INFORMATION TECHNOLOGY - New Hampshire Judicial … · · 2015-06-093.0 Information Technology ... 6.1.28 Windows Server 2012 upgrades ... The most recent IT Plan was published

ADMINISTRATIVE OFFICE OF THE COURTS

INFORMATION TECHNOLOGY

STRATEGIC INFORMATION TECHNOLOGY PLAN FISCAL YEARS 2014 - 2015

PUBLISHED: JUNE, 2014

Strategic IT Plan Page ii 6/9/2015

TABLE OF CONTENTS

1.0 IT Plan Scope and Purpose ............................................................................... 6

1.1 Purpose ................................................................................................................ 6

1.2 Periodic Publication .............................................................................................. 6

2.0 Judicial Branch Overview .................................................................................. 6

2.1 Mission ................................................................................................................. 6

2.2 Structure and Reporting ....................................................................................... 6

2.3 Organizational Structure Chart ............................................................................. 7

2.4 Administrative Office of the Courts (AOC) Overview ............................................ 7 2.4.1 AOC ............................................................................................................................................. 7

2.4.1.1 Organizational Structure Chart ................................................................................................. 8

3.0 Information Technology (IT) .............................................................................. 8

3.1 Mission Statement ................................................................................................ 8

3.2 Scope of Services ................................................................................................. 8 3.2.1 Support Services (Operations) .................................................................................................... 8 3.2.2 Development Services ................................................................................................................. 9 3.2.3 Business Analysis Services ......................................................................................................... 9 3.2.4 Management Services ................................................................................................................. 9

3.3 Staff .................................................................................................................... 10 3.3.2 Current Network Position Roles ................................................................................................ 11 3.3.3 Senior IT Managers ................................................................................................................... 11 3.3.4 Staff Size Versus Industry ......................................................................................................... 12 3.3.5 Future Positions Plan for FY16-17 ............................................................................................ 13 3.3.6 Succession Plan ........................................................................................................................ 13

3.3.6.1 IT Staff Assessment .......................................................................................................... 13 3.3.6.2 Senior Management .......................................................................................................... 13 3.3.6.3 Case Management System (CMS) Support ..................................................................... 13 3.3.6.4 Network Management ....................................................................................................... 14

3.3.7 Consultants/Temporary Agency (private sector) Employee Staff .............................................. 14 3.3.8 Services to Business Partners ................................................................................................... 14

3.4 Support Desk ...................................................................................................... 15 3.4.1 Staff ............................................................................................................................................ 15 3.4.2 Ticket Volume ............................................................................................................................ 15 3.4.3 Ticket Metrics. ............................................................................................................................ 16 3.4.4 Performance: ............................................................................................................................. 16 3.4.5 Other Services: .......................................................................................................................... 17

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3.5 Network/Server Support ..................................................................................... 17

3.6 Applications Development .................................................................................. 17

3.7 Forms Development ........................................................................................... 18

3.8 Standard Operating Practices ............................................................................. 18

3.9 Management/Approach ...................................................................................... 18 3.9.1 Overview .................................................................................................................................... 18

3.10 IT Training .......................................................................................................... 18 3.10.1 Training for IT staff ................................................................................................................ 18 3.10.2 NHJB Employee Orientation IT Training ............................................................................... 19 3.10.3 Enterprise Microsoft Software Training for Court Users........................................................ 19 3.10.4 Case Management System Training ..................................................................................... 19

3.11 Audits, Inventory and Licensing Compliance ...................................................... 19

3.12 Standards/Policy ................................................................................................. 20

4.0 Workload Status ............................................................................................... 20

4.1 Primary Projects List ........................................................................................... 21

4.2 Software Development ....................................................................................... 22 4.2.1 Information Technology Development Custom-Built Applications Inventory ........................ 22 4.2.2 Vendor Supported Applications ............................................................................................. 23

4.3 Infrastructure and Operating Platforms ............................................................... 24

4.4 IT Equipment Upgrade Cycle ............................................................................. 24

5.0 Accomplishments - Biennium FY 12-13: July 1, 2011 – June 30, 2013 ........ 25

5.1 Major Strategic Projects and Plans ..................................................................... 25 5.1.1 Call Centers ............................................................................................................................... 25 5.1.2 Cloud Computing ....................................................................................................................... 25 5.1.3 Collaboration Software .............................................................................................................. 25 5.1.4 Wireless Computing Access ...................................................................................................... 25 5.1.5 Network Bandwidth and Router Upgrade .................................................................................. 26 5.1.6 Instant Messaging ...................................................................................................................... 26 5.1.7 Microsoft Exchange Implementation ......................................................................................... 26 5.1.8 Personal Device Use ................................................................................................................. 26 5.1.9 Interactive Voice Software Use.................................................................................................. 26 5.1.10 NH e-Court ............................................................................................................................ 27 5.1.11 Administrative Systems Replacement Project (ASAP) ......................................................... 27 5.1.12 Court Recordings .................................................................................................................. 27 5.1.13 Videoconferencing Project .................................................................................................... 28 5.1.14 Transcripts ............................................................................................................................. 28 5.1.15 Interpreters ............................................................................................................................ 28

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5.1.16 Jury Management .................................................................................................................. 28 5.1.17 Copier, Telephone, Data Lines and Fax Support Management ............................................ 28 5.1.18 Open Source Software .......................................................................................................... 28

6.0 Planned Biennium FY 14-15: July 1, 2013 – June 30, 2015 ........................... 31

6.1 Major Strategic Projects and Plans ..................................................................... 31 6.1.1 Call Centers ............................................................................................................................... 31 6.1.2 Cloud Computing ....................................................................................................................... 31 6.1.3 Collaboration Software .............................................................................................................. 32 6.1.4 Wireless Computing Access ...................................................................................................... 32 6.1.5 Network Bandwidth and Router Upgrade .................................................................................. 33 6.1.6 Instant Messaging ...................................................................................................................... 33 6.1.7 Microsoft Exchange Implementation ......................................................................................... 33 6.1.8 Personal Device Use ................................................................................................................. 33 6.1.9 Interactive Voice Software Use.................................................................................................. 33 6.1.10 NH e-Court ............................................................................................................................ 34 6.1.11 Administrative Systems Replacement Project (ASAP) ......................................................... 34 6.1.12 Court Recordings .................................................................................................................. 34 6.1.13 Videoconferencing ................................................................................................................. 34 6.1.14 Transcripts ............................................................................................................................. 34 6.1.15 Interpreters ............................................................................................................................ 34 6.1.16 Jury Management .................................................................................................................. 34 6.1.17 Copier, Telephone, Data Lines and Fax Support and Management ..................................... 35 6.1.18 Open Source Software .......................................................................................................... 35 6.1.19 Data Warehouse ................................................................................................................... 35 6.1.20 VoIP ....................................................................................................................................... 35 6.1.21 J-ONE Integrated Justice ...................................................................................................... 36 6.1.22 Internet-based Microsoft Training Program ........................................................................... 36 6.1.23 HR Ticket Management ......................................................................................................... 36 6.1.24 Software License Inventory ................................................................................................... 36 6.1.25 Physical Hardware Inventory ................................................................................................. 36 6.1.26 Computer Monitor Standards Change .................................................................................. 36 6.1.27 Protective Order System Upgrade ........................................................................................ 37 6.1.28 Windows Server 2012 upgrades ........................................................................................... 37 6.1.29 Standards/Policy ................................................................................................................... 37 6.1.30 Supreme Court Case Management System Upgrade........................................................... 37 6.1.31 Windows 7 Upgrade .............................................................................................................. 37 6.1.32 Intranet Upgrade ................................................................................................................... 37 6.1.33 Reports Platform Conversion ................................................................................................ 37 6.1.34 Courtroom Automation .......................................................................................................... 37 6.1.35 Microsoft Office 2010 Upgrade .............................................................................................. 37 6.1.36 Outlook Web Access ............................................................................................................. 37 6.1.37 Infrastructure ......................................................................................................................... 38

7.0 Planned Biennium FY 16-17: July 1, 2015 – June 30, 2017 ........................... 38

7.1 FY 16-17 Long Term Software Application Systems Objectives ......................... 38

8.0 Budget ............................................................................................................... 38

8.1 Operating Budget ............................................................................................... 38

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8.2 Capital Budget .................................................................................................... 38

8.3 IT Dedicated Fund .............................................................................................. 38 8.3.1 Origin and Purpose: ................................................................................................................... 38 8.3.2 Historical Budget Overview: ....................................................................................................... 39

Appendix A - IT Standards/Policy .............................................................................. 40

Appendix B – Judicial Branch IT Hardware Standards ............................................ 42

Appendix C – Judicial Branch Software Standards ................................................. 43

Appendix D – J-ONE Project Priority List ................................................................. 45

Appendix E – Strategic Operating Environment Feasibility Study ......................... 47

Stragetic IT Plan FY14-15 9-4-14.doc Page 6 June 2014

1.0 IT Plan Scope and Purpose

1.1 Purpose

This plan is an overview of New Hampshire Judicial Branch (NHJB) information technology (IT). It outlines IT staff, budget, projects, strategic plans and issues of the information technology operating environment. More specifically, the plan covers the following scope:

IT management vision and culture IT organizational structure IT staff review and training plan Software applications inventory Infrastructure overview Alliances and business partners Budget overview Standards and methodologies Workload and backlog status Goals for fiscal years 2014-2017, focused more on FY14-15 Accomplishments of the two most recent biennia Review of primary issues, obstacles and risks

1.2 Periodic Publication This plan is updated every two years, ideally before the biennial budget is developed. In this case, the plan covers the period of July 1, 2013 (FY14) – June 30, 2015 (FY15). The plan focuses largely on this upcoming two-year period with an eye toward the four-year term. The most recent IT Plan was published in 2012 for the period July 1, 2011 (FY12) – June 30, 2013 (FY13).

2.0 Judicial Branch Overview

2.1 Mission To preserve the rule of law and to protect the rights and liberties guaranteed by the United States and New Hampshire Constitutions, the Court provides accessible, prompt, and efficient forums for the fair and independent administration of justice, with respect for the dignity of all we serve.

2.2 Structure and Reporting

The Chief Justice of the Supreme Court is the administrative head of the

New Hampshire courts which consists of the Supreme Court, Superior Court, and Circuit Court in a unified court system. The Circuit Court manages three divisions: District Division, Family Division and the Probate Division. The Administrative Office of the Courts (AOC) reports to the Chief Justice as well.


The organization is made up of approximately 578 full and part-time non-judicial full-time equivalent (FTE) employees working in 38 court facilities and 2 administrative buildings.

The organization processes between approximately 175,000 trial court and 600-800 appellate cases annually. Approximately 100,000 cases are active at any given time.

The Administrative Council promotes communication and coordination among the administrative units. It consists of the Administrative Judges of the Superior and Circuit Court, and the Director of the AOC. The Chief Justice of the Supreme Court attends Council meetings.

2.3 Organizational Structure Chart

2.4 Administrative Office of the Courts (AOC) Overview

2.4.1 AOC The Administrative Office of the Courts was formed in 1984 upon the unification of all New Hampshire courts reporting to the Chief Justice of the Supreme Court. AOC employs approximately 47staff who perform administrative support and policy tasks that lend themselves to centralization


and specialization including Human Resources, Accounting, Auditing, Fiscal Management, Information Technology and general administrative functions as a service organization to the Judicial Branch.

2.4.1.1 Organizational Structure Chart

Donald D. Goodnow, Esq.Director

Jason JordanhazyManager of Court

Security

Donna RaymondFiscal Manager

Peter CroteauChief Technology Officer

Jeffrey D. SmithManager of Operations

OPERATIONSHUMAN RESOURCES

FISCAL COURT SECURITY INFORMATION TECHNOLOGY

3.0 Information Technology (IT)

3.1 Mission Statement

To provide the Judicial Branch with timely, high quality technology, and professional support services through the implementation and maintenance of legacy and emerging technologies which add value and increase return on investment in our operating environment, while complying with IT best-practice audit and security principles and practices.

3.2 Scope of Services

3.2.1 Support Services (Operations) IT provides comprehensive Level I traditional help desk technical support services and ticket tracking at the first level of contact by users during the standard operating hours of 8:00am to 4:30pm. Requests are received by email or telephone. Level I technicians enter all telephone based help requests for assistance as tickets in the Footprints tracking system. Emailed tickets automatically generate a ticket. Tickets are automatically queued to


Level I technicians by rotation. Higher complexity level tickets are assigned by the Support Desk Supervisor to higher technical support services levels, Development (programming), or IT management, as necessary. Electronic notifications of ticket creation and closure are automatically sent to users. Level II and III technical support technicians are available for more complex tickets. Tickets are created for all requests except Development requests which are logged and tracked separately. IT has implemented key processes to manage tickets (staff requests for service):

a) a ticket management system to log, track, prioritize, assign and report on

ticket metrics, b) a procedure where each ticket is assigned a level of criticality from a pre-

determined table which regulates a proposed turnaround time ranging from 1 “Critical” to 6 “Product Purchase or New System”, with varying turnaround timeframe metrics,

c) a business process to allow for timely, seamless routing of tickets to the proper party or “buckets” for assignment to groups of specialized IT staff,

d) a reporting system that analyzes monthly and annual tickets received, outstanding ticket count in the queue, tickets closed per staff member, and other events,

e) a reporting system which analyses and reports to management overdue tasks according to the custom designed and implemented ticket aging system.

