Technology Management and Long-Range Plan: 2025

2017-2025

Revision Date: December 8, 2017

 

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CCISD Technology Management and Long-Range Plan

Purpose

The Clear Creek Independent School District is committed to providing quality instruction and supporting personalized learning for each student enrolled in the district. To reach this endeavor, the Technology Department has created a comprehensive Technology Management and Long-Range Plan: 2025 to guide and advise on the implementation of the department’s Strategic Plan and achieve a future-ready environment to maximize instruction and learning.

Contents

Section Page Description A 3 Demographics B 4 Organization Chart – Areas of Responsibility C 5 Strategic Plan (District and Department) D 13 Policies and Regulations E 17 Obsolescence F 23 Learning Technology Planning and Support G 28 Information Management Services H 30 Network Services I 36 Purchasing Process J 41 Disaster Recovery/Business Continuity K 56 Audit Requirements for General Control Review L 60 E-Rate Process/Timeline M 64 Budget (BM 30, BM 41, BM 13, Bond 2013, Bond 2017)

Demographics

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A. District Demographic Report

CCISD Snapshot Enrollment (October 27, 2017): 42,179

Grade Level EE PK KG 01 02 03 04 05 06 07 08 09 10 11 12 Total 188 1,266 2,800 2,910 3,026 2,999 3,087 3,197 3,208 3,173 3,316 3,578 3,332 3,209 2,890 42,179

WH=White, PI=Hawaiian/Pacific Islander, BL=Black/African American, AS=Asian, AI=American Indian/Alaskan, HI=Hispanic, 2+=Two or More

CCISD Enrollment Projection for 2025-26: 45,522

Grade Level EE PK KG 01 02 03 04 05 06 07 08 09 10 11 12 Total

1,407 3,100 3,219 3,254 3,328 3,326 3,357 3,417 3,438 3,482 3,795 3,560 3,507 3,333 45,522

Not Eco71.3%

Eco28.7%

Economically Disadvantaged

HI30.9%

AI0.3%

AS9.7%

BL8.3%

PI0.2%

WH46.1%

2+4.6%

Race/Ethnicity

Title I: 23.2%

LEP: 11.3%

Bilingual: 4.5%

Special Ed: 10.1%

GT: 10.4%

At-Risk: 39.4%

    Organizational Chart

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B. Organizational Chart

Leadership Team

 

 

Leadership Role Primary Responsibilities

Chief Technology Officer District Technology Operations

Network Architect E-Rate, District Fiber Network

Project Manager Technology Projects

Finance Manager Technology Finances, Inventory, Warehouse

Director Information Management Systems

PEIMS, Programmers, Student Data Services, Application Specialists

Director Learning Technology Learning Technology, Blended Learning

Learning Technology Lead Technology Integration Support for Teaching and Learning

Director Network & Technical Services

Network Infrastructure, Servers and Storage, Unified Communications, Technical Support

Coordinator Technical Services Technical Support, Student and Staff Device Management

    Strategic Plan

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C. CLEAR CREEK INDEPENDENT SCHOOL DISTRICT

STRATEGIC PLAN, 2014-2021

BELIEFS The district’s fundamental convictions, values and character.

We believe that people flourish only in a culture based on integrity.

We believe that today’s experiences are as valuable as tomorrow’s opportunities.

We believe that one’s heartfelt passion creates limitless possibilities.

We believe that trust is built on what we do, not just what we say.

We believe that shared responsibility is essential to community success.

We believe that each person bears the responsibility to create his or her future.

We believe that each person possesses unique talents and creative ability.

We believe that everyone deserves to be physically and emotionally safe.

We believe that relationships are critical to meaningful teaching and learning.

We believe that respect for diversity strengthens community.

We believe that the measure of any community is the success of its children.

We believe that each person deserves compassion and respect.

MISSION The unique purpose for which the school district exists and the specific function it performs.

The mission of the Clear Creek Independent School District, the leader in visionary education, is to ensure that each student discovers and develops his or her unique talents and interests while realizing personal success and positively impacting their world through a new system distinguished by integrity, meaningful relationships, personalized learning, achievement, and a continuing commitment to Courage, Collaboration, Innovation, and Self-Direction.

OBJECTIVES The desired results for the school district.

Each student sustains a fulfilled life actualizing his or her personal talents

and interests.

Each student optimizes his or her potential by continuously setting and achieving individual learning goals.

Each student actively enriches and advances his or her community and greater society.

    Strategic Plan

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PARAMETERS The established guidelines within which the school district will accomplish its mission.

We will make all decisions based on the best interest of the student.

We will honor the dignity of each person.

We will operate in a culture of collaboration.

We will make optimal use of transformative technology.

We will protect and defend our local autonomy.

We will accept nothing less than excellence.

We will not compromise integrity in the pursuit of excellence.

STRATEGIES The means for accomplishing the district’s mission.

I. We will inspire learning through an array of personalized opportunities and experiences.

II. We will provide support to meet the needs and aspirations of each student.

III. We will ensure safe and nurturing learning environments.

IV. We will ensure each student understands and is prepared to assume his or her role as a productive citizen.

V. We will broaden and strengthen connections within our communities.

VI. We will ensure mutual understanding and support through effective communication.

VII. We will build capacity for organizational change.

    Strategic Plan

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CLEAR CREEK INDEPENDENT SCHOOL DISTRICT

DEPARTMENT OF TECHNOLOGY

STRATEGIC PLAN, 2016-2021

BELIEFS The district’s fundamental convictions, values and character.

We believe that people flourish only in a culture based on integrity.

We believe that today’s experiences are as valuable as tomorrow’s opportunities.

We believe that one’s heartfelt passion creates limitless possibilities.

We believe that trust is built on what we do, not just what we say.

We believe that shared responsibility is essential to community success.

We believe that each person bears the responsibility to create his or her future.

We believe that each person possesses unique talents and creative ability.

We believe that everyone deserves to be physically and emotionally safe.

We believe that relationships are critical to meaningful teaching and learning.

We believe that respect for diversity strengthens community.

We believe that the measure of any community is the success of its children.

We believe that each person deserves compassion and respect.

MISSION The unique purpose for which the department exists and the specific function it performs.

The mission of the Clear Creek Independent School District Technology Department, the visionaries of technology for learning, is to ensure that each member of the learning community maximizes his or her potential as a productive citizen, through a system distinguished by transformative resources and adaptive support focused on innovation with a commitment to reliability, relationships, and integrity.

OBJECTIVES The desired results for the department.

Each student achieves personalized learning goals through experiences

maximized by robust technology resources.

Each student optimizes his or her use of technology to learn at his or her own pace.

Each student uses transformative technology to impact his or her learning goals and become an information producer to enhance society.

    Strategic Plan

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PARAMETERS The established guidelines within which the school district will accomplish its mission.

We will make all decisions based on the best interest of the student.

We will honor the dignity of each person.

We will operate in a culture of collaboration.

We will make optimal use of transformative technology.

We will protect and defend our local autonomy.

We will accept nothing less than excellence.

We will not compromise integrity in the pursuit of excellence.

TACTICS The means for accomplishing the department’s mission.

I. We will build capacity in the technology department by creating opportunities for learning, mentoring, and cross-training.

II. We will proactively broaden and strengthen relationships within and beyond the learning community.

III. We will ensure resources are allocated to provide support to our students and staff.

IV. We will ensure effective communication.

Tactic I. We will build capacity in the technology department by creating opportunities for learning, mentoring, and cross-training. Specific Result: Mentor process that fosters future readiness and self-worth. Action Steps:

1. Identification of departmental mentee needs 2. Create a mentor protocol that addresses identified needs 3. Select tools and processes that supports the mentor protocol 4. Provide training resources for selected tools 5. Ensure identified tools, practices and processes are implemented through each team 6. Evaluate protocol to ensure needs have been identified and addressed 7. Reflect to continually improve mentor process

    Strategic Plan

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Specific Result: Systematic and consistent approaches to training Action Steps:

1. Identification of departmental needs and team dependencies 2. Identify key contact personnel within each team 3. Identify intersections of efforts, roles, and responsibilities 4. Identify and define the necessary tools and practices of the training protocol 5. Ensure identified tools, practices and processes are implemented within and across all teams 6. Evaluate to improve training protocol within and across teams 7. Reflect to continually improve training across teams

Specific Result: Training based on audience needs, to promote accountability, and customer service Action Steps:

1. Identification of departmental and customer needs 2. Create a training protocol that addresses identified needs 3. Select tools and processes to support the training protocol 4. Provide training resources for selected tools 5. Ensure identified tools, practices and processes are implemented through each team 6. Evaluate protocol to ensure needs have been identified and addressed 7. Reflect to improve training process

Tactic II: We will proactively broaden and strengthen relationships within and beyond the learning community. Specific Result: Build meaningful relationships within the technology department. Action Steps:

1. Develop rotating technology liaison groups that are made up of 1 member from each team. (Learning Technology, Network Systems, Information Management Systems, and Technology Services)

2. Develop and distribute a survey to ascertain the status of team relationships. 3. Analyze the information gathered. 4. Act upon the information gathered. 5. Establish and improve relationships by implementing activities that promote positive staff

interactions. 6. Conduct and analyze a post survey to determine change is the status of relationships being

monitored. (Use the post survey as the baseline for the following year) Specific Result: Build meaningful relationships between technology and CCISD. Action Steps:

1. Assign a technology liaison group to each department. 2. Develop a survey to ascertain the status of district-wide relationships with the Technology

Department. 3. Analyze the information gathered. 4. Act upon the information gathered. 5. Develop programs that promote inter-departmental collaboration. 6. Conduct and analyze a post survey to determine change is the status of relationships being

monitored. (Use the post survey as the baseline for the following year)

    Strategic Plan

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Specific Result: Build meaningful relationships between technology and parents/guardians. Action Steps:

1. Assign a technology liaison group to attend campus functions, i.e. parent night, open house, math and reading nights, etc.

2. Develop a survey to ascertain the status of relationships between the Technology Department and parents/guardians.

3. Analyze the information gathered. 4. Act upon the information gathered. 5. Develop programs that promote relationships between the Technology Department and

parents/guardians. 6. Conduct and analyze a post survey to determine change is the status of relationships being

monitored. (Use the post survey as the baseline for the following year) Specific Result: Build meaningful relationships between the technology department and the community. Action Steps:

1. Assign a technology liaison group to attend civil and business functions, i.e. Town Hall meetings, Chamber of Commerce, Rotary Clubs, Emergency Management meetings, etc.

2. Develop a survey to ascertain the status of relationships between the technology and the community.

3. Analyze the information gathered. 4. Act upon the information gathered. 5. Develop programs that promote relationships between the Technology Department and the

community. 6. Conduct and analyze a post survey to determine change is the status of relationships being

monitored. (Use the post survey as the baseline for the following year) Tactic III: We will ensure resources are allocated to provide support to our students and staff. Specific Result: An adaptable, data-driven organization. Action Steps:

1. Identify the data sources within Technology that can be used to impact levels of technology support.

7. Examine the types of data that can be extracted to determine what might apply to Technology support.

8. Obtain and examine data and practices to identify areas where data may not be complete or accurate.

9. Establish procedures to improve validity and completeness of data where needed. 10. Identify opportunities for modification of support practices or reallocation of support resources. 11. Develop and deploy remediation procedures and practices. 12. Conduct regular reviews of data to continue to identify opportunities to improve practices and

procedures.

    Strategic Plan

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Specific Result: A team that is focused on respect and building capacity. Action Steps:

1. Conduct PK-12 Community based meetings. 2. Evaluate and determine training and cross-training needs for building capacity. 3. Identify tools and resources for formal training. 4. Develop practices and procedures for training and cross-training. 5. Develop practices and procedures to facilitate collaboration across PK-12 Communities and all

technology teams. 6. Conduct regular reviews of tools and resources used in training, cross-training and collaboration.

Specific Result: Equitable distribution of hardware and software. Action Steps:

1. Identify ways to evaluate usage of hardware and software. 2. Identify areas of or under-utilization or unmet need. 3. Determine reasons for underutilized hardware and software. 4. Determine procedures for identified reasons for underutilization. 5. Conduct regular reviews of hardware and software usage to optimize hardware and software

allocation. Tactic IV: We will ensure effective communication. Specific Result: Transparent and accurate dialogue Action Step:

1. Conduct internal survey to identify quality, quantity, and modes of communication 2. Use survey data to develop an electronic communication protocol 3. Conduct training for team members in communication 4. Establish a network wherein personnel feel comfortable sharing information and concerns 5. Maintain an open line of communication for ensuring accuracy and transparency (rumor control) 6. Establish an organizational structure to support the effective dissemination of information 7. Conduct a yearly comprehensive review of communication practices and make adjustments based

on feedback and data Specific Result: Collaborative trusting relationships Action Steps:

1. Identify lines of communication with areas of overlap in efforts, roles and responsibilities 2. Develop a program to improve employee awareness and orientation of all organizational units

and their respective roles, responsibilities, and functions: 3. Promote positive work environment which encourages teamwork, integrity, innovation,

dedication, and professionalism a. Forge and cultivate relationships by increasing the amount, frequency, and quality of

interactions to ensure lines of communication are open and conducive to shared problem-solving

b. Elicit feedback, ideas and suggestions to help maximize efficiency, employee engagement, and teamwork

4. Evaluate data from feedback, ideas and suggestions yearly to improve collaborative relationships and trust

    Strategic Plan

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Specific Result: A relationship that fosters efficient communication with time and resource management. Action Steps:

1. Determine current communication processes and needs within each team. 2. Develop department protocols for lines of communication. 3. Define and develop meeting standards using norms, agendas and minutes. 4. Ensure meetings are planned, coordinated and conducted in a manner appropriate with the level

of resources required for each gathering. 5. Process for meeting follow up and follow through. 6. Select tools and practices for efficient time management. 7. Select tools and practices for effective resource management. 8. Provide training resources for selected tools. 9. Ensure identified tools, practices and processes are implemented throughout the department. 10. Evaluate yearly to improve communication practices.

