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