3.2.2 Development Services IT provides Commercial Off-The-Shelf (COTS) software purchasing, implementation and support services as well as traditional in-house custom systems development services. Standard platforms are listed in Appendix C IT Software Standards.

3.2.3 Business Analysis Services IT provides business process re-engineering services, business metrics analysis, and IT/court industry feasibility analysis.

3.2.4 Management Services IT provides management related services such as Systems Development Methodology management, IT project meeting management, Intranet and internet based project status and marketing, management metric consulting, project plan consulting and strategic planning consulting services. Standards are posted on the NHJB Intranet.


3.3 Staff

Information Technology employs 19 staff performing management, business analysis, systems analysis, programming, server and network infrastructure, and help desk services. Nineteen staff are full-time state employees, one is a position funded by federal grants, one is a full-time agency employee consultant and one is a part-time 60% allocation.

3.3.1 Current Applications Development Position Roles

Project Manager – Manages projects and staff, performs strategic planning in support of the Chief Technology Officer, leads and participates in Requirements development, Design and other SDM steps as necessary.

Senior Developer – Leads project groups of staff, performs project management, manages SDM process using the SDM standard and SDM software platform, performs business analysis, systems analysis, programming and software system operational support services.

Case Management Support Specialist – Performs entry level business analysis, develops business analysis, updates complex software systems tables, Systems Tests software systems.


3.3.2 Current Network Position Roles Senior Network Manager – Manages all aspects of technical

support including server and network environments and staff, performs strategic planning, operates as the enterprise wide Security Officer and Enterprise Architect. Manages the Support Desk.

LAN III – Works in senior technician role in designing, implementing and supporting enterprise server and network solutions.

LAN III Support Desk Supervisor – Manages LAN I IT staff at the Support Desk, triages Support Desk tickets to LAN II and III (level II and III of technical support) technicians and the Senior Development manager. Performs level III ticket resolution.

LAN II – Performs server and network tasks while accomplishing ticket resolution for second level Support Desk tickets in support of Level I Support Desk staff.

LAN I - Level I technical support role at the IT Support Desk answering user support request calls and emails to ensure timely ticket resolution. Deploys hardware and software solutions enterprise wide.

3.3.3 Senior IT Managers

The Chief Technology Officer (CTO) manages all aspects of IT including resource management, approval of all IT policy, management of access to technology systems for IT staff, IT security policy and governance, IT budgeting, RFP’s and contracts, IT legislative activity and strategic IT planning.

Deputy Chief Technology Officer - Manages custom development and COTS projects and staff, some technical support areas as assigned, IT budget expense processing/management and acts in the role of the CTO in his/her absence.


3.3.4 Staff Size Versus Industry

Below are charts depicting the size of the staff versus other States:


3.3.5 Future Positions Plan for FY16-17

The CTO has requested four new positions for the FY16-17 biennium: LAN IV Senior LAN Technician – IT seeks a senior technician

to perform highly complex server and network tasks and perform the role of the Senior Network Manager in his/her absence.

Senior Developer – IT must prepare for the end of the Department of Safety grant funded Project Manager position assigned to J-ONE expected in FY14 or FY15.

Case Management Specialist – There is a growing need for another Case Management Specialist to fulfill a need in the burgeoning CMS and related J-ONE transaction monitoring and error correction of spill queue transactions which are consuming other IT staff in Development and the Support Desk. This task is currently costing the NHJB nearly $60,000 annually and is growing.

Senior Developer – With the loss of 40% of an FTE in the Case Management team during FY14, IT requires another resource to manage the growing e-Court, CMS integration, SharePoint software and other new systems such as automated Transcripts, Video and other CMS modules planned.

3.3.6 Succession Plan

3.3.6.1 IT Staff Assessment As of early 2012, the average age of IT staff was 46.7 years, up from 44.0 in 2011 and 42.4 in 2008. This is hardly an alarming trend, but something to note given the rapid trend of the aging population and baby boomer related retirement rates in the U.S.

3.3.6.2 Senior Management In 2013, the Chief Technology Officer filled a new position of Deputy Chief Technology Officer to augment senior management and develop senior management candidates for the CTO position. This position performs budgeting, strategic planning, policy and procedure development, staff issue management and IT system policy breach investigations. The position serves as the IT CTO in his/her absence.

3.3.6.3 Case Management System (CMS) Support Our previous IT plan described the need to implement a long- term plan to combine the Odyssey and C-Track Case Management Systems development and operations into one operating unit to better leverage staff toward like systems. This reorganization was completed in early 2014


by combining the Odyssey and C-Track CMS teams. Also merged into the responsibilities of this group are the staff of the burgeoning internal and external systems integration areas for which e-Court and J-ONE are flagship integration examples.

3.3.6.4 Network Management See LAN IV position description in Section 3.3.5 above.

3.3.7 Consultants/Temporary Agency (private sector) Employee Staff

IT favors state employees in terms of staff to promote long-term staff development, retention and loyalty. However, a challenging environment for hiring quality IT staff during FY12-14 has led to the hiring of consultants to augment our existing staff in order to promote the completion of one-time critical, high-risk projects such as NH e-Court. These roles included an e-Court Rules Analyst, National Center of State Courts industry analysts, e-Court Project Manager, Business Process Redesign management consultants and an Enterprise Architect consultant. Some temporary help was hired at times for routine staff augmentation. Consultants in IT are currently made up of:

1 full-time Project Manager for the CMS team, e-Court, and J-ONE 2 part-time Data Warehouse development/report writer consultants 1 full-time .Net/C# Senior Developer for our HR Payroll/Personnel

System (ASAP) 1 full-time Senior Developer for J-ONE paid by a Department of Safety

federal grant

3.3.8 Services to Business Partners

3.3.8.1 Current Services IT supports a variety of business partners as follows: NHJB has an MOU supported service providing connectivity to the

Juvenile Probation and Parole Officers, Division of the Executive Branch, Department of Health and Human Services. The service provides JPPO access to their case management system via the NHJB network at no cost to JPPO.

NHJB provides NHJB network access to the Administrative Services Department, Division of Plant and Property Management for access to their HVAC software supporting court management. Business partners utilizing this service sign the standard NHJB Internet/e-mail use Policy.

Videoconferencing service for connecting to the NHJB Videoconferencing system is offered to several state and county business partners under the guidelines of signed MOU’s and include:


a) County: Sheriffs, Houses of Correction, b) State: Prisons, the Sununu Center (YDC), hospitals c) Municipal: Jails at police departments d) NHJB: Trial Court Center, AOC, all trial courts

Private Sector: Attorney access for law firms NHJB participates in the voluntary National Center of State Courts

CourTools reporting system for national statistics purposes. An annual report of statistics is provided.

The NHJB shares its breadth of standards, policy and procedures with other judicial branches and courts around the country via a listserv of state and county CTO’s and those of other countries. This is accomplished via the CITOC Chief Information Technology Consortium organization which the NHJB CTO is a member of.

The NHJB participates in the national Conference of State Court Administrators (COSCA) and COSCA New England regional meetings offering presentations and consulting recommendations.

The NHJB offers a new program piloting direct access to its flagship trial court case Management System Odyssey to the Judicial Council via an MOU. The program provides online, real time access to court cases for efficiency purposes in their case processing where they provide services to indigent defendants in criminal cases. This is an inaugural pilot project allowing case access electronically to staff outside of the NHJB.

3.3.8.2 History of Other Services Previously Provided IT provided the following services to business partners in recent bienniums: Net programming and design consulting services to the Department

of Health and Human Services.

3.4 Support Desk

3.4.1 Staff The Support Desk is staffed by four full-time technicians and one technician/ supervisor. This staff is trained in a wide variety of tasks including various levels of software and hardware debugging, network issues, Electronic Registries outages debugging and data entry back-up, inventory, assistance with level 2 hardware deployments, Odyssey table management and general usage inquiries.

3.4.2 Ticket Volume The Support Desk staff processes approximately 3500 calls per month, which represents a 17% increase over FY 2012-2013 and a 100% increase since 2006. The ticket queue for the Support Desk, which averaged 125-150 in


2008, now has an average daily backlog of 25-40 received/active tickets. See the ticket volume trend represented in chart form below:

3.4.3 Ticket Metrics. Software tickets make up 92% of all tickets with other tickets largely for hardware issues, account set-up and equipment moves. In the average month, call volume is dominated by:

2012 2014 1. Odyssey CMS tickets 53.8% 59.2% 2. Software, Technical 13.3% 4.1% 3. Software, Non-CMS 19.0% 23.9% 4. Account Access 8.6% 5.6% 5. Hardware 5.3% 7.2%

3.4.4 Performance: The Support Desk operates on structured hours; formal, written, centralized documentation; comprehensive cross training; disciplined ticket entry; ticket volume/backlog metrics; structured decision tree forwarding of senior level tickets; and a disciplined management focus to increase productivity. In


addition, Support Desk performance has improved annually according to our customers’ ratings depicted in the chart below. The survey expanded in 2012 to include other sections of IT.

3.4.5 Other Services: The Support Desk provides other services such as PC imaging, laptop assistance, hardware/software inventory management, software licensing compliance, ticket call management usage services, purchasing quotes, presentation room set-up and branch wide outage notification delivery.

3.5 Network/Server Support All networking and server hardware and software is planned for, installed, and maintained by Levels II and III of Technical Support Services. The Department of Information Technology is a business partner providing centralized Internet bandwidth service, data center services for certain AOC servers, and certain AOC router management. 3.6 Applications Development Applications development is accomplished via a combination of custom built applications and COTS and is implemented and maintained using a combination of published waterfall and non-written Agile methodologies. Each methodology uses strict structured templates for consistency, ease of IT and user staff training,


efficiency of use and ease of management. Agile projects utilize Microsoft Team Foundation server for documentation and project management. Data Warehouse projects are led by the Deputy CTO and worked on part-time by two Case Management Systems staff. 3.7 Forms Development Forms development and management for the trial court flagship case management system Odyssey is managed by IT with forms maintenance assistance from a circuit court forms specialist.

3.8 Standard Operating Practices

Policy and Procedure - IT posts its’ various policies, practices, procedures, processes and forms on the Judicial Information Bulletin Board (JIBB) Intranet.

Management Metrics – Metrics are the centerpiece for tracking incoming requests and workload trends to the Support Desk. Satisfaction surveys are sent out twice yearly to gage user satisfaction of IT as a means of process and service improvement.

Lean Management – In 2011, an IT systems analyst was sent to a Lean training class at the Executive Branch and another training class at Boston University. This training is a good addition to the training and experience Business and Systems Analysts employ in their daily roles in documenting existing work flow and designing new, improved work flow.

Project Management – A published standard for project management is available and includes the standard for use of Microsoft Project and certain column headings for efficient project tracking.

Meeting Management – The project management standard contains directives to hold weekly project status meetings, produce agendas and issues lists and to keep meetings focused to increase the sense of urgency and probability for project success.

3.9 Management/Approach

3.9.1 Overview

IT is managed through a very structured management approach driven by a customer centric service theme supported by the promotion of professional attitudes and service orientation. It is further supported by disciplined user request ticket entry and management, and structured policy development.

3.10 IT Training

3.10.1 Training for IT staff The IT training budget was established in fiscal year 2009 at $10,000 as part of the Judicial Branch Education Committee (JBEC) education fund. At that


time, JBEC was responsible for allocating $90,000 in annual education based funding. In fiscal 2010, the Chief Technology Officer was granted approval to extend the IT education funding to $15,000. In 2011, the funding was again $15,000. In FY 2012, it was reduced to $10,000 due to a sizable reduction in overall JBEC funding available. In FY14 and FY15, the budget returned to the $15,000 level annually.

3.10.2 NHJB Employee Orientation IT Training IT provides a review of the IT organization, services and standards/policy. The program promotes proper use of computers, computer use risks to the NHJB IT operating environment and IT process overview for requesting IT services. This training is offered to Judicial Branch staff in three forums:

a) Quarterly NHJB level employee orientation for new employees b) Annual review of NHJB information technology for new law clerks c) New judges orientation with AOC management

3.10.3 Enterprise Microsoft Software Training for Court Users At the request of JBEC, IT discontinued training on a full suite of computer based training software products geared toward the Microsoft Suite. The replacement is a duo of options:

a) Live Go-To Meeting training with a professional instructor for broader high level of change software upgrades.

b) Written documentation to be read at one’s own pace is used for less invasive, more straight forward training on new software and upgrades.

