high level information technology review town of ......backup/disaster recovery measures the...

HIGH LEVEL INFORMATION TECHNOLOGY REVIEW

TOWN OF WILMINGTON, MASSACHUSETTS

EDWARD J. COLLINS, JR. CENTER FOR PUBLIC MANAGEMENT

JUNE 2015

High Level Information Technology Review, Town of Wilmington Edward J. Collins, Jr. Center for Public Management

Table of Contents Acknowledgements ....................................................................................................................................... 3

Project Scope and Methodology ................................................................................................................... 4

About the Collins Center ............................................................................................................................... 5

Information Technology Overview ............................................................................................................... 6

Key Findings and Recommendations ............................................................................................................ 8

Key Finding Number 1: Information Technology Organization and Leadership ....................................... 8

Key Finding Number 2: Computer Center Facilities and Equipment needs improvement. ...................... 9

Key Finding Number 3: Information Technology Strategy ..................................................................... 10

Key Finding Number 4: Information Technology Initiatives Selection and Priority ............................... 10

Key Finding Number 5: Comprehensive Business Continuity/Disaster Recovery Process and Planning

needs review ........................................................................................................................................... 11

Key Finding Number 6: Microsoft Software versions are not standardized across the Town. .............. 12

Key Finding Number 7: IT Department Policies and Operations ............................................................ 12

Key Finding Number 8: SoftRight System Use ....................................................................................... 13

Key Finding Number 9: Application Systems Portfolio ........................................................................... 14

Key Finding Number 10: Payroll Process................................................................................................ 15

Key Finding Number 11: Procurement ................................................................................................... 15

EXHIBITS ...................................................................................................................................................... 17


ACKNOWLEDGEMENTS

The Collins Center for Public Management (“the Center”) wishes to thank the following employees of the Town of Wilmington (“the Town”) for their time, guidance, and assistance throughout this process. The Center has been impressed by the commitment of the public servants of the Town of Wilmington with whom it has worked. While all staff are listed in alphabetical order, the Center wishes to note and express appreciation for the special assistance and leadership provided by Town Manager Jeffrey Hull and Assistant Town Manager Kendra Amaral. Paul M. Alunni, PE., Town Engineer, Engineering Department Kendra Amaral, Assistant Town Manager Linda Cerullo, Senior Clerk, Fire Department Lorraine Church, Senior Clerk, Public Works Department Louis Cimaglia, Director, Veteran Services Department Deborah Cipriani, Director, Recreation Department Nunzio DiBenedetto, Information Systems Specialist Gary Donovan, Deputy Chief, Fire Department Joseph Downs, Clerk, Veteran Services Department Sharon George, Town Clerk George W. Hooper, Superintendent, Public Buildings Department Jeffrey M. Hull, Town Manager Dennis Kelley, Building Systems Manager, Public Buildings Department Tony LaRivee, Senior Clerk, Building Department Anthony La Verde, GIS/CAD Technician, Engineering Department Joseph Lobao, Utility and Business Manager, Public Works Pamela L MacKenzie, Treasurer/Collector Jamie Magaldi, P.E., MCA, Operations Manager, Public Works Department Theresa Marciello, Director, Elderly Services Richard McClellan Jr., Chief, Fire Department Jonathan Mehtala, Information Systems Manager Michael Morris, Town Accountant Kim Mytych, Senior Clerk, Health Department Shelly Newhouse, R.S., Director of Public Health Karen Rassias, Principal Assessor, Assessors Kendra Rozett, IT Administrator, Police Department John Spaulding, Inspector of Buildings and Zoning Enforcement Officer, Building Department Michael J. Woods, Director, Public Works Department


PROJECT SCOPE AND METHODOLOGY

At the request of Town of Wilmington, acting through its Town Manager, the Collins Center for Public Management (the Center) performed a High Level Information Technology Review (IT Review). The engagement involved several tasks, all of which contributed to a sound basis for the Review. a. Review of background material; b. Inventory of current systems and resources; c. Interviews of key staff; d. Development of the high level review; and e. Presentation and discussion of findings and recommendations. This Review brings together the findings and recommendations into one document which provides the comprehensive, consistent direction that Wilmington is seeking in order to be able to make prudent decisions regarding how to enhance the contribution of IT to Wilmington, its residents, and its customers. In order to meet Wilmington’s needs and expectations, the IT Review combines both an informed view of the Town’s functional requirements and an understanding of the various options which Wilmington ought to be considering in developing its strategy for enhancing IT. Specifically, the IT Review includes:

Findings and recommendations;

Articulation of a strategy for Wilmington to take as part its effort to enhance IT as a critical function in the delivery of Town services;

Priorities among actions which Wilmington ought to take with respect to the objectives consistent with Wilmington’s vision or other circumstances; and

Short‐range actions that Wilmington should take to strengthen its performance. Methodology The Center’s research was guided by the following principles:

Understand that every municipality and district is unique and reflect that uniqueness in the recommendations;

Obtain diverse points of view on all issues;

Focus on the current situation and future opportunities, and refrain from passing judgments on past occurrences; and

Make recommendations that are pragmatic and adaptable.


