City of Fort Collins, CO

City 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

http://www.elert.com/

City of Fort Collins, CO Information Technology Infrastructure Assessment Proposal (RFP 7454)

Elert & Associates

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


Elert & Associates

SECTION 1: Executive Summary

January 3, 2013

Purchasing Division

City of Fort Collins

215 North Mason St., 2nd Floor

Fort Collins, CO 80524

[email protected]

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.

mailto:[email protected]


Elert & Associates

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,


Elert & Associates

Enclosure

m i n n e a p o l i s / s t . p a u l a u s t i n c h i c a g o d a l l a s g r e e n v i l l e m i l w a u k e e n e w h a v e n o r l a n d o


Elert & Associates

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.


Elert & Associates

Areas of Expertise

Land Mobile Radio &

Mobile Data Systems

Security

Cabling/Wireless

Training

Security

Video/Voice

Technology

Master Planning

IT Consolidations/

Data Centers

Staff AssessmentNetworking

Elert & AssociatesTechnology Consultants

Map of Offices & Project Locations

Elert & AssociatesOffices & Project Locations

Salem

Moscow

City ofIndustry

Los Angeles

Fort Smith

Shreveport VicksburgFlorence

Atlanta

Columbus

Michigan City

Dunmore

Hornersville

Memphis

Bessemer

Vancouver

CoushattaMarksville

Biloxi

Kingston

Pittsburgh

BattleCreek

Westland

GrandRapids

Gibbsboro

Upper St. Clair

Colville

Scarsdale

Coeur d’ Alene

Reynoldsburg

Burlington

Casper

Stillwater

Des Moines

Dallas

Houston

Austin

Denver

Lincoln

Fargo

St. Louis

Minneapolis

* E&A Office Locations

*

*

Salina

*

Aberdeen

Riverton

Allen

St. Cloud

Bismarck

Sioux Falls

Iowa City

Kirksville

San Luis Valley

La Porte

Dublin

GrandRapids

Rochester

Appleton

Vermillion

Scottsbluff

Kearney

Lexington

Charleston

Yankton

SanAngelo

Galveston

Rockwall

SanAntonio

Bryan

Ft. Lauderdale

Reno

Gainesville

Boston

New Orleans

Rustburg

Providence

Douglasville

Savannah

Durango

• E&A Project Locations

Topeka

Tallahassee

Baldwin

Brunswick

Asheboro

Jefferson City

*Kansas City

Charleston

Bridgeport

Statesboro

Raleigh

Hartford

Lawrence

Mansfield

Delaware

Las Vegas

Glendale

Cleveland

Carlisle

Pullman

Chadron

Quincy

Winnebago

Carpentersville

Gurnee

DeLand

GrandForks

Cedar Rapids Madison

La Crosse Milwaukee

Portage

Wausau

Superior

DuluthAlexandria

Fort Morgan

*MilfordNevada

*Chicago

Champaign

Minot

Pickens

*GreenvillePhoenix

Germantown

Macon

Peoria Farmington

Little Rock

Storrs

Titusville

Chapel Hill

Monroe

Myrtle Beach

Oconee

Berkeley

Asheville


Elert & Associates

Organizational Chart

Elert & AssociatesOrganization 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, ENPSENIOR VICE PRESIDENT

Public Safety/Telecommunications

Ricki Fisher, AIAVICE PRESIDENT

Construction Services

-Stefanie Nett

-Danielle Strom

Dave KaunCHIEF TECHNOLOGY

OFFICER

Network SystemsInfrastructure/Security

-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, PSPPRESIDENT

ACCOUNTING

Mark Quade

ADMINISTRATIVE SUPPORT

Sandi Parr

SALES

Ed Hazelwood

Ron Bundy

Patrice Nordstrom

Tony Chojnowski, RCDD/OSP, RTPMEXECUTIVE VICE PRESIDENT

Kit Elert, PMPCHIEF EXECUTIVE OFFICER

Telecommunications Training

Brad Ehlert, CTS-DVICE PRESIDENT

Strategic Partnerships

Will Craig, CTS-DVICE PRESIDENT

AV/Multimedia

Education/Policy

-Mindy Sitton, Ed.M

-Eric Willard

-Roger Olwin

-Don Backys, P.E.

