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Home My WebLink AboutRESPONSE - RFP - 7454 INFORMATION TECHNOLOGY INFRASTRUCTURE ASSESSMENTCity of Fort Collins, Colorado Information Technology Infrastructure Assessment Proposal (RFP No. 7454) January 3, 2013 Prepared by: Gary Elert, President Wendy Chretien, PMP Elert & Associates (651) 430-2772 www.elert.com City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 2 Table of Contents Page SECTION 1: EXECUTIVE SUMMARY ................................................................................... 3 SECTION 2: CORPORATE BACKGROUND AND EXPERIENCE .................................... 5 SECTION 3: FINANCIAL STATEMENT .............................................................................. 18 SECTION 4: PROJECT STAFFING AND ORGANIZATION ............................................ 19 SECTION 5: TECHNICAL APPROACH ............................................................................... 28 SECTION 6: COST PROPOSAL.............................................................................................. 37 SECTION 7: APPENDIX – SAMPLE REPORT .................................................................... 38 City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 3 SECTION 1: Executive Summary January 3, 2013 Purchasing Division City of Fort Collins 215 North Mason St., 2nd Floor Fort Collins, CO 80524 purchasing@fcgov.com Dear Purchasing: Elert & Associates is pleased to respond to the City of Fort Collins’ Request For Proposal for Information Technology Infrastructure Assessment (RFP 7454). We believe you will find we are the best fit for your project. Our team is both highly qualified and prepared to meet your requirements. E&A understands the City seeks to engage an independent, expert unfiltered, honest evaluation of its IT Infrastructure programs, platforms, expenses, human resources, organizational structure, and strategic objectives in the context of City customer service expectations, meaningful shifts in technology, and best-in-class IT shops of equivalent size and business support requirements. The evaluation will provide an assessment of the IT environment in terms of service demands and the capabilities and capacity to meet current demands. A complete SWOT analysis will be conducted including gaps, challenges, and risks. The second key element of the evaluation will develop the “future state” environment. The next generation of customer service demands and IT resource requirements will incorporate industry trends of substance. The “future state” will set a baseline for identifying required changes in platforms, programs, and resources. Each alternative will be presented in terms of risks and impacts guiding solid capital investing decision. Established was established in 1984 as an independent technology consulting firm. We have provided independent, unbiased analysis to hundreds of local government entities across the nation. The project is to include an evaluation of the current technology infrastructure environment including system architectures, cyber-security workload, customer expectations, organizational structure, staff, technology resources, performance issues, outsourcing, and platform investments. City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 4 Purchasing Division January 3, 2013 Page -2- Elert & Associates anticipates utilizing SWOT and gap analyses in completion of the project. The report is to include both short-term (where can I get obtain quick successes?) along with a long-term strategic plan addressing the description of the future state and steps required to move the City from the current environment to its desired goals. Our SWOT analysis will include meetings with both external and internal personnel with the gap analysis identifying the deltas between current and future states. Included will be a prioritized set of recommendations (both tactical and strategic) to close the gaps along with a risk analysis associated with the recommended solutions. Elert & Associates acknowledges receipt of Addendum No. 1. Upon selection to proceed to an oral interview session, Elert & Associates is available to participate onsite in Fort Collins the week of January 28, 2013. We look forward to hearing from you. If you have any questions or if we can be of assistance in any way, feel free to give us a call at (651) 705-1222. Sincerely, Gary Elert, President Elert & Associates Enclosure minneapolis/s t . paul austin c h i c ago dallas g r eenville milwaukee new haven orlando City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 5 SECTION 2: Corporate Background and Experience Elert & Associates (E&A) was established in March of 1984. Since that time, the firm has served hundreds of clients throughout the United States. Our staff currently includes over 40 consultants and other professionals, operating out of several offices. Our primary client base consists of local government clients across the United States. Please refer to our Map of Offices & Project Locations and our Complete Governmental Client List in this section. The purpose of the firm is to provide strategic and tactical information technology planning. We routinely review IT operations, governance, staffing, as well as providing technology systems review and planning. Elert & Associates is vendor and manufacturer neutral. We efficiently and fairly evaluate all types of technology equipment and services to identify and implement the best solutions for our clients. E&A’s highly qualified staff includes trained professionals in multiple areas, whose credentials include Certified Project Manager Professionals (PMPs), Registered Communications Distribution Designer (RCDD) certification through the BICSI Institute, Telecommunications Professionals, Certified Technology Specialist Design (CTS-D) certification from the ICIA, Certified Information System Security Professional (CISSP), Certified Information Security Manager (CISM), Security System Certified Practioner (SSCP), Certifications in Risk and Information System Controls (CRISC), as well as many other industry recognized certifications as well as many other industry recognized certifications (see Page 8 for detailed list). In short, Elert & Associates offers its clients an experienced staff knowledgeable in communications and IT governance, operations, and technology integration coupled with the flexibility and independence of a professional consulting firm. City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 6 Areas of Expertise Land Mobile Radio & Mobile Data Systems Security Cabling/Wireless Training Security Video/Voice Technology Master Planning IT Consolidations/ Data Centers Networking Staff Assessment Elert & Associates Technology Consultants Map of Offices & Project Locations Elert & Associates Offices & Project Locations Salem Moscow City of Industry Los Angeles Fort Smith Shreveport Vicksburg Florence Atlanta Columbus Michigan City Dunmore Hornersville Memphis Bessemer Vancouver Coushatta Marksville Biloxi Kingston Pittsburgh Battle Creek Westland Grand Rapids Gibbsboro Upper St. Clair Colville Scarsdale Coeur d’ Alene Reynoldsburg Burlington Casper Stillwater Des Moines Dallas Houston Austin Denver City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 7 Organizational Chart Elert & Associates Organization Chart Minneapolis/St. Paul Austin Chicago Dallas Greenville Milwaukee New Haven Orlando -Established 1984- www.elert.com -Felix Fayngersh, EE -Tony Mangum, RCDD, CTS-D -Jeff Coombs, RCDD -Michael DeVault, RCDD, CTS -Nathan King, N+ -Michael Rozin -Alan Wulff, RCDD -Dale Tipton -Larry Golubski, RCDD -Edwin Ward, CPP -Steve Hall -Parker Dingler, CTS -Barry Roznik -Brandon Frazier -Scott Moman -Tom Fuxa -Andy Dew -Pat Daniels Tom Pavek, ENP SENIOR VICE PRESIDENT Public Safety/Telecommunications Ricki Fisher, AIA VICE PRESIDENT Construction Services -Stefanie Nett -Danielle Strom Dave Kaun CHIEF TECHNOLOGY OFFICER Infrastructure/SystemsSecurity Network -Wendy Chretien, PMP -Pete Gray -Bob Niebuhr, CBCP -Patricia Miller -Cameron LeCocq -Ryan Asmus AV/Multimedia -Dan Gable -Jiggs Lee, CTS -Ron Puncsak -Kaarin Taylor, CTS-D, LEED GA -Joshua Peterson, CTS -Jason Anderson Gary Elert, PSP PRESIDENT ACCOUNTING Mark Quade ADMINISTRATIVE SUPPORT Sandi Parr SALES Ed Hazelwood Ron Bundy City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 8 Certifications & Professional Affiliations  AIA American Institute of Architects  AICP American Institute of Certified Planners  APCO Association of Public-Safety Communications Officials  BICSI Building Industry Construction Services International  CBCP Certified Business Continuity Planner  CDT Construction Documents Technologist  CEFPI Council of Educational Facility Planners International Membership  CHS-III Certified Homeland Security Professional  CISM Certified Information Security Manager  CISSP Certified Information System Security Professional  CPTED Crime Prevention Through Environmental Design Certification  CRISC Certified in Risk and Information System Controls  CTS Certified Technology Specialist  CTS-D Certified Technology Specialist – Design  EE Electrical Engineer  FCC General Class Radiotelephone License  ICIA International Communications Industries Association, Inc.  IEEE Institute of Electrical & Electronic Engineers  LEED AP Leadership in Energy and Environmental Design, Accredited Professional  M.S. Charter Microsoft Consultant Program Member (Cisco, NEC, Mitel, Siemens, i3, Member AT&T and Qwest)  MTA Minnesota Telecommunications Association  NCARB National Council of Architectural Registration Boards  911 ENP Emergency Number Professional  PE Professional Engineer (selected states)  PMP Project Management Professional  RCDD Registered Communications Distribution Designer (Certified in all major structured cabling systems)  RCDD OSP Outside Plant Specialist  SCTE Society of Cable Telecommunications Engineers Membership  STC Society of Telecommunications Consultants Membership  USGBC U.S. Green Building Council Membership City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 9 Elert & Associates employs 40 staff members, has served hundreds of clients throughout the United States, and operates out of multiple offices. Please see our complete governmental client list on the following pages to view Elert & Associates’ client base. STILLWATER OFFICE (Headquarters) Gary Elert 140 Third Street South Stillwater, MN 55082 651-430-2772 (Phone) 651-430-2661 (Fax) 651-226-4501 (Mobile) AUSTIN OFFICE Ricki Fisher 8500 North Mopac, Suite 813 Austin, TX 78759 512-451-5445 (Phone) 512-451-8777 (Fax) 512-507-7409 (Mobile) CHICAGO OFFICE Ed Hazelwood 129 North Stewart Avenue Libertyville, IL 60048 847-984-2802 (Phone) DALLAS OFFICE Dan Gable 3828 Belton Dallas, TX 75287 972-390-7000 (Phone) 972-727-1234 972-727-1491 (Fax) GREENVILLE OFFICE Tony Mangum 2 Manorwood Ct. Simpsonville, SC 29681 864-593-4169 (Mobile) MILWAUKEE OFFICE Barry Roznik 2122 S. 86th Street West Allis, WI 53227 414-257-3310 (Phone) 414-312-3836 (Mobile) NEW HAVEN OFFICE Alan Wulff 7 Abigail Street Milford, CT 06460 203-877-8068 (Phone) 203-980-7326 (Mobile) ORLANDO OFFICE Peter Behnke 1530 Lavilla Street Deltona, FL 32725 386-837-1366 (Mobile) City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 10 Complete Governmental Client List AITKIN COUNTY, Aitkin, Minnesota ALLAMAKEE COUNTY, Waukon, Iowa ASHLAND COUNTY, Ashland, Wisconsin AUDUBON COUNTY, Audubon, Iowa AUSTIN PUBLIC UTILITIES, Austin, Minnesota BARRON COUNTY, Barron, Wisconsin BAYFIELD COUNTY, Washburn, Wisconsin BEADLE COUNTY, Huron, South Dakota BELTRAMI COUNTY, Bemidji, Minnesota BENTON COUNTY, Vinton, Iowa BLACKHAWK COUNTY, Waterloo, Iowa BLUE EARTH COUNTY, Mankato, Minnesota BOONE COUNTY, Belvidere, Illinois BREMER COUNTY, Waverly, Iowa BREVARD COUNTY, Viera, Florida BROWN COUNTY, New Ulm, Minnesota BUFFALO COUNTY, Alma, Wisconsin BUREAU OF CRIMINAL APPREHENSION, St. Paul, Minnesota BURNETT COUNTY, Siren, Wisconsin BUTLER COUNTY, Allison, Iowa CALHOUN COUNTY, Marshall, Michigan CAMPBELL COUNTY, Rustburg, Virginia CARROLL COUNTY, Carroll, Iowa CARVER COUNTY, Chaska, Minnesota CASS COUNTY, Fargo, North Dakota CASS COUNTY, Virginia, Illinois CEDAR COUNTY, Tipton, Iowa CHEROKEE COUNTY, Cherokee, Iowa City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 11 CITY OF GAINESVILLE, Gainesville, Georgia CITY OF GARLAND, Garland, Texas CITY OF GERMANTOWN, Germantown, Tennessee CITY OF GOODYEAR, Goodyear, Arizona CITY OF GRAND FORKS, Grand Forks, North Dakota CITY OF GROSSE POINT FARMS, Grosse Point Farms, Michigan CITY OF HAM LAKE, Ham Lake, Minnesota CITY OF HASTINGS, Hastings, Minnesota CITY OF HERMANTOWN, Hermantown, Minnesota CITY OF HURST, Hurst, Texas CITY OF INVER GROVE HEIGHTS, Inver Grove Heights, Minnesota CITY OF IOWA CITY, Iowa City, Iowa CITY OF JANESVILLE, Janesville, Wisconsin CITY OF KANSAS CITY, Kansas City, Missouri CITY OF MADISON, Madison, Wisconsin CITY OF MANKATO, Mankato, Minnesota CITY OF MAPLE GROVE, Maple Grove, Minnesota CITY OF MAPLEWOOD, Maplewood, Minnesota CITY OF MCHENRY, McHenry, Illinois CITY OF MINNETONKA, Minnetonka, Minnesota CITY OF MINOT, Minot, North Dakota CITY OF NEW HOPE, New Hope, Minnesota CITY OF NIXA, Nixa, Missouri CITY OF OAK GROVE, Cedar, Minnesota CITY OF OCONOMOWOC, Oconomowoc, Wisconsin CITY OF OLIVETTE, Olivette, Missouri CITY OF ORONO, Orono, Minnesota CITY OF OTTUMWA, City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 12 COLUMBIA COUNTY, Portage, Wisconsin CONVENTION AND VISITORS BUREAU OF GREATER KANSAS CITY, Kansas City, Missouri COOK MEMORIAL PUBLIC LIBRARY DISTRICT, Libertyville, Illinois CRAWFORD COUNTY, Prairie Du Chien, Wisconsin CROW WING COUNTY, Brainerd, Minnesota CUMBERLAND COUNTY, Carlisle, Pennsylvania DAKOTA COUNTY, Hastings, Minnesota DAKOTA COUNTY HRA, Rosemount, Minnesota DANE COUNTY, Madison, Wisconsin DANE COUNTY REGIONAL AIRPORT, Madison, Wisconsin DANE COUNTY SOCIAL SERVICES, Madison, Wisconsin DAVIS COUNTY, Bloomfield, Iowa DECATUR COUNTY, Leon, Iowa DELAWARE COUNTY, Manchester, Iowa DES MOINES COUNTY, Burlington, Iowa DODGE COUNTY, Juneau, Wisconsin DODGE COUNTY, Mantorville, Minnesota DOOR COUNTY, Sturgeon Bay, Minnesota DOUGLAS COUNTY, Alexandria, Minnesota DOUGLAS COUNTY, Douglasville, Georgia DUBUQUE COUNTY, Dubuque, Iowa DUNKLIN COUNTY, Kennett, Missouri DUNN COUNTY, Menomonie, Wisconsin EASTSIDE SUBURBAN EMERGENCY COMMUNICATIONS CENTER, Reynoldsburg, Ohio EAU CLAIRE COUNTY, Eau Claire, Wisconsin FAYETTE COUNTY, City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 13 LACROSSE COUNTY, La Crosse, Wisconsin LAFAYETTE COUNTY, Darlington, Wisconsin LAKE COUNTY, Baldwin, Michigan LANGLADE COUNTY, Antigo, Wisconsin LEE COUNTY, Dixon, Illinois LEE COUNTY, Fort Madison, Iowa LESUEUR COUNTY, Le Center, Minnesota LINCOLN COUNTY, Merrill, Wisconsin LINN COUNTY, Cedar Rapids, Iowa LISLE I-NET CONSORTIUM, Lisle, Illinois LOUISA COUNTY, Wapello, Iowa LOWELL HOUSING AUTHORITY, Lowell, Massachusetts LYON COUNTY, Rock Rapids, Iowa MANITOWOC COUNTY, Manitowoc, Wisconsin MARATHON COUNTY, Wausau, Wisconsin MARQUETTE COUNTY, Montello, Wisconsin MAYO CIVIC CENTER, Rochester, Minnesota MCDONOUGH COUNTY, Macomb, Illinois MCHENRY COUNTY, McHenry, Illinois MCLEOD COUNTY, Glencoe, Minnesota METROPOLITAN AIRPORTS COMMISSION, St. Paul, Minnesota METROPOLITAN COUNCIL, St. Paul, Minnesota METROPOLITAN TRANSIT COMMISSION, Minneapolis, Minnesota MILLE LACS DRIFTSKIPPERS SNOWMOBILE CLUB, Isle, Minnesota MILLS COUNTY, Glenwood, Iowa MINNEHAHA COUNTY, Sioux Falls, South Dakota MINNESOTA CORRECTIONAL FACILITY, City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 14 ROCK COUNTY, Luverne, Minnesota ROCK RIVER WATER RECLAMATION DISTRICT, Rockford, Illinois RUSK COUNTY, Ladysmith, Wisconsin SAINT CROIX COUNTY, Hudson, Wisconsin SAINT PAUL CIVIC CENTER, St. Paul, Minnesota SAINT PAUL PUBLIC LIBRARY, St. Paul, Minnesota SAN LUIS VALLEY COUNTY, Alamosa, Colorado SANGAMON COUNTY, Springfield, Illinois SARPY COUNTY, Papillion, Nebraska SAUK COUNTY, Baraboo, Wisconsin SAWYER COUNTY, Hayward, Wisconsin SEVEN-COUNTY METROPOLITAN PROJECT, Minneapolis, Minnesota SHEBOYGAN COUNTY, Sheboygan, Wisconsin SHERBURNE COUNTY, Elk River, Minnesota SIOUX COUNTY, Orange City, Iowa SOUTH DUNKLIN COUNTY, Hornersville, Missouri ST. LOUIS COUNTY, Duluth, Minnesota STATE OF COLORADO, Denver, Colorado STATE OF WISCONSIN, Madison, Wisconsin STEARNS COUNTY, St. Cloud, Minnesota STEELE COUNTY, Owatonna, Minnesota STEVENS COUNTY, Morris, Minnesota STODDARD COUNTY, Dexter, Missouri STORY COUNTY, Nevada, Iowa TAMA COUNTY, Toledo, Iowa TAYLOR COUNTY, Medford, Wisconsin TOWN OF ADDISON, Dallas, Texas TRAVERSE COUNTY, City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 15 Selected References Tennessee Technological University Project Description: In 2012, TTU retained Elert & Associates to conduct an evaluation of the organization’s current technology environment and to conduct a technology infrastructure assessment to help the University develop both Strategic and Tactical IT Plans. Areas of engagement included technology infrastructure, IT organizational structure and staffing, and technology planning and management. This engagement was completed in September 2012. Client Contact Person Phone # TTU Dr. Claire Stinson (931) 372-3311 Vice President for Planning & Finance CStinson@tntech.edu ______________________________________________________________________________ City of Saint Paul and Ramsey County, Minnesota Project Description: Elert & Associates has performed multiple technology projects spanning over a decade for the City of Saint Paul including telecommunications assessment, wide area network analysis, technology gap analysis, fiber optic technical consulting, citywide broadband study, technical expert on citywide IFN, City of Saint Paul CCTV Safe City projects, LAN analysis and recommendation, and CAD selection and implementation. Client Contact Person Phone # City of St. Paul Ms. Andrea Casselton, Director (651) 266-8910 15 West Kellogg Blvd. Office of Technology & Communications Room 210 Andrea.Casselton@ci.stpaul.mn.us St. Paul, MN 55102 ______________________________________________________________________________ City of Rosemount, Minnesota Project Description: In 2007, the City of Rosemount retained Elert & Associates to conduct an Information Technology Assessment. E&A conducted a review of technology systems and IT staffing. All City departments were included in this study. The work included assessment and recommendations for network security, LAN and WAN infrastructure, and IT staffing and organizational structure. Based on the security recommendations, changes were made in a number of areas, including to the firewall configuration, after which the City requested a post-audit of the firewall for verification. The project was completed in early 2008. Client Contact Person Phone # City of Rosemount Ms. Emmy Foster (651) 322-3002 2875 145th Street West Assistant City Administrator Rosemount, MN 55068 emmy.foster@ci.rosemount.mn.us ______________________________________________________________________________ City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 16 City of Casper, Wyoming Project Name: Multiple projects, including E9-1-1, two-way radio, and broadband wireless communications E9-1-1 Project: Elert & Associates provided public safety communications consulting for the joint City and County dispatch center. The goal was to assess the current dispatch center facility and data center/9-1-1 back room in order to design a new 9-1-1 system for dispatch. E&A consultants developed an RFP for new equipment for both traditional equipment and to consider IP-based 9-1-1 equipment. The process included vendor demos, coordination, evaluation of submitted responses, and a recommendation for equipment selection. As this project was initiated in 2004-2005, the City was one of the first in that area to implement an IP-based set of 9-1-1 equipment. The City later engaged E&A again to upgrade to NG9-1-1. Fiber Project: E&A provided “evaluation of final acceptance” of the fiber optic cabling system provided by Bresnan Communications for use by the City of Casper. E&A’s role was to review and verify the test results for each link provided by the communications services provider and either recommend that the City accept the test results or verify that certain problems existed and should be corrected prior to retesting and final acceptance. Broadband Mobile Data Project: E&A was retained by the City to provide expertise related to an LTE broadband wireless service for public safety. An RFP was developed, but with FirstNet becoming a reality, the project was put on hold. E&A is still involved in guiding the City through the process of acquiring a system or service. Client Contact Person Phone # City of Casper Mr. Michael