    Policies

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D. Policies Related to Technology

There are 36 legal and local district policies that relate to or reference technology. Technology impacts all stakeholders in many ways and the referenced policies describe associated impacts.

Name Title - Subtitle Summary PDF

BBI(LEGAL)

BOARD MEMBERS - TECHNOLOGY RESOURCES AND ELECTRONIC COMMUNICATIONS

BBI(H)-P [/Revisions/Numbered Updates/SD.LPM.98/Policy Legal Base Versions Note:For employee and student use of District technology resources, see CQ. TECHNOLOGY RESOURCES AND ELECTRONIC COMMUNICATIONS ...

BBI(LOCAL)

BOARD MEMBERS - TECHNOLOGY RESOURCES AND ELECTRONIC COMMUNICATIONS

Imposes no tangible cost on the District; and or maintained using the District’s technology resources or using personal technology resources, in accordance with the District’s ...

CQ(LOCAL) TECHNOLOGY RESOURCES

Imposes no tangible cost on the District; Has no adverse effect on an or maintained using the District’s technology resources or using personal technology resources, in accordance with the District’s ...

CY(LOCAL) INTELLECTUAL PROPERTY

Measures to prevent the use of District technology resources in violation of the law. All persons using District technology resources in violation of law shall lose user ...

CQ(LEGAL) TECHNOLOGY RESOURCES

“Technology protection measure” means a specific technology that blocks or filters Internet access safety that includes the operation of a technology protection measure with respect to any of its ...

EHAC(LEGAL)

BASIC INSTRUCTIONAL PROGRAM - REQUIRED INSTRUCTION (SECONDARY)

A district must ensure that sufficient time is provided for teachers to teach and for students to learn ... at least one of the four disciplines in fine arts, health, physical education, technology applications, and to the extent possible as part of an existing career and technology course designated by the SBOE ...

CDH(LEGAL)

OTHER REVENUES - PUBLIC AND PRIVATE FACILITIES

and installation of education facilities, technology and other public infrastructure, and government ...

EHA(LEGAL)

CURRICULUM DESIGN - BASIC INSTRUCTIONAL PROGRAM

If the parents or guardians of at least 22 students at a school request a transfer for the same courses in the required curriculum other than a fine arts course or a career and technology course. ...

    Policies

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Name Title - Subtitle Summary PDF

EHAB(LEGAL)

BASIC INSTRUCTIONAL PROGRAM - REQUIRED INSTRUCTION (ELEMENTARY)

studies, fine arts, health, physical education, technology applications, and to the extent possible ...

GE(LOCAL)

RELATIONS WITH PARENT ORGANIZATIONS

District-affiliated school-support or booster organizations shall organize and function in a way that is or designee shall consult with the chief technology officer or designee and/or the purchasing ...

CRB(LEGAL)

INSURANCE AND ANNUITIES MANAGEMENT - LIABILITY INSURANCE

The District may purchase insurance to protect itself and its CAREER AND TECHNOLOGY INSURANCE District student while working for the business as part of a career and technology education program. ...

CNA(LEGAL)

TRANSPORTATION MANAGEMENT - STUDENT TRANSPORTATION

“Bus” means a motor vehicle used to transport secondary public school for a career and technology program or an area career and technology school, or to an approved postsecondary institution under a ...

DEAA(LEGAL)

COMPENSATION PLAN - INCENTIVES AND STIPENDS

A district shall provide in employment contracts that qualifying employees may receive an incentive payment under an awards program established under Education Code Chapter 21, Subchapter O (Educator ...

EIF(LOCAL)

ACADEMIC ACHIEVEMENT - GRADUATION

The District requires no additional credits for graduation under the Minimum High School Program beyond the number mandated by the state. This program Science, Technology, Engineering, and Mathematics ...

AE(EXHIBIT) EDUCATIONAL PHILOSOPHY

The following documents list state and District goals: Exhibit A:Public Education Mission, Goals, and OBJECTIVE 10: Technology will be implemented and used to increase the effectiveness of student ...

CQA(LEGAL)

TECHNOLOGY RESOURCES - DISTRICT, CAMPUS, AND CLASSROOM WEBSITES

TECHNOLOGY RESOURCES Note:The following is an index of website posting requirements that are addressed in the legal ...

FP(LEGAL)

STUDENT FEES, FINES, AND CHARGES

instructional program, including career and technology, adult, veterans, or continuing education ...

EHBAF(LEGAL)

SPECIAL EDUCATION - VIDEO/AUDIO MONITORING

An employee of a school district is not required to obtain the consent of a child's parent before the one or more video cameras and any technology and

    Policies

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Name Title - Subtitle Summary PDF equipment needed to place, operate, and maintain ...

EHBD(LEGAL)

SPECIAL PROGRAMS - FEDERAL TITLE I

Note:The following contains basic requirements for districts and schools receiving Title I, Part A funds, but ...

BQ(LEGAL)

PLANNING AND DECISION-MAKING PROCESS

A board shall adopt a policy to establish a Integration of technology in instructional and administrative programs. ...

EG(LOCAL) CURRICULUM DEVELOPMENT

The Board recognizes the need and value of a systematic ongoing program of curriculum review and development. The Board shall encourage and support Contain appropriate technology applications; and ...

EKB(LEGAL)

TESTING PROGRAMS - STATE ASSESSMENT

This introductory page outlines the contents of the state assessment policy. See the following sections for statutory provisions on: State Assessment of Academic Skillspages 2–3 ...

DC(LEGAL) EMPLOYMENT PRACTICES instructional setting or a career and technology instructional setting. The term does not include a ...

DMA(LEGAL)

PROFESSIONAL DEVELOPMENT - REQUIRED STAFF DEVELOPMENT

Training in technology, conflict resolution, and discipline strategies, including classroom ...

EHAA(LEGAL)

BASIC INSTRUCTIONAL PROGRAM - REQUIRED INSTRUCTION (ALL LEVELS)

A primary purpose of the public school curriculum is to prepare thoughtful, active citizens who understand the importance of patriotism and can function productively in a Technology applications; ...

AIA(LEGAL)

ACCOUNTABILITY - ACCREDITATION AND PERFORMANCE INDICATORS

Each district must be accredited by TEA. A district that is not accredited may not receive funds from TEA or hold itself out as The effectiveness of the district’s career and technology program. ...

DEA(LEGAL)

COMPENSATION AND BENEFITS - COMPENSATION PLAN

A district shall pay each classroom teacher, full-time librarian, full-time school counselor, or day in an academic or career and technology instructional setting, focusing on the delivery of the ...

FB(LEGAL)

EQUAL EDUCATIONAL OPPORTUNITY

aids, mobility devices, oxygen therapy, assistive technology, or learned behavioral or adaptive ...

    Policies

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Name Title - Subtitle Summary PDF

DAA(LEGAL)

EMPLOYMENT OBJECTIVES - EQUAL EMPLOYMENT OPPORTUNITY

The District shall not fail or refuse to hire or discharge any individual, or otherwise discriminate against any individual with respect to compensation, terms, conditions, or privileges of ...

DAB(LEGAL)

EMPLOYMENT OBJECTIVES - GENETIC NONDISCRIMINATION

any embryo legally held by the individual or family member using an assisted reproductive technology. ...

EHDE(LEGAL)

ALTERNATIVE METHODS FOR EARNING CREDIT - DISTANCE LEARNING

may earn course credit through distance learning technologies such as satellite, Internet, two-way ...

EHBC(LEGAL)

SPECIAL PROGRAMS - COMPENSATORY/ACCELERATED SERVICES

A district is entitled to an annual compensatory education allotment for each student: Who does not have a disability and resides in a residential placement facility in a district in which the student’s ...

CV(LEGAL) FACILITIES CONSTRUCTION

Note:For information on procuring goods and services under Education Code Chapter 44, see CH(LEGAL). A district may adopt rules as necessary to implement Government Code Chapter 2269. Gov’t Code ...

CH(LEGAL) PURCHASING AND ACQUISITION

A board may adopt rules and procedures for the acquisition of goods and services. Education Code 44.031(d) A board may delegate its authority regarding an action authorized or required to be taken by ...

EIF(LEGAL)

ACADEMIC ACHIEVEMENT - GRADUATION

This introductory page outlines the contents of the graduation policy. See the following sections for statutory provisions on: High School Diploma pages 2–5 Personal Graduation Plan (PGP)pages 6–7 ...

FL(LEGAL) STUDENT RECORDS

This introductory page outlines the contents of this policy on student records. See the following sections for statutory provisions on: Access, Disclosure, and Amendment pages 5–17 ...

    Obsolescence

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Infrastructure

(Network,Bandwidth, Policies)

HardwareSoftware

E. Technology Obsolescence On June 13, 2016, the Technology Obsolescence report and plan was presented to the CCISD Board of Trustees. The plan included a snapshot of active technology inventory in the district which included: computers, projection devices, digital imaging devices, media player devices, peripheral /miscellaneous equipment, technology-based instructional tools, and printers. While this long-range plan does not duplicate the obsolescence report, it does provide an update on key areas such as bandwidth, projection devices, printers, and computers for students and staff. Technology Obsolescence: When a technical product or service is no longer needed, wanted, or supported even though it could still be in working order. Technological obsolescence often occurs when a new product has been created to replace an older version. Changes or updates from either software/applications, hardware, or instructional expectations produce a domino effect of oftentimes requiring change to software/applications, hardware, and instructional expectations, rending some obsolete. Obsolescence of Student Devices and Replenishment Purchase Projections Anticipated Lifespan of Consumer Computers

Tablets: 2-4 years Mini Laptops: 3-5 years Laptops/Desktops: 4-6 years

Anticipated Lifespan of District Computers (considering technology support, repairs, and warranties)

The average lifespan of tablet computers is estimated to be 3-5 years (by year 5, the tablet will most likely not have the capacity for processing speed, storage, or memory).

The average lifespan of mini laptop computers is estimated to be 4-6 years (by year 6, the laptop will most likely not have the capacity for processing speed, storage, or memory).

The average lifespan of laptop and desktop computers is estimated to be 5-7 years (by year 7, the laptop will most likely not have the capacity for processing speed, storage, or memory).

    Obsolescence

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Percent of Supply by Device Per Beginning of Year, Based on Anticipated Lifespan (June 2016)

With two-year warranties, any substantial device damage to the Latitude 10 and Venue 11 tablets were exchanged for new devices within the first two years. With three-year warranties, substantially damaged Latitude 3150s are exchanged for new devices within the first three years, keeping the inventory at 100 percent. Although 20% of the Latitude 10 tablets were expected to be in use in 2018-19, the device went out of production in 2014 and trends have shown the device to be obsolete by 2017-18. As of 2017, Windows 10 is unable to be installed and apps are not supported by the device. With the purchase of new teacher devices, approximately 2,500 Dell Venue 11 tablets will be placed in circulation in grades K-4 to replace 2,500 Dell Latitude 10 tablets (approximately 20% of the Latitude 10 tablets originally purchased). The HP ProBook x360 was purchased in late spring 2017 for the 2017-18 school year as shown in the chart below.

Percent of Supply by Device Per Beginning of Year, Based on Anticipated Lifespan (Update Dec. 2017)

As of fall 2017, approximately 29,000 students are enrolled in grades 4-12 each student requires one device. An additional 12,900 students are enrolled in grades K-3; at a ratio of one device for every five students, an additional 2,600 devices are needed. In order to account for breakage and lost/stolen devices, 34,000 devices are estimated to be needed for students.

1:1 Ratio of Laptops to Students in Grades 4-12

1:5 Ratio of Tablets/Laptops to Students in Grades K-3

Device 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24Latitude 10 (Fall 2013) 100% 100% 90% 80% 50% 20% 0%Venue 11 (Fall 2014) 100% 100% 90% 80% 50% 20% 0%Latitude 3150 (Fall 2015) 100% 100% 100% 90% 80% 50% 20% 0%Latitude 3150 (Fall 2016) 100% 100% 100% 90% 80% 50% 20% 0%Device (Fall 2017) 100% 100% 100% 90% 80% 50% 20%Device (Fall 2018) 100% 100% 100% 90% 80% 50%Device (Fall 2019) 100% 100% 100% 90% 80%Device (Fall 2020) 100% 100% 100% 90%Device (Fall 2021) 100% 100% 100%Device (Fall 2022) 100% 100%

Device 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24Latitude 10 (Fall 2013) 100% 100% 90% 80% 50% 0% 0%Venue 11 (Fall 2014) 100% 100% 90% 80% 50% 20% 0%Latitude 3150 (Fall 2015) 100% 100% 100% 90% 80% 50% 20% 0%Latitude 3150 (Fall 2016) 100% 100% 100% 90% 80% 50% 20% 0%ProBook x360 (Fall 2017) 100% 100% 100% 90% 80% 50% 20%Device (Fall 2018) 100% 100% 100% 90% 80% 50%Device (Fall 2019) 100% 100% 100% 90% 80%Device (Fall 2020) 100% 100% 100% 90%Device (Fall 2021) 100% 100% 100%Device (Fall 2022) 100% 100%

Gr. 4 Gr. 5 Gr. 6 Gr. 7 Gr. 8 Gr. 9 Gr. 10 Gr. 11 Gr. 12 Gr. 4-123,087 3,197 3,208 3,173 3,316 3,578 3,332 3,209 2,890 28,990

Gr. K Gr. 1 Gr. 2 Gr. 3 Gr. K-3 1:5 Ratio3,100 3,219 3,254 3,328 12,901 2,580

    Obsolescence

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The percentage of total supply available by device each year is shown in the chart below. In June 2016, 4000 Dell Latitude 3150 laptops were purchased for students entering grade 6 in fall 2016. The table below, generated in June 2016, shows the percentage of total supply needed for one to one devices for staff and students, based on a need for 36,000 devices. Full deployment did not take place until 2015-16.