ABOUT THE COLLINS CENTER Established in July 2008, the Edward J. Collins, Jr. Center for Public Management is dedicated to improving efficiency, effectiveness, governance, and accountability at all levels of government, with a particular focus on state and local government. The Center’s aim is to enable public entities to provide high quality services to the people they serve on a sustainable basis. The Center is located within the John W. McCormack Graduate School of Policy and Global Studies at the University of Massachusetts Boston. For more information, please visit the Center’s website: http://www.collinscenter.umb.edu/


INFORMATION TECHNOLOGY OVERVIEW

The Information Systems unit reports to the Town Accountant and is located in the Accounting Office.

Staff

A staff of two consisting of an Information Systems Manager and Information Systems Specialist. Computer Hardware/Servers:

Identification Brand/Model Location Operating System Purchased Application

Wilmington HP Proliant G4 Town Hall Windows 2003 2006 F&P

Wilm‐pr123 HP Proliant G4 Town Hall Windows 2003 2005 Financial

Wilm‐city‐2 HP d530 Town Hall Windows 2003 2005 Financial

Water‐cbsw HP Proliant G3 Town Hall Windows 2003 2005 Water Billing

Engineering HP Proliant G3 Town Hall Windows 2003 2004 F&P + Licensing

Tempdc Intel Town Hall Windows 2003 2005 DC

Vision Dell Power Edge 1800 Town Hall Windows 2008 2006 Vision

Wilm‐eag HP Proliant G4 Town Hall Windows 2003 2005 Licensing

Fireserver HP Proliant G3 Fire Dept Windows 2003 2005 F&P + Paging

Firedog‐1 SystemMax Fire Dept Windows XPPro 2009 AmbuPro

See Exhibits 3 ‐4 for Desktop/Laptop and Printer hardware inventories.

System Software and Utilities:

Sonic Wall (firewall) Brightauthor ver 3.8.039 – authoring software for digital signage (located at Town Hall

entryway)

FirstClass Client ver 10.014 – Used to update & maintain Website

Ubiquiti UniFi Controller Software ver 3.2.7 – to manage wireless access points

InfoRad Paging system ver. 10.3.8 – wireless paging system for Fire Department

TN3270 Plus Terminal emulation software – Commonwealth of MA RMV system

NComputing vSpace Server Virtualization software

Citrix Presentation Server 4.5 ‐ Used to host payroll applications

Windows Terminal Services – Used to host payroll & water/sewer applications

Pervasive SQL Server ver8 – used with legacy payroll application FundSense

PcAnywhere ver. 12.5 – Used by Water/Sewer Dept. to remote connect to SCADA workstations

Symantec VERITAS Backup Exec ver. 10

Flexera Software – LMTOOLS AutoCAD licensing software system

Itron system – Water/Sewer flash drive & handheld reader software

PayDirect – Flexible spending system

Ipswitch – Secure FTP file transfer


Application Software (Town Hall Server based)

SoftRight is the locally hosted enterprise financial and business system for the town and school district; 72 users have access with 20 concurrent users supported

PeopleGIS for DPW and Engineering applications run via the "Cloud"

Vision Appraisal (Computer Assisted Mass Appraisal) locally hosted, Vision Government Solutions

Continental Utility Solutions, Inc. CBSW Continental Billing System for Windows water/sewer billing system

UniFund LLC, FundSense legacy payroll system Microsoft Office Suite

ARC GIS

Civil 3D

AutoCad by AutoDesk (Computer Aided Design Software)

Other Application Software (Public Safety and School Server based)