Szewczyk (307) 235-8455 200 North David Street IT Manager Casper, WY 82601 mszewczyk@cityofcasperwy.com ______________________________________________________________________________ City of Raleigh, North Carolina Project Description: E&A assisted the City in a telecommunications audit and strategic plan that identified the current state of the City’s telecommunications systems and provided a vision for the future. Then E&A provided a plan for implementation that included WAN/MAN, data electronics, Voice over IP design, voice network, staffing, and implementation plan. We also assisted with the procurement and implementation of technology resale for the Raleigh Convention Center. Project Manager: Tom Pavek Client Contact Persons Phone # 222 West Hargett Street Ms. Gail Roper, CIO (919) 996-3045 Raleigh, NC 27601 and Community Relations Officer Gail.roper@raleighnc.gov Mr. Jonathan Minter (919) 996-5462 Chief Technology Officer jonathan.minter@raleighnc.gov ______________________________________________________________________________ City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 17 City of St. Cloud, Minnesota Project Description: Elert & Associates completed multiple analysis and technology reviews and reports for the City of St. Cloud. The projects encompassed technology analysis of voice, data, and wireless systems, as well as video needs in the city. Resulting projects involving E&A’s services included the installation of a fiber optic network that connects city and school locations. Elert & Associates designed a MAN that interconnects all buildings with single mode fiber optics carrying data over OC-3 ATM, voice with T-1s, and video as broadband television. This was a joint venture (consortium) project that illustrated cooperation among public entities to the benefit of both. E&A continues to work with the City on a number of projects. Client Contact Person Phone # City of St. Cloud Mr. Micah Myers (320) 650-3365 101 – 10th Avenue North IT Director St. Cloud, MN 56301 ______________________________________________________________________________ City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 18 SECTION 3: Financial Statement Elert & Associates was established in 1984 and has a steady growth rate over the past 28 years. We have been in continuous operation fro 28 years under the same ownership and management. In our 28-year history, we have brought all of our projects to successful fruition. We carry two million dollars of professional liability insurance. One copy of our financial statement is provided as a separate attachment. We ask that this information be kept confidential. City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 19 SECTION 4: Project Staffing and Organization Elert & Associates’ proposed consulting team includes the following personnel who would draw on other E&A consultants and support personnel as needed to complete your project within the desired schedule. Consultant Role Hourly Rate Wendy Chretien, PMP Staff Assessment $165 per hour Pete Gray Project Manager $165 per hour Tom Pavek or Brad Ehlert, CTS-D Governance & Technical Review & Budgeting $165 per hour Jeff Coombs, RCDD Inventory Assessment $165 per hour Mary Siero, CISSP, CISM, CRISC Process Analysis & Security $165 per hour Pat Daniels Telecommunications $165 per hour Wendy Chretien, PMP Wendy became a member of E&A’s team of consultants in 1993. In the past seventeen years, she has gained experience assisting scores of public organizations not only with technology implementation but also their IT organizations. She has also served as an interim technology director for a large school district and the Science Museum of Minnesota during their technology upgrade projects. Wendy currently holds Project Management Professional (PMP) certification, and is a member of the Project Management Institute (PMI). She has been responsible for all stages of consulting engagements, from technology programming studies through complete implementation. In addition, she has utilized modeling and organizational tools to assist IT organizations to reorganize, establish budget processes, and create a multi-year technology program. Pete Gray Pete has been with Elert & Associates since 1992 in positions of increasing responsibility. Peter has a well-rounded background in local area networks, cabling infrastructure, and wide area network technologies. He specializes in network analysis, as well as design of fiber-based networks. Tom Pavek Tom has been with Elert & Associates since 1990 and is one of the principals in the firm. Tom has worked recently with the City of Raleigh, North Carolina and the City of St. Paul, Minnesota. City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 20 Brad Ehlert, CTS-D Brad arrived at Elert & Associates as a result of his years of experience that ranged from Journeyman Technician to Systems Design Engineer and Project Manager for multimedia contracting firms in Indiana & Minnesota. Brad majored in Computer Information Systems at Purdue University and has achieved a CTS-D certification from InfoComm, Intl. Brad’s expertise is in Audio Video Integration and Security systems. Jeff Coombs, RCDD Jeff adds many technical and professional skills to Elert & Associates. While residing in Dallas, Texas, Jeff worked with a local structured cabling contractor. There he managed, installed and maintained new and retrofit communication systems for major national corporations and several federal agencies. In Northern California, he managed, installed, and trained for a large AV/multimedia installation company. He recently provided E&I communication support for the United States Air Force Central Command in Afghanistan. Along with Jeff’s years of experience in multimedia and structured cabling systems, he also adds project management experience. Jeff received his RCDD certification from BICSI and a certification in Computer Aided Drafting (CAD) from St. Paul Technical College. Mary Siero, CISSP, CISM, CRISC Mary has worked as a consultant with Elert & Associates for the last three years. She holds the CISSP Certified Information System Security Professional, CISM Certified Information Security Manager, and CRISC Certification in Risk and Information Systems Control. In 2011, Mary was awarded the Chief Information Security Officer (CISO) of the Year award from InfoSecurity. Pat Daniels Pat brings 27 years of telecommunications experience in sales, engineering, supervision, project management, and field service technical support. Pat’s telecommunications career began with Universal Communications Systems, and he remained with them through the many name changes including BellSouth Communications, WilTel, Williams, and NextiraOne. He started as a cable installation technician and progressed through the companies to become one of the top sales representatives in the area prior to leaving in 2002. During his many years with the company, he received ongoing technical and customer service training and is certified on many hardware and software platforms including NEC, Nortel, and Avaya. Pat has hands-on experience and has been involved with many facets of the telecommunications industry, including managing complex projects such as a $9,000,000 telecommunications system installation for a major University; engineering and network design for systems ranging in size from 150 to 17,000 lines; design and implementation of contact centers with advanced call routing CTI and IVR applications; and management support, sales, and service for several Fortune 500 national accounts. technology consultants elert & associates 140 third street south, stillwater, mn 55082 phone . 651.430.2772, fax . 651.430.2661 www.elert.com minneapolis / st. paul austin chicago greenville dallas orlando milwaukee new haven Project management – certiﬁ ed Project Management Pro- fessional (PMP), Advanced LAN/MAN/WAN design, Wireless technologies design, Business continuity/disaster recovery planning, Data center design, IT stafﬁ ng and or- ganizational structure 1993 – Present Elert & Associates • Senior Network Systems Consultant (1997- Present) • Network Systems Consultant (1993-1997) 1990 – 1993 Hagen MicroAge, Inc. (Richﬁ eld, MN) • Consultant 1988 – 1990 Zim Computers, Inc. (Brooklyn Park, MN) • Educational Sales Representative experi ence t raining and certifications • Certiﬁ ed Project Management Professional, Proj- ect Management Institute • Project management Seminar “Client Relation- ship Management” (2008) Project Management Seminar, “No Nonsense Advice for Successful Projects” (2007) • Project Management Seminar, “Become a People-Savvy Project Leader” (2006) • Project Management Certiﬁ cation course – PMTI (2006) • Fundamentals of Wireless Data Communications; University of Wisconsin – Madison (2002) • Audio-Video Technologies over the Internet; NetWorld+InterOp Workshop (2001) • Implementing a Network and Systems Management Center, and IS Organization for the Twenty-First Century; NetWorld+InterOp Tutorial (1999) City of Duluth, MN Description: Port Security CCTV Completed: 2011 Marathon County, WI Description: Broadband Study Completed: 2009 City of College Station, TX Description: 10 Gpbs MAN upgrade Completed: 2009 Community Unit School District #300 Description: Technology Design for New Buildings Completed: 2006-2008 City of Saint Paul Description: Broadband Planning and Wireless Video Surveillance Completed: 2007-2008 City of St. Cloud and St. Cloud Schools Description: MAN and LAN (multiple projects) Completed: 1998-2007 Minnesota Dept. of Human Services, Description: Data Center and New Building Technology Project technology consultants elert & associates 140 third street south, stillwater, mn 55082 phone . 651.430.2772, fax . 651.430.2661 www.elert.com minneapolis / st. paul austin chicago greenville dallas orlando milwaukee new haven LAN/WAN/MAN design, Wireless LAN design, cabling in- frastructure design, security/vulnerability assessments, AV/ multimedia systems 1992 – Present Elert & Associates • Technology Consultant (2003-present) • Network Consultant (1994-2003) • Staff Analyst – Cartography Division (1992-1994) a reas of expertise experi ence t raining and certifications • Risk Assessment Methodology for Water (RAM-WTM) (American Water Works Association – AWWA) • Risk Assessment Methodology for Small and Medium Water Facilities (RAM WTM) (American Water Works Association – AWWA) • International Communications Industries Association, Inc (ICIA) Certiﬁ ed Technology Specialist (CTS) • Certiﬁ ed Wireless Network Professional (CWNP™) Certiﬁ ed Wireless Network Administrator + Wireless Security Training (WaveGard, Inc.) • Principles of Applied A/V Design (International Communications Industries Association – ICIA) • VSAT™ Software Training (Water Environment Federation) • Developing & Preparing Emergency Response Plans (National Emergency Response & Rescue Training Center – NERRT) • Essentials of the A/V Industry (International Communications Industries Association – ICIA) • School of Audio Visual Technologies (Extron Electronics) • ICIA Design School Online (International Communications Industries Association – ICIA) Minot Public Schools Description: Security/Cabling Design/Network/AV Design/ Project Management City/Schools of Bloomington, MN Description: Security/Cabling Design/Fiber MAN Design/ Project Management Rice County, MN Description: Fiber Optic Network Completed: 2009 - Present Blue Earth County, MN Description: Fiber Network, Data Network, Phone Sys tem Project Management Completed: 2006-2009 Pine County, MN Courthouse Description: Infrastructure cabling/Data Network, AV Multimedia systems design, Project Management Completed: 2005-2008 technology consultants elert & associates 140 third street south, stillwater, mn 55082 phone . 651.430.2772, fax . 651.430.2661 www.elert.com minneapolis / st. paul austin chicago greenville dallas orlando milwaukee new haven VoIP, LAN Strategic Planning, Uniﬁ ed Communications & Collaboration, Hosted vs. Premise based analysis, Fiber re- sale and policy, mobile communications, cellphone audits, Mobility and work from home implementations 1990 – Present Elert & Associates • Senior Vice President, Telecommunications (1995-Present) • Associate Partner (1990-1995) 1986 – 1990 Telecom North/Mitel Systems (Mendota Heights, MN) • Account Manager 1984 – 1986 U.S. West Information Systems (Mendota Heights, MN) • Account Manager 1982 – 1984 International Ofﬁ ce Systems (Bloomington, MN) • Telecommunication Sales a reas of expertise experi ence t raining and certifications • Member of Consultant Liaison Programs for: Mitel NEC Northern Telecom Cisco Microsoft Shoretel Interactive Intelligence Siemens Alcatel • Uniﬁ ed Communications • STC Society of Telecommunications Consultants City of Raleigh NC Description: Strategic Voice Communications Design, procure, and implement a VoIP system including Uniﬁ ed Com munications & Collaboration Completed: 2007-Present City of St. Louis Park Description: Strategic Telecommunications Implemen tation Design, procure, and implement a VoIP system including Uniﬁ ed Communications & Collaboration Completed: 2008-Present DFW Airport Description: Strategic Communications Design Terminal D Completed: 2004-Present Edina School System Description: IP Telephony, Project Management Completed: 1992-Present Garland School District, 80 locations, 2003-Present Blue Valley Schools VoIP, 26 locations, 2000-Present City of St. Cloud & St. Cloud School District Description: Public Partnership Metropolitan MAN technology consultants elert & associates 140 third street south, stillwater, mn 55082 phone . 651.430.2772, fax . 651.430.2661 www.elert.com minneapolis / st. paul austin chicago greenville dallas orlando milwaukee new haven Security Multimedia Systems Integrated Technology Design November 2007 – Present Elert & Associates • Principal Consultant May 2004 – October 2007 Fourth Street Systems • Systems Design Engineer February 2001 – April 2004 Advanced Communications • Journeyman Technician June 1997 – January 2001 Sterling Technology Systems • Journeyman Technician a reas of expertise experi ence t raining and certif ications • InfoComm - Las Vegas, NV (2010) • InfoComm - Orlando, FL (2009) • National Association of Broadcasters (NAB), Las Vegas, NV (2008) • ASIS (2007, 2009, 2010) • ICIA AV Essentials (2007) • ISC West, Las Vegas (2007 - 2010) • Extron A/V Associate Course (2007) • Pelco Endura Certiﬁ cation (2006) • Bose Modeler Certiﬁ cation (2005) • InfoComm, Atlanta, GA Expo, (2004) • AMX Netlinx Designer Certiﬁ cation (2004) Lincoln, NE ISD Lincoln Public Schools - Security and Risk Assessment, design & contract administration Completed: 2009 - present Carroll, TX ISD Technology System Upgrades for all buildings including A/V, Security, PA/Bell/Clock in half of the buildings Completed: 2010 - present Bryant, AR ISD District-wide video surveillance system Completed: 2009 - present Lake Travis, TX ISD District-wide assessment and design for Security and Access Control Completed: 2007 - present Bryan, TX ISD Security assessment services Completed: 2010 Minnesota ISD 196 Pilot project for district integrated multimedia system; created distance learning platform for school-to-school classes within the district Completed: 2008 School District of Pickens County, SC Seventeen complete technology renovation projects and seven new construction projects including all technology systems: AV/multimedia, security, VoIP, networking, and cabling. Completed: 2008 - present Marathon County, WI technology consultants elert & associates 140 third street south, stillwater, mn 55082 phone . 651.430.2772, fax . 651.430.2661 www.elert.com minneapolis / st. paul austin chicago greenville dallas orlando milwaukee new haven Cabling infrastructure, ﬁ ber optic distribution systems and CCTV video surveillance systems. 2011 – Present Elert & Associates Consultant/Project Manager 2010 – 2011 Atlantic CommTech (Bastion, Afghanistan) E&I 2008– 2010 Elert & Associates Consultant 2007– 2008 Qwest Communications (St. Paul, MN) Business Sales Consultant areas of exp ertise e x p eri ence training and certifications • BICSI - RCDD (2009) • Computer-Assisted Drafting - AutoDesk • Revit - AutoDesk • Milestone - Advanced Certiﬁ cation significant projects Resume: Jeff Coombs, RCDD Consultant/Project Manager Farmington ISD - Farmington, MN Description: Cabling infrastructure, wireless, & AV for multiple existing schools Completed: present Chapel Hill Public Library - Chapel Hill, NC Description: Cabling infrastructure, wireless, AV multimedia, paging, and security for renovation & addition Completed: present Moraine Park Technical College - Fond du Lac, WI Description: Three-campus cabling infrastructure up grade Completed: 2009 Concordia College- Moorhead, MN Description: Outside-Plant Cabling Design Completed: 2009 Carpentersville, IL CUSD 300 Description: Cabling infrastructure, security design for new schools Completed: 2008 security clearances • DoD - Secret technology consultants elert & associates 140 third street south, stillwater, mn 55082 phone . 651.430.2772, fax . 651.430.2661 www.elert.com minneapolis / st. paul austin chicago greenville dallas orlando milwaukee new haven • Experienced in IT security and risk methodologies, legal and compliance programs, providing innovative solutions that meet business objectives, turning around difﬁ cult projects, establishing strong vendor relationships, and controlling multi-million dollar budgets. • History of building highly motivated and competent teams and communicating effectively at all levels in the organization. • Proven expertise in using good judgment to solve problems in a positive manner and to integrate new technologies where a cost or quality beneﬁ t is apparent. a reas of expertise • Chair of Curriculum for UNLV Informatics Dept 2006-2010 • Recipient of “CISO of the Year Award” sponsored by InfoSecurity Products Guide as part of their 7th Annual Global Product Excellence Awards, February 2011 • Member in good standing of ISSA, ISACA, ISC2, Infragard, FBI Citizen’s Academy Alumni Association • “Delivering Business Value Through Optimized Log Management” presented at Gartner Security and Risk Management Conference, 6/21/10 • “Women in Technology Across Industries”, presented to local WITI Chapter, 9/9/08 • “Obtaining Physician Involvement in an EMR” presented at 2001 HIMSS Conference, New Orleans, LA • “Designing and Implementing and ATM Network in a Hospital Environment” presented at 1999 HIMSS Conference, Atlanta, Georgia • 1995 recipient of Cerviel Angel of Strength Corporate Achievement Award for Hispanic women from VISTA Magazine • 1993 Co-inventor on Hallmark patent for Long Distance Greetings Resume: Mary G. Siero Cyber Security Consultant sig nif icant proj ects 2010 – Present Elert & Associates • Contributing Consultant 2007 -2011 Boyd Gaming Corporation (Las Vegas, NV) • Vice President IT Governance 2006 - 2007 Ameristar Casinos Inc. (Las Vegas, NV) • Vice President IT Quality and Operations 2001 - 2005 Valley Health System (Las Vegas, NV) • System Director/ Chief Information Ofﬁ cer 1996 - 2001 North Kansas City Hospital (North Kansas City, MO) • Director/CIO 2006 - 2007 Hallmark Cards, Inc. (Kansas City, MO ) technology consultants elert & associates 140 third street south, stillwater, mn 55082 phone . 651.430.2772, fax . 651.430.2661 www.elert.com minneapolis / st. paul austin chicago greenville dallas orlando milwaukee new haven Telecommunications- including VoIP, uniﬁ ed communica- tions & messaging, contact centers,data networking, and telco network services. 