Percent of Total Supply by Device per Beginning of Year, Based on Anticipated Lifespan (June 2016)

Because staff members no longer need a tablet as of December 2017 with the deployment of new convertible laptops, it is anticipated that 34,000 devices are needed each year beginning fall 2018. The district needs in excess of 100% in order to be able to provide students with a working device if their device is in need of repair for an extended period of time. As of December 2017, it is anticipated that zero Dell Latitude 10 tablets will be in use by students during the 2018-19 school year as shown in the table below. The purchase of 6,500 devices in spring 2018 will be deployed to students in grades 5 and 6 in fall 2018. By encouraging high school students to bring their own device (BYOD), it is anticipated that a surplus of devices can be available to supplement increases in student enrollment, devices lost/stolen, and an increased need for laptop devices by students in grades 2-3.

Percent of Total Supply by Device per Beginning of Year, Based on Anticipated Lifespan (Updated Dec. 2017)

Purchased Device 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-2312168 Latitude 10 (Fall 2013) 34% 34% 30% 27% 17% 7%9307 Venue 11 (Fall 2014) 26% 26% 23% 21% 13% 5%16556 Latitude 3150 (Fall 2015) 46% 46% 46% 41% 37% 23% 9%4000 Latitude 3150 (Fall 2016) 11% 11% 11% 10% 9% 6% 2%4000 Device (Fall 2017) 11% 11% 11% 10% 9% 6%6500 Device (Fall 2018) 18% 18% 18% 16% 14%8000 Device (Fall 2019) 22% 22% 22% 20%10000 Device (Fall 2020) 28% 28% 28%6500 Device (Fall 2021) 18% 18%6500 Device (Fall 2022) 18%

Total Supply 34% 60% 102% 107% 106% 101% 103% 110% 108% 106%

Purchased Device 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-2312168 Latitude 10 (Fall 2013) 34% 34% 30% 27% 17% 0%9307 Venue 11 (Fall 2014) 26% 26% 23% 21% 14% 5%16556 Latitude 3150 (Fall 2015) 46% 46% 46% 44% 39% 24% 10%4000 Latitude 3150 (Fall 2016) 11% 11% 12% 11% 9% 6% 2%4000 ProBook x360 (Fall 2017) 11% 12% 12% 11% 9% 6%6500 Device (Fall 2018) 19% 19% 19% 17% 15%6500 Device (Fall 2019) 19% 19% 19% 17%10000 Device (Fall 2020) 29% 29% 29%4000 Device (Fall 2021) 12% 12%6500 Device (Fall 2022) 19%

Total Supply 34% 60% 102% 107% 106% 100% 105% 112% 103% 101%

    Obsolescence

Page | 20  

Deployment of purchased devices is shown in the chart below based on the color codes from the quantities purchased in the tables above. Students in grades 6-12 will use their same devices in subsequent grade levels for up to five years.

Fa 2015 Fa 2016 Fa 2017 Fa 2018 Fa 2019 Fa 2020 Fa 2021

12  12  12  12  12  12  12 

11  11  11  11  11  11  11 

10  10  10  10  10  10  10 

9  9  9  9  9  9  9 

8  8  8  8  8  8  8 

7  7  7  7  7  7  7 

6  6  6  6  6  6  6 

5  5  5  5  5  5  5 

4  4  4  4  4  4  4 

Projected quantities are also shown in the table below, as compared to the deficit of devices based on lifespan obsolescence. The total number of devices anticipated to be available for the given school year is shown on the fifth row.

When the obsolescence plan was presented in 2016, several assumptions were made related to the projected quantity and corresponding cost. The cost of $375 per device remained constant over time, included Absolute Computrace, and also included a warranty. Pricing for parts needed to repair devices could also change depending on availability and device model. Furthermore, the quantity available over 100% would be available to cover devices damaged or lost over the summer and support enrollment growth.

Beginning spring 2018, the district will have accumulated $3,000,000 over five years to support funding technology replenishments for L2L. The total amount allocated over five years of $15,000,000 was thought to be adequate and sufficient to purchase devices to overcome deficits from obsolescence. Without BYOD, an additional $1.15 million could be needed to compensate for the increased cost per

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23Devices Needed 36000 36000 36000 36000 36000 36000 36000Devices Available 34667 34086 29988 29206 29578 32361 31700Deficit -1333 -1914 -6013 -6794 -6422 -3639 -4300Purchase Spring Prior 4000 4000 6500 8000 10000 6500 6500Total with Purchase 38667 38086 36488 37206 39578 38861 38200

SP 2016 SP 2017 SP 2018 SP 2019 SP 2020 SP 2021 SP 2022 SumCost @ $375/device $1,500,000 $1,500,000 $2,437,500 $3,000,000 $3,750,000 $2,437,500 $2,437,500Allocated (Gen. Fund) $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $15,000,000

2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23Devices Needed 36000 36000 34000 34000 34000 34000 34000Devices Available 34667 34086 27554 29206 28078 30861 27850Deficit -1333 -1914 -6446 -4794 -5922 -3139 -6150Purchase Spring Prior 4000 4000 6500 6500 10000 4000 7000Total with Purchase 38667 38086 34054 35706 38078 34861 34350

SP 2016 SP 2017 SP 2018 SP 2019 SP 2020 SP 2021 SP 2022 SumCost @ $375/device $1,500,000 $1,500,000 $2,437,500 $2,437,500 $3,750,000 $1,500,000 $2,625,000Cost @ $475/device $1,500,000 $1,900,000 $3,087,500 $3,087,500 $4,750,000 $1,900,000 $3,325,000 $16,150,000Allocated (Gen. Fund) $3,000,000 $3,000,000 $3,000,000 $3,000,000 $3,000,000 $15,000,000

    Obsolescence

Page | 21  

device from $375 for tablet or laptop to $475 for a touchscreen laptop. After students begin to bring their own devices, for those who are willing and able, then future purchase predictions will be re-evaluated. Post-Obsolescence Report Updates Bandwidth As more devices in the district are connected to the network, the greater that increased bandwidth, network redundancy, and network reliability are necessary. In September 2008, the CCISD available bandwidth was at 125 Mbps. By March 2015, the available bandwidth increased to a rate of 2.1 Gbps. In May 2015, the CCISD available bandwidth almost reached maximum usage as the bandwidth usage peaked at 1.7 Gbps. By spring 2016, the available bandwidth from 2015 was obsolete; however, the available bandwidth had already been raised by August 2015 to 5.1 Gbps. By monitoring weekly usage, instructional demands, and staying abreast of technological advances requiring greater bandwidth, the CCISD technology department can anticipate when greater bandwidth is required, but not in excess of what is needed. In terms of bandwidth, the sweet spot is when the used bandwidth is midway between the previously and current available bandwidth availability. As of May 2017, bandwidth usage was averaging 4.1 Gbps. An increase in available bandwidth is anticipated by May 2018.

September2008

July2009

July2012

July2013

July2014

March2015

August2015

BandwidthPeaks

May 2016

2.7 Gbps

May 2017

4.1 Gbps

May 2015 

1.7 Gbps 

125 Mbps  225 Mbps  225 Mbps 500 Mbps 

1.0 Gbps 

2.1 Gbps 

5.1 Gbps 

    Obsolescence

Page | 22  

Software Licenses Software can be purchased by any department in the district as long as it can be supported by CCISD computers and staff. Although some software licenses are one-time purchases, increasing software companies are switching to a yearly subscription model. This has been made evident by software such as the Adobe suite, Microsoft, and Brainpop. The most common software purchased in CCISD includes the following, but is not limited to: Adobe Acrobat Adobe CS Adobe Illustrator Adobe Indesign Adobe Lightroom Adobe Photoshop Adobe Premiere Aprende Aprenda Software AutoDesk Brainpop Camtasia/SnagIt Chief Architect Compass Learning Co-Writer Dragon Naturally Speaking

ExamView Filemaker Pro Finale IXL KUTA Infinite Math Blaster Microsoft Office Microsoft Visio Microsoft Visual Studio Mighty Math Minecraft Education SMART Snap & Read Stemscopes Write Outloud

    Obsolescence

Page | 23  

Inventory Management System During the 2016-17 school year, the technology department began using Follett Destiny to maintain a district-wide inventory of technology equipment. Shift from Auction/Junk Storage to e-Recycling Historically, the technology department worked in collaboration with the maintenance department to send obsolete technology to auction, and in return, gained pennies on the dollar. Oftentimes, obsolete technology was placed in old gyms used for storage until the technology could be sent to auction. Since April 2017, the department has been e-Recycling by sending obsolete technology to IT Recycling Group, a company that picks-up, inventories, wipes-clean, and recycles obsolete technology equipment. Thus far, IT Recycling Group has given checks totaling over $7,200. Shift from “L2L” to “Student Devices” “Latitude to Learn,” or “L2L,” was the name given to the new one to one student device “program” in 2013. Over the last five years, student devices evolved to become just another tool for learning. Because of the importance that each student has a device, one to one can no longer continue being programmatic; instead student devices are simply tools for instruction and learning. Shift from Student Device Equality to Equity In order to sustain the quantity of devices needed for all students as warranties expire, to provide additional devices at younger elementary grade levels, and to create stronger ownership of student devices for learning, the technology department will be encouraging students to bring their own device to school if they choose to and can afford it. For students who cannot afford a device or choose not to bring one, students will continue being issued a CCISD device. Shifting from one to one (an equality model) to student devices for those who want or need one (equity) will strengthen the ability to support all students. Classroom Standards Classrooms of the future will be almost, if not entirely, wireless. Classrooms built between 2017 and 2019 will include a ceiling-mounted projector, wireless presentation gateway located at the projector site of the ceiling, in-ceiling speakers and audit amp, a docking station, touchscreen convertible laptop, a monitor, keyboard, mouse, and Voice over IP (VoIP) telephone. Projection Devices In spring 2018, the technology department will seek a Response for Proposals (RFP) to find a vendor that will mount projectors to ceilings in classrooms and common meeting spaces. Approximately 50% of projectors across the district, predominately at the elementary level, currently sit on presentation carts or tables. Bond 2017 funds will be used to pay for this project that is tentatively planned for summer 2018. Printers During fall 2017, black/white printers were purchased using Bond 2013 funds to replace outdated, but heavily used printers. Most elementary schools received 4-6 printers, intermediate schools received 6-8 printers, and high schools received 14-16 printers. During spring 2018, color printers will be purchased and installed to replace outdated and heavily used color printers.

    Learning Technology

Page | 24  

F. Learning Technology Planning for 2025

The learning technology team of coaches’ primary responsibility is to support teachers in developing and teaching lessons that effectively incorporate the use of technology. To accomplish this goal, the learning technology team strives to support staff and students in using the learning management system, providing support tools, and promoting responsible use of technology. Additional mechanisms and extensions for supporting staff and students in these areas are included below.

  ISTE Standards

“The ISTE Standards work together to support educators, students and leaders with clear guidelines for the skills and knowledge necessary to move away from the factory model. These are not the typical boxes educators need to check. They provide a framework for rethinking education, adapting to a constantly changing technological landscape and preparing students to enter an increasingly global economy.”

Students must be prepared for a future that cannot yet be imagined. “Empowering students to become lifelong learners and providing them with the skills to face future challenges resourcefully and creatively is critical. It’s not about using digital tools to support outdated education strategies and models; it’s about tapping into technology’s potential to amplify human capacity for collaboration, creativity and communication. It’s about leveling the playing field and providing young people worldwide with equitable access to powerful learning opportunities.” (http://www.iste.org/standards)

The following ISTE standards for students (updated 2016), educators (updated 2017), administrators, and coaches provide focus areas for the learning technology team to support corresponding stakeholders.

•Robust enough to support personalized learning in which students can access content based on personal needs, engage in the learning process, and express their learning through a variety of acceptable ways

•Standards-Based Report Cards and Learning Progressions•Blended Learning

Learning Management System 

•Support for Applications (i.e. Eduphoria, Office 365, itsLearning, Skyward, etc.)•Support for Online Textbooks•Support for Blended Learning•Learning Technology Instructional Coaches

Support Tools 

•Common Sense Media•International Society for Technology in Education•Digital Intelligence (DQ) Institute•CCISD Core Values

Responsible Use of Technology

    Learning Technology

Page | 25  

itsLearning Rollout In 2015, CCISD selected itsLearning as the district’s learning management system (LMS). A timeline for use of the LMS in CCISD is as follows:

2015-16: Administrators enrolled in Admin course as students; Principals enroll teachers in campus-course as students; Teachers build courses for students; Curriculum is created in and moved from Eduphoria Forehought into itsLearning

2016-17: Teachers create lesson plans and use curriculum/content with students within itsLearning; Students access courses, take assessments, and utilize features based on teacher use

2017-18: Students gain access to library, track completion of assignments/tasks, and utilize the student calendar; Teachers utilize the course overview/start page, use the lesson planner in the integrated course, and utilize itsLearning resources/features at least once weekly; Parents gain minimal access to itsLearning by being able to view student profile, student tasks, “I can” statements in the lesson planner, and the campus dashboard.