IMC Perform System by TriTech Systems, Public Safety application

AmbuPro by OCI Software, Fire Department EMS Software

SchoolDude, cloud‐based School District System used by Public Building for work orders See Exhibits 1 and 2 for diagrams of the interfaces/linkages between application systems. Networks, Data, and Voice Communications All town and school buildings are linked via a fiber‐optic network terminating in the Public Safety building. Voice technology is Voice Over Internet (VOIP) installed over the past year in all Town buildings except public safety and the school district. The system is an IPitomy IP5000 with IPitomy IP320NV3 handsets running on a Windows 2003 DHCP Server. See Exhibits 5 and 6 for network diagrams. Backup/Disaster Recovery Measures The disaster recovery process includes nightly full payroll file backup and nightly incremental (changes) file backups for other systems. A full file backup of all system files is done weekly. Files are backed up to a removable hard drive with VERITAS as the backup software. The four weekly removable hard drives are sent off‐site monthly to the Public Safety building (stored in the 911 Closet Lockbox). During the study a new disaster recovery process was being implemented using a "Unitrend" system (hardware storage and supporting software) which "mirrors" all hard drives across all servers in real time, supporting a more timely recovery in the event of a hardware failure.


KEY FINDINGS AND RECOMMENDATIONS

Key Finding Number 1: Information Technology Organization and Leadership A cost minimization, limited day‐to‐day support orientation and an organizational approach that did not identify Information Technology (IT) as a strong enabling force are contributing factors to the present position of IT within the Town. There has been a lack of strong IT leadership, resulting in a limited, cost‐constrained deployment of IT across the Town. The IT Unit has not been a significant participant or factor in driving improvement of Town operations through IT. Recommendation Short Term (6 ‐ 12 months) The Center recommends elevating the position of IT, and therefore its standing and importance in the Town, by the creation of a separate department headed by a Director reporting to the Town Manager's Office, specifically to the Assistant Town Manager. The Director must be an advocate for IT, providing leadership in deploying IT technology solutions across the Town. The Center also recommends consolidation of the Public Safety IT functions into the Town IT Department. The Center’s main concern here is backup of key support resources and adherence to standard IT processes (documentation, security, etc.), as loss of staff can have a significant negative impact on operations. Consolidation of IT resources can offer better service and potentially lower costs through overall professional management, planning, software support redundancy, standardization of equipment and procedures, backup/disaster recovery measures, and purchasing. The ability to recruit, retain, and develop skilled personnel is enhanced with a central department. Cross training of staff across various application systems will reduce the risk of support loss from staff turnover. The ability to develop stronger expertise in important technical areas such as networking, software support, web design, and voice and data communications is enhanced with a larger organization. The Center envisions a department of three, a working director with strong project management skills, a staff member focused on application software, and a third position focused primarily on network, desktop, and laptop support. As with any IT organization of this size there needs to be significant skill overlap supported by cross training to deal with demands and provide backup. The Town should look to external sources for assistance with significant non‐recurring projects that require extraordinary technical skills. Longer Term The Center recommends the Town consider consolidation of GIS Programming into the Town IT Department, as GIS technology and PeopleGIS functions extend to a wider variety of departments.


Key Finding Number 2: Computer Center Facilities and Equipment needs improvement.

The present Town computer room is housed in a closet within the Accounting Department. It is not secure and several of the servers are at the end of their useful life. There does not appear to be a long‐term plan for server replacement or facility upgrades for handling a growing reliance on IT. The building does not have complete electrical back‐up facilities and is remote from the hub of the fiber‐optic network loop. Recommendation Consolidate all servers into the present computer room at the Public Safety facility with the following benefits:

A secure facility.

Backup electrical generation in place

It is the terminus of the town‐wide fiber‐optic network.

Take advantage of the existing onsite disaster recovery equipment and off‐site file backup arrangement already in place (see Disaster Recovery findings and recommendations).

The following are recommended for above facility:

Address air conditioning equipment issues (there is a temporary unit in place) with a permanent solution considering the additional equipment being added.

Move to a "Virtual" environment to consolidate servers and increase redundancy.

Replace the standalone servers with larger capacity rack mounted "blade servers" to increase capacity and conserve space.

Replace the many Uninterruptable Power Supply (UPS) units with a single large capacity UPS.

Install fire suppression.

Install card entry access.

The department office facilities also do not reflect a modern professional IT organization. The Center recommends moving the department to better facilities to provide a more professional, secure workspace wherein end users can meet with staff. Space should include a conference room, adequate storage, and appropriate furnishings.