2002 – Present Elert & Associates • Telecommunications Consultant 1994 – 2002 NextiraOne, LLC / Williams Communications Solutions (Golden Valley, MN) • Major Account Manager (1994-2002) • National Account Service Manager (1998) • Senior Field Service Technician (1994-1998) 1980 – 1994 Bell South Communications Solutions / Universal Communications (Golden Valley, MN) • Senior Field Service Technician (1990-1994) • Project Manager/Installation Supervisor (1985-1989) • Lead Installation Technician/Service Technician (1980 1984) experi ence t raining and certif ications • Cisco CCNA Routing - LAN - WAN Training • Counselor Sales Person – Wilson Learning • Nortel ST • NT • 81 MAX • CCR • Octel XC-1000 • NEC 2400 • IMG-UMG • CCIS Independent School District 196, MN Description: Voice Assessment / Design / Project Management Completed: 2004 - Present Bloomington Public Schools Description: Voice/Data Assessment/Design/ Project Management Completed: 2011 - Present City of Charlotte, NC Description: Public Switched Network Audit Completed: 2012 Clear Mountain Bank Description: Voice/Data Assessment/Design/Project Management Completed: 2011 - 2012 Ability Commerce Description: Contact Center Assessment / Design Completed: 2011 Volusia County, FL. Description: Voice Assessment/ Design Completed: 2009 - 2011 s ignificant projects Resume: Pat Daniels Telecommunications Consultant City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 28 SECTION 5: Technical Approach Elert & Associates understands the City seeks an information technology plan that will anticipate the future needs and allows the City to chart the infrastructure required to support its anticipated needs. The report is to assess information technology support and services currently offered and provide vital information for the City to develop an Information Technology Strategic Plan including: 1. Assessment of IT Infrastructure a. Inventories b. Activities c. Systems architecture d. Strategic direction e. Cyber-security f. Service delivery g. Organizational structure h. SWOT analysis i. Best in class organizational comparison j. Gap analysis k. Tactical recommendations l. Strategic recommendations m. Impact analysis of (k) and (l) listed above 2. Create a future vision a. Industry trends b. Delta identification c. Tactical options and recommendations d. Strategical options and recommendations e. Risk analysis f. Overall recommendations City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 29 Approach to the Project TASK 1 - Our work would begin with a Project Initiation Meeting, with the following sub-tasks: a. Introduce E&A team members and reiterate their roles. b. Ask the City team to identify the key contact(s) with whom Elert & Associates would work. c. Discuss communications procedures and formats. Who are contacts for which areas/items, and how do they prefer to receive information? Who should be copied on communications? d. Review the Scope of Work with the City to ensure a full and mutual understanding. e. Review and discuss project timeline/schedule. f. Discuss availability of the City’s resources (e.g., personnel to guide us within buildings, arrange meetings). g. Set up periodic progress meetings, and determine who should attend, how long meetings should be, and what is expected from attendees. h. Determine dates for first series of on-site information-gathering visits and meetings/interviews. TASK 2 - We would next collect available needed data: a. Systems’ data 1. Inventories – all equipment assets 2. Usage data 3. Budget – broken down by cost center b. LAN/WAN diagrams and equipment inventories c. Software systems inventories TASK 3 - Review all data collected above, and clarify information as needed. City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 30 TASK 4 - Conduct on-site information gathering(s) to review needs, as appropriate. Meetings may include: a. Mayor b. City Manager c. Technology Director d. Selected Council members e. Department heads – as appropriate (assume 8 meetings) f. IT Applications Manager g. IT Infrastructure Manager h. Help Desk i. Appropriate building and department management staff to ascertain current level of technology services and future requirements – equipment, features, support (assume 16 meetings, some may be small group) Attention will be given to the unique needs that cities typically have j. Others as designated small group, etc. TASK 5 - Conduct IT staff assessment services. E&A proposes to discover the City’s needs for IT technology support. We will determine the skills needed to provide that level of support, assess capabilities of the current staff members, perform a comparison of needs to current support, and make recommendations for IT staffing to meet the City’s existing and recommended needs. a. Review needs and identify required functions. b. Review job descriptions for current technology staff positions. c. Conduct technology-staffing interviews. 1. Interview internal users representing a cross-section of departments to understand: a) Potential roadblocks to effective support of technology – equipment, processes, etc. b) User needs and requirements for support. City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 31 2. Interview up to fifteen (15) technology support personnel one-on-one to determine: a) How each person rates his/her own skills and comfort level with various types of technology. b) Knowledge level regarding factors related to networking (e.g., Quality of Service, system uptimes/reliability). d. Evaluate skills sets of current technology staff to meet needs: 1. Summarize needs from interviews with users. 2. Add a list of requirements based on knowledge gained from work with other clients. 3. Formulate a list of job functions and roles and responsibilities required to meet the City’s support needs. 4. Construct a matrix comparing roles needed to those provided by current staffing, and highlighting any missing areas. e. Tabulate additional required skills/functions and assign full-time equivalent (FTE) weighting. f. Provide written report to the City of Fort Collins to include the following: 1. Summary of findings of assessment process 2. Conceptual design and cost/benefit analysis for alternative campus-wide IT support structure including recommendation on centralized vs. decentralized support. Compare to present and future costs of existing system. 3. Staffing matrix 4. Recommendations regarding current and future staffing support including position descriptions, if different from current 5. Recommendations regarding in-house versus outsourced support 6. Recommended next steps TASK 6 - Conduct service level assessment. a. Interview up to 10 typical users. b. Draft a survey instrument to distribute to user community. City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 32 TASK 7 - Review systems and services: a. On-site server and storage environments. We understand the City may not have detailed documentation of this environment, so E&A will perform an inventory, to include:  Location and physical connectivity  Manufacturer(s) and model numbers  Operating system(s) and virtualization platform(s)  Amount and type (e.g., Tier 1, 2 or 3) of storage b. Hosted and cloud-based applications and services, including  Satisfaction with current services  Strategic selection of applications for hosted/cloud services  Issues and areas for improvement c. Network and telecommunications infrastructure, broadcast communications and audio visual infrastructure d. Virtualized desktop environment(s) e. Security systems and procedures  Data classification strategy/plan  Sensitive data flow diagram  IT operations process strategies (monitoring and controls; testing; change control, etc.)  Incident response and integration with BC/DR plan f. Business continuity and IT disaster recovery planning (current and desired states) g. IT staffing (refer to Task 5) h. IT support and Help Desk – review:  Current help desk reports provided to management  Integration of help desk system with other systems such as problem management, change management, asset management, configuration management, etc.  Help desk process description  IT Service Catalog (if exists)  Help desk statistics such as:  Average response time  Rate of problem resolution on the first call  Cost per help desk call i. IT planning, policies, and procedures City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 33 j. Document/data management/security k. Telephone/Unified Messaging Systems l. Desktop imaging/replacement practices m. Software and licensing n. Video display/presentation systems o. Internet services TASK 8 - Identify systems that upon initial review have the best potential for success for consolidation/centralized savings. TASK 9 - Conduct workflow analysis of systems that appear to have merit for streamlining: a. Walk through the current system as a “customer” and note areas that need improvement. b. Create a table summarizing the gathered information. c. Offer recommendations for re-design, attempting to eliminate duplicative tasks/processes, with efficiencies in mind. TASK 10 - Evaluate existing practices and compare them with industry best or “good” practices. (E&A often utilizes ITIL Service Management metrics.) TASK 11 - Discuss and agree upon the current process maturity level as defined by the Capability Maturity Model Index (CObIT). TASK 12 - Identify any projects or improvements to move the organization to the desired maturity level. TASK 13 - E&A would then create a written summary of the information gathered and preliminary findings and provide for review. Items to be summarized include, but are not limited to: a. User interviews b. Infrastructure systems City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 34 c. Staffing and support issues d. IT staff and infrastructure e. Suggestions on how the City should manage and deal with innovation and pilot testing of new media and new technology f. Identify IT services to be considered for reduction or elimination. g. Identify IT services that the City should consider providing to improve the efficiency of customers. h. Provide training recommendations for IT staff as well as IT training for City employees. i. Review IT policies and City best practices to allow the City to leverage IT services to support the City’s mission. j. Identify duplications of technical as well as IT support functions with the central and distributed IT support organizations. Identify opportunities to reduce duplication and cost. k. Identify specific actions that IT can take to better meet the expectations of City staff and residents. TASK 14 - Conduct IT governance assessment: a. Review existing IT governance to identify what policies and procedures are in place. b. Recommend governance model(s) that include responsibility for the development of specific policies/practices and procedures. c. Recommend governance strategies. TASK 15 - Summarize assessment findings and present to City for review. At this point, the City would review the submitted documents, ask any needed clarification questions, correct any factual errors or misinterpretations, provide feedback regarding additional information required, and suggest any other information or analysis that should be included in the documents. City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 35 TASK 16 - Prepare tactical and strategic planning reports with an Executive Summary addressing all items in the scope of work, including a road map for action enabling the City to achieve the goals identified including: a. IT Infrastructure i. Inventories ii. Activities iii. Systems architecture iv. Strategic direction v. Cyber-security vi. Service delivery vii. Organizational structure viii. SWOT analysis ix. Best in class organizational comparison x. Gap analysis xi. Tactical recommendations xii. Strategic recommendations xiii. Impact analysis of (xi) and (xii) listed above b. Create a future vision i. Industry trends ii. Delta identification iii. Tactical options and recommendations iv. Strategical options and recommendations v. Risk analysis vi. Overall recommendations TASK 17 - Work with the City to develop a City-approved list of strategic directions and high-level implementation plan. TASK 18 - Provide a suggested process for annual review and update of the plan. TASK 19 - Present plan to selected audience(s). Tentative Project Schedule Please see Elert & Associates’ Tentative Project Schedule on the following page. ID Task Name 1 Initiate Project 2 Collect Data Records 3 Review Documentation 4 Perform Analysis of Point-to-Point Links 5 Conduct/Fact Finding Interviews 6 Staff Analysis 7 Review Technology Infrastructure 8 Review Total Expense & Details for Existing System 9 Research Options 10 Prepare Preliminary Tactical Plan 11 Prepare Preliminary Strategic Plan 12 Prepare Final Tactical Plan 13 Prepare Final Strategic Plan 14 Present Strategic Plan as appropriate January 2013 February 2013 March 2013 April 2013 May 2013 June 2013 Task Split Progress Milestone Summary Rolled Up Task Rolled Up Split Rolled Up Milestone Rolled Up Progress External Tasks Project Summary External Milestone Deadline City of Fort Collins, CO Tentative Project Schedule Prepared by Elert & Associates (651) 430-2772 City of Fort Collins 01/03/13 City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 37 SECTION 6: Cost Proposal 420 Estimated hours at blended hourly rate of $165/hour ..............................................$69,300 Estimated expenses ......................................................................................................... 10,395 Total Not-to-Exceed Cost ...........$79,695 City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454) Elert & Associates Page 38 SECTION 7: Appendix – Sample Report Please see Elert & Associates’ partial sample report on the following pages. Information Technology Assessment Prepared by: Gary Elert, President Wendy Chretien Pat Daniels Peter Gray Dave Kaun Lowell Vogen ELERT & ASSOCIATES (651) 430-2772 www.elert.com Elert & Associates XXXXXX IT Assessment Page 1 TABLE OF CONTENTS Page 1.0 EXECUTIVE SUMMARY ........................................................................................................... 3 1.1 PURPOSE .................................................................................................................................... 3 1.2 AREAS OF ASSESSMENT ............................................................................................................ 3 1.3 KEY FINDINGS ........................................................................................................................... 3 1.4 SUMMARY OF RECOMMENDATIONS .......................................................................................... 4 1.4.1 Table 1-1 Summary of Recommendations ......................................................................................... 4 2.0 PURPOSE AND PROCESS .......................................................................................................... 7 2.1 PROCESS .................................................................................................................................... 8 3.0 IT ORGANIZATIONAL STRUCTURE AND STAFFING ...................................................... 8 3.1 ORGANIZATIONAL STRUCTURE ................................................................................................. 8 3.1.1 Findings and Analysis for Organizational Structure ........................................................................ 9 3.1.2 Work Responsibilities and Functions ................................................................................................ 9 3.1.3 Outsourcing ..................................................................................................................................... 10 3.1.4 Recommendations for IT Organizational Structure ........................................................................ 11 3.2 STAFFING LEVELS ................................................................................................................... 12 3.2.1 Centralized IT Staff ......................................................................................................................... 12 3.2.2 Non-centralized IT Staff .................................................................................................................. 12 3.2.3 Summary Count ............................................................................................................................... 13 3.2.4 Comparison to Similar XXXXXX .................................................................................................... 13 3.2.5 Workload Issues .............................................................................................................................. 14 3.2.6 Staff Count Analysis and Recommendations ................................................................................... 14 4.0 TECHNOLOGY PLANNING AND MANAGEMENT ........................................................... 15 4.1 PLANNING ................................................................................................................................ 15 4.1.1 Findings/Analysis ............................................................................................................................ 15 4.1.2 Recommendations for Planning ...................................................................................................... 16 4.2 END USER SUPPORT................................................................................................................. 17 4.2.1 Help Desk Services and Management ............................................................................................. 17 4.2.2 Recommendations for End User Support ........................................................................................ 18 4.3 IT MANAGEMENT .................................................................................................................... 19 4.3.1 Budget and Compensation .............................................................................................................. 19 4.3.2 Project Management ....................................................................................................................... 20 4.3.3 Supervision of Personnel ................................................................................................................ 20 4.3.4 Communications and Cooperation within IT .................................................................................. 21 4.3.5 Communication between IT and Stakeholders ................................................................................ 22 4.3.6 Work Performance .......................................................................................................................... 22 4.3.7 Processes and Standard Operating Procedures ............................................................................. 23 4.3.8 Desktop Support .............................................................................................................................. 24 4.3.9 Computer Replacement Cycle ......................................................................................................... 24 4.3.10 Professional Development and Knowledge Transfer ...................................................................... 24 4.3.11 Network Security ............................................................................................................................. 25 4.3.12 Network Monitoring and Management ........................................................................................... 25 4.3.13 Business continuity/disaster recovery ............................................................................................. 26 4.3.14 Documentation ................................................................................................................................ 27 4.3.15 Equipment repair and maintenance ................................................................................................ 28 5.0 APPLICATIONS ......................................................................................................................... 29 5.1 ENTERPRISE RESOURCE PLANNING (ERP) .............................................................................. 29 5.1.1 Findings and Analysis ..................................................................................................................... 29 5.1.2 Recommendations ........................................................................................................................... 30 Elert & Associates XXXXXX IT Assessment Page 2 5.2 CONSTITUENT RELATIONSHIP MANAGEMENT (CRM) ............................................................ 32 5.2.1 Findings and Analysis ..................................................................................................................... 33 5.2.2 Recommendations ........................................................................................................................... 33 5.3 EMPLOYMENT/RECRUITING SOFTWARE .................................................................................. 33 5.3.1 Recommendation ............................................................................................................................. 34 6.0 INFRASTRUCTURE .................................................................................................................. 34 6.1 SERVERS AND STORAGE .......................................................................................................... 34 6.2 LOCAL AREA NETWORK EQUIPMENT, INCLUDING WIRELESS LANS ..................................... 35 6.2.1 XXXXXX .......................................................................................................................................... 35 6.2.2 XXXXXX .......................................................................................................................................... 