-John Thompson

-Charles “Skip” Allison

Public Safety

Mary Siero

CISSP/CISM/CRISC


Elert & Associates

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


Elert & Associates

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)


Elert & Associates

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

CHIPPEWA COUNTY,

Chippewa Falls, Wisconsin

CHISAGO COUNTY,

Center City, Minnesota

CITY AND COUNTY OF

LEAVENWORTH,

Leavenworth, Kansas

CITY OF ALBERTVILLE,

Albertville, Minnesota

CITY OF ALLEN,

Allen, Texas

CITY OF AMES,

Ames, Iowa

CITY OF ANKENY,

Ankeny, Iowa

CITY OF ANOKA,

Anoka, Minnesota

CITY OF APPLE VALLEY,

Apple Valley, Minnesota

CITY OF AUSTIN,

Austin, Texas

CITY OF BATTLE CREEK,

Battle Creek, Michigan

CITY OF BELOIT,

Beloit, Wisconsin

CITY OF BISMARCK,

Bismarck, North Dakota

CITY OF BLOOMINGTON,

Bloomington, Minnesota

CITY OF BRIDGEPORT,

Bridgeport, Connecticut

CITY OF BURNSVILLE,

Burnsville, Minnesota

CITY OF CASPER,

Casper, Wyoming

CITY OF CEDARBURG,

Cedarburg, Wisconsin

CITY OF CEDAR RAPIDS,

Cedar Rapids, Iowa

CITY OF CHAMPAIGN,

Champaign, Illinois

CITY OF CHARLOTTE,

Charlotte, North Carolina

CITY OF COLLEGE STATION,

College Station, Texas

CITY OF COLUMBIA HEIGHTS,

Columbia Heights, Minnesota

CITY OF COLUMBUS,

Columbus, Wisconsin

CITY OF COTTAGE GROVE,

Cottage Grove, Minnesota

CITY OF DECORAH,

Decorah, Iowa

CITY OF DES MOINES,

Des Moines, Iowa

CITY OF DUBUQUE,

Dubuque, Iowa

CITY OF DULUTH,

Duluth, Minnesota

CITY OF EAGAN,

Eagan, Minnesota

CITY OF EDEN PRAIRIE,

Eden Prairie, Minnesota

CITY OF EDINA,

Edina, Minnesota

CITY OF FARGO,

Fargo, North Dakota

CITY OF FARMINGTON,

Farmington, New Mexico

CITY OF FORT ATKINSON,

Fort Atkinson, Wisconsin


Elert & Associates

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,

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. PAUL,

South St. Paul, Minnesota

CITY OF STATESBORO,

Statesboro, Georgia

CITY OF SUPERIOR,

Superior, Wisconsin

CITY OF TOPEKA,

Topeka, Kansas

CITY OF VADNAIS HEIGHTS,

Vadnais Heights, Minnesota

CITY OF WAHPETON,

Wahpeton, North Dakota

CITY OF WATERTOWN,

Watertown, Wisconsin

CITY OF WAUSAU,

Wausau, Wisconsin

CITY OF WEBSTER GROVES,

Webster Groves, Missouri

CITY OF WESTLAND,

Westland, Michigan

CITY OF WOODBURY,

Woodbury, Minnesota

CLARK COUNTY,

Neillsville, Wisconsin

CLAY COUNTY,

Spencer, Iowa

CLAY COUNTY,

Vermilion, South Dakota

CLAYTON COUNTY,

Elkader, Iowa

CLINTON COUNTY,

Clinton, Iowa

CODDINGTON COUNTY,

Watertown, South Dakota

COLLIN COUNTY,

McKinney, Texas

COLORADO STATE PATROL,

Alamosa, Colorado


Elert & Associates

COLUMBIA COUNTY,

Portage, Wisconsin

CONVENTION AND VISITORS

BUREAU OF GREATER

KANSAS CITY,


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,

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,


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 POLICE

DEPARTMENT,


KENOSHA COUNTY,

Kenosha, Wisconsin

KEOKUK COUNTY,

Sigourney, Iowa

KEWAUNEE COUNTY,

Kewaunee, Wisconsin

KIT CARSON COUNTY,

Burlington, Colorado

KOOTENAI COUNTY,

Coeur D’ Alene, Idaho


Elert & Associates

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,


MILLE LACS DRIFTSKIPPERS

SNOWMOBILE CLUB,

Isle, Minnesota

MILLS COUNTY,

Glenwood, Iowa

MINNEHAHA COUNTY,

Sioux Falls, South Dakota

MINNESOTA CORRECTIONAL

FACILITY,


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


Elert & Associates

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,


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,


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,

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


Elert & Associates

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

[email protected]

______________________________________________________________________________

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.


City of St. Paul Ms. Andrea Casselton, Director (651) 266-8910

15 West Kellogg Blvd. Office of Technology & Communications

Room 210 [email protected]

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.


