metrics
Annual IT Planning
Action
and
Results
Strategic IT
Requirements
Strategic IT
Agenda
Strategic IT Plan
Enterprise Architecture
Project Plan
(Annual)
Projects Budget
Lights-On
Budget
The Business Enterprise Organization: Lines of Business, Departments
Effective Planning
Appropriate Resource Decisions
Workable Budgets, Projects, &
Operational Plans
Business
Strategies
IT
Actions
Bottom-
Line
Results
Performance Measurement, Metrics
١
١٢
٤٢ ١١
١٠
٨
٦
٩
٧
٥
٣
Assessed
Portfolios
(Alignment,
Service/Quality,
Technology)
2
1. Strategic Planning including Financing
2. The Multi-Year Program
3. Annual Planning
4. Budgeting
DEMAND
SUPPLY

General Process Step Primary Purpose
Provide IT
Strategic Input
into Business
Strategies and
Plans
Step One Identify business mission and key management team objectives.
Step Two Visioning and Innovation: awareness of IT potential for
contributing to new and existing business strategy
Identify
Business
Strategies and
Plans
Step Three Establish or Identify business strategic intentions at a company
level
Step Four Establish or Identify, for each key business organization,
strategic objectives and initiatives
Establish IT Role
in meeting
Business
Strategies and
Plans
Step Five Define the Strategic Agenda for the Use of IT; identify strategic
intentions for the use of IT in the company
Assess As Is Process and IT Service Portfolios
Step Six Define the Strategic Objectives and Initiatives for the use of IT in
each key business organization
Prepare IT
Strategies and
Plans
Step Seven Define the Strategic IT Plan for the IT organization; define the
strategic intentions, objectives, and initiatives for the delivery of
IT
The Original Planning Model

23
The Value Chain in Transformative Government
Business Plan
(Annual)
IT Plan
(Annual)
Business
Strategic
Intentions
(Strategic Business
Plan)
Strategic IT Planning
Projects
Performance Measurement Metrics
Annual IT Planning
Action
and
Results
Strategic IT
Requirements
Strategic IT
Agenda
Strategic IT Plan
Enterprise Architecture
Project Plan
(Annual)
Projects Budget
Lights-On
Budget
The Business Enterprise Organization: Lines of Business, Departments
Effective Planning
Appropriate Resource Decisions
Workable Budgets, Projects, &
Operational Plans
Business
Strategies
IT
Actions
Bottom-
Line
Results
Performance Measurement, Metrics
١
١٢
٤٢ ١١
١٠
٨
٦
٩
٧
٥
٣
Assessed
Portfolios
(Alignment,
Service/Quality,
Technology)
2
1. Strategic Planning including Financing
2. The Multi-Year Program
3. Annual Planning
4. Budgeting
DEMAND
SUPPLY
V
I
S
I
O
N
Process /
Service
Portfolios

The “Meta” Principles for Transformative E-Government
The Strategic Foundation
1. Compelling Transformative
Vision
2. Inclusive Vision
3. Connection to All Governance
4. Creative Financing
5. Non-Technical View for Key
Sponsors
6. Full IT Consolidation
The Implementation Foundation
1. Holistic and Complete
Business Process View
2. Strong As Is Case /
Assessment
3. Sound IT Planning and
Management
4. Sound Architecture /
Integration Vision
5. Holistic Project Management
6. Common View among
Stakeholders
7. Risk Mitigation Focus

The Strategic Foundation
1. Compelling Transformative
Vision
2. Inclusive Vision
3. Connection to All Governance
4. Creative Financing
5. Non-Technical View for Key
Sponsors
6. Full IT Consolidation
The Implementation Foundation
1. Holistic and Complete
Business Process View
2. Strong As Is Case /
Assessment
3. Sound IT Planning and
Management
4. Sound Architecture /
Integration Vision
5. Holistic Project Management
6. Common View among
Stakeholders
7. Risk Mitigation Focus
The “Meta” Principles for Transformative E-Government

The Result - Producing ….
With Leadership
With Vision
With Persistence
Great and Glorious Ideas
and Good Things Happen
Innovation
IT Capability
(Potential for new
business directions)
Business Units and
Processes
(Strategic Agenda
for use of IT)
Demand /
Supply
IT
(Strategy for the
Supply of IT)
Business Strategic
Plan (Demand)
Strategic Intentions
IMPACT
ALIGNMENT

How We Once Made a Bill
The Kansas State Legislature
Don Heiman
Transforming Government Through e-Democracy