35 6.2.3 Findings and Analysis for XXXXXX ................................................................................................ 36 6.2.4 LAN Systems Recommendations ..................................................................................................... 36 6.2.5 Uninterruptible power supply (UPS) systems ................................................................................. 37 6.3 WIDE AREA NETWORK ............................................................................................................ 37 6.3.1 Findings and Analysis ..................................................................................................................... 37 6.3.2 Recommendations ........................................................................................................................... 38 6.4 TELEPHONE SYSTEMS .............................................................................................................. 38 6.4.1 Present Situation ............................................................................................................................. 39 6.4.2 XXXXXX Avaya IP Office ............................................................................................................... 40 6.4.3 Options and Cost Estimates ............................................................................................................ 41 6.4.4 Recommendations ........................................................................................................................... 41 6.5 DATA CENTERS, EQUIPMENT ROOMS AND CABLING .............................................................. 43 6.5.1 Findings and Analysis ..................................................................................................................... 43 6.5.2 Recommendations ........................................................................................................................... 44 Elert & Associates XXXXXX IT Assessment Page 3 1.0 Executive Summary 1.1 Purpose This Technology Audit and Planning Report is intended as an “assessment and evaluation of XXXXXX’s current IT environment and recommendations for changes in personnel, systems, infrastructure and related systems to optimize current and envisioned technological needs.” Please refer to Purpose and Process for additional information about the intent of this study. 1.2 Areas of Assessment The RFP for consulting services listed 13 areas/topics in which recommendations were desired (listed in section 2.0). These fall into five broader categories, which led to the organization of this report as follows:  IT organizational structure and staffing (section 3.0)  Technology planning and management (section 4.0)  Applications/software (section 5.0)  Infrastructure, including LAN, WAN, wireless, telephones and supporting data centers, wiring closets, and cabling systems (section 6.0) 1.3 Key Findings Specific findings are described within each section and subsection of the report under subheadings of Findings or Findings/Analysis. The most significant include: 1. The current organizational structure and the way it is implemented results in a lack of direction as well as breakdowns in communication and effectiveness. 2. The mission critical ERP system (XXXXXX and XXXXXX) is reliant on a single individual for most modifications, especially major changes. This is a business risk. 3. Many XXXXXX and staff members find using the official help desk process (including follow through) inefficient, frustrating, and generally to be avoided. 4. The IT budget is underfunded for current XXXXXX needs at ~$520 per XXXXXX per year vs. $760 among comparable XXXXXX1. This indicates XXXXXX invests roughly $1 Million less per year than your XXXXXX. 5. The WAN link connecting the two XXXXXX as it is currently configured is not sufficient to meet the needs of users or IT personnel on the XXXXXX. 6. IT staff operate mostly in crisis mode, with little time for planning and project completion. Part of this is due to work overload/understaffing, part to overly optimistic resource forecasting, and part to projects “popping up” at the last minute with no planning or input from the IT staff. 1 XXXXXX Elert & Associates XXXXXX IT Assessment Page 4 7. Data centers and technology closets at the XXXXXX have serious environmental issues increasing the risk for network failures. 8. The telephone system in XXXXXX has reached end of life status, is no longer supported by the manufacturer, and needs to be upgraded or replaced. 1.4 Summary of Recommendations The following table summarizes recommendations from the body of the report. For priority: “1” is highest. The last column includes order of magnitude estimated costs for those areas where such is applicable and/or quantifiable. 1.4.1 Table 1-1 Summary of Recommendations Report Section Note Recommendation Priority Estimated Costs 3.0 - IT Organizational Structure and Staffing 3.1.4.1 A Retain a full-time Chief Information Officer 1 3.1.4.2 Establish a Technology Steering Committee 1 3.1.4.3 A Retain a Project Manager for IT [see also 4.3.2.1] 2 3.1.4.4 Develop an IT organizational restructuring plan 1 3.1.4.5 Consider outsourcing options for IT 3 3.2.6.1 A Add professional IT staff, esp. at XXXXXX [see also 3.2.6.3] 2 3.2.6.2 Adjust the workload of both XXXXXX IT Directors 2 3.2.6.3 HR to examine the total staffing and workload situations 1 3.2.6.4 Update position descriptions and titles, and review compensation 2 3.2.6.5 Develop a training plan for new IT hires 3 3.2.6.6 Train staff before new initiatives are implemented 2 3.2.6.7 A Provide more ongoing professional development for IT staff 3 4.0 - Technology Planning and Management 4.1.2.1 Reinstate an advisory group for technology planning 2 4.2.1.2 A Revise the 2010-2013 Technology Plan re: staff resources 2 4.2.1.4 Build labor costs into new initiatives’ budgets 2 4.2.1.5 Examine planned and existing software to avoid duplication 1 4.2.1.6 Check available staffing before assigning new ongoing support 2 4.2.2.1 A Modify the help desk organizational structure 1 4.2.2.2 A Fill the vacant part-time help desk position at XXXXXX (completed) 1 4.2.2.3 Consider outsourcing basic help desk functions 3 4.2.2.4 Develop Service Level Agreement in concert with users 2 4.2.2.5 Modify the help desk software forms to better meet XXXXXX needs 2 4.2.2.6 Consider outsourcing the hosting of the help desk software server 2 Note A: Requires XXXXXX IT support staff time and/or increase in personnel Elert & Associates XXXXXX IT Assessment Page 5 Report Section Note Recommendation Priority Estimated Costs 4.2.2.7 Provide additional training to all users of the ERP system 2 4.2.2.8 Departments implementing new software to provide support internally 2 4.2.2.9 Plan trial periods for new software initiatives 1 4.3.1.2 Increase technology budget for technology refreshes & staffing 1 4.3.2.1 A Retain a project manager for IT [see also 3.1.4.3] 4.3.3.1 IT managers to be proactive in supervisory duties 2 4.3.4.1 Organizational restructure and routine meetings 1 4.3.5.1.1 Develop a communication plan for IT 2 4.3.5.1.2 Involve IT in planning events requiring multimedia & IT setups 2 4.3.5.1.3 Include IT leaders in technology planning by departments 1 4.3.7.2.1 Establish technology procurement process including vetting by IT 1 4.3.7.2.2 Large scale acquisitions should be part of technology governance plan 2 4.3.7.2.3 IT leaders to determine needs for formal processes and procedures 3 4.3.9.1 Establish a 4 year computer replacement cycle 2 4.3.10.1.1 A Develop professional development plans for IT employees 3 4.3.10.1.2 A Document knowledge only known by single sources (individuals) 1 4.3.11.1.2 A Maintain current network security support 2 4.3.12.1.1 A Review and select network management tools 3 4.3.12.1.2 A Provide training for network management personnel 2 4.3.12.1.3 A Monitor LANs on an ongoing basis 3 4.3.12.1.4 A Review server logs weekly 3 4.3.12.1.5 A Review network security logs weekly 3 4.3.12.1.6 A Check WAN utilization at least once per month [see also 7.3.2.4] 1 4.3.13.1.1 Implement off-site backup for XXXXXX data 2 4.3.13.1.2 Move to disk-based backup [see also 7.1.1.2.3] 1 4.3.13.1.3 Move backup data center to XXXXXX if WAN OK [see also 7.1.1.2.2] 2 4.3.13.1.4 A Develop a written backup plan 2 4.3.13.1.5 A Develop a business continuity plan for technology 3 4.3.14.1.1 A Develop documents and drawings describing the network infrastructure 2 4.3.14.1.2 Store documentation in secured locations and multiple formats 3 4.3.14.1.3 A Update documentation annually 3 4.3.15.1.1 A Trained and certified computer technicians 2 4.3.15.1.2 A Provide regular update training for technicians 2 4.3.15.1.3 A Track warranty dates and utilize warranty services 3 5.0 - Applications 5.1.2.1 Implement a commercially supported ERP system 1 5.1.2.2 A Develop ERP Process Maps 1 5.1.2.3 A Use a careful, thorough process to select and implement the ERP 1 5.2.2.1 Consider developing an interface between XXXXXX and XXXXXX 2 5.2.2.2 Determine needs for a CRM and consider integration with ERP 2 5.3.1 Implement an employment/recruiting software system 2 5.4.2 A Evaluate satisfaction w/SharePoint; if positive, institute XXXXXX 2 5.5.2.1 Consult HR re: email issues before finalizing Gmail selection 1 5.5.2.2 Communicate selection criteria and features of new email 1 Note A: Requires XXXXXX IT support staff time and/or increase in personnel Elert & Associates XXXXXX IT Assessment Page 6 Report Section Note Recommendation Priority Estimated Costs 6.0 - Infrastructure 6.1.1.2.1 A Add data storage capacity at XXXXXX 1 6.1.1.2.2 A Consider moving backup data center to XXXXXX [see also 4.3.13.1.3] 3 6.1.1.2.3 A Replace tape drives with disk-to-disk backup [see also 4.3.13.1.2] 6.1.1.2.4 A Document servers and virtualization at XXXXXX 3 6.2.4.1 Plan to replace network switches 2 6.2.4.2 Implement Gigabit uplinks for each 24 ports 2 6.2.4.3 A Implement 10/100/1000 switches with PoE 2 6.2.4.4 Conduct wireless site survey of XXXXXX 2 6.2.5.2.1 Implement room-size UPS for data centers 3 6.2.5.2.2 A Monitor UPS systems proactively 3 6.3.2.1 A Implement QoS on WAN link between XXXXXX 1 6.3.2.2 Increase bandwidth in WAN link between XXXXXX 1 6.3.2.3 Consider replacing wireless with wired connection in WAN 1 6.3.2.4 Check WAN bandwidth usage monthly, & adjust [see also 4.3.12.1.6] 6.3.2.5 Avoid early termination charges on circuit upgrades 2 6.4.3.1 Replace phone system(s) - choose one of two options 2 6.4.3.2 Provide redundant VoIP and allow for expansion to other XXXXXX 2 6.4.3.3 Equip remote XXXXXX with survivable remote gateways 2 6.4.3.4 Consider eliminating phones in XXXXXX 2 6.4.3.5 Enroll in software assurance/maintenance program 3 6.5.2.1 Remedy data centers & cabling closets 2 6.5.2.2 Move data centers above ground level or prevent water intrusion 1 6.5.2.3 Develop written cabling standards 3 6.5.2.4 Check grounding in equipment rooms and bring to TIA/EIA 607 std. 1 6.5.2.5 Implement proper cable management 2 6.5.2.6 Develop as-built cabling plans 3 6.5.2.7 Consider installing A/C in secondary equipment rooms 3 Note A: Requires XXXXXX IT support staff time and/or increase in personnel Elert & Associates XXXXXX IT Assessment Page 7 2.0 Purpose and Process The RFP issued by XXXXXX for this engagement stated the following Goals and Objectives: “The recommendations should provide the XXXXXX the background, advice and detail:  To create a cost efficient blend of information technology resources – properly aligning the XXXXXX’s information technology infrastructure to best meet the needs of its teaching and learning missions.  To create a coherent XXXXXX information technology computing architecture and a solid foundation for the XXXXXX’s information technology infrastructure.  To ensure the best utilization of the XXXXXX’s information technology resources for the future as it develops a long-term infrastructure. This review is to assess the XXXXXX’s information technology infrastructure as a whole and make recommendations relating to: 1. Transition from internally supported ERP system XXXXXX 2. Analysis of current E-mail and communications systems 3. Consideration of infrastructure requirement to support additional blended delivery programs 4. Adequacy of the current point-to-point connections between sites 5. Evaluation of current Help Desk 6. Evaluation of current staff and organizational structure including dependency on the current XXXXXX IT Director 7. Consideration of customer service levels compared to XXXXXX 8. Evaluation of XXXXXX IT Plan 9. Ensure the protection and security of XXXXXX data. 10. Minimize duplication of effort, services and resources. 11. Identify non-compatible systems and architectures. 12. Identify issues and trends in technology that may affect the XXXXXX’s technology infrastructure and long-term architecture. 13. Recommend the most effective balance of central and distributed technology services, staffing and resources. Detail any logical alternatives. These diverse topics fall into a few broader IT categories, which led to the organization of this report as follows:  IT organizational structure and staffing (section 3)  Technology planning and management (section 4)  Applications/software (section 5)  Infrastructure, including LAN, WAN, wireless, telephones and supporting data centers, wiring closets, and cabling systems (section 6) Elert & Associates XXXXXX IT Assessment Page 8 In this document, we have tried to avoid repeating back provided factual information unless it directly pertains to an identified issue. Thus, there is considerably less detail about systems or services which are operating well or with which users are satisfied. The RFP that was issued to begin this engagement includes a considerable amount of useful background information, which readers unfamiliar with the full breadth of services may wish to review. This portion of the RFP has been excerpted and is found in XXXXXX. 2.1 Process During April and May 2011, Elert & Associates (E&A) consultants: • received and reviewed background information, documentation and plans related to the XXXXXX’s technology systems and supporting staff • examined existing technology systems, as identified above • interviewed current IT staff members to learn about systems and services, as well as to assess the ability of the current staff to meet the XXXXXX’s support needs • interviewed XXXXXX and staff to hear concerns with XXXXXX technology systems and support, and to identify needs for change (please see XXXXXX for summaries) • developed this report, delineating the XXXXXX’s current state of technology systems and support, and offering recommendations to move forward. 3.0 IT Organizational Structure and Staffing 3.1 Organizational Structure Information Technology at XXXXXX is currently organized as two primary workgroups with separate directors reporting to different XXXXXX. Please refer to XXXXXX to view current IT organization charts provided by XXXXXX, including one specific to XXXXXX. There are two levels of management under the XXXXXX at XXXXXX and one level at XXXXXX. The XXXXXX of XXXXXX IT (at XXXXXX) has 8 direct reports, while the XXXXXX has 6. At XXXXXX the Director of Technology has 4 direct reports. The XXXXXX Help Desk Manager supervises 1 full-time and two part-time positions. Not shown on this chart: the XXXXXX Help Desk Manager supervises 32 part-time XXXXXX help desk workers during the year, and 4 who are full time in the summer. The organizational chart also shows individuals and groups (e.g., Web Site Teams at both XXXXXX) that provide technology services but are not part of the central IT organization (lower left and lower right corners with no lines of reporting shown). Elert & Associates XXXXXX IT Assessment Page 9 3.1.1 Findings and Analysis for Organizational Structure 1. A lack of centralized strategic leadership has resulted in an unfocused, reactive support that is not consistent across the entire XXXXXX. 2. It is necessary to have IT support staff physically at both XXXXXX, though their responsibilities differ somewhat. This is not uncommon. However, at XXXXXX the lack of a single guiding hand for both “branches” of central IT has resulted in coordination problems among staff, which reduces efficiency (despite weekly meetings via videoconference). It has also contributed to problems with planning, budgeting, and project management. 3. The Director of Technology (XXXXXX) is a full time employee, but his time is divided between IT and as the manager of the XXXXXX IT program. This individual is also an XXXXXX. Due to “wearing multiple hats” there are times of conflict between high priority tasks in his areas of responsibility. Similarly the XXXXXX also has multiple roles. 4. Although it is common practice in XXXXXX environments for technology personnel dedicated to specific programs (e.g., XXXXXX or XXXXXX) to report within the departments, a “dotted line” structure with some type of regular communication between these personnel and central IT is a best practice. This dotted line structure does not seem to be in place at XXXXXX. 3.1.2 Work Responsibilities and Functions The study team reviewed provided job descriptions (available for most, but not all IT staff members) and discussed these with staff during the individual interviews. Of the 6 titles in XXXXXX IT, XXXXXX provided 3 job descriptions. Job descriptions for all but two of the positions at the XXXXXX were provided, four of which were updated within the past year. Many are dated between 2004 and 2006. 3.1.2.1. Findings 1. The XXXXXX IT currently fulfills a role as a senior programmer on top of his management duties. Only the latter are listed in the job description. 2. One individual at XXXXXX has significant job duties not mentioned in the job description. This was discussed with the Director of Human Resources. 3. Most IT staff at the XXXXXX were unaware if a job description existed for their position and were not clear exactly what their responsibilities are. 4. XXXXXX computer repair is covered by only one individual (no apparent backup). Elert & Associates XXXXXX IT Assessment Page 10 5. The job duties of two individuals at XXXXXX seem to be incorrectly classified. This was reported to the HR Director. 6. Several of the current job titles do not match the duties actually performed by those IT staff members. 7. The job titles of two personnel at XXXXXX are XXXXXX. These individuals were not interviewed. However, judging by users’ requests for training it isn’t clear how frequently training is offered or if it is well advertised. 3.1.3 Outsourcing When used judiciously outsourcing can alleviate burdensome repetitive work, augment staff count, and allow new technology systems to be implemented quickly. However, it also carries some risk of unexpected additional costs for the customer who must be vigilant regarding contract management. XXXXXX is currently planning an initiative that would contract a third party to provide hosting and content delivery for XXXXXX on a national basis. This is a good example of logical outsourcing in that current XXXXXX resources do not include the capacity and redundancy needed to support a project of this scope. XXXXXX also uses an outside vendor for server hardware support. Potential replacement of the XXXXXX ERP system may be another opportunity for outsourcing. If XXXXXX does decide to replace XXXXXX, it should carefully consider what degree of internal control it needs to keep and what can be provided by a vendor. Outsourcing end user computer hardware repairs would also be a potential option, though not specifically as a cost savings measure since many XXXXXX have found it to cost about the same as in-house work. The primary value is in freeing up time of skilled personnel so they can perform more complex tasks. The downside is that some XXXXXX have had difficulty holding the selected contractors to the agreed upon service level agreements (SLAs). Hardware repair was not among the “burning issues” uncovered by the study, however. Elert & Associates XXXXXX IT Assessment Page 11 3.1.4 Recommendations for IT Organizational Structure 1. In order to align technology with the XXXXXX’s strategic direction, XXXXXX’s needs a full-time CIO/VP for IT, preferably from the outside. Technology has evolved to the point where it has become an intrinsic part of XXXXXX content and delivery. Many emerging technologies need to be investigated and monitored for future applicability and benefits for XXXXXX’s including, but not limited to virtual environments, mobility, and cloud computing. A seasoned CIO would be in the best position to evaluate these technologies in the future for XXXXXX.  