3.10.4 Case Management System Training IT provides comprehensive application software training for new IT and court staff on the functionality and proper use of the complex trial court Case Management System Odyssey.

3.11 Audits, Inventory and Licensing Compliance

3.11.1 National Center For State Courts (NCSC) IT Audit As part of the Innovation Commission goal of ensuring or increasing efficiency in the AOC, an audit of IT was conducted by the NCSC in the summer of 2011. The results were positive.

3.11.2 Hardware Inventory A computer hardware inventory was conducted in 2011 by the AOC accounting staff, aided by IT. IT had conducted the inventory in 2010 and 2009. A physical inventory of IT hardware is planned in the FY14-15 biennium.


3.11.3 Software Licensing Inventory A software licensing compliance audit was completed in FY 2012. A follow-up inventory and compliance check is scheduled for FY 2015.

3.12 Standards/Policy

3.12.1 IT Policy Policies are listed in Appendix A IT Standards/Policy.

3.12.2 IT Hardware Standards IT Hardware Standards are listed in Appendix B Hardware Standards.

3.12.3 IT Software Standards IT Software Standards are listed in Appendix C Software Standards.

4.0 Workload Status

Information Technology Projects are logged, prioritized, and tracked in a queue or list depicted below known as our Top 10 Priority Projects list. This list is maintained by IT senior management who draft the list and place preliminary priorities on projects in it. The CTO reviews the list with the NHJB Administrative Council every 60 days and makes updates accordingly.


4.1 Primary Projects List

RANK PROJECT ACTIVE COMMENTS REQ. DESIGN DEV. TEST IMPL. WARR RESOURCES Peter Dan Jackie Sue TJ1 Phase 1a: Small Claims Y Includes public access for Lobbies

TJ, PC, SW,SC,DM

1a e-Court Phase II: Windows 7 Y Done except for laptops SC,TJ, SW, PC 2 e-Court Guardianship Y

2 J-ONE: eCitation Phase V: SP Plea by Mail Integration

Y Implementation TBD SW, MK

2a e-Court Enterprise Knowledge Mgmt Y PC, DM, NM 3 Admin Syst. Advancement Project (ASAP) Y Human Resources/Payroll Systems

3a ASAP Pilot Phase: Personnel Administratio Y September 1, 2014 Implementation DM, PR, SS 3b ASAP Phase I: Timesheet/Leave Y August 2015 Implementation DM, PR, SS 4 New/Enhanced Supreme Court CMS Y Started: 1/1/2014 DM, JG 5 NH e-Court Phase 1b: Public Access via Internet Y Awaiting final rules SC,TJ, PC 6 MS Windows Server 2003 to 2012 Y Req for Q1, 2013 Odyssey (30 of 120

done) TJ, SW

7 Central Server Upgrade/Virtualization Y 80% Completed TJ 8 Convert Crystal Reports to SSRS Y July 1, 2014 Imp - 110 of 126 complete

DM, SS, MA

9 Personal Device Access to Court Network YPDA Use Policy - Final Draft due Feb 2014 TJ, PC

10 FTR Court Recordings v5.6 upgrade On hold until FY15 SC, NM 11 ASAP Phase II: Payroll Back Office Planned Start September 2015 DM, PR, SS 12 ASAP Phase III: Full Functionality Planned Start October 2016 DM, PR, SS 13 Administrative Password Redesign Critical IT security and audit issue PC, DM, TJ 14 J-ONE: Audit files for electronic data to Criminal

HistoryY Comp & Dispo to Criminal History Audit

15 J-ONE: Tyler enhancements for eComp & Dispo Y 16 J-ONE: eCitation Phase VI-Audit file for eDispo to

DMVY Dispo to DMV Audit

17 J-ONE: eCitation Phase IV - Electronic Dispositions to DMV

Y Create automated update to DMV SW, MK

18 J-ONE: SAVIN Y Requirements/Design Phase Only SW, MK 19 J-ONE: eComplaints Phase III (CRIM) - PD's CMS to

J-ONE to OdysseyY August 2013 to 2019 implementation

SW, PC

20 J-ONE: eCitation Phase VII - Electronic Citation Y SP CMS to J-ONE to Odyssey SW, MK 21 J-ONE: eCitation Phase III - Electronic Citation Y Local PD's CMS to J-ONE to Odyssey SW, MK 22 J-ONE: County Atty Complaints to Superior Ct Y Implementation TBD SW, MK 23 J-ONE: eComplaints Phase V (CRIM) - SP CMS to J-

ONE to OdysseyY SP CMS to J-ONE to Odyssey

SW, MK 24 J-ONE: Electronic Signature on Complaints Y Legislation for FY14 PC 27 Orders Database for all of Superior Court Y SharePoint software expansion PC, TJ 28 Clerk's Connections Y Ability for Admin to share info with clerks PC, JG, TJ 29 JIBB Rewrite Y SharePoint search requirement PC, TJ 30 e-Court Electronic Fines Payments Pay Fines Online PC 31 IT Environment Security Review Prevent intrusions/threats from hackers TJ, DM, PC

TBD VoIP Courtwide Rollout DOS vs Fairpoint feasibility PC, TJ TBD Scanning- Supreme Court Cases Rolled in with New Supreme Court CMS JG TBD Drug/Mental Health Court Scope of court types undetermined SW, SC, CB TBD Cloud Computing Feasibility Finalizing for Chief Review TJ TBD Attorney Address Updates Automate with Bar Association DM, SW TBD Small Claims Mediation Payments TBD Business Continuity/Disaster Recovery Best-practice high priority project PC, DM, TJ 25 J-ONE: eCitation Phase II - DOS Disposition Report Awaiting DOS Direction SW, PC 26 J-ONE: Protective Orders Emergency PO's initiated by PD's (2014) SW, MK

TBD J-ONE Interface Bail Orders Not funded SW TBD Business Continuity Remote Access Work from home preparedness DM TBD Indigent Defendant Automation Automated Notification of Eligibility SC, PC TBD Appellate Mediation Rule 170 Scheduling Internet attorney case scheduling DM Done e-Court Phase II: Odyssey 2013 Upgrade Y April 2014 Implementation

SW, CB, SC, TP, MK, SS

Done Dragon Naturally Speaking - Circuit Y 12 Judges PC

"All Hands on Deck" Priority Projects Complete

Project Completed Recently Started

Priority Projects Not Started

Lower PrioritiesPriority To Be Determined

INFORMATION TECHNOLOGYTOP 10 PRIORITY PROJECTSLast updated: June 9, 2014

Stragetic IT Plan FY14-15 9-4-14.doc Page 22 6/9/2015

4.2 Software Development

4.2.1 Information Technology Development Custom-Built Applications Inventory

Program / Product Year Developed

Description Operating System Database Language(s) Comments and Support Notes

Data Warehouse 2009 Automated nightly execution of ETL using current data warehouse best practices to provide staff with management metrics for the Trial Court Case Management System Odyssey

Windows Server 2003 SQL Server 2008 SSIS All Components Supported

Judicial Scheduling

2004 Automated method for judge scheduling and compensation.

Windows Server 2003 SQL Server 2000 ASP Classic 1. Supported Components - None 2. Non-Supported Components –ASP, SQL 2000

Human Resource and Accounting System

1998 Enables systematic tracking personnel time, payroll, and accounting.

Windows NT Btrieve Server Engine v6.15

COBOL 1. Supported Components - COBOL 2. Non-Supported Components – Btrieve

Stragetic IT Plan FY14-15 9-4-14.doc Page 23 6/9/2015

4.2.2 Vendor Supported Applications

Program / Product

Year Dvlpd. Description Vendor Architecture and Platforms

Operating System Database Language(s)

Comments and Support Notes

Odyssey 2006 Automated case management system used by trial courts.

Tyler Technologies

Accessible through one of the following: 1. n-Tier 2. Stateless Application Model

Windows Server 2012

SQL Server 2012

All components supported

C-Track 1999 Automated case management system used by Supreme Court.

LTCourt Tech

Accessible through one of the following: 1. Client-server and web browser 2. Open systems architecture; data may be transferred via Web Services (e.g. SOAP, RPC), Message Queuing (e.g. IBM MQ Series, Microsoft Message Queue), and File Transfer Protocol (FTP).

Windows Server 2003

SQL Server 2008

Java All components supported

Digital Court Recordings

2001 Digital recording technology that enables users to dynamically link notes taken during live meetings to specific points; allows the users to capture, index, access, and manage digital audio and video recordings across the enterprise.

For The Record (FTR), LtD. Melbourne IT Inc.

Accessible through one of the following: 1.Optical media 2. LAN

Windows XP

N/A Hyperlink technology: ThinkLink®


The Court Record Online

2012 Automated transcript request service used by the NHJB and the public

Avtranz Vendor hosted website N/A N/A N/A

JMS 2013 Automated Jury Management System used by the Superior Courts

Cthouse Technologies

Client-server and web browser Vendor hosted juror portal website

Windows Server 2012

SQL Server 2012


Call Center Software

2011 Cisco Systems' intelligent contact routing, call treatment, network-to-desktop computer telephony integration (CTI), and multichannel contact management over an IP infrastructure.

ePlus and Cisco Systems

Not accessible Windows/Linux

Informix Cisco proprietary


Footprints 2011 Enables IT support desk to track, manage, and create knowledge base for future resolution of issues.

BMC Software

Accessible through one of the following: 1. Client-server 2. Terminal services

Windows 2003 R2

SQL 2008 SP2

All components Supported


4.3 Infrastructure and Operating Platforms The following list represents a high- level inventory of the hardware and software infrastructure platform of the Judicial Branch.

100 Servers 94 Network Switches 44 Routers 140 Wireless Access Points 901 Personal Computers; Servers run NT 4.0, 2003, 2008, 2012 PC’s or Laptops run Windows XP (life-end July, 2014) and Windows 7 Databases are Microsoft SQL, MYSQL, MS Access, and B-Trieve. Application languages are COBOL, VB, and C# .net Use of Microsoft Access is discouraged and is not a standard

4.4 IT Equipment Upgrade Cycle In July 2010, IT was allotted reoccurring revenue in a fund known as the IT Dedicated Fund. Lobbying efforts for the fund were based on a detailed inventory of IT equipment and best-practice research on customary IT equipment replacement periods industry wide. Private industry and some states upgrade all equipment every three or four years. Given our State economy and budget pressures at that time, IT settled on a more conservative cycle of five years on PC’s, monitors, printers and servers; and six or seven years on routers and switches. The chart below depicts the current status and progress made in our first four years (includes 11 months of FY14). This perpetual maintenance and renewal project has been a success of the highest magnitude by raising our system up-time and lowering labor intensive debugging and emergency replacement of old equipment. It has also created efficiencies in deploying new software timely with less planning necessary to address compatibility issues between outdated equipment and modern software.


5.0 Accomplishments - Biennium FY 12-13: July 1, 2011 – June 30, 2013

5.1 Major Strategic Projects and Plans

5.1.1 Call Centers The Superior Court implemented their Call Center in 2012, joining the successful launch of the Circuit Court in 2011 as an integrated Call Center. Approximately 70% of customer calls to our courts are handled by our Trial Court Center Call Center staff, a number that closely matches our pre-project projection.

5.1.2 Cloud Computing Our Cloud Computing pilot and associated measured, gradual, expansion plans are progressing. IT has directed the design of new systems toward cloud computing where practical. Our Interpreters management is now operating in a private sector cloud environment where interpreters can be requested and determined via cloud software and with limited paper and telephone means. Also implemented during the biennium was a new cloud-based on-line Juror Questionnaire portal and automated transcript request and payment service. Our flagship development project e-Court was designed during the period on cloud computing Software as a Service (SaaS) concepts.

5.1.3 Collaboration Software IT continues a conservative expansion of its Microsoft SharePoint software for managing project files and communication. Projects implemented during the biennium include:

NH e-Court program site – expanded to include features that support

program management such as document management and version control, automated workflow for document review and approvals, issues tracking, and workspaces for specific working groups.

Superior Court Document Center – implemented as a pilot for the purpose of managing and sharing criminal and civil orders for the superior court. This site is currently utilized by one judge and several law clerks.

SharePoint site and document center – implemented to securely manage documents and internal communications related to a high-profile case on the Supreme Court docket.

Clerks Connection – proof of concept team site to be used by court administrators as a document repository and communications portal for the circuit court.

5.1.4 Wireless Computing Access A project to provide wireless computing access in courts for NHJB staff was completed during the period. This included the required infrastructure and security. As an efficiency measure, the infrastructure and policy for access for


case party and public use in courthouses to meet e-Court requirements was implemented during this period. Configuration, security and integration to vendor software products for this requirement is planned for implementation during FY14-15.