STEP 1 – Idea is Captured
● Legislator visits with an attorney in the Revisor’s Office
● Research is performed by the attorney and draft is written
● The draft text is typed into a text database word processor
residing on a mainframe legacy platform
● The bill is printed and given to legislators who sponsor the bill
DAY 1 - 10:00

STEP 2 – Bill Amendment
● Bill is introduced and hearings are
conducted. Those for, against, and neutral
testify. Meeting minutes are taken
● When the bill passes from committee, it is
introduced for chamber consideration
● A Bill Amendment is typed in Word Perfect
by a chamber knowledge worker
DAY 1 - 12:00

STEP 3 – Print, Cut & Paste
● Part time clerical staff print the
Word Perfect documents
● The clerks physically cut out the
amendment text using scissors. The strips
are arranged in the order of how the
amendments will appear in the bill.
● They are glued to the bill and their insertion
point is drawn with different colored pens
as new text. Deleted text is marked
through. This document is referred to as
a “Flagged Bill”
DAY 1 - 14:00

STEP 4 – Proofing
● Proof readers review notes from the
chamber session and confirm the bill
has been flagged properly
● Errors are corrected
● Logging occurs
DAY 1 - 15:00

STEP 5 – Interoffice transmission
● The proofed bill is put into a
transmittal envelope
DAY 1 - 16:00

STEP 6 – Transportation to the State Printing Office
● The proofed bill is transported to the State Printer
DAY 1 - 17:00

STEP 7 – Bill Typesetting
● During the evening, all proofed bills
are input into a legacy typesetting
system
● The typesetting staff opens the
mainframe and Word Perfect
versions of the bill
● Comparing the printed flagged bill,
the workers electronically cut and
paste changes into the legacy
typesetting system
DAY 1 - 22:00

STEP 8 – Proofing
● Proofers confirm the galley text
output from the legacy typesetting
system agrees with the flagged bill
DAY 2 - 02:00

STEP 9 – Page Layout
● The galley text is paginated
with tape on a layoff table to
produce a composed page in
the correct pagination
sequence.
● In some instances, the
typesetting output is sent
directly to “plate” used in the
printing process
DAY 2 - 03:00

STEP 10 – Print
● The typeset and composed bill is printed
DAY 2 - 04:00

STEP 11 – Folding & Hole Punched
● The printed bills are folding with a folding
machine and 3 hole punched
DAY 2 - 05:00

STEP 12 – Binding & Stapling
● The printed bills are bound and stapled
DAY 2 - 06:00

STEP 13 – Packaged
● The printed bills are packaged
for shipment back to the State
House
DAY 2 - 06:30

STEP 14 – Shipped
● The printed bills are shipped back to
the State House and collated /
distributed in the document room
DAY 2 - 07:00

STEP 15 – Bill Jackets
● Staff assemble the bills into jackets and
they are placed in the member's “in box”
DAY 2 - 08:30

STEP 16 – Member Distribution
● Staff “cart” bills for the session day to the
floors of the House and Senate. They are
placed in “Bill Books” and the old bills are
thrown away
DAY 2 - 00:00

STEP 17 – Member Deliberation
● Members appear on the floor and begin
deliberations on the new bills following
the calendar of the day
DAY 2 - 10:0

Don Heiman and Alan Weis
Strong Program Management

47
1948 1958 1968 1978 1988 1998 2008 2018 2028
Manual
Typewriter
Electric
Typewriter
Memory
Typewriter
Word
Processors
PCs
Word
Processing
LANS
WANS
Internet
Email
Groupware
Handhelds
Laptops
Wireless
Mobile
Voice to Text
Wearables
Simulated Virtual Reality
Virtual
YouTechnology Adoption Curve
Transformational
Technology is the stuff
you didn’t grow up with.
Ken Orr
Complexity

What is KLISS?
● KLISS stands for Kansas
Legislative Information Systems
and Services
● KLISS was approved by the
Kansas Legislative Coordinating
Council in October 2004
● The Council is the Legislative
Leadership of the House and
Senate
● KLISS implements unique vision
of Kansas eDemocracy

e-Government Vision
Anything, including law
making, you do in the
presence of government you
can do electronically without
regards to walls or clocks,
provided it is easy to use and
it is free to citizens
- KLISS Strategic Plan 2004
Includes archiving and
authenticating electronic
records produced from the
KLISS time machine
Anything
you
do
presence
Walls
Clocks
Easy to use
Free
integrated
scales / reliable
participative
real-time / fast
transparent
auditable /
accurate
timeless
self documenting
No wrong door
point & click
open standards
KLISS e-Democracy Vision
E-democracy Vision