This individual should be at the XXXXXX or XXXXXX level and have responsibility for IT services XXXXXX. The XXXXXX should have an open line of communication with the XXXXXX of the XXXXXX, though this position wouldn’t need to be part of the XXXXXX. The XXXXXX needs to be at the table with the XXXXXX from a functional perspective but could report elsewhere from an HR standpoint2. The XXXXXX could be the governance body for IT, especially during the transition and early in the new XXXXXX’s term.  HR should develop a XXXXXX position description with input from stakeholders. The description should clearly state that both XXXXXX systems and all XXXXXX fall within the purview of this position.  The XXXXXX position should be allowed 2-3 months to gain an understanding of the major IT/technology needs at XXXXXX and then be asked to offer a plan with budget needs and timetable for expected improvements. 2. Establish a XXXXXX Committee to guide and advise the XXXXXX (a somewhat different focus than the previous XXXXXX Committee). This group should consist of XXXXXX leadership, perhaps at the XXXXXX or XXXXXX level. The XXXXXX would take direction from this group as well as from the XXXXXX. 3. Retain a Project Manager for IT (refer to Recommendation for Project Management for details). For projects initiated by departments, this position could help with planning and implementation to ensure coordination with IT. 4. XXXXXX, led by the new CIO (once retained) and the Human Resources Department should develop an IT organizational restructuring plan that  Describes a new organizational structure reporting to a single XXXXXX, including a “dotted line” structure for non-centralized technology staff  Retains some flexibility for the two XXXXXX to provide services via methods most effective for their users, but ensures resources are coordinated 2 XXXXXX Elert & Associates XXXXXX IT Assessment Page 12  Calls for the XXXXXX to meet with users (preferably at their offices/work areas) to gain a complete understanding of their needs and priorities  Divides work responsibilities equitably and appropriately among current staff, enumerates the areas/needs that are not currently covered, and describes positions needing to be filled (see also Staffing Levels, below). These efforts should include revising job titles and descriptions according to the assigned duties. 5. There are outsourcing options for nearly all IT functions. We suggest XXXXXX consider a variety of these in its future planning efforts, especially for large scale initiatives. 3.2 Staffing Levels Overall XXXXXX and staff are happy with the IT support provided based on the limited IT staff and IT support resources. Many expressed that they understood that the IT staff were running “lean” and so catered their requests and adjusted their expectations accordingly. The XXXXXX programs have grown greatly in the past few years without a corresponding increase in IT staff. 3.2.1 Centralized IT Staff For the XXXXXX and associated remote sites there are 7 IT personnel, three of whom are .75 FTE, plus a .5 FTE XXXXXX, for a total of 6.75 FTE. The XXXXXX employs twelve (12) IT salaried employees reporting to the Director of XXXXXX IT, for a total of 13 salaried FTE. There are also two hourly positions designated as trainers (at XXXXXX). These can be considered part of IT support, thus adding 2 FTE. XXXXXX workers staff the XXXXXX Help Desk, with one or two on duty whenever the Help Desk is open. XXXXXX employs 6.5 FTE of XXXXXX workers in IT support. However, due to relatively little experience, the true equivalency may be estimated at 3.5 FTE. Therefore, including XXXXXX workers, centralized IT staff comes to 25.25 FTE. 3.2.2 Non-centralized IT Staff As with many XXXXXX, not all IT support is centralized. In XXXXXX’s case the XXXXXX program, XXXXXX program, the XXXXXX program and XXXXXX (.5 FTE) each have in-house personnel for technology support, for a total of 3.5 FTE in these areas. Elert & Associates XXXXXX IT Assessment Page 13 There are also six (6) full time personnel (three per XXXXXX) who work on the XXXXXX’s web site. These positions are considered primarily marketing in nature. Roughly 10% of their time may be considered IT related, so the staff equivalency would be .6 FTE. These personnel were not interviewed as part of this study. Each XXXXXX also has a XXXXXX, for a total of 2 FTEs for this function. These positions report to the XXXXXX side. Thus the total count of personnel working to support technology but not within the IT organization is 6.1 FTE. 3.2.3 Summary Count In summary, XXXXXX employs 31.35 FTEs whose primary job responsibilities involve technology support; 6.1 of those in non-centralized positions and 25.25 centralized. 3.2.4 Comparison to Similar XXXXXX 3.2.4.1. Centralized The median ratio of centralized3 technology support personnel to the number of all XXXXXX is ~1:140 for XXXXXX similar to XXXXXX4. According to provided information there are roughly 1,300 XXXXXX at the XXXXXX and 2,800 XXXXXX enrolled in XXXXXX for a total of 4,100. At the ratios noted above this would indicate a need for approximately 29 FTE of centralized IT staff just for XXXXXX support. This does not include XXXXXX and staff, who total ~6005 full-time equivalent employees. A 2005 version of the XXXXXX report indicated a similar support ratio for all types of users in the MA I category (with approximately 200 MA I participants in the study). Adding these users would bring the total estimated centralized IT staff count to ~33 FTE, compared to ~25.25 currently. Note: centralized does not mean consolidated in one location. Personnel are needed at both XXXXXX to provide support and services. 3 Source: XXXXXX 4 Source: XXXXXX 5 Approximate figure provided by XXXXXX Human Resources. The reason for the approximation is the large number of XXXXXX, many of whom are contracted on a XXXXXX basis. Elert & Associates XXXXXX IT Assessment Page 14 3.2.4.2. Non-Centralized (Departmental) Support National statistical information reveals non-centralized IT staff accounts for 15% of overall IT staffing in the MA I classification. Therefore we should expect the total number for both non-centralized and centralized IT staff to sum to ~39 FTE, resulting in an expectation of ~6 FTE for non-centralized IT staff; compared to ~6.1 currently. 3.2.5 Workload Issues 1. The Director of XXXXXX IT (XXXXXX) is the primary source of modifications to the XXXXXX ERP application as well as XXXXXX. Many staff and XXXXXX members contact him directly with support questions and requests. In effect he is staffing two positions - that of XXXXXX and of XXXXXX. Even though he typically works more than 40 hours per week, some tasks must be deferred because there are too many demands on his time. If the XXXXXX IT became unavailable, the XXXXXX would be in a very difficult situation with regard to XXXXXX, and might need to hire two individuals to cover his current workload. 2. The XXXXXX at the XXXXXX is .5 FTE as director. He also directs the XXXXXX program for Information Technology. He is also a XXXXXX member in the IT degree program. IT issues actually take more time than allocated, so he is in an overload situation. 3. In general, IT staff members at XXXXXX are overloaded, though the overload level varies by person. The large growth in XXXXXX count in the past couple of years has not been matched by an increase in IT staff FTEs. 4. When new initiatives are undertaken without prior planning regarding ongoing support, the total available staff time to continue supporting already existing technology systems is reduced. 5. One of the part-time help desk technicians for XXXXXX has been unavailable for work for some time due to a visa issue. This means additional work falls on other staff members. One of the people whose position is designated as part time has been working 40+ hour per week. 6. Initiatives are frequently left incomplete because staff must “go on to the next fire”. Example: when a higher bandwidth link to XXXXXX was put in place recently, QoS was not reestablished. There was previously UDP precedence in place, but that feature didn’t get reprogrammed when the link was changed. 7. XXXXXX help desk staffers are utilized to help with project deployments, sometimes leaving the help desk un- or understaffed. 3.2.6 Staff Count Analysis and Recommendations Compared to other similar XXXXXX, XXXXXX is operating leaner in centralized IT staff count (25.25 vs. 33) and about average in non-centralized (6.1 vs. 6). Elert & Associates XXXXXX IT Assessment Page 15 Factors to consider are the need for on-site support at both XXXXXX and the number of users XXXXXX. 1. There appears to be a need for additional FTEs (approximately 7.75 FTE) in centralized IT, especially at the XXXXXX. 2. The workloads of both XXXXXX IT directors should be adjusted. 3. We recommend the total staffing count and the workload situations be examined in greater detail by the XXXXXX Human Resources department. Please refer to the Elert & Associates XXXXXX IT Assessment Page 16 Recommendations for IT Organizational Structure. 4. Update position descriptions and titles based on actual duties, and review compensation for all positions. 5. Develop a training plan for new hires. 6. For each new initiative, ensure staff is trained before beginning the implementation and that users are also trained appropriately. (Refer also to Recommendations for Planning). 7. Provide more XXXXXX opportunities for current employees. A typical allotment per person should be 3 days per calendar year and ~$1,500 to cover XXXXXX. IT managers should be proactive in helping staff members seek out appropriate events and courses. 4.0 Technology Planning and Management This section covers end user support in addition to overall technology planning and management functions. Help desk services are discussed under the subheading of End User Support. 4.1 Planning Both strategic, long-term planning and tactical, short-range planning are necessary to provide consistent dependable technology services and support. Lacking the former, there can be duplication of effort but without the latter initiatives can stumble and fail. 4.1.1 Findings/Analysis 1. There is no current XXXXXX plan for technology. A plan was developed and submitted for the period of 2010-2013, but has not been approved by XXXXXX leadership. The IT groups are working on some tasks that can be paid for from current budget, but do not have funds for the larger initiatives. The lack of an approved plan has caused a void in completing needed projects. 2. The proposed 2010-2013 Plan incorporates expected elements, identifies strategic goals, and aligns Action Items to those goals, all of which are best practices. But in some cases the plan appears to be overly optimistic about resources. For example, Action Item 2010.01.01 “Offer internal training via online tools” states a staff resource requirement of 2hr./month/trainer, which probably accounts for the delivery of the training, but not for development of the training curriculum. The plan also lists “stretched IT resources” as an area of concern, but only one objective specifically addresses this. 3. Projects are departmentalized and do not necessarily take into account the good of the XXXXXX as a whole, resulting in duplication and underutilized systems and programs. For example, XXXXXX has its own database system (in FileMaker) which is not tied into the XXXXXX system. When information entered into that system returns to the XXXXXX it must be re-entered. 4. Several recent technology initiatives have been undertaken with apparently little planning. An example is an effort to license the XXXXXX scheduling Elert & Associates XXXXXX IT Assessment Page 17 software for use at the XXXXXX, but without an apparent transition plan in place for implementation and user training. A second example is the distribution of 10 iPad devices to the XXXXXX personnel without a plan to support those devices. 5. As is the case with many XXXXXX, XXXXXX’s planning efforts sometimes underestimate the amount of time needed for ongoing support. It appears the assumption is that current staff members have both the necessary time and skills to both undertake new initiatives and to provide ongoing support for all current systems as well as the new ones. 4.1.2 Recommendations for Planning 1. Reinstate an advisory group for technology planning, representing departments and the user community. This helps IT leaders learn about concerns throughout the XXXXXX and offers additional perspectives and experience during planning cycles. Nearly all XXXXXX have such a group6. 2. Revise the 2010-2013 Technology Plan. In the current plan some of the listed resources needed to accomplish the Action Items seem to be underestimated or are noted as “unknown” in the draft report. Based on information E&A has gathered about the current IT staff workload, there may not be capacity to implement some of the planned activities. For each activity/initiative the plan should state whether current staff members have the capacity to take on this work, or if additional outside help and/or staff positions are needed. 3. When planning large one-time projects build additional funds into the plan for labor to install, configure, test, and document those projects. As a general guideline, adding 15-20% to the estimated cost of equipment will cover labor costs. 4. When researching new software/hardware for the XXXXXX, review that which is already in place and being supported to determine if can be replaced or upgraded as part of the potential changes. Be sure to evaluate total support requirements based on the whole picture of related systems. 6 XXXXXX Elert & Associates XXXXXX IT Assessment Page 18 5. When planning initiatives that will require ongoing support, first check whether current staff is carrying a full load. If so, plan for additional ongoing staffing and/or outsource as appropriate. If current staff is able to take on more work but hasn’t previously performed such work, include time and funds for professional development in the plan, and ensure training is completed prior to the implementation. 4.2 End User Support XXXXXX personnel expressed need for additional support in a number of areas: 1. Response time of shared applications is intermittently slow. Several interviewees reported that 4-6 PM tends to be the worst time of day. 2. New software packages are implemented with little or no training provided to end users. 3. Many users of existing core information systems (XXXXXX, XXXXXX, etc.) requested additional training. 4. Support provided by the Help Desk varies in effectiveness and was discussed so frequently (and sometimes vehemently) that a sub-section for this follows: 4.2.1 Help Desk Services and Management 4.2.1.1. Current Situation Both XXXXXX have help desk personnel on site and share one software package (XXXXXX) to log reported problems and the resolutions. When XXXXXX help desk personnel are not available to take phone calls, calls “roll over” to the XXXXXX help desk. At XXXXXX, the first line of help desk support is XXXXXX workers. Most are in XXXXXX and have 6-8 hours per week available for work, and that in shifts of 2 hours at a time. Thus it takes 32 XXXXXX workers to provide sufficient coverage during help desk open hours. Users can also report issues via email or via a link on the help desk website (XXXXXX), but those options seem to be little used. A Service Level Expectation document is published on the helpdesk website. It indicates if a problem is unresolved within the target time the user should call again and ask to speak to a supervisor. 4.2.1.2. Findings and Analysis 1. “Roll over” to XXXXXX was reported as generally effective for XXXXXX issues and password changes, but not for specific software questions or instances that require hands-on resolution. 2. Several users reported that requests made by email are frequently “lost in the system” so ultimately they must call anyway. Elert & Associates XXXXXX IT Assessment Page 19 3. The response time to use the XXXXXX software at the XXXXXX is so slow, IT staff members sometimes don’t use it (the XXXXXX server is housed in XXXXXX). 4. The result of XXXXXX worker schedule limitations is that most of the XXXXXX workers have insufficient time to build their base of knowledge regarding less common problems and how to troubleshoot and resolve those. 5. The most often reported criticism of help desk services came from XXXXXX and staff members who feel the XXXXXX workers are not sufficiently experienced to solve problems. XXXXXX workers also sometimes assign the wrong staff member to a problem causing further delay in its resolution. These issues have led a large number of XXXXXX and staff to circumvent the help desk entirely by directly contacting individual IT staff members. These users requested fervently that XXXXXX provide professional IT personnel (rather than XXXXXX) who could be contacted directly by XXXXXX and staff members when problems and needs arise. 6. XXXXXX IT staff indicated the XXXXXX help desk software data fields and forms have been customized by XXXXXX to support the XXXXXX population and that these formats don’t meet XXXXXX needs. 7. XXXXXX indicated a desire for the XXXXXX help desk to be manned later in the evenings and on Saturdays when XXXXXX are in session to assist with problems that occur during XXXXXX (e.g., multimedia system hardware failure). 8. Despite the published Service Level Expectation document some users expect IT will jump to take care of every issue as soon as it is reported regardless of other priorities. 9. The capabilities of the XXXXXX software seem to be underutilized, especially as related to reporting. 4.2.2 Recommendations for End User Support 1. Modify the help desk structure into two divisions, one in which XXXXXX workers support XXXXXX only, and the other staffed by professional IT personnel for all other users (XXXXXX). The XXXXXX help desk should continue to have on-site staff at both XXXXXX. An alternative to this structure would be to have professional staff answering phones/messages and have XXXXXX workers take direction for fixing issues from those staff members. This may offer a better training and evaluation experience. 2. Fill the vacant part-time help desk position at the XXXXXX. UPDATE: since the XXXXXX received the first draft of this report, this position has been filled. 3. Consider outsourcing the most common/basic help desk functions such as password resets and operating system & productivity software support, preferably via 24x7 services. Elert & Associates XXXXXX IT Assessment Page 20 4. Re-examine and revise the current service level expectation (SLE) document to a service level agreement (SLA) that is more explicit and enforceable. Involve users in the development of this SLA. 5. Modify XXXXXX help desk forms so they better meet XXXXXX needs. 6. If the WAN link between the XXXXXX continues to be a problem, outsource hosting of the XXXXXX server. 7. Provide additional training to all users of the ERP system. Develop written curriculum in collaboration with users so as to cover what they most need to learn. Offer this training in a variety of ways, including online, so users can choose their preferred learning mode and time. 8. Require departments that implement new software (specific for their purposes, not XXXXXX) to ensure training is provided for those who will use that software. One interviewee noted: “. . . any new software adopted needs to be introduced and trained by the staff. I can't imagine how an IT department could train every employee. Setting up [a] training team to spread the knowledge through the staff would help meet the needs. This would need to be included in job descriptions of those staff.” 9. Plan new deployments of software and equipment to include a trial/test period with users who volunteer for this and who have been briefed about how to report problems they encounter. An example of this is the Gmail trial scheduled for summer of 2011. 4.3 IT Management Managing IT is similar to managing other departments within the XXXXXX, with some additions. IT leaders need to add change management and system replacement programs to more common management responsibilities such as personnel supervision and budget development. Following are categories of management functions. Within each sub-area is a list of issues identified as needing improvement by interviewed personnel and/or E&A team members, and recommendations for remediation. 4.3.1 Budget and Compensation XXXXXX provided an overall IT budget and current salary information for centralized IT staff. The amounts budgeted for 2010-2011 for systems ($XXXXXX) and payroll ($XXXXXX) total to $XXXXXX. 