Key Finding Number 3: Information Technology Strategy There is no long term information technology strategy or plan for technology upgrade, replacement, or growth. IT spending has been largely reactionary, with annual budgets developed based on meeting existing annual license and service agreements, with some funding available to replace malfunctioning desktops. Larger IT project planning has been limited to annual submissions


to the Capital Improvement Plan for years FY2014 and FY2015, and the Fiber Loop installation project. The capital investment for FY2015 was primarily focused on thin client device installation and update of MS Office, both of which cannot be successfully achieved given the current state of equipment and network environment. No periodic (monthly) formal reporting is done during the year. Recommendation Wilmington needs to put in place and update annually a comprehensive information technology plan linked to the Town's capital improvement plan. This will form the framework for making rational, consistent choices regarding information technology. Since implementation initiatives and funding can extend over multi‐year periods, the planning horizon should reflect that and extend beyond a year. The Center recommends a three to five year planning horizon, with major department needs considered and input sought, broken down by yearly increments, updated annually, and locked in by funding. Results against plan should be reported monthly or quarterly. The plan should be reviewed and approved by the IT Steering Committee and the Town Manager.

Key Finding Number 4: Information Technology Initiatives Selection and Priority

There needs to be a clear process to determine what IT activities should be undertaken. The prioritization of initiatives and allocation of limited IT resources are critical to the success of IT and its deployment going forward. The IT function can face unlimited demands for service while dealing with limited resources. Individual departments press for services (or projects) which may or may not result in the highest and best use of limited IT resources for the Town as a whole. The IT Manager/Director acting alone may not have the full overall perspective to choose the best course of action. Recommendation There is a technology committee chaired by the Assistant Town Manager that meets periodically that in many respects has been addressing planning functions usually provided by IT leadership. With an IT leadership that advocates for IT, the role of this group will evolve to more of an advisory or steering body. The Center recommends reconstituting the Technology Committee into an Information Systems and Technology Steering Committee, Planning Council, or Advisory Committee to provide feedback and better align IT strategy with the strategic goals of the Town. An IT steering committee is a governance


body that reviews, monitors, and prioritizes major IT activities/projects from a cross‐functional perspective. The two key concerns of a technology steering committee are:

Alignment ‐ The committee helps ensure that IT strategy is aligned with the strategic goals of the Town.

Ownership ‐ The units represented on the committee have ultimate ownership over the larger IT strategic decisions since those decisions will impact their organizations/processes.

The mission of this reconstituted committee would be to provide guidance, overall perspective, and direction to the IT Director, in effect to act as a board of directors to guide the planning and deployment of IT resources through actions such as:

Review and endorse IT plans;

Review proposed IT Policy changes;

Review technological recommendations;

Prioritize major projects, advise/resolve conflicts related to priorities and limited resource allocations;

Support/sponsor major projects and initiatives; and

Monitor major projects and service levels.

The membership of the committee should consist of key managers representing the major IT‐affected departments across the Town. The committee should have regularly scheduled meetings with agendas issued in advance and results/minutes published. More frequent meeting may be involved when acting in a project steering capacity, especially when nearing deployment stages.

Key Finding Number 5: Comprehensive Business Continuity/Disaster Recovery Process and Planning needs review There is no formal written comprehensive business continuity/disaster recovery plan. The current disaster recovery process includes nightly full payroll file backup and nightly incremental (changes) file backups for other systems. A full file backup of all system files is done weekly. Files are backed up to a removable hard drive with Veritas as the backup software. The four weekly removable hard drives are sent off‐site monthly to the Public Safety building (911 Closet Lockbox). During the assessment process, a new disaster recovery process was installed using a "Unitrend" system (hardware storage and supporting software) which "mirrors" all hard drives across all servers in real time, supporting a more timely on‐site recovery in the event of a hardware failure.


Recommendation Consolidation of the Town computer servers into the Public Safety facility will enable all systems to take advantage of the facilities there, including the physical data backup server (IT Guardian) and overnight transmission of the previous day's backup data to IT Guardian's site in Nashua, New Hampshire. VMWare virtual software is also in the process of being implemented for that facility. The recently implemented Unitrend system should be evaluated in the context of the overall disaster recovery plan and approach. The Center recommends the Town develop and publish a formal comprehensive written business continuity/disaster recovery plan by reviewing its back‐up and disaster recovery processes to ensure they provide the ability to quickly restore lost data, and that back‐ups are maintained in geographically disparate locations that share few, if any, common risks.

Key Finding Number 6: Microsoft Software versions are not standardized across the Town.

A variety of Microsoft "Windows" operating system and "Office" software versions are in use; an estimated sixty percent of the machines run on Windows 7 and forty percent on Windows XP (which is unsupported). Departments are reporting difficulty sharing files with other Town departments and within their own teams due to wide variation in the Office software version. Recommendation Standardize on a common Microsoft Window" and Office version to reduce support needs and improve end users’ communications/efficiency. Consider use of the State Volume Licensing Agreement.

