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[Project_Charter.docx](/uploads/50d77fea18d4eb6f87ae826cd8190f2c/Project_Charter.docx)
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<h2>Project Charter: PDC Specific Search</h2>
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<h3>Vision</h3>
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The origin of Washington's disclosure law can be traced to the efforts of concerned citizens who came together in 1970 believing that the public had the right to know about the financing of political activity in Washington. The law provides citizens with an in-depth look at who is financing a campaign or has hired legislative lobbyists. In addition, monitoring efforts of concerned citizens, special interest groups, media and the Public Disclosure Commission (PDC) assures compliance with the law.
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The PDC has a long history of making data freely available online. Making that information available in a machine readable, standardized format can further improve public access and accountability by enabling those same concerned citizens, special interest groups and the media to analyze, filter and republish data in new and innovative ways.
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<h3>Mission</h3>
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Since the PDC is an information agency, we want to provide the public with a robust and friendly method of garnering data. We want our data gateway to be powerful enough to allow informed decisions about the financing of politics in Washington State. We envision data storage on the Washington State Open Data Portal (https://data.wa.gov). This accomplishes two tasks: it allows for integrating data from diverse sources and diminishes traffic on our internal servers.
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We want the public, media, researchers, and casual users to discern the specifics about campaign financing by providing access to raw data, images of reports , and pre-built reports. The ability to create ad-hoc reports from an advanced search function and the ability to download data into dissimilar formats is a valuable strength.
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The interface will be available on the Public Disclosure Commission web site (https://www.pdc.wa.gov).
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<h3>Success Criteria</h3>
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• Deliverables are determined by the Project Team
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• The interface should allow searching by categories:
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o Campaign Finance
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o Independent Expenditures
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o Lobbying (Drupal)
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o Last Minute Contributions (LMC)
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o Statistical reports (i.e. election totals, fact book, lobbying statistics)
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o Public Agency Lobbying
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• An Advanced Search function
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• Replace reporting services reports with another reporting mechanism (i.e. Tableau)
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• A robust data update system (i.e. data retrieved from Open Data)
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• Data retrieval is dynamic (no xml files)
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• An interface to view images of reports
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• Stakeholders and the IT team drive the project
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• Data categories are complete and correct
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Team
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Project Owner: James Gutholm
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Responsible for representing the interests of the stakeholders, decision making, prioritization.
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Team Leader: Bruce Wendler
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Responsible for team facilitation, communication and representing the needs of the team to the product owner and executive sponsor.
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Stakeholders: List stakeholders
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Responsible for representing the end-user functional goals, helping the team understand how the product is used.
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Subject Matter Experts: Chip Beatty, Jennifer Hansen, and Kurt Young
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Provide expert knowledge regarding the business rules and customer needs.
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Technical Experts: Jim Coleman, Bill King, and Kyle Veldhuizen
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Responsible for development and implementation.
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Approach
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We want to pull the data for this project from the PDC’s existing data sets in the state’s open data portal.
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The development process will consist of 2 week sprints with back log grooming meetings on the first day of the sprint. At the end of each 2 week sprint a fully function piece of the project will be delivered to the stakeholders.
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Priorities
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Replace our current “Search the Database”
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Replace our current “View Reports”
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Replace our current Reporting Services reports
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Assumptions
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The data will be as clean as the data contained in the open data portal. We assume that there is a mechanism for querying open data.
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Constraints
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The project is constrained to an 8 sprint/16 week time period, fixed staff work time, and no additional funding for services or staff.
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What is the timeline?
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Risks
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• Staff turnover.
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• Lack of team participation.
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• Performance of systems outside of agency control (data.wa.gov).
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• Legacy reporting systems may have unknown complexities that slow data migration.
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• Agency emergencies that divert technical staff to other work.
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