4.3.1.1. Findings 1. On a XXXXXX basis the IT budget amounts to approximately $520 per XXXXXX (assuming 4,100 XXXXXX). This is running very lean. Elert & Associates XXXXXX IT Assessment Page 21 2. Commendation: The IT staff and management has done a wonderful job of keeping things running and serving the basic needs in difficult financial times and when there have been other financial priorities for the XXXXXX. 3. Nearly every IT staff member and many users indicated they are aware funding is in short supply and therefore technology funds and IT staff are stretched “to the max”. This has been most evident (and painful) to XXXXXX in the age/capability of XXXXXX computers. 4. Another result of the funding shortage is a neglected core IT infrastructure, data centers, wiring closets, and switches at the XXXXXX. 5. Comparing individuals’ compensation to job responsibilities, E&A noted two potential inequities and reported those findings to the Director of HR. 4.3.1.2. Recommendation Increase the technology/IT budget on a XXXXXX basis to allow for more frequent technology refresh and sufficient staffing. The difference between current XXXXXX funding and similar institutions is approximately $240 per XXXXXX per year. At this level, XXXXXX would have an increased budget amount of $984,000 per year for technology operations. 4.3.2 Project Management 1. On the whole the study team found little evidence of thorough project management, as indicated by significant coordination and communications problems, and initiatives that have not reached 100% completion. 2. One of the technicians at the XXXXXX is taking Project Management courses in XXXXXX’s XXXXXX. He and his director intend for him to focus on project management within the IT department. 4.3.2.1. Recommendation for Project Management Retain a Project Manager for IT, reporting to the CIO. This could be an employee or an outsourced service. This position should not be tasked with any user support activities. The key objectives would be to develop detailed implementation plans for each major initiative, and to lead and track the completion of those initiatives. This position would need authority to direct the work of other IT personnel when needed. 4.3.3 Supervision of Personnel 1. It was not clear whether or how often job reviews are conducted for centralized IT staff members. 2. XXXXXX IT personnel do not all have a clear picture of their job responsibilities. Elert & Associates XXXXXX IT Assessment Page 22 3. Morale among IT staff at XXXXXX is not good. Several noted that if one of them takes the initiative to suggest or start a new service it then becomes their responsibility forever, whether or not it is within their job description. “If you solve a problem, you own it. Instead of being rewarded for going above and beyond, it feels like a punishment.” Per interview notes, this applies to more than half the IT staff members at XXXXXX. 4.3.3.1. Recommendation IT managers should take a more active role in supervising those who report to them, and ensure that all employees clearly understand their job responsibilities. E&A suggests IT leaders consult with the HR Department for concrete techniques and suggestions. 4.3.4 Communications and Cooperation within IT 1. Commendation: the establishment of an internal IT wiki is a best practice. All IT personnel should contribute to this relative to their job duties. 2. There is a lack of two-way communication between departmentally-based technology personnel and central IT, especially when new initiatives are being planned and implemented - by either of the parties. According to those interviewed, too frequently initiatives are well underway before personnel who may be required to provide support find out about them. In some sense this is a planning issue, but improved immediate communication would certainly lessen future difficulties. 3. XXXXXX staff feels that XXXXXX IT staff does not understand that most of its programs are offered at night and that IT functions such as server reboots or backups cannot occur at that time. 4. Some members of both centralized IT teams have negative attitudes toward the “other” XXXXXX. Each is perceived by the other to receive preferential treatment in some way. This has led to some cases of slow, missing or incomplete responses to requests or inquiries from IT staff to their counterparts at the other XXXXXX. 4.3.4.1. Recommendation Organizational restructuring and a more active management approach should resolve most of the identified issues. Routine meetings among staff supporting like systems/objectives at the two XXXXXX would improve communications between them. Elert & Associates XXXXXX IT Assessment Page 23 4.3.5 Communication between IT and Stakeholders 1. As stated during user focus groups, many users feel decisions are made by IT with little consultation with those who will be the primary users of the selected systems, especially with regard to software selection. Also, even when users provide requirements/input and/or expectations it is sometime not taken into account. Example: when cabling was needed for XXXXXX, even though IT was told by XXXXXX that high bandwidth (1 Gbps) connectivity was needed to each desktop, Category 5 cable was pulled, and it was not tested or documented. They now must replace it because it cannot support 1 Gbps. 2. Similarly, IT is seldom brought to the table when new ventures are planned (by departments) to determine how and if support will be needed or who will deliver that support. 3. XXXXXX IT staff members are currently working on a FAQ for technology. Assuming it is widely “advertised” so users know it is available, this can be a useful method of communication from IT to users. This enables users to resolve common problems when it is convenient for them. 4. IT staff are frustrated when users or departments schedule events that require IT and/or multimedia support and do not notify the IT department in advance. They end up scrambling to meet needs. 4.3.5.1. Recommendations 1. Develop a “communication plan” with specific steps to generate and sustain constructive two-way communications between IT and the user community. This plan should incorporate several modes of communication such as the FAQ, the internal web site, newsletters, and email, as well as a clear escalation process for continuing problems. 2. Establish a process to involve IT in the planning of events requiring multimedia and IT system setups. The Astra scheduling package could be used for this purpose. 3. Include IT/technology leaders as ad hoc members of technology planning committees initiated by departments to help IT understand user expectations and to bring this information to XXXXXX planning and budget discussions. 4.3.6 Work Performance During the course of interviews, some work performance issues among IT staff were noted. Issues regarding one individual were noted by several persons. As this may involve personnel confidentiality issues, Elert & Associates shared this directly with the Director of HR for her awareness, evaluation, and any necessary follow-up. Elert & Associates XXXXXX IT Assessment Page 24 4.3.7 Processes and Standard Operating Procedures It is important to differentiate between services that demand formal processes (e.g., backup procedures) and those that don’t. Too much minutia can encumber rather than help. Nevertheless, documented processes and procedures are necessary for some key operations. In case of sickness or abrupt departure of personnel, these allow someone else to quickly step in and perform critical duties. 4.3.7.1. Findings 1. There is no formal process for acquiring technology hardware and software. Departments sometimes select systems based purely on internal needs and without considering support requirements. This has resulted in the purchase of systems that duplicate functionality and require additional support efforts. One example is various departments’ purchase of computers without VGA outputs, which IT staff first discovered when asked to connect those computers to the XXXXXX multimedia systems. 2. The study team found few published operating procedures and processes. This management function has probably been given a lower priority because IT staffing is quite lean (please refer to section 3.2) and staff spend much of their time attending to one crisis incident after another. Published, clearly articulated processes could help set expectations among all parties, and well- communicated procedures can provide immediate clarity about how to go about a task, thus saving valuable time. 3. Recent efforts to document system changes are a definite step in the right direction for XXXXXX. But further work is needed in the area of processes and procedures so IT can better provide services proactively rather than reactively. 4.3.7.2. Recommendations 1. Potential technology purchases XXXXXX should be vetted by IT prior to ordering. One of the tasks of the new CIO should be to work with XXXXXX to establish a procurement process for technology systems that avoids duplication yet is efficient for users. Departments that decide to move forward without prior approval should be required to provide their own implementation and support resources rather than “dropping” those responsibilities on IT. 2. Large scale acquisitions should be a part of the technology/IT governance plan. 3. The CIO and IT managers must take time to determine which IT tasks need to be documented through written procedures. Then assign staff to develop such for the identified tasks. Elert & Associates XXXXXX IT Assessment Page 25 4.3.8 Desktop Support 1. IT personnel re-image XXXXXX and staff computers annually, and do so more frequently for computer labs. Lab computers are also checked at those times as to whether those units are in good working condition, and repaired as necessary. Commendation: This “clean up” is a best practice to help improve the reliability and lengthen the lifetime of computers. 2. All computer repairs are performed in house. Technicians and XXXXXX workers diagnose problems and replace parts as necessary. 4.3.8.1. Findings The turnaround time for hardware repairs can vary significantly and was reported by some users as from 2 days to 1 week. When the computer in question is a staff or XXXXXX member’s primary workstation, that person’s productivity is severely affected. Some spare computers are available for these situations, however. 4.3.9 Computer Replacement Cycle The IT department strives to keep costs low when it comes to end user computer hardware, but while this attitude is generally commendable, in some cases computers may have been stretched beyond their functional usefulness. Desktop computers provided for XXXXXX and staff are often recycled after being used in XXXXXX computer labs. Several individuals on the XXXXXX reported working with computer systems 6-8 years old. This is not the case for laptop computers, which most XXXXXX members have. 4.3.9.1. Recommendation The proposed 2010-2013 Technology Plan calls for a 4-year computer replacement cycle and estimates additional costs to accomplish this. E&A concurs with this. 4.3.10 Professional Development and Knowledge Transfer 1. IT staff members are rarely allocated time and/or funds for specific training for their positions. Most just learn “on the fly” as problems arise. This was mentioned during interviews both with IT staff members and users. 2. Another key concern when there are relatively few staff members is that each one is entrusted with the accumulated knowledge of how his/her assigned tasks need to be accomplished. If that knowledge isn’t published in an accessible place it could vanish from the XXXXXX when staff are out sick or leave employment at XXXXXX. Even when staff members are cross-trained, one person is often still the primary source of knowledge for vital systems. Elert & Associates XXXXXX IT Assessment Page 26 4.3.10.1. Recommendations 1. As part of an annual employee review process, develop a professional development plan for each individual for the coming year. IT management needs to ensure there is funding to cover these plans including providing temporary help when current staff are away at events and courses. Please also refer to Staff Count Analysis and Recommendations. 2. IT management should work individually with those who are single sources of knowledge to put that knowledge in writing, organize it, and make it accessible. 4.3.11 Network Security 1. Policies and guidelines for Internet and technology use (Acceptable Use Policy) are published on the helpdesk website. 2. Commendation: The use of a Network Access Control (NAC) system is considered a best practice. XXXXXX has had some difficulty integrating that system with its wireless system, however. 3. Commendation: We heard no complaints about computer viruses at XXXXXX. This tells the study team that support in this area has been exceptional. 4.3.11.1. Recommendations 1. Maintain the current methods and levels of network security support. 4.3.12 Network Monitoring and Management 1. The IT department has a number of tools to monitor network status and diagnose problems at the sources, and individual staff members tend to use different packages depending on their familiarity with each. 2. IT staff have received little or no training in the use of the available software- based network management tools. 3. The XXXXXX software used to manage HP brand switches is not able to capture inventory information about different brands of switches on the XXXXXX. 4. XXXXXX (hardware and software) by XXXXXX is utilized to view and manage network performance (with focus on the WAN and Internet services). It is currently reported every six hours. 5. There are three IT personnel (currently including the Director of XXXXXX IT) with the necessary skills to monitor and manage the XXXXXX’s networks (excluding servers), but it is unclear such work is performed on an ongoing basis. Elert & Associates XXXXXX IT Assessment Page 27 4.3.12.1. Recommendations for Network Monitoring and Management 1. Review all network management tools currently in use; determine what gaps remain, and select systems to fill those gaps. Get rid of any overlapping or duplicate systems. 2. Provide manufacturer certified training for network management personnel on the tools selected. 3. Network technicians should monitor the LANs for anomalous events on an ongoing basis, and track percentage utilization on a weekly basis. 4. Personnel responsible for server support should review on a weekly basis the system logs of the servers for which they are responsible. 5. A network technician should review system logs of the network security devices/systems weekly. 6. At least once per XXXXXX, a network technician should obtain utilization statistics for the past 30 days from the WAN provider for the WAN connection between XXXXXX, and review that information to determine whether that link needs to be increased or more carefully managed. 4.3.13 Business continuity/disaster recovery Like most XXXXXX, XXXXXX could face loss of income if unable to provide accurate XXXXXX information. In addition, the XXXXXX could be subject to legal sanctions if it cannot provide archived email messages when required by a court. A loss of key data could put XXXXXX’s welfare in jeopardy, and would disrupt both XXXXXX and XXXXXX. Some current practices at XXXXXX make such risks more likely than needs to be the case. 1. For XXXXXX based systems no off-site data backup is taking place. 2. Tape backup is an issue for XXXXXX. For example, the weekly backup of the XXXXXX server takes 36 hours. The proposed 2010-2103 Technology Plan proposed de-duplication and disk-based backup. 3. The secondary/backup data center (BDC) has no generator to keep systems running when local electrical power fails. The battery backup devices will operate for 30-70 minutes (depending on device) after a power failure, after which all equipment would be inoperable. 4. There are cooling issues and dust/sand infiltration problems at the XXXXXX. 5. The IT department does not appear to have a written business continuity plan for technology systems and services. Such a plan would include documents, systems, and information that would assist the team to recover from harmful events, including hacker/virus attacks or power outages. Lack of such planning increases the time to respond to and recover from outages. Elert & Associates XXXXXX IT Assessment Page 28 4.3.13.1. Recommendations for business continuity/disaster recovery 1. Implement off-site backup for XXXXXX data. E&A understands a secondary data center is planned as part of the upcoming expansion of the XXXXXX. Although the distance between the sites is too little to be considered ideal, it would be better than no such backup. 2. Disk-based backup is recommended (rather than tape) for non-archival backup because it requires less time to restore lost or damaged files. 3. Assuming an adequately sized WAN link can be established affordably between XXXXXX and XXXXXX, move the backup data center to the XXXXXX (rather than XXXXXX). If not, correct the environmental issues and add generator power at XXXXXX. 4. XXXXXX should develop a written backup plan that states the intervals at which applications are to be backed up, details backup procedures for critical systems, and assigns responsibility to individuals (primary and secondary) to perform backups and to test them on a regular basis. 5. Develop a business continuity plan for technology at XXXXXX, to include: a. A list of the most likely and most threatening risks and interruptions to service b. Ways to prevent failures (e.g., antivirus systems) c. Ways to mitigate damaging events (e.g., battery backup power) d. Methods to recover from harmful events once they occur (e.g., server backup restoration procedures) e. Contact information for key XXXXXX personnel and outside vendors/providers f. A directory of where to find or obtain needed systems, software and/or data if one location is put out of commission (due to fire or water damage, for example) g. Specific recovery tasks designating who is responsible for each, as well as a secondary person in case the primary is unavailable. Developing this plan would also help the IT department determine how best to cross train staff members. 4.3.14 Documentation This is an area of need on an XXXXXX basis. Needed information is scattered across multiple media and sources, and some expected documentation was not able to be located for this study. 4.3.14.1. Recommendations for documentation 1. Develop a set of documents and drawings that convey detailed information about the network infrastructure, servers and applications. This will be time consuming, but is truly needed for troubleshooting and also in case key personnel become unavailable. Documentation should include: Elert & Associates XXXXXX IT Assessment Page 29 a. Logical drawings of each local area network (in every building), including IP addresses of network switches and other devices with static IP addresses b. A logical drawing of the wide area network, indicating type of physical connection(s), bandwidth(s), and IP addresses for WAN routers/switches c. Building floor plans indicating the location of all technology rooms/closets in each facility [such plans exist, but should be more explicit] d. An updated inventory of network switches, including year purchased, manufacturer, model number, serial number, assigned IP address, and maintenance agreement information e. A listing of the SNMP configurations and community strings for all network devices, identified by location f. A complete inventory of network servers, including year purchased, manufacturer, model number, serial number, processor type and quantity, amount of RAM, amount of storage, and maintenance agreement information. For virtualized servers record how server resources are allocated for each virtual server. g. A list of user IDs/logins and passwords for all network infrastructure, including servers and applications, and indicating for each device or application which personnel have what levels of authorization. 2. Store documentation online in protected folders (accessible per assigned authorization levels) and in hard copy and electronic archive secured in locked offices/safes at XXXXXX. 3. Update documentation at least once each year, and replace hard copy and archive versions as needed after updating. 4.3.15 Equipment repair and maintenance This area was not cited as a major concern though some users noted turnaround time for repairs requiring parts replacement took several days. 4.3.15.1. Recommendations 1. Ensure computer technicians are properly trained and certified (as needed) to perform repairs on the types of computers the XXXXXX owns and purchases. This is especially needed for XXXXXX systems. 2. Provide update training for technicians on a regular, rotating basis. 