5.1.5 Network Bandwidth and Router Upgrade The Networking team has completed implementation of upgraded network circuits to state of the art Carrier Ethernet technology. These critical circuits connect courts to the central email, Internet, Case Management Systems and other electronic services. The upgrade increases data transmission quality and bandwidth to improve Case Management System response time and stages our operating environment for the burgeoning demand for expanded videoconferencing use for training, product demonstration and core court business process use as well as e-Court technical requirements. Limitations of the Executive Branch to provide reliable, scalable network and Internet services, as well as the lack of an established invoicing system and general strategic plans remains a major restriction and operational concern of the NHJB. IT is investigating strategic alternatives to ensure our top priority e-Court system is implemented as well as ensuring a long-term plan for adequate Internet services and cloud computing service availability, paramount to our short and long term strategic plans.

5.1.6 Instant Messaging Instant messaging is successfully utilized by our Support Desk, server and network staff as a means to provide timely communication for Critical ticket resolution requiring group support. No expansion of this product was introduced during the period.

5.1.7 Microsoft Exchange Implementation The implementation of Exchange was completed in the fall of FY14 allowing for shared calendars and other features to increase office productivity and software use.

5.1.8 Personal Device Use The use of personal devices on the Judicial Branch network remains under review and is in greater demand. Business requirements and technical design for personal device use on the NHJB network have been completed. A policy for use of these devices has been developed with a final draft due for review by the Administrative Council in late FY14.

5.1.9 Interactive Voice Software Use The Superior and Circuit Courts have completed pilot projects to test Dragon Naturally Speaking voice-to-electronic text software. While the product has not been deemed for mandatory use, the lions’ share of Judges and administrative staff participating in the pilot have declared the product a success for productivity gains and we continue to expand the implementation


on an as-needed, as-desired, and as-successful basis. License copies less well received by users are redeployed to other interested users for cost efficiency purposes.

5.1.10 NH e-Court This project will revolutionize the transformation of paper based case filing and processing and certain integrated justice data interchanges into fully electronic processing. This project began in July of 2012 and has a 6-year project period implementation plan. General high-level Requirements and Design were completed during the period as well as vendor selection and contracting and infrastructure implementation. Detailed Design was completed, albeit not completely until FY14. External stakeholders identified during the prior period were engaged during this period for assistance in the Requirements and Design phases in compliance with our standard Systems Development Methodology. Public Access, while no longer Phase 1b (second implementation) of e-Court, is a project phase with completed SDM steps moving it closer to implemented status. Rules are finalized, system Requirements are completed and Design is well underway. Feasibility is completed relative to other case types yielding the identification of case types for highest priority for the next implementations.

5.1.11 Administrative Systems Replacement Project (ASAP) This project replaces aged legacy applications that facilitate payroll and personnel business functions. The project includes internal NHJB business processes and an external interface to the central Executive Branch integrated financial system (primarily Lawson). An urgent project implementation strategy is caused by the nature of current software which is not supported by associated vendors system software, aged COBOL code and the need for advanced automated functionality. The project began in March of 2011. The target implementation of phases and full implementation have been delayed somewhat due to unavailability and turnover of both NHJB user and IT staff as well as the nature of the demands of a rigorous project of this nature which must draw resources from very small operating units whose staff must commit to time constrained operations tasks.

5.1.12 Court Recordings Our “For The Record” software product which records and manages audio files of court proceedings for the purposes of conversion and distribution of digitized text requires upgrades to one standard version (V5.6) to improve features, maintenance and training between courts for this decentralized client software design. Upgrades are planned from several currently installed versions to replace remaining analog devices and to upgrade existing digitally based units. A pilot project has been successfully completed following a full Requirements and Design phase completed during FY13. A large share of the deployment is outsourced to an experienced vendor specializing in this market niche. Funding for this project has been procured.


5.1.13 Videoconferencing Project A project to reduce prisoner transport custody and control costs and increase public safety by permitting litigants to “appear” at arraignment and other court hearings by remote videoconferencing technology began in 2011. The videoconferencing systems are also used for remote training of court staff, saving time and travel. The number of locations totals 58 including other business partner locations. The project was completed during this period within our Capital Budget allotment. 5.1.14 Transcripts An automated web-based court case transcript request and payment system was implemented in May of 2012 (FY13), replacing a largely manual system. This system was implemented timely and has added great efficiencies to NHJB staff in the business process. The project was implemented at no cost to the NHJB, except for some minor local hardware implementations and staff time to procure a vendor and to manage the project. The system represents our first outsourced cloud based computing project and serves as an early success in our efforts to join Fortune 500 companies in leveraging the many advantages of this growing IT operational trend. 5.1.15 Interpreters We worked with an outside vendor to implement a web-based system for requests for interpreter services and to pay for those services. 5.1.16 Jury Management A new Jury Management System has been implemented to upgrade a legacy, 15-year-old system to modern feature sets and eliminate an aging COBOL application code base and vendor unsupported system software risk. The system eliminates paper wherever possible through concepts such as online questionnaires and automated mailings. The project began in November 2011 and completed on time in July of 2013 within the $500,000 budget that was approved by the Legislature. 5.1.17 Copier, Telephone, Data Lines and Fax Support Management IT successfully completed a transition to begin management of the NHJB telephone and data line ordering, maintenance and billing approval. IT also initiated a business process for analyzing and approving orders for copiers and fax machines in conjunction with the Accounting section of the AOC. 5.1.18 Open Source Software AOC IT supports and seeks the use of Open Source software where practical and only when the product has an existing life span, positive track record and reputation for quality technical support.


5.1.19 Data Warehouse The Odyssey Case Management System data warehouse was implemented in late 2010 and has had approximately two upgrades of fields and reports annually. Projects implemented in FY12-13 include: Time to Termination Clearance Rates Time to Disposition and various CIP reports Weighted Caseload Annulments Fee/Fine Collection Aging Receivables Mediation Stats Revenue by Till Subsidiary Listing Statement of Activity

5.1.20 VoIP Voice over IP technology was implemented in the Trial Court Center and Hillsborough Superior Court-North in early 2012. The statewide implementation led by our Executive Branch business partner did not materialize as planned for FY12-13. Network upgrade delays and a lowering of our #2 priority proof-of-concept status caused the NHJB valuable budget funds as our network continues to support minimal VoIP connection points and costly analog legacy end points. The cost of not having timely implementation of VoIP statewide is approximately $94,000 in toll calls. The Executive Branch notified us in March of 2014 that we were back on the short- term schedule. We are concerned with the size of their project, competing agency demands, the lack of knowledge of our priority level for issues tracking and outages and restrictions on hour service levels we are offered, albeit being notified the Executive Branch is reorganizing to improve service. In the meantime, new court locations forced the NHJB to implement VoIP directly with Fairpoint Communications in three locations. An unintended consequence of these deployments has been an appreciation for the service levels of this business model which has proven several advantages:

a) Twenty-four/seven support versus Executive Branch restricted

timeframes of support. b) Reduction of business partners to diagnose problems/outages as the

configuration eliminates two state agencies and the state VoIP vendor as negotiating debugging points improving debugging time.

c) Elimination of finger pointing concerning the source of outages, a frequent, time consuming and frustrating process we have experienced particularly given the critical nature of VoIP in our new age electronic business processes.


d) Faster delivery of broken equipment such as phones which we have shipped to us in one day versus waiting two weeks.

e) Better vendor support. Fairpoint (directly) is more timely, responsive and much less expensive compared to e-Plus who charges for every call, even calls for possible outages they caused. E-Plus denies outage calls until payment is available even before they look into the party of cause.

f) Fairpoint direct hosted service allows us to configure our own software features at no cost versus paying e-Plus $225 per hour and waiting in the Executive Branch queue for service calls.

g) Fairpoint has a state-of-the-art, proven Support Desk. h) Upon causing a major outage, Fairpoint makes appointments with us

to apologize in person and credits our account for future service to compensate.

i) The Executive Branch has no project phase start/end dates beyond a few short term goals. Fairpoint projects a 5 to 6 month deployment for our entire enterprise which could save us as much as $94,000 annually.

j) We estimate the operating costs of Fairpoint direct as less than our current cost structure on a per site and total basis.

IT will be making a strategic recommendation for the future design and management of VoIP in conjunction with a plan for full deployment of VoIP in FY14 with deployment in calendar year 2014. We have been and will continue to interact with the Executive Branch on our analysis and plans for VoIP use. Our goal is to provide our NHJB staff with a reliable VoIP service with timely, cost effective, quality service.

5.1.21 J-ONE Integrated Justice J-ONE (Justice – One Network Environment) is a massive project initiated in 2001 to facilitate electronic, timely, seamless integration and data entry at the source functionality of criminal justice entities for sharing information on citations, complaints, dispositions, warrants, indictments, bail orders and other criminal justice transactions. Accomplishments for J-ONE during the period are listed in Appendix D as the second, third and fourth projects in the white portion of the projects list: UCT for Complaints/Dispositions, electronic Plea By Mail Citations to the court from DMV and Criminal Complaint/Indictment electronically to DMV from the court.

5.1.22 Computer Monitor Upgrades IT conducts periodic feasibility studies of effective hardware and software to determine the best fit with the requirements of our users with an eye toward paperless e-Court productivity. As such, in 2013 our Deputy CTO concluded that our success with use of our former 20” monitor models, particularly for staff performing multi-task oriented transaction processing and programming should be upgraded to offer new 23” monitors as a standard for future


purchases. His analysis included cost effectiveness of new pricing models offered by our vendors while leveraging the Executive Branch statewide purchasing contracts.

5.1.23 Windows Server 2012 upgrades Thirty of 120 NHJB servers have been upgraded to Windows 2012.

5.1.24 Windows 7 Upgrade IT began an upgrade to Windows 7 from Windows XP in August of 2013.

5.1.25 Registries Move In FY 2012-2013, IT orchestrated the move of its electronic registries system management to the circuit court to give the trial court more control of their data. IT still supports data entry of certain complex transactions.

5.1.26 Standards/Policy Requirements and Design for the IT System Access Request Form project are completed. The form upgrade has been drafted.

6.0 Planned Biennium FY 14-15: July 1, 2013 – June 30, 2015

6.1 Major Strategic Projects and Plans

6.1.1 Call Centers A knowledge management software feasibility study is being conducted by IT and the trial courts to assess integrated support desk and call center ticketing. Knowledge management software products are expected to enhance answers to inquiries by customers of the trial court and AOC IT, accounting, and human resources.

6.1.2 Cloud Computing Cloud computing leverages remote data center computer resources and services provided by third party vendors offering large-scale efficiencies, depth of technical staff leverage and less need for State staff to manage computer environments and infrastructure. While actual results of cloud computing service evaluations and rating will vary we respect the trend of corporate America and government entities adoption growth with cloud computing. A recent study and survey of CIO’s revealed some growth facts:

The worldwide cloud computing market will grow at a 36% compound annual growth rate (CAGR) through 2016, reaching a market size of $19.5B by 2016.

38% of enterprises surveyed break out cloud computing budgets, while 60% include cloud-related spending as part of their enterprise-wide IT budgets. InfoPro asserts that cloud computing’s benefits of greater


business orchestration and reduced time-to-market have led to a change in budgeting approaches.

Section 5.2 Cloud Computing list of accomplishments from the 2012-13 biennium points out, the NHJB views its cloud implementations to date as success stories, albeit somewhat early in the operational stages. The NHJB CTO is working with senior IT managers to evaluate and plan expansion of cloud based computing in our IT strategy and assessing which business partners give us the highest chance of success at a reasonable cost. We expect to expand into more cloud computing endeavors at a moderate to high pace with a goal to become largely cloud based by the end of FY2018. AOC IT agrees with the categories important to running an efficient data center as outlined in the Executive Branch 2008-09 Data Center Consolidation Committee which are assessed in our feasibility study in Appendix E. In addition, we have added a few of our own to the list and assessment. We have analyzed our current levels of service and cost of doing business with current business partners versus expanding our cloud services to some of our newer computer operations partners in this assessment as well.

6.1.3 Collaboration Software Rapid expansion of the use of our standard Microsoft SharePoint software is desirable at this time, but impractical due to the lack of breadth of resource available to support the product currently on a wide scale. That said, demand is growing among our user base and in IT despite the lack of marketing efforts by IT which are intentionally muted due to the lack of adequate support resources. The NHJB has a growing need for the efficiency collaboration software can provide as we reach the end of the massive hardware upgrades over the last four years and reach the midway point in our plans and efforts to complete a massive overhaul (upgrade) and expansion of our software offerings to support ongoing operations and meet the extensive needs of the 2010 Innovation Commission report objectives. In addition, basic user-friendly, secure file sharing demand is growing. NHJB users require file sharing with stakeholders internal and external to our network and require this functionality for restricted groups of project users. IT does not currently endorse use of immature file sharing web-based services such as Drop Box and other competitors for security and general management reasons. However, IT is forced to allow such use at this time due to the intense demand.