2018-19: Teachers link itsLearning resources (i.e. assignments, assessments, discussion boards, etc.) to standards/TEKS; and Students review reports for areas of strengths and weaknesses by standards/TEKS

    Learning Technology

Page | 26  

History of Innovations Becoming Ubiquitous in Educational Technology In 1995, many of the technological advancements prevalent in 2005 already existed or were predicted. Similarly, the ubiquitous technology used in 2015 was predicted or in an early age in 2005. Through these historical trends, and reading research articles on future trends in technology, the technology advancements for 2025 can be forecasted.

2005 2015 2025 Sanko Foreign Language Labs Coding 3D Printers iPods One-to-One Computing Wearable devices Scantron Machines Cloud Storage Massive Open Online Courses PSP Learning Management System Drones MP3s Personal Web Pages – Interactive Self-Driving Vehicles/Buses Computer Labs iPads/iPhones Blended Learning Oregon Trail Software Tablets/Smart Phones Complete wireless projections Big TVs and Scanverters Multi-Function Devices Streaming TV Iomega Zip Drives 3D Printers/Maker Spaces Open Education Resources Flash Drives (8/16 MB) from 3.5” Floppy Drives (1.44 MB)

VR Goggles/Google Expedition/ Augmented Reality

VR/AR Classrooms (w/hologram students/peers)

Smart Boards/PDAs/ Blackberries/Palm Pilots

WiFi (500 MB/sec) Speech to Text/Action – Alexa/Siri/Cortana

Video Conferencing Apps (QR Codes, etc.) Implantable technologies Game Boys Network Printers via WiFi Robots MicroFische Social Media Virtual education w/out walls TSDP Email Proficiency tests Cyber Bullying LiFi Elmos ePortfolios Renewable energy VHS/CDs/DVDs Touch Devices/Screens Handicapped Accessibilities Fax Machines eBooks Biological storage memory (DNA) WinMovieMaker Massive Open Online Courses Improved battery life/waterproof Overhead Projectors and Transparencies

Integrated Systems (Grades/Attendance)

Health, Security Measures Heightened

Limited Technology Grants Drones Project size smaller Laptop Carts – centralized/check-out

Segways Personal/emotional/physical safety vulnerability Wireless Presentation Gateways

TI-83 Calculators Self-Driving Cars Touch glass Office XP GPS Dependency Virtual manipulation of things Bullying District Email Accessible Offsite Web Pages Data Plans T3 Connections (20 MB/sec) Voice to Text MySpace Webinars/Skype Text Plans Gaming (Peer to Peer)

YouTube lite Seamless Tech Integration Kazaa/Limewire Flipped/Blended Classrooms Streaming YouTube Computers w/ SSD

Subscription-based Software Smart Homes

    Learning Technology

Page | 27  

CIPA, COPPA, FERPA

The learning technology team, in collaboration with the entire technology department and district staff, is also responsible for ensuring that students are protected from harmful materials or exposure through the Child Internet Protection Act (CIPA), Children’s Online Privacy Protection Act (COPPA), and the Family Educational Rights and Privacy Act (FERPA). A description for each law is given below. Child Internet Protection Act: The school is required by CIPA to have technology measures and policies in place that protect students from harmful materials including those that are obscene and pornographic. Any harmful content contained from inappropriate sites will be blocked. http://fcc.gov/cgb/consumerfacts/cipa.html Children’s Online Privacy Protection Act: COPPA applies to commercial companies and limits their ability to collect personal information from children under 13. By default, Google advertising is turned off for Apps for Education users. No personal student information is collected for commercial purposes. This permission form allows the school to act as an agent for parents in the collection of information within the school context. The school’s use of student information is solely for education purposes. http://www.ftc.gov/privacy/coppafaqs.shtm Family Educational Rights and Privacy Act: FERPA protects the privacy of student education records and gives parents the right to review student records. Under FERPA, schools may disclose directory information (name, phone, address, grade level, etc…) but parents may request that the school not disclose this information.

The school will not publish confidential education records (grades, student ID #, etc) for public viewing on the Internet. The school may publish student work and photos for public viewing but will not publish student last names or other personally identifiable information.

Parents may request that photos, names and general directory information about their children not be published. Parents have the right at any time to investigate the contents of their child’s email or web tools. http://www2.ed.gov/policy/gen/guid/fpco/ferpa

Retrieved from: https://insidetheclassroomoutsidethebox.wordpress.com/2013/12/01/cipa-coppa-ferpa-oh-my/

    Information Management Systems

Page | 28  

G. Information Management Systems Planning for 2025

The Information Management Systems team is responsible for maintaining and submitting to the Texas Education Agency PEIMS data for the district, as well as managing the integration of the student information system (Skyward), the human resources/finance application (TalentEd and eFinance), and the child nutrition application (Primero) with other data platforms in the district, including Encore single sign-on, itsLearning, Office365, and Google.

IMS systems and support is evolving from 2005-2015 in which many internal applications built to support district users with heavy reliance on Crystal Reports to the vision for 2025 in which there is a greater reliance on purchased applications to provide district users with data/analytics and multi-application integration (e.g. Eduphoria, e-Finance, Skyward SIS, itsLearning LMS, Aesop, Kronos, Encore SSO); Continue to provide in-district built applications to support district needs and innovations.

Primero 

PIN 

TalentEd  eFinance 

eSPED 

    Information Management Systems

Page | 29  

Application Integration In the application integration design prior to 2017, duplicate systems of record complicated troubleshooting and management of CCISD systems and applications. As of 2017, Encore and Active Directory serve as the primary systems of record for authentication that feed all other systems. Application Integration Design, Pre-2017

Application Integration Design, 2017

eFinance 

    Network Services

Page | 30  

H. Network Services – Planning for 2025 Network Infrastructure Design Prior to fall 2017, the district’s network was setup by single fiber connections to each campus and building. When classrooms were designed to incorporate technology, several network drops were installed on every wall to give teachers and students flexibility. A single gig connection connected schools together, which was all that was needed to support education needs of that time.

 

    Network Services

Page | 31  

Beginning in 2016, plans were developed to replicate the data center at the Technology Learning Center (TLC) to the Central Support Facility (CSF) with 40 GB fiber links between. In addition, three distribution sites will be used to connect to campuses, linked to the TLC, Learning Support Center (LSC), and CSF with 40 GB fiber links between. Each campus will be connected to two different distribution sites with 10 GB fiber links so that if one fiber connection becomes disrupted or inoperable, the second fiber connection maintains network connectivity. This project is ongoing and is expected to be complete by then end of the 2017-18 school year.

 

    Network Services

Page | 32  

By 2020, the network infrastructure will be replaced and upgraded with new wireless network systems, edge and core network switches, routers, and firewalls. These upgrades will help ensure support of the district’s and department’s strategic plans and equip students and staff for the future of digital learning. 

 

While it is an ongoing challenge to create a 100% reliable network infrastructure to support future classroom technology needs, the direction and goals set forth by the technology department enable the ability to meet demands and provide a future-ready environment.

 

Hardware (2015) Quantity Hardware (2020) Quantity

Juniper 9208 Router (Core) 2 Juniper 9200 Routers (Core) 2

Juniper 4550 Router (Campus) 47 Juniper 4550 Router (Campus) 48

Juniper 5100 Router (Core) 4

Juniper 4300 Switches (Core) 7

Juniper 4500 Routers  4 Juniper 4500 Routers  3  (End of Sale)

Aruba S2500P Switches 835Aruba S2500P Switches (District 

Locations)835

Aruba 7240 Wireless Controllers 9 Aruba 7240 Wireless Controllers  9

Aruba 135 Wireless Access 

Points (N radio)4254

Aruba 135 Wireless Access 

Points (District Locations)4284

Aruba 225 Wireless Access 

Points (AC radio)359

Aruba 225 Wireless Access 

Points (District Locations)372

Aruba 275 Wireless Access 

Points (Outdoor)34

Aruba 275 Wireless Access 

Points (Outdoor)35

Palo Alto Firewall 1 Palo Alto Firewall 12

    Network Services

Page | 33  

Servers and Storage Design – Planning for 2025 In fall 2017, the network team made strides to prepare for 2025 by upgrading and reducing the number of servers and storage racks. Prior to Fall 2017:

8 VMware hosts, 6 at TLC and 2 at CSF 219 virtual servers 10 physical servers that are not part of the security surveillance system 170 physical servers used for video surveillance. (These are part of an upcoming RFP to

modernize the security systems.) Current server and storage infrastructure is outdated and expensive to maintain. Servers were

purchased in 2012 and are underpowered. Storage costs exceed $250,000 per year for support and requires a lot of “babysitting.” Dedicated hardware for backups, other than tapes, is lacking. Key services have been moved offsite to managed cloud services including email (MS Outlook),

Skyward, and itsLearning. The vision is to move home directories and shared files to the cloud. Some services are either required to be on site, or cost too much to be hosted by the vendor. Certain infrastructure services need to be hosted in house as well, such as Active Directory and

phone systems. As services move to the cloud, new initiatives will be developed for services to be added to

current infrastructure.

Hewlett-Packard Enterprise (HPE) including the HPE Synergy Blade Server System, Nimble SAN Storage, and Nimble backup appliances were selected to upgrade the district’s servers and storage. Their proposal will provide the district with a robust and upgradeable system which will provide fast and reliable access to district systems and data. With this being a single manufacturer solution, the district will see improved manageability, interoperability, and efficiency. All systems include predictive analytics which will notify support on their own by “phoning home” in the event of hardware failure. The HPE Synergy Blade Server System was a less expensive option than traditional rack servers and provides for long term growth as well as greatly simplified network connectivity for our server infrastructure.

Based on the overall evaluation of the BAFO's, the committee determined that Centre Technologies offers a solution that provides the best value of products and services to support the district’s server and storage infrastructure requirements at a cost of approximately $1,700,000. This is lower than anticipated cost which will allow for any contingencies, as well as growth for new applications. Our RFP also included five years of maintenance support for all hardware and software components. The anticipated cost for this equipment replacement and contingencies, utilizing 2017 Bond Funds, is not to exceed $2,500,000.00, which includes implementation and training.

With the new server and storage equipment, goals for 2025 can now be realized and include the following:

Hybrid of Cloud and On-Premises Environments depending on cost, security, and performance Disaster Recovery Planning – Heavily based on Cloud storage and replication Increased Security through Multi-Factor Authentication Single Sign-On and Online Textbooks tightly integrated with the learning management system Synergy Blade Servers & Nimble Storage replace outdated server and storage infrastructure New storage using newer technology (decreased storage needs) Replicate virtual servers multiple times per day to DR site

    Network Services

Page | 34  

Any local services will be frequently replicated to DR site, allowing for quick recovery and minimal data lost in case of a catastrophic failure or disaster.

Normal backups are in cloud or mixed cloud/on premise. Long-term retention of student records in email, documents, etc., would be backed up to the

cloud, replacing tapes. On premise server and storage infrastructure is smaller and less expensive, using less cooling and

power. More user self-service options, such as restoring lost, deleted or corrupted files, and password

resets.

The diagram that follows shows the server and storage structure for the district.

    Network Services

Page | 35  

Unified Communications Planning for 2025

Unified communications in schools have changed significantly from 1995 and 2005 to the present. The chart below shows many of the important changes over time related to phone systems and the evolution of phone systems to unified communications.

1995: 13‐20 years ago 2005: 12 years ago to Present Present to 2025

Analog World 2004 School Bond 2017 School Bond

Independent non‐networked phone 

systems

Migration to Voice over IP (VoIP) 

Telephony

Introduction of Unified Communications 

and Collaboration

No power redundancyUtilizing existing data network 

infrastructure and cablingMigration to SIP Protocol

Limited trunk lines for processing 

incoming/outgoing callsEnterprise level centralized phone system

Cisco Call Manager with core system 

redundancy

No classroom telephonesCentralized shared trunk lines for 

processing incoming/outgoing callsEco friendly phones

Traditional fax machinesCentralized dialing plan (281‐284‐XXXX) 

exchange

Centralized SIP trunks for processing all 

incoming/outgoing calls

Enhanced 911 systems for processing 911 

callsCisco Unity Connection

Telephones in all classrooms Cisco UCCX Call Center

Virtual voicemail accounts for all teachers Cisco Meeting – Teleconferencing service

Fax over IP (FoIP) Xmedius Faxing

Early stages of Unified MessagingActive Directory Integration for User 

Account Automation

Cisco Jabber

    Purchasing

Page | 36  

I. Purchasing

I. PURCHASING AND RECEIVING:

In an effort to provide CCISD Campuses and Departments with affordable and reliable Technology Hardware and Software, Technology purchases, both hardware and software, must be processed by the Technology Department and must be received in the TLC warehouse before being delivered to campuses. This process allows for several benefits to the District:

a. BETTER PRICING: i. The CCISD Purchasing and Technology Departments negotiate contracts with approved

Technology Vendors. This allows for the best pricing and service available for approved items.

b. NEWEST MODELS: i. Standards Lists are updated regularly to include new releases of various Technology items.