Key Finding Number 7: IT Department Policies and Operations

IT Department policies, service request management, equipment acquisition policy, and computer use policy need review and improvement. Recommendation Draft a Computer Use Policy: The policy should include protection of access passwords and internet access. Issue a Policy on Employee Systems Access: As the Town's systems administrator, the IT Manager/Director is the gatekeeper for all desktop users and for setting permissions for specific applications. Oversight responsibility for access to software like SoftRight must necessarily be segregated from departmental managers to effectively deter fraud, safeguard data integrity, and ensure employee accountability.


Among other things, the directive should say that requests to create or modify any employee’s user access privileges must be submitted to the IT Manager/ Director in writing and include the department head’s signature. Access granted should be limited only to what is necessary to do the employee’s job. Implement Help Desk Software: Presently, Town employees who encounter technology issues seek fixes from the IT Department through informal requests communicated via e‐mail, phone, or in person. Implementing a help desk ticketing software to organize and prioritize these referrals would benefit overall Town operations. Besides systematizing the resolution process, such a program would provide management reports that can highlight the need for training or technology‐related capital investment. In a basic system, users log requests into a program that creates a ticket for each issue and then records the time of ticket creation, the technician assigned to it, the actions taken and the ticket’s resolution time. By establishing a structured workflow, the software becomes a valuable time management and record keeping tool. With many free or inexpensive help desk systems available, the Center encourages the IT Manager/Director to research which would be the most appropriate for Wilmington. SchoolDude software presently in use by the Public Buildings Department may satisfy this need. Centralized equipment and software acquisition by IT should be enforced by policy to assure standardization and license compliance. Standardization of hardware and software will improve support provided end users and reduce IT resource needs. Equipment acquisition has focused on the "least expensive" solution rather than the most effective. Long term, more effective solutions will improve operations and reduce costs.

Key Finding Number 8: SoftRight System Use SoftRight is the Town's enterprise financial system, run locally on Town servers. Generally staff are happy with the support provided by SoftRight, as SoftRight has assigned staff familiar with the Town's specific configuration/setup. During a conference call with SoftRight staff, the Collector/Treasurer and Assistant Town Manager, the project team became aware that the locally hosted version will not be subject to any substantial new development. SoftRight is devoting resources to development of their Cloud‐based version. SoftRight's features and functions have not been reviewed in a number of years, and use has not evolved to take full advantage of the software’s capabilities relative to the Town's needs. Recommendation The Town’s long term investment in the SoftRight system should be leveraged to improve operations. In the short term with the current version, the following opportunities to enhance use outlined during the conference call should be investigated:


Use of salary and deduction tables within the Payroll module.

Use the School Tab to scan in certifications and the Employee Tab for scanning in licenses.

Use of purchase orders to encumber funds.

Use "Approval Trees" by dollar to allow electronic approvals.

Consider use of an existing file interface program built by SoftRight for the "Kronos" System (a time and labor management system) for direct interfacing (import) of time data from the Public Safety IMC System into the payroll system. Some modifications may be involved.

The Center recommends the Town review the new cloud‐based version to determine if there are benefits for improved operations. Cost will be a consideration, and other municipalities should be visited to see it in action. However, there is no payroll module in the Cloud‐based version. Some of the tools in place or planned for development with the cloud‐based version mentioned in the conference call were:

Employee self service features

Enhanced reporting tools wherein end users can develop ad.hoc. reports

Ability to attach documents (eliminating paper)

Management Dashboard

Role based security

General Billing features

Workflow, electronic approvals The Center also recommends that the proposed IT Steering Committee becomes the sponsor for the SoftRight system, providing high‐level administrative and political support to the system, as well as a focus on its continued development and improvement.

Key Finding Number 9: Application Systems Portfolio Innovation is seen with the expanding use of the PeopleGIS product for a variety of applications, SchoolDude in Public Buildings Department, and the IMC system in Public Safety. Opportunities exist in the Recreation and various regulatory departments, including the Building Department, for improved operations through modern systems. Recommendation The Recreation Department manages a very active operation with a wide variety of programs offered. The Center recommends consideration of systems to allow online registration and payment, and management information support. The search for solutions should include visits to other municipalities to see systems in live use. DPW and Engineering have enthusiastically expanded the use of PeopleGIS, which allows users to develop processes (using the PeopleForms feature which ties forms to GIS mapping) around location related activities, involving the following areas:


DPW Service Requests, Entry Log & Work Orders, Catch Basin Inspection, Cemetery Lots and Interments, Pavement Management, Playground Inspection, Snow Plowing and Treating, Safety Tailgate Meetings, Tree Inspections & Fire Department Vehicle Maintenance requests.