6.1.4 Wireless Computing Access With the infrastructure, security and policy for case party and public use in courthouses implemented, configuration and vendor software integration of courthouse wireless access for case parties and public access users will be


rolled out during our e-Court implementation scheduled for July 30, 2014 through 2017.

6.1.5 Network Bandwidth and Router Upgrade The success of the Carrier Ethernet network transmission circuit upgrade stages our operating environment for the burgeoning demand for expanded video use for training, product demonstration and core court business process use as well as e-Court technical requirements. However, we have experienced limitations of the Executive Branch services we integrated to. There have been significant obstacles and service inconsistencies in their service levels which we require from them to provide reliable, scalable network and Internet services. There is also a lack of an established invoicing system and general strategic growth plans on their part which creates a major cloud over Internet and base cloud computing efforts the NHJB is transitioning to. This remains a major operational concern of the NHJB. IT is investigating strategic alternatives to ensure our top priority e-Court system is implemented successfully as well as ensuring a long-term plan for adequate Internet services and cloud computing service availability, paramount to our short and long-term strategic plans.

6.1.6 Instant Messaging Instant messaging is visualized as a possibility for court users pending a feasibility study of practical use, security, audit trail, and network bandwidth implications.

6.1.7 Microsoft Exchange Implementation Implemented in early FY14, Exchange will be placed on our standard software upgrade cycle and will be funded by our IT Dedicated Fund.

6.1.8 Personal Device Use The use of personal devices on the Judicial Branch network is growing as users envision potential productivity gains as Fortune 500 companies tout increased use as a means for increased productivity. This trend and the internal demand have not gone unnoticed by IT. However, IT is moving cautiously to ensure the proper security of data, legal, and general use implications. With the completion of the technical requirements in mid-FY14 and the expected approval of the associated use policy, IT expects to launch use in late FY14/early FY15 based on controlled access via carefully selected and supportable web browsers identified as industry quality and market share vendor leaders.

6.1.9 Interactive Voice Software Use Given the completion of our successful pilot of Dragon Naturally Speaking voice recognition software in our trial courts, the full implementation of the product will be rolled out on an as-practical basis. We expect modest, yet


productive growth of the use of the product across the NHJB as users tout the benefits and general success of its’ use during the FY14-15 period.

6.1.10 NH e-Court The first case type, Small Claims, is on schedule for implementation on July 30, 2014. Several of the 12 case types documented in the scope of NH e-Court either have been initiated with new project activity or are planned for the FY14-15 period. It is expected that at least two additional case types will be implemented during the period. Public Access Requirements have been completed and Design has begun. This key component, or phase, of e-Court, although not technically a case type, Is no longer in our plans as the immediate follow-on implementation phase following Small Claims. However, it remains a high priority as we continue to work out critical Design issues such as awaiting vendor software upgrades necessary for successful implementation and key policy issues concerning revenue implications of online case inquiries and other important policies.

6.1.11 Administrative Systems Replacement Project (ASAP) This project has an implementation target for all mandatory Requirements in the fall of 2016. Prevailing “should-have” and “nice-to-have” Requirements identified shall be completed thereafter, albeit not in this biennium.

6.1.12 Court Recordings An enterprise wide upgrade of hardware and software used to record court activity via audio recordings is scheduled for FY15 with full completion possibly spilling into FY16. 6.1.13 Videoconferencing With this project completed, we anticipate performing video upgrades as necessary according to our standard 5 to 7 year cycle of software and hardware upgrade plan utilizing the IT Dedicated Fund for costs. Upgrades are unlikely in FY14-15. 6.1.14 Transcripts With this project completed, we anticipate performing related upgrades as minimal upgrades in FY14-15. 6.1.15 Interpreters We worked with an outside vendor to implement web-based systems for requesting interpreter services and to pay for those services. 6.1.16 Jury Management Implemented during the last biennium, any required upgrades for this project will be made as necessary utilizing the IT Dedicated Fund for costs.


6.1.17 Copier, Telephone, Data Lines and Fax Support and Management IT plans to continue to participate and lead, where applicable, the analysis of these devices, as they become a more integrated part of our network connectivity due to the innovation of network connectivity vendors are providing for these product lines.

6.1.18 Open Source Software IT continues to utilize Open Source software at the NHJB at the rate of approximately 15-20% of our total software portfolio. We will continue to view Open Source as a viable software solution alternative to vendor supported systems providing the quality meets are standards for product history, track record and quality technical support. 6.1.19 Data Warehouse The Odyssey Case Management System data warehouse was implemented in late 2010 and has had approximately two upgrades of fields and reports annually. Court managers prioritize new phases based on need. Current report needs in the queue are: NCSC Annual Report Automation Trial Date Certainty Medical Malpractice Stats Time to Disposition by Criminal Sub-Type

6.1.20 VoIP The Executive Branch notified us in March of 2014 that we were back on the short-term schedule. We are concerned with the size of their project, competing agency demands, the lack of knowledge of our priority level for issues tracking and outages and restrictions on hours service levels we are offered, albeit being notified the Executive Branch is reorganizing to improve service. In the meantime, new court locations forced the NHJB to implement VoIP directly with Fairpoint Communications in three locations. An unintended consequence of these deployments has been an appreciation for the service levels of this business model which has proven several advantages:

a) Twenty-four/seven support versus Executive Branch restricted time frames of support.

b) Reduction of business partners to diagnose problems/outages as the configuration eliminates two state agencies and the state VoIP vendor as negotiating debugging points improving debugging time.

c) Elimination of finger pointing concerning the source of outages, a frequent, time consuming and frustrating process we have experienced particularly given the critical nature of VoIP in our new age electronic business processes.

d) Faster delivery of broken equipment such as phones which we have shipped to us in one day versus waiting two weeks.

e) Better vendor support. Fairpoint (directly) is more timely, responsive and much less expensive compared to e-Plus who charges for every


call, even calls for possible outages they caused. E-Plus denies outage calls until payment is available even before they look into the party of cause.

f) Fairpoint direct hosted service allows us to configure our own software features at no cost versus paying e-Plus $225 per hour and waiting in the Executive Branch queue for service calls.

g) Fairpoint has a state-of-the-art, proven Support Desk. h) Upon causing a major outage, Fairpoint makes appointments with us

to apologize in person and credits our account for future service to compensate.

i) The Executive Branch has no project phase start/end dates beyond a few short-term goals. Fairpoint projects a 5 to 6 month deployment for our entire enterprise which could save us as much as $94,000 annually.

j) We estimate the operating costs of Fairpoint direct as less than our current cost structure on a per site basis.

We will be determining a plan for full deployment of VoIP in FY14 with deployment in calendar 2015. We have been and will continue to interact with the Executive Branch on our analysis and plans for VoIP use. Our goal is to provide our NHJB staff with a reliable VoIP service with timely, cost effective, quality service.

6.1.21 J-ONE Integrated Justice

Future projects for J-ONE are tracked in a project list with progress marked by SDM step in a table attached as Appendix D.

6.1.22 Internet-based Microsoft Training Program

Software offerings from Microsoft as a result of a new licensing upgrade will be considered for IT use. These offerings are available at no charge.

6.1.23 HR Ticket Management

System rollout to AOC Human Resources is planned.

6.1.24 Software License Inventory IT is due to perform a software license compliance audit in FY 15.

6.1.25 Physical Hardware Inventory

IT is due to perform a physical hardware inventory audit in FY 2015.

6.1.26 Computer Monitor Standards Change

Gradual implementation of our new standard 23” computer monitors according to our 5-year replacement cycle, funded by the IT Dedicated fund.


6.1.27 Protective Order System Upgrade

IT plans an upgrade to the Registries Protective Order server and Right-Fax software to a modern platform in FY 15.

6.1.28 Windows Server 2012 upgrades

IT expects to finish upgrades to the approximately 90 remaining servers.

6.1.29 Standards/Policy

An upgrade to our standard IT System Access Request Form is planned to better serve court administrators to enhance the flow and ergonomics of this form which authorized access to IT systems for court users.

6.1.30 Supreme Court Case Management System Upgrade

This software upgrade is scheduled for completion in December, 2014. A new module which does not exist today will be added to allow for public access to Supreme Court cases. This phase is scheduled for implementation in June, 2015.

6.1.31 Windows 7 Upgrade

IT plans to finish an upgrade to Windows 7 laptops from Windows XP in FY 15. The desktop upgrades were completed in FY 14.

6.1.32 Intranet Upgrade

The NHJB plans to implement a major design upgrade of its internal Intranet (JIBB) software in FY 15.

6.1.33 Reports Platform Conversion

IT has completed a feasibility study of its automated reporting platform and is 90% completed in converting Business Objects/Crystal Reports to native Microsoft SSRS reports with completion expected in FY 14.

6.1.34 Courtroom Automation

The completion of the e-Court design yields a plan to add new computers, scanners, and printers to each courtroom.

6.1.35 Microsoft Office 2010 Upgrade

In early FY 14, IT orchestrated the implementation of Microsoft Office 2010, an upgrade to 2003, as planned.

6.1.36 Outlook Web Access

In FY 14, IT implemented software and security configuration to allow remote access to office functions via the Internet.


6.1.37 Infrastructure

IT plans a 20% per year upgrade and renewal of our computer systems hardware/software annually in FY 14-17.

7.0 Planned Biennium FY 16-17: July 1, 2015 – June 30, 2017

7.1 FY 16-17 Long Term Software Application Systems Objectives

Drug Court Indigent Defense Case Eligibility Interface Schedule Mediation Case Management Fine/Fee Delinquency License Suspension with DMV Disaster Recovery Enhance Revenue Collection Through Electronic Online Payments

8.0 Budget

8.1 Operating Budget The Operating Budget for IT consists of Class 010 salaries of $1,223,539 and Class 060 benefits of $608,087 in FY2014. For FY2015, salaries are budgeted at $1,302,042 and benefits at $648,923.

8.2 Capital Budget IT has been allotted a Capital appropriation of $1,951,000 in FY11 and $3,219,604 in FY13 for the NH e-Court project. IT has requested additional capital funding in FY16 of $3,151,620 bringing the project total Capital Budget cost to $8,322,224.

Total Cum. Budget

Total Cum. Spend Spend Each Year

FY12 $1,951,000 $244,111 $244,111

FY13 $1,951,000 $725,852 $481,741

FY14 $5,170,604 $1,557,555 $831,703

FY15 Est. $5,170,604 $4,548,224 $2,990,670

FY16 Est. $8,322,224 $6,894,224 $2,346,000

FY17 Est. $8,322,224 $8,322,224 $1,428,000

$8,322,224

8.3 IT Dedicated Fund

8.3.1 Origin and Purpose:

During a 2008 assessment of the operations, the new Chief Technology Officer determined that, given the degree of outdated infrastructure hardware and associated COTS “system” software such as operating systems and database software, it was advisable to fund for continual upgrades to


hardware and software primarily in five to seven year cycles. Executive managers and legislative liaisons responded by developing a plan for a reliable stream of annual revenue to fund such a concept. The Judicial Branch Dedicated IT Fund was established during the 2009 Legislative Session to provide the Judicial Branch with existing software upgrade and maintenance funds, and upgrades to existing IT infrastructure hardware. It was modeled and approved largely on a 5-year cycle replacing an average of 20% of aged equipment each year. As noted in RSA 490:26h(b)IV, the IT Fund was established as follows: “Fourteen percent of each entry fee collected in the judicial branch family division and in the supreme, district, superior, and probate courts and 16.67 percent of the penalty assessment collected pursuant to RSA 188-F:31 shall be deposited in the judicial branch information technology fund.”