What does KLISS produce?
● KLISS produces permanent and enduring
records related to law making
● KLISS has an OAIS compliant archive for
preserving permanent and enduring records
in the original electronic form
● KLISS authenticates electronic law making
records in the time machine built into KLISS
for creating these records

Why does KLISS use a time machine?
● For the purposes of determining legislative intent
● KLISS authenticates and preserves law making
records in the full context of their creation
● The preservation is forever and it’s record
authentication is done under statutory authority,
KSA ???
● The time machine produces an evolutionary
record of the forces of how a bill becomes law
● This record can be used to interpret law

How does a user experience KLISS?
● KLISS is built in XML and uses the principle of
“no wrong door”
● KLISS integrates 21 subsystems across 3
service modules
● The modules include Law Making, Chamber
Automation, and Decision Support
● From within any service module, a subsystem
can be accessed by simply pointing and
clicking. For example…

● If a statute is referenced in the bill, the user clicks on
the statute reference and obtains the statute while
looking at the bill
● While looking at the statute, a user can click a button
on the KLISS dashboard and view the fiscal note for
the bill.
● The bill history resides on a bill page. A user can click
on the bill page and view all hearing agendas related
to the bill. The user can then click on an agenda topic
and view the presentation materials, audio and video
of the presenter, and see the video closed captioning.

12 KLISS e-Democracy Features
● Statehouse is Virtual to State
● Allows for Full Integration
● Allows for Full Participation
● No Wrong Door Design (Easy and Intuitive)
● No stovepipes; no mainframe; open standards
- Open data easily shared
● Paperless (Print on Demand)

12 KLISS e-Democracy Features
● Very low cost – built on Open Source and Open Standards
● Minimize Reliance on State Printer
● IT Infrastructure and Application Follows Technology Trends
● Respectful of Capitol Restoration Vision
- (Historic appropriate modern office building)
● IT Application and Infrastructure Easy to Maintain
● Satisfies national standards for authenticating and preserving
electronic records of permanent and enduring value for the
making of law.

● Users can have a similar experience viewing Journals
and Calendars
● Users can see supplemental notes to bills, bill explainers,
formal messages between the House and Senate, vote
records, and related information sources from any
subsystem service module.
● Anytime any component changes, KLISS produces an
active folder and all subsystems and services the exist at
the moment of any change are placed in this new folder.
In this way the bill is versioned and a complete audit trail
exists as a permanent and enduring record.

● The user simply points and clicks, no training required.
● The user can annotate any view of the bill and store
the annotation in a personal folder.
● The user has at his or her fingertips the complete
history of the bill for every version of the bill as the bill
moves through the process of becoming law.

KLISS Systems and Infrastructure

KLISS Application Modules
Integrated – No Wrong Door – Open Standards
Law Making:
● Bill Drafting
● Bill Amendment
● Resolution Drafting
● Engrossing
● Statute Publication
Chamber Automation:
• Bill Status
• Journals
• Calendars
• Enrolling
• Messages
Decision Support:
• Committee Agenda,
Minutes, & Testimony
• Conference Committee
• Supplemental Notes
• Appropriations
• Omnibus
• Claims
• Capital Improvements
• Bill Explainer
• Fiscal Reporting
• Appointments
• Interim Report

Kansas Legislature IT Strategic plan
● In September of 2003 the Legislative Coordinating Council called
for information services strategic plan.
● The legislative CITO, Don Heiman, working with all the division in
the legislature produced the plan.
● The plan used Bob Benson and Tom Bugnitz new information
economics methodology
● The plan identified 10 application development initiatives and 20
plus IT infrastructure projects to support the application initiatives.
● The final implementation plan occurs January 10, 2011 as
Kansas begins it’s 150th legislative session.

State of Kansas Project Management
● Controlled under Information Technology Executive Council
(ITEC) policies
➔ Project plans are submitted to and approved by the branch Chief
Information Technology Officer (CITO)
➔ Each project plan consist of the project description, fiscal year budgeting,
80 hour increment work breakdown schedule, work product identification,
and a risk assessment. Also includes cost benefit, architectural, intellectual
property, privacy, security, web accessibility, and electronic record retention
statements.
➔ A copy of the each plan is submitted to the Joint Committee on Information
Technology (JCIT) and filed with the Kansas Information Technology
Office (KITO)