Check the CCISD4ME Department webpage for Hardware Standards Lists for Computers, Printers, and Audio/Visual Equipment and Software Standards lists for District approved software.

ii. https://sites.google.com/a/staff.ccisd.net/techoperations/ Link to Standards page or Technology folder in Microsoft 365 starting September 1, 2015 (more to come)

c. SUPPORT/COMPATIBILITY: i. Network Technicians and Engineers have the training and skill to know which Technology

items are compatible with the District network configuration. Certain items may not work with the operating system or have major space requirements which need to be considered prior to purchasing.

d. WAREHOUSE and INVENTORY: i. The TLC has a fully functioning warehouse and Inventory Manager who receives, tags,

inventories and prepares orders for delivery to the appropriate Campus/Department. Items purchased must be properly tagged and accounted for inventory and auditing purposes.

II. Prerequisite for processing requisition and purchase orders Prior to entering a help desk ticket, please complete a Hardware/Software Request form which can be scanned and attached in your ticket.

a) Requisition requirements – No requisition will be processes without:

1) Budget code- 2) Funds in the Budget Code 3) Campus Tech signature for all hardware/software purchases 4) Budget Manager signature for all hardware/software purchases 5) Completed Request for Hardware or Software form with all signatures attached to

Eduphoria ticket 6) Detail information identifying product/services being purchased (product number,

product/service description, quantity) 7) Purposed vendor must have record in Finance System

b) Purchase order requirements 1) Vendor must have record in Finance system 2) Vendor product or services must have District Contract or purchasing mechanism on file

with Purchasing Department which matches the product or services being requested.

    Purchasing

Page | 37  

3) Purchase amount must not cause District spending to exceed contract value assigned for selected vendor.

III. PROCEDURES FOR THE PURCHASE OF TECHNOLOGY EQUIPMENT BY CAMPUS OR DEPARTMENT

The purchasing process begins by opening an Eduphoria ticket (also known as “Help Desk Ticket”). The requested items should be listed on the Technology Standards Lists found on the Technology page on the CCISD4ME website. Price and availability of items change periodically, but are updated as soon as possible. If items become unavailable, you will be offered a suitable replacement prior to purchasing. If the item requested is not on the current Standards list for hardware or software, it will have to be reviewed and approved by the appropriate committee before purchasing. All comments or updates regarding the purchase will be noted in the Eduphoria ticket.

Prior to entering a request in Eduphoria, please complete a Hardware/Software Request form which can be scanned and attached in your Eduphoria ticket (see instructions below). NOTE: No requisitions will be processed without:

1) Budget code 2) Funds in the Budget Code 3) Campus Tech signature for all hardware/software purchases 4) Budget Manager Signature for all hard/software purchases 5) Completed Hardware/software Request form with all signatures attached to

Eduphoria ticket The following links are included to support users with the technology purchasing process:

Hardware/Software Request Form Technology Purchasing and Inventory Manual Technology Purchasing Procedures Presentation Technology Purchasing Training Manual Technology Hardware Standards List

    Purchasing

Page | 38  

Technology Purchasing Process Flowchart

    Purchasing

Page | 39  

Service Model

    Purchasing

Page | 40  

Process Timeline

Purchasing Acronyms:

RFI – Request for Information An open enquiry that spans the market seeking broad data and understanding.

RFQ – Request for Quotation An opportunity for potential suppliers to competitively cost the final chosen solution(s).

RFT – Request for Tender An opportunity for potential suppliers to submit an offer to supply goods or services against a detailed tender.

RFP – Request for Proposal Sometimes based on a prior RFI; a business requirements-based request for specific solutions to the sourcing problem.

    Disaster Recovery

Page | 41  

J. Disaster Recovery/Business Continuity Plan

Plan Overview

Dependence upon the use of technology in the day-to-day business activities of many organizations, including the Clear Creek Independent School District (CCISD) is critical. Functions of CCISD depend on the availability of this network of computers, including phone, email, and web-based communications and applications. The potential impact of a disaster could prevent the use of the system to process student data, payroll, human resources, or any other vital application for months. Students and faculty also rely upon these systems for instruction and learning purposes through both the wired and wireless infrastructure. Without adequate planning and preparation to deal with such an event, the district’s technology systems could be unavailable for many months. Note: All disaster recovery plans assume a certain amount of risk, the primary one being how much data is lost in the event of a disaster. In Disaster recovery planning, there are compromises between the amount of time, effort, and money spent in the planning and preparation of a disaster and the amount of data loss you can sustain and still remain operational following a disaster.

Purpose:

This document outlines the steps required to allow the CCISD Technology department to be able to reduce the risk of loss, respond, recover, and carry on in the event of an unanticipated interruption of normal operations. This document will articulate the triggers for when alternate processes need to be deployed, the steps to deploy alternate processes, the methods for verifying that business has been properly restored and ensuring data integrity, and activities for returning to “normal” business processing.

As important as having a disaster recovery plan can be, taking measures to prevent a disaster or to mitigate its effects beforehand can be even more important. Portions of the plan review the various threats that can lead to a disaster, where some of our vulnerabilities are, and steps we should take to minimize our risk. The threats covered here are both natural and human-created.

This plan recognizes that Human safety issues (including evacuation of buildings as needed) are the primary guidelines in all things related to disaster recovery and should always be the first consideration.

Policy:

This document will only be used in situations when it is determined that business impacts and /or business risk requires alternate business processes or locations.

Scope:

This document is applicable for the Technology Department of the Clear Creek Independent School District.

Assumptions:

The plan will be implemented when directed by the School Board, Superintendent, Superintendent’s Designee, or CTO. The following are key assumptions for this document:

Temporary space for critical staff and equipment will be provided Phone services may be dependent on cellular availability Some technology based applications, including cloud-hosted, may be unavailable Non-Critical equipment can be rented or otherwise acquired as needed The Technology Department can restore files from the latest off-site backups

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Note: The techniques for backup and recovery used in this plan do NOT guarantee zero data loss. The Clear Creek ISD administration is willing to assume the risk of data loss and do without computing for a period of time in a disaster situation.

Data recovery efforts are targeted at getting the systems up and running with the last available off-site backup tapes. Significant effort will be required after the system operation is restored to (1) restore data integrity to the point of the disaster and (2) to synchronize that data with any new data collected from the point of the disaster forward.

This plan does not attempt to cover either of these two important aspects of data recovery. Instead, individual users and departments will need to develop their own disaster recovery plans to cope with the unavailability of the computer systems during the restoration phase of this plan and to cope with potential data loss and synchronization problems.

Description of the Technology Department

Location

Clear Creek ISD Technology Center 330 South Iowa League City, TX 77573

Disaster Recovery Strategy

Plan Activation Authorization:

Name Title Contact Data Robert Bayard, Ed.D. Chief Technology Officer Office: x40404 Jason Piazza Director Network & Technical Services Office: x40435

Work at Remote Location:

This is a management option, not an employee right or benefit. Participation during a disaster is voluntary in nature and is not required as a condition of employment. All existing terms and conditions of employment, including but not limited to position description, salary, benefits, vacation, leave and overtime remain the same as if worked at the regularly assigned place of employment. Only CCISD approved hardware & software will be used for connecting to the district’s network and infrastructure from a remote worksite. Users must follow all CCISD information security rules, copyright laws and manufacturers' licensing agreements.

Plan Activation Triggers:

Situation Trigger Criteria Hurricane (Appendix B) Clear Creek ISD goes into a hurricane preparedness mode

Shelter in Place (Appendix C) A shelter in place is declared for a campus, the TLC and/or surrounding community

Campus or non-Campus based event (appendices D)

A campus or non-campus based event occurs within Clear Creek ISD (to include things such as fire, flood, tornado, or theft)

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Team Contact Information

The following is a list of Technology personal (Technology Emergency Response Team or TERT) that are responsible for planning, documenting, coordinating, testing, implementing, and maintaining the Disaster Recovery Plan for the Technology department. <See full Disaster Recovery Plan (DRP 2017-18).>

Emergency Response Assignments:

The following is a task list to be performed as needed in the event that a disaster situation has been declared.

# Tasks Assignment 1 Notify users that data should be in read only mode CTO 2 Full System Backup Server/Software Team 3 All Data Backups moved to off-site location Server Team 4 Website Hosting Activation (Appendix K) Network Team 5 Disaster Routing Service Activation (Appendix L) Telecom Team 6 Move Critical Application servers and services (Appendix E) TERT 7 Stand-Down / Move Tier 1 servers (Appendix F) TERT 8 Stand-Down Tier 2 servers (Appendix G) TERT 9 Stand-Down Tier 3 servers (Appendix H) TERT 10 Stand-Down Tier 4 servers (Appendix I) TERT 11 Stand-Down PCs and other Technology based equipment (Appendix J) Technical Services Team

Emergency Damage Assessment / Evaluation:

The following tasks are to be completed after a disaster, but once the structure where hardware and infrastructure is located has been declared safe by the appropriate personnel. This evaluation should include but not be limited to:

Physical damage of hardware lost or missing hardware Available power and network resources

# Task (All completed as quickly as possible after authorization to re-enter the structure.)

Assignment

1 Evaluate damage to network infrastructure, software, and hardware at TLC. Network Team 2 Evaluate damage to server infrastructure, software, and hardware at TLC. Server Team 3 Evaluate damage to voice infrastructure, software, and hardware at TLC. Telecom Team 4 Evaluate damage to network infrastructure, software, and hardware at other CCISD

sites. Network Team

5 Evaluate damage to server infrastructure, software, and hardware at other CCISD sites. Server Team 6 Evaluate damage to voice infrastructure, software, and hardware at other CCISD sites. Telecom Team 7 Evaluate damage to PC hardware and software at the TLC Technical Services

Team 8 Evaluate damage to PC hardware and software at the other CCISD sites Technical Services

Team

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Alternative / Manual Processes:

If needed, the following tasks are to be completed after a disaster, as an interim solution for critical applications while Clear Creek ISD’s normal infrastructure, hardware, and software is evaluated for damage, usability, corruption and serviceability, and placed back into service.

# Process Step Assignment 1 Stand up minimal network connectivity Network Team 2 Stand up Critical Servers in alternate site Server Team 3 Use Cell Phones for Voice communication Voice Team

Post-Emergency Assignments:

The following tasks are to be completed after a disaster, once normal operations are resumed. This evaluation should include but not be limited to:

# Post-Disaster Responsibilities Assignment 1 Evaluate and write up lessons learned on Server infrastructure Network Engineer II (Server) /

Lead Engineer 2 Evaluate and write up lessons learned on Network infrastructure Network Engineer II (Network) /

Lead Engineer 3 Evaluate and write up lessons learned on Voice infrastructure Network Engineer II (Voice) / Lead

Engineer 4 Evaluate and write up lessons learned on applications IMS 5 Evaluate and write up lessons learned on PC hardware and

software Coordinator of Technical Services

Communications & Decision-making Protocols:

Communications with all technology staff will be conducted by the Chief Technology Officer or designee.

Communications with non-technology staff will be conducted by the Superintendent or designee.

Communications with news organizations and other non-district personnel will be channeled through the School District’s public information organization or designee.

Returning to Normal Operations:

Authorization:

Name Title Contact Data Robert Bayard, Ed.D. Chief Technology Officer Office: x40404 Jason Piazza Director Network & Technical Services Office: x40435

Steps to Return to Normal Operation:

The following tasks are to be completed after a disaster to return the district to normal operations (Appendix A is a more detailed review of post disaster / recovery considerations). This should include but not be limited to:

Inspection of physical location Replacing lost or missing hardware Standing up all district infrastructure as resources become available. To include:

o Network o Voice

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o Servers Recovering lost or missing data from back-ups, logs, or other records

# Task Assignment 1 Return Critical Application servers and services (Appendix E) Server Team/IMS

2 Return / Stand-up Tier 1 servers (Appendix F) TERT

3 Website Hosting Deactivation (Appendix K) Network Team

4 Disaster Routing Service Deactivation (Appendix L) Telecom Team

5 Stand-up Tier 2 servers (Appendix G) TERT

6 Stand-up Tier 3 servers (Appendix H) TERT

7 Stand-up Tier 4 servers (Appendix I) TERT

8 Stand up PCs and other Technology based equipment (Appendix J) Customer Support Team

9 Notify users of operational state of Technology CTO

Plan Maintenance Procedures:

Plan Review and Update Process:

This Disaster Recovery Plan (DRP) will be updated in response to changes in the business environment.

Basic Maintenance

The plan will be routinely evaluated once each year. All portions of the plan will be reviewed by Technical Services. In addition, the plan will be tested on a regular basis and any faults will be corrected.

Change-Driven Maintenance

It is inevitable in the changing environment of the computer industry that this disaster recovery plan will become outdated and unusable unless someone keeps it up to date. Changes that will likely affect the plan fall into several categories:

1. Hardware changes 2. Software changes 3. Facility changes 4. Procedural changes 5. Personnel changes

As changes occur in any of the areas mentioned above, the Technology Department will determine if changes to the plan are necessary. This decision will require that the managers be familiar with the plan in some detail.

Changes Requiring Plan Maintenance

The following lists some of the types of changes that may require revisions to the disaster recovery plan. Any change that can potentially affect whether the plan can be used to successfully restore the operations of the department's computer and network systems should be reflected in the plan.

Hardware Additions, deletions, or upgrades to hardware platforms.

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Software Additions, deletions, or upgrades to system software. Changes to system configuration. Changes to applications software affected by the plan.

Facilities

Changes that affect the availability/usability of a recovery Site location. Changes that affect recovery site choice such as enlargement cooling or electrical

requirements etc. Personnel

Changes to personnel identified by name in the plan. Changes to organizational structure of the department.