Engineering has started to use PeopleForms to track street paving jobs. The Town Manager's office is using PeopleForms for bid registration and public feedback. Conservation is also using PeopleForms to track site visits and inspections.

The long term mission for the GIS program are to expand the use of PeopleForms and Maps Online to all departments and to work with current users to tailor map layers and forms to help in their department's operation. There are several projects that are in the planning stages, first is building permit tracking. The GIS Programmer has been working with the Building Inspector’s office to design a system where someone seeking a building permit could submit an application either online or in person, upload plans, and alert the parties that need to sign the permit that an application has been submitted.

The Town Engineer would like to see use of a laptop or tablet for onsite access to plans, as more and more plans are received electronically. The DPW Director would like to see more tablets for use by supervisors in the field to allow access to information, plans, water and sewer infrastructure designs, etc.

Key Finding Number 10: Payroll Process Time and attendance input to the payroll process is gathered in a wide variety of ways and entry of time occurs in several places, providing opportunities for error. Recommendation Process flows of the current procedures are currently under review, once complete options can be considered. The Center recommends that in the longer term the Town replace the current paper timesheet collection and time reporting processes with a Time and Labor Management System to allow direct, timely, straight‐forward electronic capture of time worked and maintenance of accrual information. Gathering time directly from salary contract employees electronically rather than paying them on an automatic basis and then manually capturing and posting absences can more likely assure accurate time reporting and payroll expense. These systems place responsibility for time submission on the employee with an act to indicate their presence at work.

Key Finding Number 11: Procurement Purchasing in the Town and District are paper‐based processes. Paper purchase orders are used in the District, but not in the Town. Some Town departments utilize internally


established purchase order systems, some use paper, and others do not use purchase orders at all. Purchase‐related expenditures do not encumber funds in the financial software, resulting in a disconnect in information relative to remaining available funds in budgets as reported by Accounting. This has led to some departments conducting their own bookkeeping to better track expenditures and encumbered funds. Recommendation The Center recommends the Town consider use of the purchasing facilities inherent in the SoftRight system to enter and approve requisitions/purchase orders electronically and generate standard purchase orders. Funds are then encumbered once purchase orders are approved and regular budget reporting from SoftRight will reflect encumbered expenses, reducing the need for departmental bookkeeping activities. Additional features in the cloud‐based version, both available now (approvals by account) or planned (ability to attach documents to the purchase transaction), will provide tools to move to a more paper‐less environment.


EXHIBITS

Exhibit 1 ‐ SoftRight Integration Diagram

SoftRight

Payroll

Century BankLockbox

Real Estate, PersonalProperty, Excise, Dog

License

SchoolDept

HR

Assessors

Ipswitch FTP file transfer

RRC

Sys

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(Bus

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TAX

asse

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AccountingDept.

MCC Online Payments

Visio

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-Y2K

Rea

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Tax

asse

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ct u

ploa

ded

twic

e/yr

Payroll Warrant

Treasurers

Data Entry

of Wate

r liens

Bills Warrant

Manual input of AP Bills, Payroll,

Purchase, Orders

Pay

roll P

acke

t

Payroll Packet

Man

ual in

put o

f Pay

roll

Manual input o

f AP B

ills

PrintPayroll + Reports

Signed DepartmentalPayroll worksheets

Eastern Bank

Attendance

Data Entry of D

aily R

eceipts

A/P Positive Pay File

Vendor Pay FIle

Medicare Deduction Deposits

ACH Direct Deposit

457 Plan, ICMA, Great West

RE,MVE, PP, and Water Billing files

Middlesex Retirement

Retirement Deductions

Mass MVR

Excise Files

Import cashed vendor checks


Exhibit 2 ‐ Continental Utility Solutions (CUSI) Utility Billing Interfaces

CUSI

MCC Online Payments

Public Works

Bill

s i

ma

ges

man

ually

up

loa

ded

to M

CC

Repair

Bills

& M

ainten

ance

Print QuarterlyWater Bills

Sc

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imp

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f Pa

yme

nts

Quarterly MeterReadings

Itron Readers

Readings

pro

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USB flas

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Base

Century BankLockbox

Water/Sewer

Daily File Ipswitch FTP

Treasurers

File

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Exhibit 3 ‐ Desktop/Laptop/Tablet Inventory