City of Rosemount Ms. Emmy Foster (651) 322-3002

2875 145th

Street West Assistant City Administrator

Rosemount, MN 55068 [email protected]

______________________________________________________________________________




Elert & Associates

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.


City of Casper Mr. Michael Szewczyk (307) 235-8455

200 North David Street IT Manager

Casper, WY 82601 [email protected]

______________________________________________________________________________

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

[email protected]

Mr. Jonathan Minter (919) 996-5462

Chief Technology Officer

[email protected]

______________________________________________________________________________





Elert & Associates

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.


City of St. Cloud Mr. Micah Myers (320) 650-3365

101 – 10th

Avenue North IT Director

St. Cloud, MN 56301

______________________________________________________________________________


Elert & Associates

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.


Elert & Associates

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.


Elert & Associates

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.

t e c h n o l o g y c o n s u l t a n t se l e r t & a s s o c i a t e s

140 third street south, stillwater, mn 55082phone . 651.430.2772, fax . 651.430.2661 www.elert.com

m i n n e a p o l i s / s t . p a u l a u s t i n c h i c a g o g r e e n v i l l e d a l l a s o r l a n d o m i l w a u k e e n e w h a v e n

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 & AssociatesSenior 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•

e x p e r i e n c e

t r a i n i n g a n d c e r t i f i c a t i o n s

• 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, MNDescription: Port Security CCTVCompleted: 2011

Marathon County, WIDescription: Broadband Study Completed: 2009

City of College Station, TXDescription: 10 Gpbs MAN upgradeCompleted: 2009

Community Unit School District #300Description: 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 SchoolsDescription: MAN and LAN (multiple projects) Completed: 1998-2007

Minnesota Dept. of Human Services, Description: Data Center and New Building Technology Project Completed: 2003-2005

Bryan ISDDescription: Metropolitan Area Network and Technology Center Completed: 2001-2003

s i g n i f i c a n t p r o j e c t s

Re s u m e : We n d y C h r e t i e n , P M PS e n i o r N e t w o r k Sy s t e m s C o n s u l t a n t

Michigan State University (East Lansing, MI)Bachelor of Arts with high honors• Phi Beta Kappa•

e d u c a t i o n

P r o f e s s i o n a l P u b l i c a t i o n s & P r e s e n t a t i o n s

• 19 articles published in Campus Technology and THE Journal magazines through 2010• TIES Technology Conference 2002 and 2005• AIA Convention 2004




LAN/WAN/MAN design, Wireless LAN design, cabling in-frastructure design, security/vulnerability assessments, AV/multimedia systems

1992 – Present Elert & AssociatesTechnology Consultant (2003-present)• Network Consultant (1994-2003)• Staff Analyst – Cartography Division (1992-1994)•

a r e a s o f e x p e r t i s e e x p e r i e n c e


• 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 SchoolsDescription: Security/Cabling Design/Network/AV Design/ Project Management

City/Schools of Bloomington, MNDescription: Security/Cabling Design/Fiber MAN Design/ Project Management

Rice County, MNDescription: Fiber Optic NetworkCompleted: 2009 - Present

Blue Earth County, MNDescription: Fiber Network, Data Network, Phone Sys tem Project ManagementCompleted: 2006-2009

Pine County, MN CourthouseDescription: Infrastructure cabling/Data Network, AV Multimedia systems design, Project ManagementCompleted: 2005-2008

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 ManagementCompleted: 2007-2008


Re s u m e : Pe t e G r a yTe c h n o l o g y C o n s u l t a n t

University of Wisconsin – Eau Claire (Eau Claire, WI)Bachelor of Science, Geography and Math•

e d u c a t i o n




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 & AssociatesSenior 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•



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 NCDescription: Strategic Voice Communications Design, procure, and implement a VoIP system including Unifi ed Com munications & CollaborationCompleted: 2007-Present

City of St. Louis ParkDescription: Strategic Telecommunications Implemen tation Design, procure, and implement a VoIP system including Unifi ed Communications & CollaborationCompleted: 2008-Present

DFW AirportDescription: Strategic Communications Design Terminal D Completed: 2004-Present

Edina School SystemDescription: 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 Completed: 2000

City of Burnsville Description: IP TelecommunicationsCompleted: 1995-Present


Re s u m e : To m Pa v e k , E N PS e n i o r V i c e P r e s i d e n t

P u b l i c S a f e t y / Te l e c o m m u n i c a t i o n s

North Hennepin Community College, Brooklyn Park, MNAssociate of Arts•

University of Minnesota, Minneapolis, MNBusiness Management Coursework•

e d u c a t i o n




SecurityMultimedia SystemsIntegrated Technology Design

November 2007 – Present Elert & AssociatesPrincipal Consultant•

May 2004 – October 2007 Fourth Street SystemsSystems Design Engineer•

February 2001 – April 2004 Advanced Communications Journeyman Technician •

June 1997 – January 2001 Sterling Technology Systems Journeyman Technician•



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 ISDLincoln Public Schools - Security and Risk Assessment, design & contract administrationCompleted: 2009 - present