Procedural

Changes to off-site backup procedures, locations, etc. Changes to application backups. Changes to vendor lists maintained for acquisition and support purposes.

Additional Documentation:

Location of Supporting Documentation:

Name Document Location

CCISD Emergency Contact List Emergency Directory (Safe and Secure Schools) Technology Contact List TLC Phone Directory & Campus Technology Assignments

Post Disaster / Recovery Considerations

Personnel

Immediately following the disaster, a planned sequence of events begins. Key personnel are notified and recovery teams are grouped to implement the plan. Personnel currently employed are listed in the plan. However, the plan has been designed to be usable even if some or all of the personnel are unavailable.

In a disaster it must be remembered that PEOPLE are your most valuable resource. The recovery personnel working to restore the computing systems will likely be working at great personal sacrifice, especially in the early hours and days following the disaster. They may have injuries hampering their physical abilities. The loss or injury of a loved one or coworker may affect their emotional ability. They will have physical needs for food, shelter, and sleep.

The district must take special pains to ensure that the recovery workers are provided with resources to meet their physical and emotional needs. This calls for the designation of a person or persons whose job will be to secure these resources so they can concentrate on the task at hand.

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Salvage Operations at Disaster Site

Early efforts are targeted at protecting and preserving the computer equipment. In particular, any magnetic storage media (hard drives, magnetic tapes, diskettes) are identified and either protected from the elements or removed to a clean, dry environment away from the disaster site.

Designate Recovery Site

At the same time, a survey of the disaster scene is done by appropriate personnel to estimate the amount of time required to put the facility (such as the building and utilities) back into working order. A decision is then made whether to use an alternate site some distance away from the scene of the disaster where computing and networking capabilities can be temporarily restored until the primary site is ready. Work begins almost immediately at repairing or rebuilding the primary site. This may take months, the details of which are beyond the scope of this document.

Purchase New Equipment

The recovery process relies heavily upon vendors to quickly provide replacements for the resources that cannot be salvaged. The district will rely upon emergency procurement procedures documented in this plan and approved by the district’s purchasing to quickly place orders for equipment, supplies, software, and any other needs.

Begin Reassembly at Recovery Site

Salvaged and new components are reassembled at the recovery site according to the instructions contained in this plan. Since all plans of this type are subject to the inherent changes that occur in the computer industry, it may become necessary for recovery personnel to deviate from the plan, especially if the plan has not been keep up-to-date. If vendors cannot provide a certain piece of equipment on a timely basis, it may be necessary for the recovery personnel to make last-minute substitutions. After the equipment reassembly phase is complete, the work turns to concentrate on the data recovery procedures.

Restore Data from Backups

Data recovery relies entirely upon the use of backups stored in locations off-site from the Technology Learning Center. Early data recovery efforts focus on restoring the operating system(s) for each computer system. Next, first line recovery of application and user data from the backup tapes is done. Individual application owners may need to be involved at this point, so teams should be assigned for each major application area to ensure that data is restored properly.

Restore Applications Data

Since some time may have elapsed between the time that the off-site backups were made and the time of the disaster, application owners must have means for restoring each running application database to the point of the disaster. They must also take all new data collected since that point and input it into the application databases. When this process is complete, the district’s computer systems can reopen for business. Some applications may be available only to a limited few key personnel, while others may be available to anyone who can access the computer systems.

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Move Back to Restored Permanent Facility

If the recovery process has taken place at an alternate site, physical restoration of the Technology Learning Center will have begun. When that facility is ready for occupancy, the systems assembled at the alternate site are to be moved back to their permanent home. This plan does not attempt to address the logistics of this move, which should be vastly less complicated than the work done to do the recovery at the alternate site.

Hurricane

The following is a review of a hurricane event which can occur in the district. This is not an all-inclusive list and does not cover all the possible scenarios, solutions or resolutions, but is a guide to assist in planning for such an event. Clear Creek Independent School District is located along the Gulf Coast of Texas and is therefore at risk of damage due to high winds, flooding and other events that occur with these storms. A hurricane has the potential for causing the most destructive disaster we face. The Technology department is responsible to ensure that technology resources are made available for key applications, users and other personal as needed. The Technology Learning Center is at an elevation of approximately 22 feet and is rated for winds at or below 120 mph. Any storm rated at a category 3 or greater would mandate a complete shutdown and evacuation of all personal from the TLC. The Emergency Alert Station (EAS) in Houston is KTRH 740 AM

Description

A hurricane is an organized, self-sustaining storm that draws energy from the ocean. It is capable of delivering devastating amounts of wind and rain to coastal in inland areas. Hurricane season starts in June and runs until the end of November each year. Hurricanes are broken down into the following categories

Category Wind Strength Storm Surge Tropical Depression <39 mph 1 ft. above normal Tropical Storm 39 – 73 mph 2 – 3 ft. above normal Hurricane Category 1 74 – 95 mph 4 – 5 ft. above normal Hurricane Category 2 96 – 110 mph 6 – 8 ft. above normal Hurricane Category 3 111 – 130 mph 9 – 12 ft. above normal Hurricane Category 4 131 – 155 mph 13 – 18 ft. above normal Hurricane Category 5 >155 mph > 18 ft. above normal

*Wind Strength denotes average sustained winds and storm surge denotes rise in tide at coastline (it can be higher in bays)

Recommendations

5 days prior to landfall Notify vendors / disaster resources of situation to ensure ample time for vendors to ready

any supplies that may be needed during the recovery phase 4 days prior to landfall

If any staff will be remaining on-site or traveling with other key district personal, notify them. Allow them to go home to make personal and family preparations as needed allowing them to focus on helping CCISD during the hurricane.

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Move all systems to a read only mode, shut down all test and development equipment and move away from windows into designated core locations.

Start Full Backup of key systems 3 days prior to landfall

Ensure backup of all data is complete and sent to off-site location All non-essential production systems should be shut down and moved away from windows into

designated core locations All PCs not in immediate use should be moved to designated core locations

2 days prior to landfall

Complete a secondary backup; send data to an alternate off site location if available. Help desk will shut down at end of day and be unavailable for duration Designated staff remaining or traveling with district personal will be allowed to finish any last

minute personal preparations Critical servers are to be moved to off-site location All non-essential personal to be released at end of day

1 day prior to landfall

All systems to be brought off line, and moved to designated core location. Web and Phone systems moved to emergency plan (appendix K & L) All personal not riding out storm to be released at least 24 hours prior to storm making landfall

Storm Day / Landfall

If personal are riding out storm at TLC (Category 2 or less storm), ensure all equipment is shut down and in designated core locations

Post Storm

Continue to ensure safety of personnel. Begin post disaster recovery procedures, evaluating remaining hazards, damage and listing

equipment, data, and infrastructure that is needed to resume a normal operational state. o Facilities o A/C Units o Power o Network o Systems

Maintain security of location and equipment Notify personal about work status (where & when to report) Return critical systems; bring critical and all tier 1 servers back on line as infrastructure, facilities

and staffing permits. Notify insurance carriers, vendors, suppliers, and appropriate government agencies Deactivate emergency web and phone systems Bring tier 2 through 4 servers back on line as infrastructure, facilities and staffing permits. Review and recover data as needed Conduct investigations and lessons learned brief about incident for all staff

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Storm Evacuation Zones and Routes

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Shelter-in-Place

The following is a review of shelter-in-place event which can occur in the district. This is not an all-inclusive list and does not cover all the possible scenarios, solutions or resolutions, but is a guide to assist in planning for such an event. Clear Creek ISD is located between two major industrial chemical plant locations, and recognizes that there is a potential for accidents. In addition, hostile events from students or other upset individuals can occur or common weather patterns can turn dangerous. Campuses will follow their normal shelter-in-place procedure.

Description

A Shelter-in-Place event can be classified as life threatening due to toxic airborne contamination or human interference. The following categories are used to evaluate the severity of the event.

Category Severity Description Toxic Mild 1 Airborne materials may cause sickness to campus personnel and students. Toxic Severe 2 Airborne materials may inflict fatalities to campus personnel or students. Human Category 1 3 Human conflict may inflict harm/fatalities to campus personnel or students

(localized to a small area). Human Category 2 4 Human conflict may inflict harm/fatalities to campus personnel or students

(Campus wide or greater area).

Recommendations

Maintain good building physical security. Doors into the IDF and MDF rooms should be locked at all times. All visitors to IDF and MDF rooms should receive prior authorization and log in and out. Training and Documentation Detailed instructions for dealing with shelter-in-place are present in Standard Operating

Procedures documentation. Staff is required to undergo training on proper actions to take in the event of a shelter-in-place.

If an event occurs, begin post disaster recovery procedures, evaluating damage and listing equipment, data, and infrastructure that is needed to resume a normal operational state.

Technology will adapt as needed to meet a change in support requirement for an event

Campus / Non-Campus Events

The following is a review of some of the more common campus and non-campus based events which can occur in the district. This is not an all-inclusive list and does not cover all the possible scenarios, solutions or resolutions, but it is a guide to assist in planning for such an event.

FIRE

The threat of is very real and poses a high risk. The TLC, MDF and IDF locations are filled with electrical devices and connections that could overheat or short out and cause a fire. The computers within the all the facilities also pose a quick target for arson from anyone wishing to disrupt district operations.

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Preventive Measures

Placement of Fire Alarms and Smoke Detectors, and built in Fire Suppression systems Hand-held fire extinguishers are required in visible locations throughout the building. Staff is to

be trained in the use of fire extinguishers. Training and Documentation Detailed instructions for dealing with fire are present in Standard Operating Procedures

documentation. Staff is required to undergo training on proper actions to take in the event of a fire. Staff is required to demonstrate proficiency in periodic, unscheduled fire drills.

Recommendations

Regular review of the procedures should be conducted to insure that they are up to date. Unannounced drills should be conducted by an impartial administrator and a written evaluation

should be produced for the department heads housed in the building. Regular inspections of the fire prevention equipment are also mandated. Fire extinguishers are periodically inspected as a standard policy Smoke detectors located under the machine room raised flooring should be periodically inspected

and cleaned. If an event occurs, begin post disaster recovery procedures, evaluating damage and listing

equipment, data, and infrastructure that is needed to resume a normal operational state. Technology will adapt as needed to meet a change in support requirement for an event

FLOOD

Due to the location of Clear Creek ISD, there exists the chance of a storm that drops large amounts of rain in the Houston / Galveston area creating the threat of flooding. Flood waters penetrating the MDF and IDF rooms can cause significant damage. In addition to potential disruption of power caused by the water, flood waters can bring in mud and silt that can destroy sensitive electrical connections. The presence of water in a room with high voltage electrical equipment can pose a threat of electrical shock to personnel within the room.

Recommendations

Periodic inspections of the MDF and IDF rooms must be conducted to detect water seepage, especially any time there is a heavy downpour.

Operators should be trained in shutdown procedures and drills should be conducted on a regular basis.

If an event occurs, begin post disaster recovery procedures, evaluating damage and listing equipment, data, and infrastructure that is needed to resume a normal operational state.

Technology will adapt as needed to meet a change in support requirement for an event.

TORNADOS AND HIGH WINDS

A tornado has the potential for causing one of the most destructive disasters we face. While a fire can be as destructive as a tornado, there are very few preventative measures that we can take for tornados. Strong winds are often accompanied by heavy rain, so a double threat of wind and water damage exists if the integrity of a roof is lost.

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Recommendations

All occupants of building should know where the strong points are and seek shelter there in threatening weather.

Large tarpaulins or plastic sheeting should be available in the MDF and IDF areas ready to cover sensitive electronic equipment in case the building is damaged.

Staff should be trained how to properly cover and protect the equipment. If an event occurs, begin post disaster recovery procedures, evaluating damage and listing

equipment, data, and infrastructure that is needed to resume a normal operational state. Technology will adapt as needed to meet a change in support requirement for an event.

CYBER SECURITY

The threat of cyber security becomes more complex each year and access is more highly distributed. With world-wide connectivity becoming embedded in all aspects of life, the potential for improper access is increasingly present. Computer crime usually does not affect hardware in a destructive manner. It may be more insidious, and may often come from within. A disgruntled employee or student can build viruses or time bombs into applications and systems code. A well-intentioned employee can make coding errors that affect data integrity (not considered a crime, of course, unless the employee deliberately sabotaged programs and data).

Preventive Measures

All systems should have security products installed to protect against unauthorized entry. All systems should be protected by passwords, especially those permitting updates to data. All users should be required to change their passwords on a regular basis. All security systems should log invalid attempts to access data, and security administrators should

review these logs on a regular basis. All systems should be backed up on a periodic basis. Those backups should be stored in an area

separate from the original data. Physical security of the data storage area for backups must be implemented. Standards should be established on the number of backup cycles to retain and the length of their

retention.

Recommendations

Continue to improve security functions on all platforms. Strictly enforce policies and procedures when violations are detected. Regularly let users know the importance of keeping their passwords secret. Let users know how

to choose strong passwords that are very difficult to guess. Improve network security. Implement stronger security mechanisms over the network, such as data encryption. If an event occurs, begin post disaster recovery procedures, evaluating damage and listing

equipment, data, and infrastructure that is needed to resume a normal operational state. Technology will adapt as needed to meet a change in support requirement for an event

Critical Application Infrastructure – Tier 0

<See full Disaster Recovery Plan (DRP 2017-18).>

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PCs and Other Technology Based Devices

There are many things that can pose a threat to the district’s computer hardware and data. Some examples of this are frequent electrical surges, power outages and hurricanes. Following the recommendations in this document can reduce the loss of costly computer equipment and data during a disaster situation.