Computer Department Operating System Acquired

Superintendent Public Buildings Windows XP 2007

Assistant Superintendent Public Buildings Windows XP 2006

Forman Public Buildings Windows XP 2004

HVAC Controller Public Safety Building Public Buildings Windows 7 2014

HVAC Forman Public Buildings Windows 7 2014

Clerk Public Buildings Windows XP 2005

Harnden Tavern Harnden Tavern Windows 7 2014

Harnden Tavern 2 Harnden Tavern Windows XP 2003

Veterans Agent Veterans Services Windows 7 2012

Clerk Veterans Services Windows 7 2014

Clerk 2 Veterans Services Windows 7 2014

Seniors 1 Terri Elderly Services Windows XP 2008

Seniors 2 Laurie Elderly Services Windows XP 2008

Seniors 3 Kristen Elderly Services Windows XP 5006

Seniors 4 Peggy Elderly Services Windows XP 2005

Seniors 5 Training 1 Elderly Services Windows 7 2014




Seniors 6 Laptop Elderly Services Windows 7 2014

Superintendent DPW Windows 7 2014

Assistant Superintendent Water DPW Windows XP 2009

Assistant Superintendent DPW DPW Windows XP 2009

Mike F. DPW Windows 7 2013

Diane DPW Windows XP 2006

Lorraine DPW Windows 7 2013

Lynne DPW Vista 2009

Truck Laptop DPW Windows XP 2007

Toughbook DPW DPW Windows XP 2005

Sargent 1 DPW Windows XP 2002

Sargent 2 DPW Windows XP 2006

Sargent Scada 1 DPW Windows 7 2014

Sargent Scada 2 DPW Windows XP 2012

Butters 1 DPW Windows XP 2006

Butters 2 DPW Windows XP 2006

Butter Scada 3 DPW Windows XP 2009

FuelMaster DPW Windows 7 2013

Mechanic Forman DPW Windows 7 2007

Highway Forman DPW Windows XP 2007



Tree Forman DPW Windows XP 2005

Water Forman DPW Windows XP 2005

Parks Forman DPW Windows XP 2005

Operations Forman DPW Windows 7 2007

Garage Reference DPW Windows 7 2007

Garage Toughbook DPW Windows XP 2004

Mary Kelley Treasurer Office Windows XP 2007

Patricia Cushing Treasurer Office Windows XP 2005

Mary Water clerks Treasurer Office Windows XP 2005

Michelle Gomes Treasurer Office Windows XP 2005

Michelle Gomes ‐ old seat Treasurer Office Windows XP 2009

Pam Mackenzie Treasurer Office Windows XP 2010

Counter PC Treasurer Office Windows 7 2007

Legacy Freedomware Treasurer Office Windows XP 1997

Check‐scanner‐PC Treasurer Office Windows 7 2014

Karen Rassias Assessors Office Windows 7 2012

Joanna Clayton Assessors Office Windows 7 2012

Kathleen Godfrey Assessors Office Windows 7 2012

Temp.‐Worker‐PC Assessors Office Windows 7 2008

Front Desk PC 1 Assessors Office Windows XP 2006

Front Desk PC 2 Assessors Office Windows XP 2006

Lorraine Herman Accounting Office Windows XP 2008

Susan Delany Accounting Office Windows XP 2003

Michael Morris Accounting Office Windows 7 2014

Nunzio DiBenedetto Accounting Office Windows XP 2006

Jon Mehtala Accounting Office Windows 7 2009

MIS Laptop Accounting Office Windows 7 2012

MIS Laptop MIKE Accounting Office Windows 7 2013

Al Spaulding Building Insp. Office Windows XP 2007

Toni Larivee Building Insp. Office Windows 7 2014

Inspectors Building Insp. Office Windows XP 2011

Kim Mytych Board of Health Windows 7 2007

Shelly Newhouse Board of Health Windows 7 2007

Shelly Newhouse Laptop Board of Health Windows 7 2014

Traci Mello Board of Health Windows XP 2007

Nurse Laptop Board of Health Windows XP 2004

Widescreen Laptop Board of Health Windows XP 2007

Carole Hamilton Planning Office Windows 7 2014

Cheryl Licciardi Planning Office Windows 7 2014



Elizabeth Lawrenson Planning Office Windows 7 2014

Mike Vivaldi Planning Office Windows XP 2007

Winifred McGowen Planning Office Windows XP 2008

Laptop Planning Office Vista 2008

Tony LaVerde DPW Windows 7 2012