8.3.2 Historical Budget Overview:

The expected annual fund amount was determined by case and fee counts from the 2008 case filing data. Given the fluctuating nature of annual filings, it was understood that the revenue trend will fluctuate and the spending trend will fluctuate accordingly. The fund revenue and spend history are as follows:

Budget/Spend History: 2010 2011 2012 2013 2014 2015 2016IT Dedicated Fund: Original

Need/Estimated Revenue $1,780,000 $1,780,000 $1,780,000 $1,780,000 $3,025,283 $3,025,283 $3,025,283

IT Dedicated Fund: Actual Revenue$1,421,678 $1,579,593 $1,575,376 $1,569,800

TBD TBD TBD

IT Dedicated Fund: Actual Spent $1,310,398 $1,459,543 $1,680,465 $1,563,947 TBD TBD TBD

IT Dedicated Fund % of Annual Revenue Spent - does not include rollover amounts


Appendix A - IT Standards/Policy

Software License Inventory Compliance Process Forms Management Policy Software/Hardware Procurement and Use Policy IT Equipment Planning Procedure for Court Location Moves/PC Upgrades Judicial Branch Standard Hardware and Software Policy .Net Programming Standards Data and Application Access Policy IT Project User Sign-off document Systems Development Methodology Production System Downtime Standard IT Project Management Policy Request for IT Systems Access Form Computer Equipment Inventory Policy Internet Access and Email Use Policy Internet File Sharing Use Policy Emailing Protective Orders Skype Use Prohibition and VoIP Use Restrictions Managing Court Data File Back-ups Policy IT Systems Access Policy and Procedure Powering Down Electronic Equipment (power savings initiative) Remote Access Policy Test Data Practice Alternative Email Addresses IT Systems Planned Downtime Periods Audio/Video Streaming, Internet Radio Use Data Line Sniffing Hardware Device Naming Convention Computer Room Emergency Procedures Employee Data Privacy Policy Building Security Key Access and Use CTO Backup Coverage Policy Support Desk Ticket Queues, Routing, and Escalation Levels Support Desk ticket critical level standard User Satisfaction Survey Support Desk Operating Procedures IT Hardware Physical Inventory Standard FY 2010/11 and FY2012/13 Strategic IT Plans Project Management Standard Electronic Registries Processing Standard Court Local File Back-up Procedure/Policy Third Party MOU for Judicial Branch Computer Services Software Evaluation Standard and Score Sheet Software Project Initiation Form (SPIF) Five-Year infrastructure renewal budget


Business Requirements standard form IT Maintenance Window Standard Support Desk Management Metrics IT development platform standard for .Net/SQL User Acceptance Testing process and platform Data Circuit Ordering Process DoIT Data Center Authorization List and Process Nightly Server/Network Log Review Procedure Production Load Policy System Access Policy Tyler Technologies Organizational Overview Software Application Inventory IRS Independent Contractor Guidelines New Employee IT Presentation VoIP End User Support Service Levels The AOC Call Center Post Go Live Support Process Drop-Box Use by Superior Court IT Business Practices Memo IT Job Descriptions Timesheet Submission DoIT Access for AOC Employees Vendor Contact List Emergency Contact List VPN Policy

Standards/Policy Planned FY14 – FY17: Mobile Device Use Policy Password Policy Confidentiality Policy Update of Systems Development Policy


Appendix B – Judicial Branch IT Hardware Standards

Dell Desktop PC's Various models as approved by ITLenovo Desktop PC's Various models as approved by ITDell Laptop PC's Various models as approved by ITLenovo Laptop PC's Various models as approved by ITDell Computer Monitors Various models as approved by IT

Hewlett Packard Models as approved by ITCopiers Models as approved by AOC Accounting and ITSpecialty Reciept Printers Models as approved by ITScanners Models as approved by IT

Cameras and Peripherals Various models as approved by IT

Mobile devices with these Operating Systems: 1) Android 2.3.7 or higher, 2) iPhone iOS 6 or highher, 3) Windows Phone 7.10.8862.114 or higher.

A Mobile Device Use Policy is being finalized by AOC for Administrative Council review. Upon approval, these devices can be synchronized to our calendaring and email systems.

Mobile Devices

JUDICIAL BRANCH IT HARDWARE STANDARDSCreated: October 24, 2009, Last Updated: June 3, 2014

This list depicts standard Judicial Branch hardware supported by IT and authorized for use. Use of other

Personal Computer Hardware

Printers/Scanners/Copiers

Video Deveices


Appendix C – Judicial Branch Software Standards

SOFTWARE DESCRIPTION OPEN SOURCEPROPRIETARY

MS-Windows Standard desktop and laptop Operating System PMS-Internet Explorer Allows an interface for accessing the Internet PMS Office Word, Excel, PowerPoint (presentations), Outlook (email) PMS Visio Draws graphical depictions of flowcharts, structure charts, hierarchy charts. PMS-Project Develops Project Plans and Schedules PAdobe Pro/Acrobat/Reader Write protects files in .pdf format and read capability of .pdf PDragon Naturally Speaking Software which translate speech into Word text Pgoto meeting Shared calendaring system for scheduling meetings PPrintKey Used as a Print Screen function OSSL VPN Barracuds Software for VPN P.PTX Reader File "viewer" to read special files such as transcripts Identicard Software for creating employee identificaiton badges PSharepoint Microsoft Collabotration site for project file sharing and group discussion PMicrosoft Silverlight Screen Display Enhancement Add-On PAdobe Flash Player Allows viewing of video media PWindows Media Player Launches FTR Audio formatted files

Odyssey Court case management system PFile & Serve e-Filing for Attorneys; e-Filing integration into Odyssey PTurboCourt e-Filing for Self-represented litigants PCheck Assist Software Accounting software supporting check writing PNH First State enterprise financial system: payroll, personnel, budgeting, accounting PAccounting/Financial System Legacy internal accounting/financial and personnel/payroll system CJudicial Scheduling Legacy internal judge scheduling system CRemark Software POGE ethics and PURbase NH Law Library software for ….. PWestmate PLexisNexis RSA and other legal reference software PThompson-Reuters C-Track Supreme Court Case Management System PSoftware 995 Creates .pdf file types from other types OHorizon PForTheRecord(FTR)-Lognotes Records the audio of court proceedings in a digitalized file POpen Fox System Web Browser Software for Entry of Bench Warrants/ Protective Orders PBusiness Objects/Crystal ReportReport writing software PWS-FTP File Transfer Protocol Software for secure file transmission (used in NH First) PRightFax Receives, stores and views Protective Order images for Registries staff PRMS Viewer for imaged files PCapture Perfect Document Scanning Software used in AOC Accounting P

btrieve Legacy database management system for Administrative Systems PMS-SQL Judicial Branch standard database management system PMcAfee Anti-virus software kept current by IT to provide virus protection on Court PC's PMozilla Firefox For Jury Management only PMy-SQL Database software PLinux Operating System Used for Probate Public Access workstations OIBM Record Now Burns data and audio files to CD; used by court staff in conjunction with FTR P

IT STAFF USE ONLY

JUDICIAL BRANCH SOFTWARE STANDARDS Created: October 25, 2012 Last Updated: June 15, 2014

SOFTWARE NAME

PRIMARY PERSONAL COMPUTER SOFTWARE

COURT STAFF SOFTWARE APPLICATIONS


glink Screen Emulation for legacy interface to SPOTS Criminal History system PApproach No longer used? (former Inventory Management software PBJS Administrator Batch job scheduling software PDDF Builder B-trieve Data Manager-changes data, designs B-Trieve file structures V6.15 PX-trieve B-trieve Data Manager (some Court Staff use) PApache TomCat Executes Java Servlets & renders web pages from Web servers (ie MS-IIS) ORemote Desktop Allows IT technicians to diagnose/fix problems on remote computers PMicrosoft Team Foundation Srvr Application Life Cycle management PMicrosoft Visual Studio Integrated Development Environment and Automated Testing PMicrosoft Bus. Intell. Dev. StudioData Warehouse ETL Tool PMicrosoft Team Explorer Data Warehouse Office Integration and Project Management PAdobe Photoshop Raster Image Manipulation tool (web graphics) PMerant DataDirect Connect ODBC Driver PRoxio Creator Created CD's and DVD's PWIN-Zip, 7-Zip, PrintKey IT Utilities PMicroFocus Net Express Personnel and Accounting Systems COBOL development environment PMicrosoft Visual Interdev Judicial Scheduling development environment PApex SQL and Data Diff SQL database comparison utilities PRedgate SQL Doc SQL database documentation software PAutopsy PC forensics software OWebSense Web filter software PmRemote Networking Only Network debugging tool OServRaid Manager Network debugging tool PLook@LAN Network debugging tool OSnort Network debugging tool OFootprints Help Desk Ticket (Request) Tracking PLogical Doc Documentation file sharing OiMail email server Puntrasound Network only monitoring PBarracuda email traffic monitoring/filtering PUnitrends File backup software PWireshark Network only Oiperf Networking only OPutty Networking only ODivar/GE Nave/WaveReader Security camera PiMail wemail Server software PVMWare Operating System PVirtualbox Virtualization tool ODreamWeaver Web Design Software PDistribute Used to send files from central AOC servers to remote court servers PRemote Assistance Used by IT & Accounting to access a remote computer for debugging purpose PRedgate SQL Prompt SQL database intellisense PImage BurnCSSM (Sys. Center Config. Mgr)CSSM (System Center Configuration Manager)CAD Dan Labrie use undeterminedMicrosoft SQL Server Management Studio (IT use) - Allows access to MS SQL databases PWMHelp XMLPad (IT Use) Access to XML FilesFiddlerJQuery JavaScript Library OSentryPlus Used by IT to montior Minuteman UPS batteries PTruVision Used by IT and Security - DVR Software to export and monitor DVR PFairpoint VoiP Used by IT - Web based software to manage VoiP phones PZabbix Used by IT - Web based software to manage Network P7Zip Used by IT - Utility to compress files

ASPI Internet Service Provider PSPSS Statistical Analysis Report Writing Software PRemote Access PC access for remote troubleshooting; Clerk access for mutiple court CMS m P

PC Anywhere PC access for remote PC troubleshooting; use discontinued P

78 85%14 15%92

IT STAFF USE ONLYJUDICIAL BRANCH SOFTWARE STANDARDS - Page 2

NON-STANDARD SOFTWARE (still in limited use but no longer purchased or new copies installed)

Total non-custom built software packages that are proprietary:Total non-custom built software packages that are open source:

Total:


Appendix D – J-ONE Project Priority List

Priority

PROJECT PHASE/FUNCTIONALITY PROJECT

REQ

.

DESIGN

DEV

.

TEST

IMPL.

AOC RESOURCE

PROJECT

DEPEN

DEN

CY

PROPOSED

COMPLETION

DATE

PRODUCTION

STATUS COMMENTS

0 Bench Warrants (Dis trict Court) Bench Warrants Yes

4/30/2010Post Production Support.

0 Bench Warrants (Superior Court) Bench Warrants Yes

11/30/2010Post Production Support.

0 UCT implemented for eCompla ints &

Dispos i tions functiona l i ty.

Uniform Charge

Table (UCT) 8/21/2012 Yes Outstanding questions for AG's

offi ce.

Post Production Support.

0 Phase I : The Courts wi l l receive electronic Plea ‐

by‐mai l ci ta tions from DMV.

eCitations &

Dispos i tions

6/28/2011 Yes

6/28/2011


J‐One eCitation error handl ing.

0 Phase I : The Courts wi l l send electronic

criminal compla int/indictment and

dispos i tion/sentencing information to

Crimina l History from both Dis trict & Superior

eCompla ints &

Dispos i tions 1, 2

4/10/2012 Yes

7/25/2012


J‐One Dispos i tion error

handl ing. Tyler COs and Audit

Reports wil reduce # of errors .

1 Phase IV: Odyssey Audi t Fi le for electronic

trans fer of criminal compla int/indictment and

dispos i tion/sentencing to Criminal His tory

eCompla ints &

Dispos i tions TBD Need AOC IT Dev resource

2 Tyler enhancement l i s t eCompla ints &

Dispos i tions

Need timel ine from Tyler.

3a Phase VI: Odyssey Audi t fi le for electronic

trans fer of dispos i tion to DMV

eCitations &

Dispos i tions TBD Need AOC IT Dev resource.

3b Phase IV: The Courts wil l send electronic

dispos i tion information to DMV for both PBM

(Plea ‐by‐mai l ) & MA (Must Appear) Cita tions .

eCitations &

Dispos i tions 3,

IDMS

September,

2013

In System Integration Testing

Phase. On hold pending IDMS

changes

3c Phase V: The Courts wi l l only receive electronic

ci tation from DMV and NO PAPER copy of the

ci tation for State Pol ice PBMs. Go paperless !

eCitations &

Dispos i tions 4

TBD State Pol ice Plea by Mai l ‐ next

e‐Court case type?

Odyssey piece (SP prosecutor

access ) needs to be des igned.

4 SAVN: Statewide Automated Victim

Noti fication. ROS on Protective Orders i s

included in SAVN project scope

See Proposed Priority 9 for the remainder of SAVN

SAVN ‐ Victim

Noti fication

September,

2014

Vendor Contract Signed

5 Phase I I I : The Courts wil l receive electronic

criminal compla ints from Loca l PD's (Tri tech;

75% Loca l PDs RMS vendor)

eCompla ints &

Dispos i tions

August, 2013 Yes

8/14/2013

3 s i tes (Sa lem, Windham &

Pelham) in Prod.

Post Production support.