Types of Equipment

The following is a list of equipment that should be considered to be protected. This list is not all inclusive, please follow the rule that if you are unsure, move and protect the equipment.

PCs, Laptops, Tablets Printers Copiers LCDs / Overhead Projectors (unless mounted to floor, wall, or ceiling) TVs and other A/V equipment (unless mounted to floor, wall, or ceiling) Technology Carts POS Systems Any other technology based devices

Protecting Equipment

These steps should be taken to best try to protect the PC and other technology based equipment.

NOTE: Technology will not be responsible for any personal technology-based equipment.

Backup data to server, or offline storage, or both Computer Stowage Communicate to campus personnel to take personal belongings home or notify maintenance by

labeling items

PCs and other technology based equipment should be protected by being moved to a core area of a building. A core area is one that does not have windows and is located on the second floor (if available) or on a higher level than the floor. All equipment located in portable buildings needs to be moved to a secure area in the main building.

o Shut down technology properly o Unplug technology from the wall outlet (including monitor and all peripherals such as

printers, scanners, and speakers) o Move the computer and peripherals away from windows, doors, and floors towards the

center of the room. Securely support equipment at least two feet from the floor

Recovering Equipment

These steps should be taken to resume normal computer operation after returning to work.

Initiate Damage Assessment Procedures: Evaluate the condition of the computer equipment. If it is visibly damaged or appears to be wet, DO NOT plug it in or turn it on. Notify your campus administration or the Technology Department.

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Verify Electrical Integrity: Computer equipment should not be turned on if electrical power is unstable. Confirm this with your campus administrator or supervisor if you are unsure.

Verify Network Service Availability: Central services such as network connectivity, network file servers, or email servers may not be available. Verify the availability of services with technology before proceeding.

Verify Proper Operation: Return the computer to its original location and reattach all peripherals. Plug in all power cords and turn the computer on. Take note of error messages and write them down.

Check CCISD Website: Updates to the status of major systems will be available at the district’s website.

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K. General Control Review of CCISD Technology As part of the finance department’s annual audit, a general control review or audit is conducted of the CCISD technology department. Auditors look for met requirements for 38 indicators and include an examination of requested documents. The 38 indicators, key control activities, and generally requested documents are included below. Because this audit occurs annually, the activities are included as part of this long-range plan.

Control ID

Key Control Activity Please provide a copy of the following items and include the Ref#:

I/T Management and Organization: Develop & implement plans

1

Management has prepared strategic plans for IT that align business objectives with IT strategies. The planning approach includes mechanisms to solicit input from relevant internal and external stakeholders affected by the strategic plans.

1. The district's IT Strategic Plan 2. The district's IT Disaster Recovery Plan

2

Management obtains feedback from business process owners and users regarding the quality and usefulness of its IT plans for use in the ongoing risk assessment process.

3. Most recent Strategic Planning Meeting agenda

I/T Management and Organization: IT Organization & Relationships

3

Key systems data have been inventoried and their owners identified

4. List of district key systems 5. List of Admin users for financial suite and network, that includes job titles 6. Evidence of user access review

4 Roles and responsibilities of the IT organization are defined, documented and understood

7. List of IT related positions and job descriptions with position's roles/responsibilities

I/T Management and Organization: Manage third-party services

5

IT management determines that, before selection, potential third parties are properly qualified through an assessment of their capability to deliver the required service and a review of their financial viability.

Additional processes/procedures for selection of IT specific software suites (if different than standard procurement/RFP process) - Will discuss at walkthrough

6

Procedures exist and are followed to ensure that a formal contract is defined and agreed for all third-party services before work is initiated, including definition of internal control requirements and acceptance of the organization's policies and procedures.

8. List of 3rd Party IT Software Suites used by the district

7

A designated individual is responsible for regular monitoring and reporting on the achievement of the third-party service level performance criteria.

9. Evidence of district's monitoring of 3rd party service providers

I/T Management and Organization: Operate reliable systems

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Control ID

Key Control Activity Please provide a copy of the following items and include the Ref#:

8 The problem management system provides for adequate audit trail facilities, which allow tracing from incident to underlying cause.

10. List of Help Desk tickets for the months of February and June.

9

A security incident response process exists to support timely response and investigation of unauthorized activities.

11. Security Response policy 12. List of Security incidents 9/1/15-8/31/2016 (if any) 13. Copy of latest security evaluation.

10

IT management has established procedures across the organization to protect information systems and technology from computer viruses.

14. District's Anti-virus policies and procedures 15. Anti-virus configuration of financially significant servers 16. List of workstations 17. Screen shot of anti-virus program installed on selected workstations (Pending list of workstations sample)

Acquire & maintain applications

11

Management has established and documented standard procedures for IT operations, including scheduling, managing, monitoring, and responding to security, availability and processing integrity events.

18. IT Operations manual

12

Controls are in place to restrict migration of programs to production only by authorized individuals.

19. District's Testing Methodology and SDLC methodology policies and procedures 20. List of current programs under development

13

IT management ensures that the setup and implementation of system software (operating systems and/or tools) do not jeopardize the security of the data and programs being stored on the system.

14 Systems and data are regularly backed up and stored in a secure area.

21. District's Backup policy/Schedule for all servers 22. District's database system

15

Procedures exist and are followed to periodically test the effectiveness of the restoration process and the quality of backup media.

23. District's Backup Test policy 24. Log of Backup tests for the period 9/1/15-8/31/16

16

Requests for program changes, system changes and maintenance (including changes to system software) are standardized, documented and subject to formal change management procedures.

25. District's Program change policy 26. List of current programs under development or in process of change

17

A testing strategy is developed and followed for all significant changes in applications and infrastructure technology, which addresses unit-, system-, integration- and user acceptance-level

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Control ID

Key Control Activity Please provide a copy of the following items and include the Ref#:

testing to help ensure that deployed systems operate as intended.

Security Administer Policies and Procedures

18 An information security policy exists and has been approved by an appropriate level of executive management.

27. District's IT security policy

19

System infrastructure, including firewalls, routers, switches, network operating systems, servers and other related devices, is properly configured to prevent unauthorized access.

28. District's Firewall Infrastructure: Hardware and Software

20 IT security administration monitors and logs security activity, and identified security violations are reported to senior management.

29. Evidence of security monitoring performed by security administrator

21 Number of users with administrator rights is limited

22

Procedures exist and are followed to ensure timely action relating to requesting, establishing, issuing, suspending, and closing user accounts.

30. District policy/procedure for setting up and closing user accounts 31. List of new hire and terminated user during 9/1/15-8/31/16

23 Controls relating to appropriate segregation of duties over requesting and granting access to systems and data exist and are followed.

24

Critical financial spreadsheets that affect financial reporting are restricted to appropriate individuals

32. List of users with access to finance department's network drive 33. Evidence of network drive user access review

Security Limit External Access to Systems

25 Firewall logs and security events periodically reviewed

26 Firewall periodically upgraded 34. District policy for upgrading firewall

27 Remote access restricted to persons who need it 35. District policy for VPN access

36. List of users with VPN access

28

Where network connectivity is used, appropriate controls, including firewalls, intrusion detection and vulnerability assessments, exist and are used to prevent unauthorized remote access.

37. District's Network Diagram showing location of security controls (Firewalls, IDS/IPS, etc.) 38. Latest Security / Penetration test results

Security Protect Data and Enforce Segregation of Duties

29

Minimum lengths established for passwords 38. Screen shot of Password policy parameters: - Length - Inactivity Timeout - Failed attempts lock out - Complexity enforced setting

    Annual Audit

Page | 59  

Control ID

Key Control Activity Please provide a copy of the following items and include the Ref#: - Password reset in days & history remembered

30 Passwords hidden during system logon Will view during walkthrough

31 System automatically logs off users after a period of inactivity

32 System locks out users after a reasonable number of unauthorized entry attempts

33 System requires passwords to be changed periodically

34 System security enforces use of complex passwords

35 User id and password required to logon 39. List of district User IDs (In Excel

Format) 36 Users required to keep passwords confidential 40. District Acceptable Usage Policy Security Protect Data: Physical Access

37 Access to facilities is restricted to authorized personnel and requires appropriate identification and authentication.

41. List of authorized users for data center with titles

38

The data center facilities are equipped with adequate environmental controls to maintain systems and data, including fire suppression, uninterrupted power service (UPS), air conditioning and elevated floors.

Tour of data center: Fire Suppression System: UPS System:

    E-Rate

Page | 60  

L. E-Rate

In Clear Creek ISD, technology purchased after following the e-rate process and receiving approval from the Federal Communications Commission (FCC), savings of up to 50% can be realized based on current economically disadvantaged data. E-Rate Program “The Schools and Libraries program, also known as the E-rate program, makes telecommunications and information services more affordable for schools and libraries in America. Mandated by Congress in 1996 and implemented by the FCC in 1997, the E-rate provides discounted telecommunications, Internet access, and internal connections to eligible schools and libraries, funded by the Universal Service Fund. Innovative digital learning technologies and the growing importance of the Internet in connecting students, teachers, and consumers to jobs, life-long learning, and information, are creating increasing demand for bandwidth in schools and libraries. In 2014, the FCC adopted the E-rate Modernization Order and the Second E-rate Modernization Order as part of a comprehensive review to modernize the program. To learn more about efforts to modernize the E-rate program, go to www.fcc.gov/e-rate-update.” (https://www.fcc.gov/consumers/guides/universal-service-program-schools-and-libraries-e-rate) E-Rate Application Process (From http://e-ratecentral.com) Form 470: Description of Services Requested and Certification Form (Applicant) Form 471: Services Ordered and Certification Form (Applicant) Form 472: Billed Entity Applicant Reimbursement Form (Applicant) Form 486: Receipt of Service Confirmation Form (Applicant) Form 473: Service Provider Annual Certification Form (Vendor) Form 474: Service Provider Invoice Form for the Discounted Cost (Vendor) Form 498: Service Provider Information Form to apply for a SPIN (Vendor) Important deadlines:

A Form 470 must be posted at least 28 days before the selection of vendors, the signing of contracts, and the signing and filing of a Form 471.

A Form 471 must be filed within a defined application window, usually announced in October. For the last few years, the application window has run from early January to late March. Since the introduction of EPC, however, the window has run and will likely run later than in past years

The Form 486 must be filed within 120 days of the issuance of a Funding Commitment Decision Letter or the Service Start Date, whichever is later. For many, but not all applicants, this deadline is October 29th.

Form 472 (BEAR) forms must generally be filed within 120 days of the Last Date of Service, normally October 28th for recurring services and January 28th for non-recurring services.

Appeals must be filed within 60 days of the decision being questioned.

Basic Terms

E-rate: A common name for the Universal Service Fund for Schools and Libraries.

FCC: Federal Communications Commission, the regulatory agency that oversees the E-rate, among many other responsibilities.

Telecommunications Act: The Telecommunications Act of 1996, among other things, established the federal universal service support mechanism for eligible schools and libraries.

    E-Rate

Page | 61  

Universal Service Fund: Provides discounts to telecommunications carriers for delivering affordable telecommunications services to various categories of customers, including schools and libraries.

SLD: Schools and Libraries Division of the Universal Service Administrative Company responsible for administering universal service.

USAC: The Universal Service Administrative Company is the parent company responsible for overseeing the administration of the Universal Service Fund.

Acronyms

Client Service Bureau (CSB): E-rate help desk where applicant and service providers can get answers to questions. 1-888-203-8100

Program Integrity Assurance (PIA): Team that reviews funding requests for compliance with FCC rules

Technical Client Service Bureau (TCSB): Team answering technical questions about eligible services and program rules.

Applicant Forms

Form 470: Description of Services Requested is first step required of applicants.

Form 471: The Services Ordered form is the second step required of applicants.

Form 486: The Receipt of Services Confirmation form is the third step required of applicants.

Form 500: The Adjustment of Funding Commitment and Modification to Receipt of Services Confirmation form filed by applicants for changes to or cancellation of a funding commitment request.

Form 472:

The Billed Entity Applicant Reimbursement (BEAR) form filed by applicants seeking reimbursements for bills paid in full, now due a discount.

Vendor Forms

Form 473: The Service Provider Annual Certification form required to be filed annually by participating providers.

Form 474: The Service Provider Invoice Form used to invoice the SLD for the discounted cost of E-rate services delivered and not paid for in full by the applicant.

Form 498: The Service Provider Information Form must be filed to apply for a Service Provider Identification Number.

    E-Rate

Page | 62  

Letters

Form 470 Receipt Notification Letter ("RNL"): Sent to applicants informing them of the date their 470 was posted to the SLD Web site for bidding.

RAL: The Receipt Acknowledgement Letter sent to applicants and vendors after the applicant or SLD has entered the information from a Form 471 into its systems.

FCDL: The Funding Commitment Decisions Letter informing the applicant of the level of discount that has been awarded on each funding request. This letter is sent to the applicants and vendors.

Numbers to Remember

Entity Number: A number assigned to each entity applicant used to track applications for that applicant at SLD. Often called the billed entity number.

Form 470 Number: A 15-digit number (formerly the Universal Service Control Number) assigned to all Form 470 applications filed with the SLD.

Form 471 Number: Assigned to each Form 471 filed after data entry and used to track the 471 at SLD; can be up to ten digits.