3. When purchasing new computers, track their warranty expiration dates to ensure that needed repairs during the warranty period are performed by the manufacturer/vendor, not at the XXXXXX’s cost. Elert & Associates XXXXXX IT Assessment Page 30 5.0 Applications 5.1 Enterprise Resource Planning (ERP) ERP systems are much more than XXXXXX systems, and touch most areas of the XXXXXX enterprise. Please refer to XXXXXX for a listing of functions. 5.1.1 Findings and Analysis 1. The current direction and support of ERP applications at XXXXXX, which has been in effect for the past 10 years, is a combination of “best-of-breed” and internal development/customization. Neither of these approaches follows current best practices in ERP strategies. 2. XXXXXX is now among a very small minority (~ 5%) of XXXXXX that have “homegrown” XXXXXX7. Most organizations (XXXXXX or otherwise) find that single-source, fully integrated ERP systems provide a more consistent support of all functions while facilitating self-service data extracts for ad-hoc analysis. In this centralized model, there is a single, authoritative source for enterprise-wide data that is accurate and consistent. 3. The XXXXXX system does not have fields for some needed data sets, such as for Human Resources. 4. User comment: “XXXXXX is not intuitive and does not use commands that are common place in today's technology - for example copy & paste is not possible” 5. Modifications of the XXXXXX program are developed and delivered by the XXXXXX IT Director. There is a business- interruption risk with the current internal support arrangement. As an aside, many business insurance companies are asking detailed questions about ERP support when calculating business risks and insurance premiums. 6. “The XXXXXX does not have an XXXXXX administrator/expert - we filter all requests through 3 staff members and then to XXXXXX.” 7. A number of separate, stand-alone applications have been purchased because of the perceived problems with XXXXXX and then have to be tied into it - sometimes with poor results (duplication of data and effort.) Examples: XXXXXX information is kept in a XXXXXX database. XXXXXX is performed with another separate application. 8. Obtaining reports from the system was noted as challenging by many interviewed personnel. Many custom reports have been designed over the years, so most users have access to the reports they need. However, each time a different report format is needed, another custom report must be developed by IT. 7 XXXXXX Elert & Associates XXXXXX IT Assessment Page 31 9. HR reported an issue with getting consistent data that is represented within the system. They currently run payroll internally and have very manual processes (timesheets, data entry, etc.). 10. Interviews with non-IT personnel at XXXXXX reveal that while the IT department is willing to customize almost any aspect of the systems and/or generate custom reports, data is largely inaccessible on a self-service basis. 11. “There isn't a manual [to] describe how XXXXXX is being used in each department which might provide ideas on how to solve a problem I may be having . . . A fuller understanding of XXXXXX by more staff could increase usability and therefore increase efficiency.” 5.1.2 Recommendations 1. Implement a commercially supported ERP system XXXXXX. XXXXXX would be best served by a large, professional firm that specializes in ERP systems and support rather than a reliance on one or two internal programming resources. 2. If there are no existing Process Maps, develop these as part of the RFP process. 3. Select and implement the new system through a careful and thorough process. Following is a recommended course of action. 5.1.2.1. ERP Procurement Process Before entering into an agreement with XXXXXX (the publisher of XXXXXX) to provide support for the commercial version of that ERP system (which would be new to XXXXXX), XXXXXX should conduct a formal evaluation of leading- technology ERP products for XXXXXX. This evaluation should not be undertaken until the new XXXXXX is in place and familiar with the XXXXXX’s environment. Objectivity is a very important part of the process. If possible, the procurement process should be facilitated by an outside firm specializing in such services and familiar with all of the leading ERP firms. This effort should be considered a XXXXXX project, not an IT initiative and if possible, should be led internally by someone in XXXXXX with co-assists from H/R and Finance. It would be helpful if this process was completed while XXXXXX is still working at XXXXXX so he can provide some continuity and support the transition to a new system. A successful procurement process will take 5-6 months and involves several steps: 1) Development of a detailed RFP document—this document should be prepared by subject-matter experts in all functional departments of XXXXXX and closely follow internal operational steps and procedures with particular attention to details that may be unique to XXXXXX. Elert & Associates XXXXXX IT Assessment Page 32 2) The Gartner Group’s Magic Quadrants should be consulted once the RFP is prepared and ready to send out. Current information should be gathered from Gartner as they tend to re-evaluate this market every 3-4 years. Only companies in the “Leaders” or “Challengers” quadrants should be given serious consideration as they are the only companies able to deliver and execute ERP services for XXXXXX. The ERP companies in these quadrants have sufficient market penetration, experience and resources to stay abreast of all XXXXXX trends and strategies. XXXXXX’s business partner in ERP services should not be “learning” from XXXXXX, rather the ERP partner should be “leading” XXXXXX into the future. 3) RFP sent out to vendors—both hard copy and electronic with one month to work on answers. Vendors must understand that accuracy and honesty is important as they will be asked to demonstrate the functionality that they claim to support. 4) Preparation of demonstration scripts—functional, subject-matter experts turn the RFP details into demonstration questions (e.g. Show me how a XXXXXX applies for XXXXXX, etc.) 5) Selection of ERP finalists—two or three vendors should be selected from the RFP responses that best fit the needs of XXXXXX. Demo scripts should be sent to each finalist and be given 1-2 months to prepare a 5-6-day demonstration of their product. 6) Host demonstrations back-to-back for all subject-matter experts from all departments. Demos should be scored by all attendees. IT is considered 1 of the selection teams and they evaluate the underlying technology and strategic direction for the infrastructure. 7) Final negotiations—include suggested product solutions, consulting, training and pricing proposals for final two vendors. XXXXXX or XXXXXX makes the final selection. Best practices in ERP selection suggest that the final ERP system selected will be one of the leading nation-wide systems that provide comprehensive ERP systems for XXXXXX. A handful of software publishers specialize in information systems software for XXXXXX. XXXXXX found XXXXXX commonly in use: XXXXXX, XXXXXX, XXXXXX, XXXXXX. In 2008, the Gartner “Leaders” and “Challengers” were XXXXXX, XXXXXX, XXXXXX, and XXXXXX. The following table lists a dozen XXXXXX comparable to XXXXXX, together with the ERP systems in use at each. Elert & Associates XXXXXX IT Assessment Page 33 Table 5-1 ERP Systems at Similar XXXXXX XXXXXX Reference Group ERP System XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX XXXXXX 5.1.2.1. ERP Implementation Schedule Most ERP implementations span roughly 18-36 months. Rolling or phased implementations of each module are typical. (i.e., Finance at the beginning of a fiscal year, Payroll at the beginning of a calendar year, XXXXXX at the beginning of the XXXXXX year, XXXXXX at the beginning of the XXXXXX year, etc.). 5.1.2.2. Costs The ERP initial implementation project will cost $3.75-$4.5 million including hardware, software, consulting and training. This rough order of magnitude cost estimate should be refined while the RFP requirements are being developed. Annual support costs for software licensing and support will be in the $300,000 range and include at least one new release a year. Internal programming modifications should be minimal and should generally be discouraged so the core product can be easily updated with new releases. Most of the leading ERP vendors recommend having internal IT support for each major module. This support includes light programming for custom forms, report writing, data extractions, and outside/regulatory reporting. 5.2 Constituent Relationship Management (CRM) Key uses of CRM software in XXXXXX are to:  Identify, recruit, and commit prospective XXXXXX  Automate and streamline an online application process  Improve XXXXXX retention  Maintain ties with XXXXXX beyond XXXXXX  Increase XXXXXX participation and engagement Elert & Associates XXXXXX IT Assessment Page 34 CRM systems typically integrate multiple forms of media to communicate with XXXXXX. Some packages also have XXXXXX components. Others offer the ability to identify and engage at-risk or excelling XXXXXX. As a category of products, CRMs first appeared for use as sales and marketing systems. The heart of a CRM system (as with ERP systems) is a database. Salesforce.com is an example of an outsourced sales and marketing CRM. In fact, some of the CRM systems developed for XXXXXX are based on this or other “generic” CRM systems, such as Oracle’s CRM On Demand or Microsoft Dynamics. 5.2.1 Findings and Analysis 1. The XXXXXX system used by XXXXXX (XXXXXX) is a specialized type of CRM. That system does not have a direct interface to the XXXXXX interface for XXXXXX. This can result in duplicate and/or conflicting data about XXXXXX. It is difficult to know which data is accurate (or most nearly accurate). 2. In the XXXXXX world, some ERP systems publishers provide in-house CRM options and others have partnered with companies offering CRM solutions. For example, XXXXXX system has an optional XXXXXX component, while XXXXXX has partnered with XXXXXX (now part of XXXXXX) for collaboration tools. 3. XXXXXX and XXXXXX are current leaders among the stand-alone XXXXXX CRM packages. XXXXXX offers products focusing on XXXXXX and is sometimes implemented together with XXXXXX. 5.2.2 Recommendations 1. Consider developing an interface between XXXXXX and the current XXXXXX system to avoid data duplication and conflicts. 2. Determine whether CRM functionality is needed at XXXXXX, and if so for what purposes (what are the requirements?). If a decision is made to go forward, consider selecting a CRM system at the same time as the ERP system to ensure they are interoperable. 5.3 Employment/Recruiting Software XXXXXX does not have XXXXXX software for human resources management. This was listed as a need by the HR Director. She noted this could potentially be outsourced to a firm who could help with the creation and maintenance of the job page, XXXXXX tracking, XXXXXX communications, etc. Elert & Associates XXXXXX IT Assessment Page 35 5.3.1 Recommendation Implement an XXXXXX software system. Consider outsourcing this. However, most of the commercial ERP systems include an XXXXXX module, so that may also be a feasible option. 6.0 Infrastructure 6.1 Servers and Storage 6.1.1.1. Findings 1. Data storage for user files and email is very limited at the XXXXXX. 2. According to the information provided, server hardware is kept up to date and operating systems are patched appropriately. 3. Commendation: Documentation about XXXXXX servers is kept on a Wiki and is usefully organized. 4. Virtualized servers are in place at XXXXXX. VMWare is the primary platform for virtualization. One XXXXXX system is in operation at the XXXXXX but is planned to be decommissioned this summer (2011). 5. There is a 6 Terabyte LeftHand storage area network (SAN) at the XXXXXX data center and a full backup for it at the XXXXXX (XXXXXX). 6. The current SAN will automatically deal with loss of components or with a severing of the link to XXXXXX, although some servers running VMWARE 3.5 (due to being replaced Fall 2011) may need to be restarted. Should the XXXXXX server room be destroyed, a backup quorum manager would have to be started at the XXXXXX disaster recovery site for the SAN to function on only components located there. This is intentional and prevents data integrity issues of the link between site fails. 7. The tape backup system at XXXXXX is an issue. For example, the weekly backup of the XXXXXX server takes 36 hours, and a server administrator must come in on weekends to change tapes. 6.1.1.2. Recommendations 1. In the near term, add storage capacity at the XXXXXX. Consider selecting XXXXXX to be consistent with the XXXXXX systems. 2. If the WAN link between the XXXXXX is expanded to 100 Mbps or greater, consider moving the backup data center systems (now at XXXXXX) to the XXXXXX. 3. Purchase disk-to-disk backup systems to replace as many of the current tape drive systems as possible. Tape format could continue to be used for archival purposes. 4. Document servers and virtualization allocations at the XXXXXX. Elert & Associates XXXXXX IT Assessment Page 36 6.2 Local Area Network Equipment, including Wireless LANs 6.2.1 XXXXXX According to the provided asset inventory and visual review, a significant portion of the network switches at the XXXXXX are 5-9 years old. In fact, there are still a few hubs and a number of 10 Mbps switches, some of which are more than 10 years old. The large majority of current ports are provided by HP brand switches, model numbers 2510 (~84) and 2524 (~82)8. These devices range from 1-5 years old and came with lifetime warranties (still in effect). These switches are manageable and capable of supporting Layer 2 virtual LANs and quality of service. Most of these switches supply 10/100 ports, though there are ~16 with 10/100/1000 ports. The XXXXXX has just a couple of switches with Power over Ethernet (PoE) capability. The core switch is an HP 5406zl, with one complete spare on hand in case of failure of this device. The XXXXXX backup data center core switch is an HP 5304xl. There are 111 XXXXXX brand wireless access points on the XXXXXX, 3 at XXXXXX and 1 at XXXXXX. These are relatively newer devices and software is kept up to date. Three wireless LAN controllers in the data center manage the ebb and flow of WiFi services. XXXXXX currently provides wireless networking throughout most buildings. 6.2.2 XXXXXX Most of the Ethernet switches at the XXXXXX are also mostly models 2510 and 2524, and are relatively old (by network standards). Six of these switches have PoE capabilities. This network has been configured with QoS to support the VoIP telephone system on this XXXXXX. Wireless networking is provided throughout the XXXXXX and is working well. All personnel interviewed reported having no issues with the wireless network. The wireless network is open to anyone to gain Internet access while a username and password are required to gain access to the XXXXXX network via wireless. 8 The provided inventory did not group switches by XXXXXX so we may have counted some as at XXXXXX that are actually at the XXXXXX or other locations. Where switch names indicated location, this was accounted for. Elert & Associates XXXXXX IT Assessment Page 37 6.2.3 Findings and Analysis for XXXXXX 1. The expected lifetime of network switches is 5-7 years. Older switches currently in use can be expected to begin failing in significant numbers over the next few years. 2. XXXXXX on the XXXXXX reported gaps in wireless coverage in some of the XXXXXX. 3. Power over Ethernet ports can provide power for wireless access points, IP telephones, surveillance cameras, and other IP-based devices. Currently on the XXXXXX power to most of these devices is provided by separate power injectors, adding more devices to manage and another potential point of failure for each device so connected. 4. Based on the provided inventory approximately 4,600 LAN ports are in place. 6.2.4 LAN Systems Recommendations 1. Though the networks are currently stable, many switches will need to be replaced in the next 2-3 years. XXXXXX should develop a replacement plan for network electronics and cabling (as needed) at the XXXXXX. This could be phased in over a period of years, but should not be deferred. 2. E&A recommends LANs be designed to minimize congestion which can slow or even disable networks. Thus, we recommend one gigabit of uplink capacity for every 24 end-user ports. 3. Because XXXXXX tend to use equipment past “normal” lifetimes, we recommend XXXXXX purchase all new switches with 10/100/1000 ports and Power over Ethernet capability to provide capacity for the future. As more and more video makes its way onto networks, that additional capacity will become necessary. 4. To provide more consistent wireless access throughout all XXXXXX buildings perform a site survey of the XXXXXX to determine where additional access points may be necessary. 6.2.4.1. Cost Estimates E&A estimated costs based an average per-port price of $125 (including an allowance for installation labor) for 10/100/1000 switches with Power over Ethernet and Gigabit uplinks. Option 1 - replacement of only the 10/100 switches would cost approximately $475,000. Option 2 - replacement of all ports would cost approximately $575,000. Elert & Associates XXXXXX IT Assessment Page 38 6.2.5 Uninterruptible power supply (UPS) systems UPS systems may be obtained either as individual units (one with each server or two per rack, for example) or as larger units designed to support multiple devices within a room. The latter tend to be more cost effective in spaces such as data centers/server rooms and the main network rooms of the each building. 6.2.5.1. Findings 1. XXXXXX uses multiple smaller UPS units in each rack and attempts to balance loads among them to reach an average power uptime of 60 minutes. In the data centers such balancing is difficult because servers and other equipment are frequently added or replaced. 2. The UPS units used at XXXXXX include remote management features (both hardware and software) that alert IT personnel when there are power issues or when batteries are low or not recharging properly. It is not clear who receives the alerts or whether this information is logged. 6.2.5.2. Recommendations 1. Elert & Associates recommends acquiring room-size UPS units for the main data centers and backup data center at XXXXXX, while retaining smaller units for the secondary closets. This will eliminate the need to manually balance loads, and will help ensure high reliability. 2. Assign UPS monitoring duties to specific technicians, and review logs each month. 6.3 Wide Area Network The current WAN between the XXXXXX consists of a leased 20 Mbps circuit, part of which consists of a microwave point-to-point link. Cisco routers owned by XXXXXX sit at each end of this WAN connection. The current lease contract expires this summer. Between XXXXXX (XXXXXX) and the XXXXXX (in XXXXXX) XXXXXX leases dark fiber from XXXXXX and currently runs a 1 Gbps connection over that fiber. This connects the main data center with the backup data center. There is a 1 Gbps fiber link from XXXXXX to the XXXXXX (XXXXXX). 6.3.1 Findings and Analysis 1. The WAN link between XXXXXX and XXXXXX is a problem, especially for access to XXXXXX, the XXXXXX help desk system, and other applications that reside on servers located at XXXXXX. Issues with this link may also be affecting videoconferencing sessions, though equipment at each end of the link may also be a factor. Elert & Associates XXXXXX IT Assessment Page 39 2. The usage on the 20 Mbps link is hitting that peak at various times. E&A was told there are plans to increase the bandwidth for this link, but it isn’t clear whether there is funding available for this. 3. The wireless system on the roof of the XXXXXX lacked grounding. This can cause intermittent problems that are difficult to troubleshoot. During the course of the study we communicated with the circuit provider and XXXXXX, which led to installation of proper grounding. This may lessen some of the issues experienced, but it may not be a panacea. 4. Wireless links can degrade during foggy weather and when trees leaf out which can partially block the signal. 6.3.2 Recommendations 1. Elert & Associates recommends a first step of implementing Quality of Service for the link between the XXXXXX and XXXXXX. This may alleviate some of the videoconferencing issues. This should be able to be accomplished at no additional cost by programming changes to XXXXXX’s routers. 2. Increase the bandwidth between XXXXXX and XXXXXX. Depending on costs we suggest 40 Mbps initially, with an option for 100 Mbps. 3. Consider replacing the wireless WAN link with wired service. This is likely to require a one-time investment in fiber, either directly by XXXXXX or by a provider. 