J‐One eCompla int error

handl ing. Courts not happy w/

qual i ty; busniess process

6 Phase VII: The Courts wil l receive electronic

Must Appear ci tation from State Pol ice (E‐Ticket

Server)

eCitations &

Dispos i tions

TBD

7 Phase I I I : The Courts wil l receive electronic

Must Appear ci tation from Loca l PD's (Tri tech;

75% Loca l PDs RMS vendor)

eCitations &

Dispos i tions IDMS

September,

2013

Courts are ready for Salem,

Windham, & Pelham PDs. UAT

Completed. On hold pending

IDMS changes.

J‐ONE Project Priority List as of 06.06.2014

We wil l priortize reqs &

des ign needed to show

substantia l work done,

so that we can apply for

grant extens ion in

September, 2014


J-ONE Project Priority List - Continued 8 Phase I : The Courts wi l l exchange electronic

"indictment" & "information" data with Karpel

(CMS vendor for al l Count Attorney's except

Hi l l sborough)

Superior Court

Electronic

Indictments

TBD Need more input on

requirements from other county

attorneys .

9 SAVN: Statewide Automated Victim

Noti fication. ROS on Protective Orders i s

included in SAVN project scope

SAVN ‐ Victim

Noti fication

Apri l , 2015 Vendor Contract Signed

10 Phase V: The Courts wi l l receive electronic

criminal compla ints from State Pol ice (Va lor;

State Pol ice RMS vendor)

eCompla ints &

Dispos i tions January, 2015

11 Phase I I : The Courts wil l be sending

dispos i tion information to Department of

eCompla ints &

Dispos i tions 2

TBD DOC awaiting Tyler

enhancements

12 Phase I I : The Courts wil l report dispos i tion

information back to DMV. (Not Requi red i f

project # 3 & 4 are success ful )

eCitations &

Dispos i tions TBD On hold pending courts sending

electronic dispos i tions to DMV.

13 Phase I I : Protective Orders ‐ Civi l PO's Protective Orders

9/30/2015

14 Phase I I I : Criminal Bai l Protective Orders Protective Orders

1/17/2017

15 Phase I : Protective Orders ‐ Emergency PO's Protective Orders

5/20/2014

16 Bai l Orders Bai l Orders TBD

17 Tyler enhancements (Outgoing Odyssey

messages shal l conform to & be va l idated

against J‐One XML schemas).

eCompla ints &

Dispos i tions TBD On Hold. Low ROI.

‐ Completed ‐ High

‐ Started ‐ Medium

‐ Not Started ‐ Low

On hold ti l l SP PBM goes LIVE

Continue to work paral lel to SPPBM project

Production Support


Appendix E – Strategic Operating Environment Feasibility Study

ADMINISTRATIVE OFFICE OF THE COURTS

INFORMATION TECHNOLOGY

STRATEGIC OPERATING ENVIRONMENT FEASIBILITY STUDY

PUBLISHED: JUNE, 2014


Purpose of the Report This report serves as a summary of a feasibility study conducted by the New

Hampshire Judicial Branch (NHJB) Information Technology (IT) section performed to assess its current information technology operating environment and develop recommendations for its future network topology, operating environments and configurations suitable to best support the NHJB business staff using information technology.

Scope

The scope of the report is geared primarily toward an assessment and feasibility of NHJB IT operating hardware and software with regard to geographic locations, topography, connectivity and environmental conditions. While more quantitative, metric driven operations monitoring results are important to the NHJB IT unit, we also value qualitative analysis in assessing our operating performance placing our ability to provide the highest quality of service to our internal and external customers among the highest of IT priorities. Thus, this report is developed with enterprise wide assessments of our own IT service levels and those of our technology based business partners including vendors and state agencies who provide system software, firmware, data center and network services. In some cases these partners are engaged through Memorandums of Understanding (MOU) based written Agreements as well as unwritten agreements. The scope specifically pertains to our entire operating environment including servers, network equipment, data communications (owned and leased), data centers, computer rooms, computer closets, and cloud computing environments.

Authors and Methodology

This study was authored by the NHJB Chief Technology Officer (CTO) and Senior Network Manager of the NHJB. A more detailed technical report compiled by the Senior Network Manager was the primary foundation for this report and is not included in this executive summary. Our methodology includes analysis of our internal IT staff and business partners, outage history, bug metrics and resolution timeliness history and assessments of the performance and efficiency of each network component and operating history. A grading system was used to provide a summary of performance.

IT Mission

Our mission Statement is “To provide the Judicial Branch with timely, high quality technology, and professional support services through the implementation and maintenance of legacy and emerging technologies which add value and increase return on investment in our operating environment, while complying with IT best-practice audit and security principles and practices”. Our goal is to provide the highest quality of IT service possible to our customers at reasonable cost and to do so by partnering with reliable, proven business partners employing concepts for short and long term success with a goal of high operating up-time, high security, scalability and sustainability for maintaining a modern future-driven, nimble, flexible operating environment.


Background The Administrative Office of the Courts (AOC) provides administrative services to

over 600 court technology users. Information Technology makes up 19 staff positions, or between 40% and 45% of the AOC. In 2008 it was determined that IT systems, practices, policy and operating procedures required a complete overhaul with few exceptions, to avoid outages predicted at the time to range from minor to catastrophic at any time given the aged legacy hardware and software. There was also concern over an audit revealing some required improvement in best practice operating procedures. In addition the lack of an adequate, defined budget for IT with detailed planned expenditures created uncertainty for when systematic improvements could be expected and deployed. Finally, the lack of a recent Strategic IT Plan cast doubts over the future of IT to plan for sustainability and growth of the IT environment to fulfill the needs of a burgeoning demand for modern software services from our customers servicing over seventy-five courts throughout the State.

Current State of IT in 2014

Improvements in IT from 2008 through 2012 are substantial in nature. As outlined in the most recent IT plan, numerous improvements have been implemented over the period including these prominent accomplishments:

1) Three publications of Strategic IT plans in six years. 2) Establishment of a formal detailed line item IT budget with a focus on a

systematic, measured, periodic update and renewal of all hardware and software with all vendor software supported by the vendor with an inventory that is accurate.

3) A complete overhaul of infrastructure hardware, 50% overhaul of software systems and approximately a 75% overhaul of computer operating environments (computer room infrastructure).

4) A progression toward outsourcing, modern cloud based computing, virtual computing, open-source software use, Agile software development and video based technologies.

5) Improved vendor contracts and accountability of business partner vendors. 6) Development of over 55 best-practice IT standards. 7) An overhaul of IT operating work flow. 8) A multi-year restructuring of the IT organizational structure and the spin-off of

non-core operating units assessed as user oriented in a report by the CTO in 2008. Examples include Electronic Registries and forms development which were spun-off to court business units.

9) Operating improvements such as user centric software development, management by project plans and software development standards, documented task tracking and priority lists and transparency of our operations and project through an overhaul of our IT Intranet web site.

10) Improvement at a magnitude that we are confident we would improve on our auditability success.


Current Primary IT Business Issues The IT staff remains a unit in the lowest quartile of nationwide court jurisdictions

in terms of staff size. As a result, we must operate efficiently. Despite successes in overhauling our core infrastructure, the NHJB requires more fundamental advancements currently in progress such as upgrade of our outdated keystone and PBX phone systems to Voice-over Internet Protocol, electronic court case filing (e-Court), Supreme Court CMS upgrade, integrated justice projects (J-ONE), call center operating work flow and supporting software, and increased network bandwidth to support video use growth. The nucleus of this report focuses on two main themes: 1) implementation of VoIP, and 2) the long term need to strengthen our data communications quality and scalability and improve server up-time and security.

VoIP

In 2011, the legislature encouraged the NHJB to combine its VoIP project with that of the Executive Branch as a cost saving measure. Indeed, we believe the initial implementation of VoIP led by the Executive Branch saved the NHJB as much as $40,000 as predicted. There has been downside including: 1) tens of thousands of dollars in cost to design the VoIP Call Center operation for vendor costs ($225 per hour) not anticipated by our business partner, 2) massive, multi-year delays in the VoIP rollout to our courts outside the control of the NHJB, and 3) $94,000-$126,000 in lost savings annually due to the VoIP implementation delays. While awaiting the opportunity for implementation to the statewide VoIP system, we experienced the move of three courts to new locations. We took advantage of these opportunities to by implementing our own VoIP solutions in these locations. This NHJB owned and led pilot yielded some very favorable results outlined below where we rank the success of key measurable of this project. Service level improvements and cost savings of the NHJB Fairpoint based VoIP project uncover measureable efficiencies versus the more immature alternative statewide VoIP service.

NHJB Fairpoint VoIP Versus Statewide VoIP System

Overview: The Executive Branch VoIP offering statewide system, hereafter

“Statewide System” is a service offered and managed by the Department of Safety utilizing, in large part, the DoIT network and services. The NHJB pilot VoIP system, hereafter NHJB Fairpoint system is a cloud-based service offered by regional telecommunications giant Fairpoint Communications.

Cost: The capital expenditures with the Statewide VoIP solution and the NHJB

solutions include costs such as: 1) VoIP phones 2) Gateways 3) Software and hardware 4) Data Communications lines 5) And other supporting devices


The costs of delayed implementation of the Statewide System to the NHJB are outlined above in the VoIP section and are ongoing. The Statewide vendor e-plus charges $225 per hour for enhancements and changes which are self-administrated in the NHJB offering. Soft phones are part of the NHJB Fairpoint bundle versus the Statewide System which offers the feature as a special request and extra cost. A complete cost analysis is provided in Attachment 1 of this report.

VoIP Phones: VoIP phones cost approximately three hundred dollars on

average for the Statewide System. Based on an estimate of 2,243 phones the NHJB cost is $672,900 in initial and reoccurring capital expenditure when phones are replaced. NHJB Fairpoint phones are included in the bundled cost. In additional the NHJB is required to purchase maintenance contracts and replace phones at their own expense in the Statewide System. Software updates and additional licenses per phone are also at the expense of the State and the Courts. In contrast, Fairpoint’s hosted solution has a lower up front capital expenditure cost in that NHJB Fairpoint cost is a one-time setup fee of less than one thousand dollars per site. The service includes the phones and supporting equipment, along with the provider being responsible for maintenance, replacement, and updating of devices. Local court wiring is handled by a third party vendor is the same regardless of VoIP provider. However, additional wiring costs may be incurred due to the NHJB Fairpoint option being separate from the State’s data network. In the Statewide System, our users can be running five to ten year old phones due to the cost and would no longer supported, thereby requiring another lump sum of funds to replace them at our own cost. With NHJB Fairpoint we renegotiate a contract every three to five years to include all equipment to be replaced at no cost. The Statewide System leaves the NHJB subject to unpredictable billing changes and rising costs without notice causing budget issues. The NHJB Fairpoint cost is fixed and typically lowers over time as technology improves and becomes cheaper.

Service and Support: The Statewide System provides support on a limited

Monday to Friday from 8:00 am to 4:30 pm basis without holiday coverage. The Statewide Service Level Agreement (SLA) is immature and in a state of change as the nuances of managing so many agency customers and the local data center issues with scalability and juggling of many other priority projects. Thus, Statewide System changes have been frequent, causing budget issues for the NHJB. Support of the Statewide system has been an issue as well as there is no formal Help Desk and the unavailability of Statewide staff during off-hours has proved frustrating as NHJB staff culture insures technical staff availability 24 x 7 x 356. There has been confusion over which statewide staff is responsible for each component of the system and the statewide system has several business partner layers such as Safety, DoIT and the statewide vendor e-Plus. Corrective action for bugs in many cases has resulted in finger pointing from one entity to another as the outage continues. Fairpoint provides twenty-four hours by seven days continuous customer support throughout the year. To their credit the DoIT staff is larger than the NHJB IT staff, in theory providing more depth. The trade-off is that NHJB staff is more accessible on par to react to system issues. The Statewide System Service Level Agreements do not exist. NHJB Fairpoint SLA’s are written and signed and designed to ensure quality along with having dedicated field support technicians for their


customers. Since the pilot project started Fairpoint has had only one outage. Upon corrective action, Fairpoint took steps to improve their performance and created new procedures to ensure future outage avoidance. In addition, their executive management made an on-site visit and gave one month credit in billing to every site we had on the pilot project. The Statewide System has had numerous issues which include, but are not limited to, call echoing, firmware updates to fix voicemail bugs, and sporadic outages among other issues through the course of its function. Finally, we have had difficulty assessing cause of outages following corrective action with the Statewide System caused by resistance to debrief the outage by some of our business partners when the NHJB attempted to diagnose the root cause of the outage with a goal of improving overall system performance. The Statewide vendor e-plus refuses to answer outage calls unless we have an enhancement contract signed, even if the problem could be theirs. This is not good support service.