Carroll, TX ISDTechnology System Upgrades for all buildings including A/V, Security, PA/Bell/Clock in half of the buildingsCompleted: 2010 - present

Bryant, AR ISDDistrict-wide video surveillance systemCompleted: 2009 - present

Lake Travis, TX ISDDistrict-wide assessment and design for Security and Access Control Completed: 2007 - present

Bryan, TX ISDSecurity assessment servicesCompleted: 2010

Minnesota ISD 196Pilot project for district integrated multimedia system; created distance learning platform for school-to-school classes within the districtCompleted: 2008

School District of Pickens County, SCSeventeen 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, WINew monitoring and jail automation system for over 300-bed adult and juvenile detention centersCompleted: 2011


Re s u m e : B r a d E h l e r tP r i n c i p a l C o n s u l t a n t

Purdue University (Westville, IN)Major in Computer Information Systems•

e d u c a t i o n




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



• BICSI - RCDD (2009) • Computer-Assisted Drafting - AutoDesk• Revit - AutoDesk• Milestone - Advanced Certifi cation


Re s u m e : J e f f C o o m b s , R C D DC o n s u l t a n t / P r o j e c t M a n a g e r

Farmington ISD - Farmington, MNDescription: Cabling infrastructure, wireless, & AV for multiple existing schoolsCompleted: present

Chapel Hill Public Library - Chapel Hill, NCDescription: Cabling infrastructure, wireless, AV multimedia, paging, and security for renovation & additionCompleted: present

Moraine Park Technical College - Fond du Lac, WIDescription: Three-campus cabling infrastructure up gradeCompleted: 2009

Concordia College- Moorhead, MNDescription: Outside-Plant Cabling DesignCompleted: 2009

Carpentersville, IL CUSD 300Description: Cabling infrastructure, security design for new schoolsCompleted: 2008

s e c u r i t y c l e a r a n c e s

• DoD - Secret




• 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 r e a s o f e x p e r t i s e

• 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

Re s u m e : M a r y G . S i e r oC y b e r S e c u r i t y C o n s u l t a n t


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 )• Technical Strategy and Acquisitions Director

e x p e r i e n c e

e d u c a t i o n

University of Detroit – Detroit, MI• M.S. Chemistry

Michigan State University, E. Lansing, MI• B.S. Chemistry

c e r t i f i c a t i o n s

• 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




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)

e x p e r i e n c e


• 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 SchoolsDescription: Voice/Data Assessment/Design/ Project Management Completed: 2011 - Present

City of Charlotte, NCDescription: Public Switched Network AuditCompleted: 2012

Clear Mountain BankDescription: Voice/Data Assessment/Design/Project ManagementCompleted: 2011 - 2012

Ability CommerceDescription: Contact Center Assessment / Design Completed: 2011

Volusia County, FL.Description: Voice Assessment/ DesignCompleted: 2009 - 2011


Re s u m e : Pa t D a n i e l sTe l e c o m m u n i c a t i o n s C o n s u l t a n t


Elert & Associates

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


Elert & Associates

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.


Elert & Associates

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.


Elert & Associates

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.


Elert & Associates

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


Elert & Associates

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


Elert & Associates

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.


Elert & Associates

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 Name1 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, COTentative Project Schedule

Prepared by Elert & Associates (651) 430-2772

City of Fort Collins01/03/13


Elert & Associates

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


Elert & Associates

SECTION 7: Appendix – Sample Report

Please see Elert & Associates’ partial sample report on the following pages.

Information Technology Assessment

Prepared by:


Wendy Chretien

Pat Daniels

Peter Gray

Dave Kaun

Lowell Vogen

ELERT & ASSOCIATES

(651) 430-2772

www.elert.com

http://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


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


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


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



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




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



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)


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).


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).


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.


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


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.


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.


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).


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


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


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


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.


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.


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.


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.


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.


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.


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.


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.


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.


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.


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.


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.



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.


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.


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.


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:


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.


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.


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


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.


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.


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


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.


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.


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.


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.


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.


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.


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.


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.


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).


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.


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.


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.


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


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.


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


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.


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.


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.


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.


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.


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.

City of Fort Collins, CO

Documents

Transcript of City of Fort Collins, CO