Paul Alunni DPW Windows 7 2012

William Holt DPW Windows 7 2012

Hai DPW Windows 7 2012

Intern PC DPW Windows XP 2007

Plotter PC Dpw Windows XP 2007

Debbie Cipriani Recreation Windows XP 2011

Linda Kanter Recreation Windows XP 2011

Karen Campbell Recreation Windows XP 2011

Kendra Town Manager Office Windows 7 2013

Beverly Dalton Town Manager Office Windows 7 2014

Beverly Dalton Laptop Town Manager Office Windows XP 2005

Paula Barry Town Manager Office Windows 7 2014

Intern PC Town Manager Office Windows XP 2008

Wendy Martniello Town Manager Office Windows 7 2014

Jeff Hull Laptop Town Manager Office Windows 7 2014

Jeff Hull Town Manager Office Windows 7 2014

Nancy Beals Clerks Office Windows 7 2012

Sharon George Clerks Office Windows 7 2014

Linda Golden Clerk's Office Windows 7 2014

Old A1 Fire Windows XP 2010

Old A2 Fire Windows XP 2010

Mike boiler Rm. Public Buildings Windows XP 2005

WFD Chief Fire Windows XP 2010

WFD Dep Fire Windows 7 2010

WFD Clerk Fire Windows 7 2010

Shift Commander Fire Windows 7 2012

Fire Prevention Fire Windows 7 2012

Fire Chief Fire Windows XP 2008

Shift Users Library Fire Windows XP 2006

WFD Entry Fire Windows XP 2010

WFD Day Room Fire Windows XP 2004

WFD Chief Laptop Fire Windows XP 2011

Operations Lt. Fire Windows 7 2014

A 1 Fire Windows 7 2014



A2 Fire Windows 7 2014

Surface 1 tablet Fire Windows 8 2014





Exhibit 4 ‐ Printer Inventory

Printer Model Location Acquired HP LaserJet 602MFP Treasurer Office 2014

HP LaserJet 4050TN Treasurer Office 2002

HP LaserJet 4240N Treasurer Office 2007

HP LaserJet 4015N Treasurer Office 2009

HP LaserJet 3050 Treasurer Office 2006

HP LaserJet 2100TN Assessor Office 2000

HP LaserJet 2300DN Assessor Office 2004

HP LaserJet 500N Assessor Office 2014

HP LaserJet 3005 Accounting Office 2007

HP LaserJet P4015 Accounting Office 2011

HP LaserJet 4050TN Accounting Office 2001

HP Office jet 8500 Board of Health 2011

HP LaserJet 3035MFP Board of Health 2010

HP Office jet 8600 Board of Health 2014

Kyocera 205c Building Inspectors 2014

HP LaserJet 602MFP Planning Office 2012

HP Office jet 7210 Planning Office 2006

Lanier Wide Format Engineering Office 2007

Brother HL‐5450DN Engineering Office 2013

HP Design jet 800 plotter Engineering Office 2001

HP Office jet 8500 Engineering Office 2010

Brother MFC 5860 Recreation Office 2007

HP LaserJet 601MFP Recreation Office 2012

Kyocera 4500 Recreation Office 2014

HP LaserJet P3005 Town Manager Office 2008

HP LaserJet 2420DN Town Manager Office 2006

Brother HL‐5450DN Town Manager Office 2013

Brother HL‐5370DW Town Manager Office 2010

HP LaserJet 1312NFI Town Manager Office 2010

Kyocera 4500 Town Manager Office 2014

HP LaserJet 4250TN Town Clerk Office 2007

HP LaserJet 1020 Veterans Office 2006

HP Office jet L7600 Veterans Office 2009

Kyocera 5050 Veterans Office 2014

HP LaserJet 3005N Senior Center 2007

HP LaserJet 2600N DPW Garage 2006

HP Office jet J4580 DPW Garage 2009

HP LaserJet 2420D Public Works Office 2006

HP LaserJet CM4415 Public Works Office 2011

HP LaserJet P1600DN Public Works Office 2013

HP Office jet 6500 Public Works Office 2011

HP Office jet 8600 Public Works Office 2014

HP Office jet 6500 Butters Row WTP 2010

Brother HL‐5250DN Butters Row WTP 2006

HP Office jet L7680 Sargent WTP 2006


Exhibit 5 ‐ Fiber Optic Network 1


Exhibit 6 ‐ Fiber Optic Network 2

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high level information technology review town of ......backup/disaster recovery measures the...

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