Features: The NHJB Fairpoint service has a simplified, fully featured bundle per

seat that modernizes the office with unified messaging and advance features, standard with each seat, including voice-mail to email transcription or audio clip, fax to email, speech to text transcription and advanced call handling. The Statewide System provides only a basic line and features. For example, voice-mail is an add-on, adding to the per phone license. The State offers a limited set of features and some are not available initially.

Deployment: The Statewide System is more than three years into its VoIP

deployment with only a few sites implemented. It is still in a pilot phase due to a myriad of organizational and operational issues and delays. Fairpoint can deploy the VoIP solution state wide for the NHJB in five to six months after a contract has been signed.

Administration: NHJB Fairpoint has user self-administration where every user

will have access to a portal that allows us to manage the functions of the phone such as voice mail, call handling and routing, and e911 services. The Statewide vendor e-plus charges $225 per hour for enhancements and changes and refuses to answer outage calls unless we have an enhancement contract signed. This is not good support service. The Statewide System requires a cumbersome TSR (Telecom Service Request) process for each change and an additional approval layer versus the NHJB Fairpoint solution. A typical new voice provision can take up to two weeks and some more advanced configurations require a third party vendor where a contract along with a detail statement of work must be provided. This is costly and timely to implement. In comparison, NHJB Fairpoint moves, additions and changes can be done by a designated AOC support desk administrator on the fly. Multiple administrators can make changes to or setup new phones, auto-attendants or other system functions. Also new phones can be ordered directly from the provider without going to multiple agencies or departments. Replacement phones are provided for malfunctioning devices by overnight delivery versus a minimum two week replacement cycle for the Statewide System.

System Redundancy: Redundancy of the Statewide System has only two known sites in New Hampshire (Concord and Plymouth) and relies on build out of


redundant connections. Yet both sites can be affected by the same outage source and the State-wide service can cease to work if those two sites have issues. Having Fairpoint’s Call Center redundancy is a main priority for the NHJB given its reliance on the Call Center as a mission critical business function. Fairpoint provides more alternatives where our NHJB staff can be located to other business locations or their homes using their physical hard phones or soft phones. The NHJB Fairpoint solution provides a soft phone application for laptops, tablets, and smart phones that allow use of the device as a desk phone; Another feature the State does not support, is allowing users to login to a phone and have their profile follow them as Fairpoint’s services provides.

Voice Quality: The Statewide system uses compression algorithms to transmit

and deliver voice service which degrades voice quality considerably. The NHJB Fairpoint service uses uncompressed voice and simplified dedicated connectivity which provides a high quality user experience. The Statewide System operates on a complicated network design that is likely to cause reliability issues and have in the past caused by the needs and data traffic many other project operating demands and by outage events as a result of making on-the-fly changes during core working hours, something the NHJB deems against its own and best practice policy. Previous Internet slowness and network outages of the state network indicate scalability issues that greatly concern the NHJB IT unit.

VoIP Recommendation

In summary, the NHJB IT concludes that Fairpoint’s cloud hosted solution be selected based on faster deployment timeframes, better service history, ease of administration and lower cost.


Figure 1 - Pro/Con Summary Hosted PBX vs. State VoIP Service

Cloud Hosted VoIP Solution State Cisco VoIP Solution Lower up front CapEx costs. Onetime setup fees of less than $1000 per site. Service includes the phone and supporting equipment.

Must purchase phones, gateways and other supporting devices. At $300 per phone this could be more than $600,000 in CapEx.

Provider is responsible for Maintenance, replacement and updating of devices.

Must purchase maintenance contracts and replace phone at own expense. Software updates are at the expense of the State and the Courts.

24x7x365 Customer Support. Service Level Agreements to ensure quality. Dedicated field support.

State can only provide support Monday - Friday 8:00-4:30 and not on Holidays. SLAs??, rely on OIT/Telecom Staff for support.

Simplified, fully featured bundle per seat State provides a basic line and simple features such as voicemail are an add-on.

Modernizes the office. Unified Messaging and advance features come standard with seat bundles, such as Voicemail to email transcription or audio clip, Fax to email, Speech to text transcription and advanced call handling

State is offing a limited set of features, some at additional costs. Some features will not be available initially

User self-administration. Every user will have access to a portal that allows them to manage the function of the telephone. Such as voicemail, call handling/routing, e911 location etc.

State telecom handles the management of telephone setup.

Moves, Adds and changes can be done by a designated administrator on the fly. Each administrator can make changes to or setup new phones, auto attendants or other system functions. New phones can be ordered directly from the provider without going to multiple agencies.

Every change requires a TSR to be submitted and approved before the work can be performed. Often adding several days to the timeline.

Cloud solution provides resilient survivable architecture.

Relies on build out of redundant connections.

Nomadic access allows users to connect from anywhere there is an Internet connection. (note SLAs do not apply connecting on the Internet).

Not available without a CPN connection to the State’s network. Take over internal AOC Network.

Softphone Add on Apps for laptops, tablets and smartphones that allow use of the device as desk phone.

Special request.

Support for backup connectivity over a directly connected broadband service,

Not supported because the Call Manager sits inside the State’s Firewall.


either FP or 3rd party service. (Call quality cannot be guaranteed over Internet Connections) (new feature) Hot Desking. Allow users login to a phone and have their profile follow them.

Uncertain of the functionality.

Uncompressed Voice and simplified, dedicated connectivity provide high quality user experience.

Compression algorithms degrade voice quality. Complicated network designs may cause reliability issues.

Data Communications Contingency Data Communications, essentially network and server operations are

contemplated in this report as they are considered by DoIT as part of our NHJB VoIP project strategy decisions. Essentially, the DoIT position is that if the NHJB were to discontinue use of the Statewide VoIP System, we would also need to operate outside of their network, essentially leaving the NHJB to manage its data flow between its courts and central computing operations. It also would leave the NHJB to develop a strategy for its own data communications connectivity to the Internet.

Data Center History

The NHJB has been using the DoIT Data Center for (a portion of) server operations, central distribution of court data traffic for CMS and e-mail type traffic and access to the Internet since the beginning of the current NHJB CTO’s tenure in April, 2008. The NHJB has been in the strategic plan for participation on the Statewide VoIP Project since 2011. VoIP services and history are discussed in the prior section.

The NHJB has experienced very positive results from our cloud-based partners

with high availability up-time and positive service levels in general. We have experienced more mixed results with the Statewide Systems over this period. Below is a rating of the NHJB experience since 2008 with pros and cons of our overall service levels received from business partners and a grade we place on each category we regard as important to providing our users with high service levels. Current primary IT business partners to the NHJB Partners include:

Department of Information Technology – Data Center, Internet, courts central data routing hub.

Department of Safety- Trial Court Call Center software and VoIP phone system provider.

G4 – Cloud computing data center provider for critical Jury Management and e-Court projects.

Fairpoint Communications – VoIP cloud-hosted service and Carrier Ethernet data circuit provider.

AvTranz- Court Transcript management software provider including cloud-based delivery services.


Courthouse Technologies – Jury Management software system provider including some cloud-based functionality.

Tyler Technologies – Trial Court Case Management System and e-Court Electronic File Manager software for processing electronic cases, attorney cloud-based software for e-Court filers.

Intresys – Self-represented filer cloud software provider for e-Court. LT Courtech – Supreme Court CMS and e-Court provider.

AOC IT agrees with the categories of attributes important to running an efficient

data center as outlined in the Executive Branch 2008-09 Data Center Consolidation Committee Report which are listed below (1-14). In addition we have added a few of our own to the list (15-xx).

1) Air Conditioning 2) Humidity Control 3) Uninterruptible Power Supply (UPS) 4) Generator 5) Fire Suppression 6) Adequate Floor Space - 7) Raised Floor - 8) Facility and Data Center Security - 9) Sufficient Electrical Capacity - 10) Sufficient Network Connectivity - 11) Scalability - Support fast and seamless growth without major disruptions. 12) Flexibility - Support new services without a major overhaul of infrastructure. 13) High Availability - Minimize single point of failure, predictable uptime,

concurrent maintainability/fault tolerance. 14) Security of Data - Security/environmental protection required by Agency

(Branch). 15) Best Practice Culture - Endorse and implement best practice IT standards. 16) Pre-announce Upgrade/Maintenance Activity – 17) Conduct Outage Debriefs – 18) Team-Oriented Outage Resolution – Operate as a team during diagnosis. 19) Support Desk Ticket Interface - Provide a one-stop Help Desk with ticket

tracking. 20) Executive Management Interface – Provide one general, named executive

manager for planning and issue resolution.

We have analyzed our current levels of service and cost of doing business with current business partners versus expanding our cloud services to some of our newer computer operations partners and are optimistic that we will expand use of our most effective partners going forward and lowering reliance on lower scoring business partners.


Figure 2

Pro-Fairpoint Hosted Pro DOS/DoIT Pro-64 Pro DoIT

Less points of support/failure Executive branch goodwill

Locked cage server, etc. Executive branch goodwill

Less wait for ticket request (DoIT - 2 weeks)

Supports executive branch agency group vol. cost lowering

Less points of failure Longer business relationship

Lower Cost Redundant system Increased Internet response time Proximity to NHJB

Better support "Hot Desking" - use of other persons' phone

- 3-4 times faster connection Long-term viability

Fairpoint HW maintenance included:

Uncompressed voice has superior voice quality

Internet video use

- Faster HW available More knowledgable, dedicated, experienced tech staff

More timely network configuration

24X7X365 Support Established Help Desk Eliminates executive branch prod changes during day

SLA's More flexible contract options, changed with new vendor offerings

Full redundancy

Dedicated field support Executive level assistance and ticket escalation

Not bound to budgets for maintenance of data center

Simplified bundled seat - (no add ons)

Invoice credit for technical outages

Ability for joint diagnosis of outages with business partners

Unified messaging (fax, voicemail to email, speech to text)

Data center video surveillance history

User self administration -online call history reports (real time)

Strategic plan for infrastructure growth

Admin "on the fly" - Avoids TSR process/self administration

Physical space growth advantage

Cloud-based (supports Strategic IT Plan and more detailed billing)

On-site physical technical staff support 24X7

IP address (phone access) is portable (globally accessible)

More attentive/rested operators

Certified data center

VOIP DATA


Figure 3

CATEGORY DESCRIPTION GRADE COMMENTS

1 Air Conditioning Computer room air conditioning control to best-practice IT specs. C+ Good.

2 Humidity Control Computer room humidity control to best-practice IT specs. C+ Good, some humidity issues.

3 Uninterruptible Power Supply Redundant UPS for backup battery power in power outage. C- Lack of redundancy caused 2014 outage.

4 Generator Multi-day, 24 x7 generator for back-up power capacity. D+ One incidence of failure to operate.

5 Fire Suppression IT best-practice fire suppression system and procedures. B Good to our knowledge.

6 Adequate Floor Space Planning and ability for agile, timely expansion of floor space. D Issues with our previously agreed to expansion plans to a third cabinet.

7 Raised Floor Computer Room floor raised above regular floor level. C- Adequate, some serious wear and degradation.

8 Facility/Data Center Security Physical security: building, server/router area security. FMultiple occurances of unknown staff in NHJB off-limits server cabinets; back door staff allows staff in door before knowing who they are.

9 Sufficient Electrical Capacity Planning and ability for agile, timely expansion of electrical capacity. D- 2010 lack of electrical power expansion for our request.

10 Network Connectivity High availability, scalable network. D+ 2013/2014 Internet bandwidth issues, ill-advised updates during prod/day hours.

11 Scalability Support fast and seamless growth without major disruptions. F No apparent scalability plan for electrical, space, or Internet bandwidth.

12 Flexibility Support new services without a major overhaul of infrastructure. F See Scalability; no cost algorythm for required growth.

13 High Availability Minimize single point of failure, fault tolerance. F

14 Security of Data Security/environmental protection required by Agency (Branch). FMultiple occurances of unknown staff in NHJB off-limits server cabinets; back door staff allows staff in door before knowing who they are.

15 Best Practice Culture Endorsement and implementation of best practice IT standards. D+ No SDM, debriefs, or "hands-off" Production changes during primary shift.

16 Maintenance Communication Pre-announcements of system upgrades/maintenance activity. C- ICR's generally reliable.

17 Outage Debriefs Execution of outage debriefings for cause/effect/process improvement. F Not supported by DoIT.

18 Outage Resolution Process Ability to operate as a team during problem/outage diagnosis. F DoIT discourages NHJB hypothesis of outages when engaged.

19 Support Desk Ticket System IT Help Desk with ticket tracking for submitting issues/requests. C Effective.

20 Executive Mgmt. Interface Executive level DoIT manager contact to NHJB for planning. A+ Rep. is responsive, engaging, effective and professional.

21 Cost Efficiency Cost of floor space and hourly services versus performance. B- Zero cost space attractive; staff inavailability for 24x7 & OT costs are negatives.

Statewide Systems & Data Center Operating Evaluation (2008‐2014)July, 1014

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