State of Kansas Project Management
● Project Status Report
➔ Quarterly project status reports are required to
be submitted to the branch CITO
➔ Copies of the status reports are submitted to
JCIT and KITO
➔ Agency Project Managers at times are required
to testify to JCIT on projects.
➔ Project Close-Out - Post Implementation
Evaluation Reports (PIER)

KLISS Software Application Project
➔ System Requirements
➔ Fit Analysis
➔ Detailed Design Specification
➔ Software Build
➔ Implementation
Project Phases

➔ 7/1/2005 to 7/8/2006 - 12 Months
➔ 890+ Requirements
➔ 1,800 pages of documentation
➔ Bidding Process –
● 7 vendors with experience in the state legislature market
space and with existing products were invited to compete
in a bidding process and product demonstration.
● 2 vendors accepted and participated.
● Propylon, Inc. was selected as the winning bidder.
System Requirements

➔ 5/15/2007 to 11/24/2008 - 18 Months
➔ 9/1/2006 to 2/28/2007 - 6 Months
➔ Vendor: Propylon, Inc
➔ Percentage of Propylon’s current product that
meets our requirements with no modification
● Law Making – 67%
● Chamber Automation – 47%
● Decision Support – 44%
● General & Technical – 53%
Fit Analysis

➔ 5/15/2007 to 11/24/2008 - 18 Months
➔ Vendor: Propylon, Inc
➔ 5200 pages of documentation
➔ Law Making – Completed November 2007
➔ Chamber Automation – Completed April 2008
➔ Decision Support – Completed September 2008
➔ Technical Architecture – Completed October 2008
➔ Project was completed on time and on budget
● November 24, 2008
Detailed Design Specification

KLISS Project Build
➔ Thick client graphic user interface
➔ Subsystem for compiling, assembling, and testing.
➔ Template management
➔ Extensible metadata framework
➔ XML processing engine
➔ Asset aggregation framework
➔ Interzone communication framework for
administration and security
Core system build consisted of 12 subsystems

KLISS Project Build
➔ CASE tools for managing folders and naming conventions
➔ Extensible word processor scripting framework
➔ Active MQ and messaging bus for event notification
➔ Assent versioning repository
➔ Time machine
➔ All 12 modules share the same Core system services
Core system build consisted of 12 subsystems

KLISS Project Build
➔ CASE tools for managing folders and naming conventions
➔ Law Making service modules (5)
➔ Chamber service modules (5)
➔ Decision Support service modules (11)
➔ Internal Legislative Interface
➔ External Legislative Interface
Base system consists of 21 service modules

Strategic Plan – LCC Approval
KLISS Time line
Oct 2004
July 2005 July 2006
Fit Analysis
6 Months
Sept 2006 Feb 2007
System Bid – Awarded to Propylon, Inc.
Dec 2005
May 2007 Nov 2008
Software Build
Phase 1 – 30 Months
Jan 2009 July 2011
Software Build
Phase 2 – 12 Months
May 2011 April 2012
System Requirements
12 Months
Detailed Design
18 Months
Law Making, Bill Status, Chamber Automation
& Decision Support Phase 1 Implementation
Jan 2011
Decision Support Phase 2 Implementation
Jan 2012

KLISS “Go Live”
● IT Implementation Staffing Plan
● User Training and Certification Program
● Kansas staff paring with Propylon
● Implement Public Facing External Legislative Interface
● Create a “War Room” – Support Structure
● Change and Release Management using COBIT standards
● ADA Compliant

KLISS “Go Live”
● Implement a Security Council
● Implement Emergency Change Control Board
● Implement a performance success score card for the 2011
legislative session
● Implement a budget tracking system
● File a close out project management report
● Post Implementation Evaluation Report – PIER
● Final cost benefit / Lessons Learned

KLISS Post Implementation
● Submit fiscal year 2013 budget
● Prepare 5 year strategic plan
➔ GEO code bills
➔ Redistricting system
➔ Constituent services system
➔ Build new vote management system for the House and Senate
Chambers
➔ Decision Support Back Office Systems
- Appropriations
- Claims against the State

Sean McGrath CTO
KLISS
Next Gen. Legislative Enterprise Architecture

KLISS Law Making

KLISS Chamber Interface

KLISS Legislative Interface

High Level Architecture

●
Key points and take-aways from this presentation.
●
Given what we’ve witnessed, in what ways will
governments be transformed near term?
●
Assume you could time-travel to the year 2020
today. What do you see in regards to e-Democracy
and C2G interaction 10 years from now?
●
Other observations?
Summation with Ken Orr

Transforming government through e-democracy

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