4. XXXXXX should check bandwidth usage on leased circuits at least once every month and adjust contracts accordingly. 5. Ensure that new leased circuit contracts have no early termination charges for upgrades. 6.4 Telephone Systems E&A reviewed the information provided by the XXXXXX’s regarding the current XXXXXX telephone systems hardware and software levels, to identify any potential issues and to consider the implications of the recent XXXXXX. This section provides an overview of the current systems with an analysis and outline of the options to efficiently meet the XXXXXX’s telecommunications needs. Below is a summary of the key findings of this sub-section of the study:  Many of the components including software, hardware and telephones on the XXXXXX’s telephone system have reached end of life status and no longer supported by the manufacturer. Because of this, in the event of a major component or software failure, the XXXXXX may be forced to upgrade a system in order to restore service. Restoration could take days or weeks depending on the situation and would be very costly.  The XXXXXX self maintains the telephone system and utilizes XXXXXX on a time and materials basis when they need assistances. Elert & Associates XXXXXX IT Assessment Page 40  Because the majority of the telephones and supporting hardware are no longer manufactured the XXXXXX purchases refurbished equipment on eBay.  The XXXXXX has long term maintenance contracts on the XXXXXX telephone and voice mail systems utilize on the XXXXXX which expire May, 2012 and July, 2013 respectively. 6.4.1 Present Situation XXXXXX’s current telephone system was installed in 1986 and currently supports telephones for all XXXXXX buildings including XXXXXX. At the time the telephone system was installed, and well into the 90s XXXXXX long distance use and subsequent billing provided a steady revenue source to offset the capital and operating cost of the system. XXXXXX use of local and long distance services provided by XXXXXX has dropped steadily as the majority of XXXXXX now use their personal cell phones for all calls. The XXXXXX system has been upgraded several times with the last upgrade having been completed in 2004. The system has reached end of life and no longer has manufacturer support. In addition hardware that supports a large of the analog telephones would need to be replaced in order to upgrade the system to a currently supported release. The system is comprised primarily of digital and analog telephones. The majority of the digital telephones are no longer manufactured or supported, however refurbished telephones are readily available on the secondary market. XXXXXX leases XXXXXX telephone systems comprising of a XXXXXX and a XXXXXX. The two XXXXXX systems are connected together utilizing XXXXXX integration which provides virtual feature transparency across all XXXXXX locations. The XXXXXX have four tie lines which ride over the wide area network connection and allow users to dial between XXXXXX by dialing an access code and the extension number Below is a summary of the telephone systems currently deployed by XXXXXX. 6.4.1.1. XXXXXX Option 81C Release 25 1. Hardware and software end of life and no longer supported by XXXXXX (XXXXXX purchased XXXXXX out of bankruptcy in 2010) 2. The system can be upgraded to an XXXXXX which as of this date is the minimum release required to bring the system current.  Core processing, cabinets and supporting hardware and would need to be replaced in order to upgrade to XXXXXX Elert & Associates XXXXXX IT Assessment Page 41  The majority of multi-button administrative telephones currently in use include the XXXXXX, XXXXXX, XXXXXX, and XXXXXX. These telephones are manufacturer-discontinued and are no longer officially supported on XXXXXX. These phones could be reused, however new digital line cards and cabinets would be needed in order to support these phones. Therefore a more cost effective investment would be to replace them with IP telephones and supporting data network electronics. 3. XXXXXX currently self maintains the XXXXXX and utilizes XXXXXX occasionally on a Time and Materials basis. The XXXXXX purchases refurbished hardware such as line cards and telephones through eBay. The total estimated annual cost to support the system including hardware replacement and Time and Material service is $8,000 to $10,000. 4. XXXXXX provided a quote $322,000 to upgrade the XXXXXX to the most current XXXXX. This upgrade would eliminate all but 80 analog telephone ports and telephones and provide 1050 IP telephone to support the XXXXXX. In order to upgrade the system and to receive manufacturer technical support, XXXXXX requires their customers to subscribe to their XXXXXX. XXXXXX included the first year of the three year term in the quote. The annual rate for year two and three is $32,890. This quote applies to the XXXXXX only, rather than XXXXXX. 6.4.2 XXXXXX Avaya IP Office 1. XXXXXX and a XXXXXX. Both system provide reliable service and are currently fully supported by XXXXXX. 2. XXXXXX supports all voicemail users on the XXXXXX. 3. The systems monthly lease rate is $2062.00 or $24,744 annually 4. The XXXXXX uses a mix of VoIP and digital telephones. The majority to the IP telephones are connected to the XXXXXX.  160 XXXXXX digital telephones  65 XXXXXX VoIP telephones. 5. The systems are equipped with 16 analog ports to support fax machines and two conference room telephones. 6. An XXXXXX provides voice mail services for all XXXXXX users. 7. Both telephone systems and the voice mail system have break fix maintenance coverage via contracts with XXXXXX.  XXXXXX and voice mail annual contract rate $3,900. This contract expires June 30, 2013.  XXXXXX annual contract rate $2,100. This contract expires April 30, 2012. Note: XXXXXX indicated that penalties would apply for early termination to the remaining time on the contract, or one year’s payment, whichever is less. Elert & Associates XXXXXX IT Assessment Page 42 6.4.3 Options and Cost Estimates 6.4.3.1. Option 1 Replace all telephones on the XXXXXX including all XXXXXX telephones for a total of 2,050 telephones and supporting voice mail system. Capital Cost Estimate $800,000-$925,000 Annual Maintenance Cost $52,000-$62,000 6.4.3.2. Option 2 Replace all telephones on the XXXXXX and provide up to 100 emergency use telephones in the XXXXXX areas for a total of 1200 telephones. Capital Cost Estimate $450,000 -$530,000 Annual Maintenance Cost $28,000-$33,000 Advantages: ○ Support all location and users on a single telephone and voice mail platform ○ Allows four digit dialing between all locations ○ All XXXXXX locations would have the same telephones and feature functionality ○ Single telephone and voice system to maintain and administer ○ Supports addition of unified communication and messaging applications as required ○ Could be expanded to provide telephone service to new XXXXXX locations as required. ○ Maintenance contracts include software upgrade protection to ensure systems remain current ○ Eliminates monthly lease cost of $2,062 for XXXXXX locations Disadvantages: ○ Large one-time capital expenditure ○ Increased annual maintenance cost from an annual rate of approximately $16,000-$20,000 to $28,000-$33,000 6.4.4 Recommendations 1. Based on the age of the XXXXXX system and the fact that the existing Nortel Option 81C and most of the hardware components have reach end of life and are no longer supported, at a minimum the XXXXXX system should be upgraded or replaced. Elert & Associates XXXXXX IT Assessment Page 43 2. The upgraded or replacement system should be equipped to provide a redundant/resilient VoIP solution capable of supporting the XXXXXX, XXXXXX and allow for expansion to XXXXXX and any future XXXXXX locations. 3. The core of the network should be located at the XXXXXX and support IP telephones for all locations. Remote XXXXXX should be equipped with survivable remote gateways that will ensure they have some level of service should the connection between the remote site and the XXXXXX be interrupted for any reason. 4. To reduce overall costs the XXXXXX should consider eliminating telephones in the XXXXXX rooms and installing emergency telephones in all XXXXXX areas as required to provide easy access in case of an emergency. 5. Telephone systems have evolved from predominately hardware centric to a predominately software centric solutions. Because of this E&A recommends the XXXXXX enroll in the selected manufacturer’s software assurance program. This would insure that the software remains current, and allow the XXXXXX to better manage their overall cost while providing continual manufacturer support on the system. 6. Due to the cost associated with either an upgrade of the existing XXXXXX system (e.g., XXXXXX quote) or a total replacement of systems, we further recommend that the XXXXXX develop an RFP and specifications that would allow multiple vendors and manufacturers or open source developers to bid on the replacement/upgrade of the existing telephone system. The RFP process will help to ensure that the XXXXXX receives a competitive price from Avaya and will allow the XXXXXX to investigate other opportunities more closely. Important note: In order to implement a VoIP solution the cabling, network electronics and technology closet infrastructure upgrades recommended elsewhere in this report would need to be completed prior to implementing a VoIP telephone network. Elert & Associates XXXXXX IT Assessment Page 44 6.5 Data Centers, Equipment Rooms and Cabling E&A visited a number of equipment rooms selected by XXXXXX IT staff. The scope of this study allowed for examination of only a few of the technology closets on the XXXXXX. However, that brief exposure indicated a need for a further in-depth examination of this infrastructure XXXXXX. Without such an inspection, only a very rough estimate is possible. For example, if roughly half of the cables on this XXXXXX (~1,700) required replacement at $250 each, the total could be $425,000. But that doesn’t touch on space and environmental conditions, which could easily add $150,000. NOTE: these figures are simply to provide an idea of the scope, and should not be used for budget purposes. The XXXXXX, on the other hand is in relatively good shape, with the data center being a model of good practice. 6.5.1 Findings and Analysis 1. The main /data center at XXXXXX has insufficient cooling and this below- ground room has flooded in the past. Fans are used to help circulate cooled air, but that method is insufficient. Water in data centers and closets can destroy operating electronics and servers. 2. The backup data center in the XXXXXX building is also below ground and has insufficient cooling. It was reported that sand comes down through the ceiling. 3. Electrical grounding in equipment rooms is lacking. 4. There is a cabling standard document for new construction installations. This was most recently revised in 2009. However, cabling which has been retrofitted into existing spaces does not necessarily comply with this standard. 5. Commendation: The cable installation at the XXXXXX, which is newly renovated, is an excellent installation that should be used as a model for the rest of the XXXXXX. 6. Newer cabling installations in renovated and new construction areas are inconsistently implemented on the XXXXXX. 7. From the observed spaces, it is likely a considerable amount of cabling in XXXXXX buildings needs to be either re-terminated or replaced. 8. Several equipment rooms have inadequate cable management. Poor cable management makes it difficult to track and manage connections between patch panels and LAN electronics. It can also cause intermittent connectivity issues due to cable strain. 9. There is a significant amount of dust/dirt in one of the equipment rooms, and equipment there was placed on buckets placed on the floor. Dust “gums up the works” in electronics when it is forced through by the internal fans used to cool the units. This can significantly shorten the lifetime of the equipment. Elert & Associates XXXXXX IT Assessment Page 45 10. Many of the rooms exceeded temperature recommendations for rooms housing telecommunication systems. Overly warm spaces shorten the useful lifetime of network electronics. This issue will only worsen as increased numbers of switches incorporate Power over Ethernet (PoE). PoE switches give off three to four times the heat that non-PoE switches produce. 6.5.2 Recommendations 1. Undertake a physical survey of every cabling closet to identify all deficiencies and develop a cost estimate to remedy those. This survey should include both cabling and environmental conditions. 2. If possible, both XXXXXX data centers should be moved to above ground level locations. If not, provisions to prevent water intrusion need to be made. UPDATE: since the XXXXXX received the first draft of this report, XXXXXX indicates internal staff has completed provisions to prevent water intrusion. 3. XXXXXX should develop a cabling standards document to ensure all future installers, architects, electrical and mechanical engineers and telecom designers follow strict guidelines when designing and installing network cabling systems in new or remodeled spaces. 4. XXXXXX should verify grounding systems at all equipment rooms. The primary purpose is for safeguarding personnel, property, and equipment from foreign electrical voltages and currents. The cabinets/racks in these spaces should be grounded to TIA/EIA 607 standards. 5. Implementing proper cable management and labeling will make it easier for XXXXXX personnel to track and manage links. When properly implemented, cable management also reduces strain on cables, helping avoid failed connections. 6. XXXXXX should develop and/or update as-built cabling plans for all buildings to reflect the current state of the cabling system. This documentation will prove invaluable during network upgrades and new system deployments. 7. The XXXXXX should consider installing air conditioning units in secondary network equipment rooms. E&A recommends the XXXXXX monitor all rooms and create a complete list of rooms that require additional cooling. • Technical Strategy and Acquisitions Director experi ence educati on University of Detroit – Detroit, MI • M.S. Chemistry Michigan State University, E. Lansing, MI • B.S. Chemistry certif ications • CISM, Certiﬁ ed Information Security Manager (#1117536) ISACA 2011 • CISSP, Certiﬁ ed Information System Security Professional (#378200) ISC2 2010 • CRISC, Certiﬁ cation in Risk and Information System Controls (#1004942) ISACA 2010 • ITIL V3 Foundations Certiﬁ ed 2009 New monitoring and jail automation system for over 300- bed adult and juvenile detention centers Completed: 2011 s i g nif icant proj ects Resume: Brad Ehlert Principal Consultant Purdue University (Westville, IN) • Major in Computer Information Systems education Completed: 2000 City of Burnsville Description: IP Telecommunications Completed: 1995-Present s i g nif icant proj ects Resume: Tom Pavek, ENP Senior Vice President Public Safety/Telecommunications North Hennepin Community College, Brooklyn Park, MN •Arts Associate of University of Minnesota, Minneapolis, MN • Business Management Coursework education Independent School District 196 (MN) Description: LAN/MAN Design/Project Management Completed: 2004-2007 Cumberland County Library System (Carlisle, PA) Description: Wide Area Network Design Completed: 2009 - Present Ohio Wesleyan University (Delaware, OH) Description: Campus Wireless LAN Design/Project Management Completed: 2007-2008 s ignificant projects Resume: Pete Gray Technology Consultant University of Wisconsin – Eau Claire (Eau Claire, WI) • Bachelor of Science, Geography and Math education Completed: 2003-2005 Bryan ISD Description: Metropolitan Area Network and Technology Center Completed: 2001-2003 s ignificant projects Resume: Wendy Chretien, PMP Senior Network Systems Consultant Michigan State University (East Lansing, MI) • Bachelor of Arts with high honors • Phi Beta Kappa education P rof essional Publications & P r esen tation s • 19 articles published in Campus Technology and THE Journal magazines through 2010 • TIES Technology Conference 2002 and 2005 • AIA Convention 2004 Wheaton, Minnesota TREMPEALEAU COUNTY, Whitehall, Wisconsin VERNON COUNTY, Viroqua, Wisconsin VILAS COUNTY, Eagle River, Wisconsin VILLAGE OF DEERFIELD, Deerfield, Illinois VILLAGE OF GERMANTOWN, Germantown, Wisconsin VILLAGE OF GURNEE, Gurnee, Illinois VILLAGE OF WESTON, Weston, Wisconsin VILLAGE OF WINNETKA, Winnetka, Illinois VOLUSIA COUNTY, DeLand, Florida WALWORTH COUNTY, Elkhorn, Wisconsin WAPELLO COUNTY, Ottumwa, Iowa WARREN COUNTY, Warrenton, Missouri WASHBURN COUNTY, Shell Lake, Wisconsin WASHINGTON COUNTY, Blaire, Nebraska WASHINGTON COUNTY, Stillwater, Minnesota WASHINGTON COUNTY, West Bend, Wisconsin WAUKESHA COUNTY, Waukesha, Wisconsin WAUSHARA COUNTY, Wautoma, Wisconsin WEST CENTRAL INTEROPERABILITY ALLIANCE (WCIA), Wisconsin WHITE COUNTY, Carmi, Illinois WHITESIDE COUNTY, Morrison, Illinois WINNEBAGO COUNTY, Forest City, Iowa WINNESHIEK COUNTY, Decorah, Iowa WINONA COUNTY, Winona, Minnesota WISCONSIN, STATE OF, DEPARTMENT OF REVENUE, Madison, Wisconsin WOOD COUNTY, Wisconsin Rapids, Wisconsin WOODBURY COUNTY, Sioux City, Iowa St. Cloud, Minnesota MINNESOTA DEPARTMENT OF CORRECTIONS, St. Paul, Minnesota MITCHELL COUNTY, Osage, Iowa MONONA COUNTY, Onawa, Iowa MONROE COUNTY, Tomah, Wisconsin MORRISON COUNTY, Little Falls, Minnesota MOWER COUNTY, Austin, Minnesota MUSCATINE COUNTY, West Liberty, Iowa NORTHWEST REGIONAL RADIO BOARD, Bemidji, Minnesota O’BRIEN COUNTY, Primghar, Iowa OCONTO COUNTY, Oconto, Wisconsin OSCEOLA COUNTY, Sibley, Iowa OUTAGAMIE COUNTY, Appleton, Wisconsin OWATONNA PUBLIC UTILITIES, Owatonna, Minnesota OZAUKEE COUNTY, Port Washington, Wisconsin PAGE COUNTY, Clarinda, Iowa PARK COUNTY, Fairplay, Colorado PIERCE COUNTY, Ellsworth, Wisconsin PINE COUNTY, Pine City, Minnesota PLYMOUTH COUNTY, Remsen, Iowa POCAHONTAS COUNTY, Pocahontas, Iowa POLK COUNTY, Balsam Lake, Wisconsin POLK COUNTY, Des Moines, Iowa PORTSMOUTH METROPOLITAN HOUSING AUTHORITY, Portsmouth, Ohio POWESHIEK COUNTY, Montezuma, Iowa PRICE COUNTY, Phillips, Wisconsin PUBLIC BUILDING COMMISSION OF CHICAGO, Chicago, Illinois PUBLIC HOUSING AGENCY OF THE CITY OF SAINT PAUL, St. Paul, Minnesota RAMSEY COUNTY, St. Paul, Minnesota REDWOOD COUNTY, Redwood Falls, Minnesota RICE COUNTY, Faribault, Minnesota RICHLAND COUNTY, Richland Center, Wisconsin RICHLAND COUNTY, Wahpeton, North Dakota RICHMOND HEIGHTS, Richmond Heights, Missouri ROBBINSDALE POLICE DEPT., Robbinsdale, Minnesota ROCK COUNTY, Janesville, Wisconsin West Union, Iowa FEDERAL RESERVE BANK, Minneapolis, Minnesota FOND DU LAC COUNTY, Fond du Lac, Wisconsin FRANKLIN COUNTY, Union, Missouri FREMONT COUNTY, Sidney, Iowa GRAND COUNTY TELEPHONE AUTH. BOARD, Winter Park, Colorado GRAND RAPIDS LIBRARY, Grand Rapids, Minnesota GRANT COUNTY, Lancaster, Wisconsin GREEN LAKE COUNTY, Green Lake, Wisconsin GREENE COUNTY, Springfield, Missouri GRUNDY COUNTY, Grundy Center, Iowa HANCOCK COUNTY, Carthage, Illinois HANCOCK COUNTY, Garner, Iowa HARDIN COUNTY, Eldora, Iowa HENNEPIN COUNTY, Minneapolis, Minnesota HO CHUNK NATION TRIBAL JUSTICE CENTER, Black River Falls, Wisconsin HOWARD COUNTY, Cresco, Iowa IOWA COUNTY, Dodgeville, Wisconsin IRON COUNTY, Hurley, Wisconsin JACKSON COUNTY, Black River Falls, Wisconsin JACKSON COUNTY, Maquoketa, Iowa JASPER COUNTY, Newton, Iowa JEFFERSON COUNTY, Fairfield, Iowa JEFFERSON COUNTY, Jefferson, Wisconsin JO DAVIESS COUNTY, Hanover, Illinois JOHNSON COUNTY, Iowa City, Iowa JONES COUNTY, Anamosa, Iowa JUNEAU COUNTY, Mauston, Wisconsin KANABEC COUNTY, Mora, Minnesota KANE COUNTY, Geneva, Illinois KANSAS CITY AREA TRANSPORTATION AUTH. (KCATA), Kansas City, Missouri KANSAS CITY POLICE DEPARTMENT, Kansas City, Missouri KENOSHA COUNTY, Kenosha, Wisconsin KEOKUK COUNTY, Sigourney, Iowa KEWAUNEE COUNTY, Kewaunee, Wisconsin KIT CARSON COUNTY, Burlington, Colorado KOOTENAI COUNTY, Coeur D’ Alene, Idaho Ottumwa, Iowa CITY OF OWATONNA, Owatonna, Minnesota CITY OF PINGREE GROVE, Pingree Grove, Illinois CITY OF PLYMOUTH, Plymouth, Minnesota CITY OF PORTLAND, Portland, Oregon CITY OF RALEIGH, Raleigh, North Carolina CITY OF RICHMOND HEIGHTS, Richmond Heights, Missouri CITY OF ROBBINSDALE, Robbinsdale, Minnesota CITY OF ROCKFORD, Rockford, Illinois CITY OF ROCKWALL, Rockwall, Texas CITY OF ROSEVILLE, Roseville, Minnesota CITY OF ROUND ROCK, Round Rock, Texas CITY OF ST. CLOUD, St. Cloud, Minnesota CITY OF ST. LOUIS PARK, St. Louis Park, Minnesota CITY OF ST. PAUL, St. Paul, Minnesota CITY OF SALINA, Salina, Kansas CITY OF SAVANNAH, Savannah, Georgia CITY OF SEGUIN, Seguin, Texas CITY OF SHOREVIEW, Shoreview, Minnesota CITY OF SOUTH ST. 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