FRN: A Funding Request Number is assigned to each item in Block 5 of the Form 471 and is described in the Funding Commitment Decisions Letter.

SPIN: A unique nine-digit number given to service providers after submitting Form 473 and needed by applicants for completion of the Form 471.

Applicant-Created Identifier:

A unique number assigned by the applicant on SLD forms.

E-rate Participants

Eligible Entity: Any school, library, or consortium eligible to participate in the E-rate program.

Billed Entity: The organization that pays the bill, writes the check for services delivered.

Consortium: A group of organizations or institutions that join together for the purpose of contracting for and applying for E-rate funds.

Service Provider/Vendors: A business or organization that sells connections or equipment necessary for communications.

   

    E-Rate

Page | 63  

Other Related Terms

Tariffed services: Telephone service (e.g., local and long distance) regulated by state and federal officials.

POTS: Plain Old Telephone Service for placing and receiving phone calls.

Common Carrier: Any telecommunications company that provides telecommunications services for a fee to the general public or to businesses.

Month-to-Month Contract: Services billed on a monthly basis without a formal, written contract.

Prediscount Cost: Cost of service before E-rate discount is applied.

Internal Connections: The wires and equipment needed for connecting computers within an entity.

Shared Services: Services delivered to more than one site; discount based on average or aggregate level. Site-Specific Services: Services delivered to only one entity, such as a single school.

Weighted Average: The calculated amount of discount that reflects the number of students eligible, for instance, the National Free Lunch Program for a school district.

Window: Time during which all Form 471s are treated as if filed on same day.

    Budgets

Page | 64  

M. Budgets

The technology department has three primary budgets: Budget Manager (BM) 30, Contract Management; BM 41, Technology Operations; and BM 13, Information Management Systems. These budgets encompass technology applications and purchases that support the entire district. In addition, the department utilizes allocated funds from Bond 2013 and Bond 2017. Summaries for each budget is included in the tables that follow.

Description Account Number

Beginning 

Balance

Other Contracted Repair Instr 2017-2018 1998-11-835-99-0-30-624900 15,000.00$

Supplies Instr PIC 24- 2017-2018 1998-11-835-24-0-30-639900 137,000.00$

Edgenuity

Supplies Instr PIC 99- 2017-2018 1998-11-835-99-0-30-639900 228,000.00$

itsLearning

Other Contracted Repair G&C Svc 2017-2018 1998-31-835-23-0-30-624900 100,000.00$

eSped

Supplies and Materials G&C Svc 2017-2018 1998-31-835-99-0-30-639900 86,000.00$

Eduphoria (Test Bank)

Supplies Student Trans PIC 99- 2017-2018 1998-34-835-99-0-30-639900 10,000.00$

Bushive

Supplies Extracurricular Activities PIC 99- 2017-2018 1998-36-835-99-0-30-639900 12,000.00$

Charms

Supplies Sec&Mon PIC 99- 2017-2018 1998-52-835-99-0-30-639900 18,000.00$

Hall Pass

Other Contracted Repair Data Proc Svc 2017-2018 1997-53-835-99-0-30-624900 385,000.00$ Immix TechnologyPowerschoolFolletteFinanceLiveStream

Supplies Data Pr PIC 99- 2017-2018 1998-53-835-99-0-30-639900 678,000.00$

SkywardNetchemia (Job Application Mgmt)Schoolmessenger (Callout Application)Integrated Systems (Skyward 3rd Party Hosting)SHI (Volume Licensing - Microsoft)PeopleAdmin (Appraisals)Eduphoria

Supplies Community Services PIC 99- 2017-2018 1998-61-835-99-0-30-639900 40,000.00$

Sharpschool

Total TLC Budget 30 1,709,000.00$

Technology Contact Management

    Budgets

Page | 65  

Description Account Number Beginning Balance

Telephone Services_Facilities M&O 2017-2018 1998-51-835-99-0-41-625600 218,000.00$

SBC/ATT Global Services

Substitutes-Teacher 2017-2018 1998-53-835-99-0-41-611200 -$

Extra DutyPay_Payroll Costs 2017-2018 1998-53-835-99-0-41-611800 97,375.00$

Salaries - PT & Sub_Payroll Costs 2017-2018 1998-53-835-99-0-41-612500 9,215.00$

Medicare 1.45%_Payroll Costs 2017-2018 1998-53-835-99-0-41-614100 1,580.00$

TRS SB 1458_Payroll Costs 2017-2018 1998-53-835-99-0-41-614600 25.00$

TRS State Min_Payroll Costs 2017-2018 1998-53-835-99-0-41-614604 -$

PMTS to ED Service Center_Contracted Services 2017-2018 1998-53-835-99-0-41-623900 35,000.00$

Region IV ESCRegion XII ESC

Equipment Repair_Contracted Services 2017-2018 1998-53-835-99-0-41-624500 524,510.00$

Bud GriffenPC CableAppleSolid ITGTS Technology

Other Contracted Repair_Contracted Services 2017-2018 1998-53-835-99-0-41-624900 310,931.00$

PhonoscopePS LightwaveCogentScalematrixSHIDell

Telephone Services_Contracted Services 2017-2018 1998-53-835-99-0-41-625600 7,950.00$

SBC/ATT Global Services

Rentals-Copiers_Contracted Services 2017-2018 1998-53-835-99-0-41-626400 7,200.00$

Xerox

Other Equipment Rental 2017-2018 1998-53-835-99-0-41-626900 -$

Consulting Serivces_Contracted Services 2017-2018 1998-53-835-99-0-41-629100 8,500.00$

Progress Software

Other Professional Services_Contracted Services 2017-2018 1998-53-835-99-0-41-629900 5,315.00$

Technology Operations

    Budgets

Page | 66  

Harris County Dept. of Education

Operating Supplies_Supplies and Materials 2017-2018 1998-53-835-99-0-41-631400 105,879.00$

AnixterDellPlural SightHome DepotHewlett-PackardTableauLayer 3SHI (Solarwinds)TroxellNetwork CablingB&HCDW-G

Other Reading Materials 2017-2018 1998-53-835-99-0-41-632900 215.00$

Texas Education NewsBarnes & Noble

Supplies_Supplies and Materials 2017-2018 1998-53-835-99-0-41-639900 79,785.00$

CDW-GHP TAPS RebateProgress SoftwareEncore TechnologyHEB/KrogerOffice Depot/Lowe's

Supplies-Technology_Supplies and Materials 2017-2018 1998-53-835-99-0-41-639928 -$

Supplies-Postage_Supplies and Materials 2017-2018 1998-53-835-99-0-41-639930 2,000.00$

Federal Express

Employee Travel_Other Costs 2017-2018 1998-53-835-99-0-41-641100 20,000.00$

District Buses 2017-2018 1998-53-835-99-0-41-649400 -$

Membership Dues_Other Costs 2017-2018 1998-53-835-99-0-41-649500 2,500.00$

Catering/Meeting Food_Other Costs 2017-2018 1998-53-835-99-0-41-649700 4,000.00$

Licenses and Permits_Other Costs 2017-2018 1998-53-835-99-0-41-649800 -$

Miscellaneous Expenses_Other Costs 2017-2018 1998-53-835-99-0-41-649900 400.00$

Furninture & Equipment > $5000_Capital Outlay 2017-2018 1998-53-835-99-0-41-663900 11,000.00$

Total TLC Budget 41 1,451,380.00$

Technology Operations (Continued)

Description Account NumberBeginning 

Balance

Pmts to Ed Service Center 2017-2018 1998-53-835-99-0-13-623900 8,800.00$

Region IV ESC (PEIMS Support)

Supplies - 2017-2018 1998-53-835-99-0-13-639900 4,000.00$

Supplies-Paper 2017-2018 1998-53-835-99-0-13-639920 15,000.00$

Report Cards/Student Transcripts

Employee Travel 2017-2018 1998-53-835-99-0-13-641100 3,000.00$

Catering/Meeting Food 2017-2018 1998-53-835-99-0-13-649700 200.00$

Total IMS Budget 13 31,000.00$

Information Management Systems

    Budgets

Page | 67  

Bond 2013 (Oct 2017 Status)

Project

Bond 2013 

Referendum 

Amount Transfers Budgeted Cumulative Expenditures Encumbrances

Budgeted Balance 

Available

Desktop/LaptopDesktops (Including peripherals) 2,000,000.00           (95,738.36)               1,904,261.64           1,904,261.64                               0.00                                                 (0.00)                         

Laptops (Including periperals) 1,550,000.00           (454,261.64)             1,095,738.36           987,431.56                                   108,274.14                                    32.66                        

Sub‐total 3,550,000.00           (550,000.00)             3,000,000.00           2,891,693.20                               108,274.14                                    32.66                        

Lab ComputersCampus Lab Computers 3,400,000.00           3,400,000.00           1,640,606.18                               0.00                                                 1,759,393.82          

Sub‐total 3,400,000.00           ‐                             3,400,000.00           1,640,606.18                               0.00                                                 1,759,393.82          

TabletsTablets‐Teachers 3,300,000.00           259,554.00              3,559,554.00           3,442,275.86                               0.00                                                 117,278.14             

Tablets ‐ Students‐Phase 1 570,000.00              (752.55)                     569,247.45              569,247.45                                   0.00                                                 (0.00)                         

Tablets ‐ Students ‐ Phase 2 4,000,000.00           (53,711.00)               3,946,289.00           3,946,289.00                               (0.00)                                               0.00                          

Tablets ‐ Students ‐ Phase 3 6,815,000.00           (2,855,021.35)         3,959,978.65           3,959,978.65                               (0.00)                                               0.00                          

Tablets ‐ Students ‐ Phase 4 4,119,000.00           5,303,320.91           9,422,320.91           9,421,725.91                               0.00                                                 595.00                      

Deployment 196,000.00              (23,929.40)               172,070.60              172,070.60                                   (0.00)                                               0.00                          

PK‐2 Tablets 1,000,000.00           (395,012.60)             604,987.40              604,987.40                                   ‐                                                   0.00                          

Professional Learning 200,000.00              75,850.00                 275,850.00              275,850.00                                   ‐                                                   ‐                            

Absolute MDM  550,000.00              (115,084.07)             434,915.93              434,915.93                                   ‐                                                   ‐                            

Salaries for next 1‐3 yrs 275,934.76              275,934.76              275,934.76                                   ‐                                                   0.00                          

Sub‐total 20,750,000.00        2,471,148.70           23,221,148.70        23,103,275.56                             0.00                                                 117,873.14             

CTE ComputersSpecialized lab computers 1,000,000.00           (267,165.00)             732,835.00              393,326.56                                   0.00                                                 339,508.44             

Sub‐total 1,000,000.00           (267,165.00)             732,835.00              393,326.56                                   0.00                                                 339,508.44             

Network Infrastructure

Wireless Infrastructure 6,500,000.00           44,385.44                 6,544,385.44           6,255,523.45                               (0.00)                                               288,861.99             

Disaster Recovery 100,000.00              (100,000.00)             ‐                             ‐                                                  ‐                                                   ‐                            

LAN/WAN 3,700,000.00           (311,599.38)             3,388,400.62           3,320,938.01                               0.00                                                 67,462.61                

Salaries for next 1‐3 yrs 389,065.24              389,065.24              334,121.45                                   ‐                                                   54,943.79                

Sub‐total 10,300,000.00        21,851.30                 10,321,851.30        9,910,582.91                               (0.00)                                               411,268.39             

ServersStorage Area Upgrade (SAN) 1,000,000.00           ‐                             1,000,000.00           999,778.39                                   (0.00)                                               221.61                      

Servers 250,000.00              (64,500.00)               185,500.00              182,024.48                                   (0.00)                                               3,475.52                  

Backup/DR Solution 750,000.00              (728,500.00)             21,500.00                 14,279.50                                     0.00                                                 7,220.50                  

Sub‐total 2,000,000.00           (793,000.00)             1,207,000.00           1,196,082.37                               (0.00)                                               10,917.63                

Printers 

Printers  1,650,000.00           (1,150,000.00)         500,000.00              23,120.60                                     141,498.00                                    335,381.40             

Sub‐total 1,650,000.00           (1,150,000.00)         500,000.00              23,120.60                                     141,498.00                                    335,381.40             

Projectors/InteractiveProjector Obsolesence 1,810,000.00           (207,739.73)             1,602,260.27           1,249,642.96                               (0.00)                                               352,617.31             

Presentation Gateways 500,000.00              202,169.50              702,169.50              612,156.37                                   0.00                                                 90,013.13                

Bulbs ‐                             ‐                             ‐                             ‐                                                  ‐                                                   ‐                            

Event Equipment 40,000.00                 5,570.23                   45,570.23                 45,570.23                                     0.00                                                 (0.00)                         

Sub‐total 2,350,000.00           (0.00)                          2,350,000.00           1,907,369.56                               0.00                                                 442,630.44             

TotalTotal 45,000,000.00        (267,165.00)             44,732,835.00        41,066,056.94                             249,772.14                                    3,417,005.92          

    Budgets

Page | 68  

Bond 2017 (Oct. 2017 Status)

Project

Bond 2017 

Referendum 

Amount Transfers Budgeted Cumulative Expenditures Encumbrances

Budgeted Balance 

Available

Cabling Cabling Upgrades/Replacements 100,000.00              ‐                             100,000.00              ‐                                                  ‐                                                   100,000.00             

Sub‐total 100,000.00              ‐                             100,000.00              ‐                                                  ‐                                                   100,000.00             

Network EquipmentCore Network Equipment 

Upgrades/Replacements1,781,000.00           ‐                             1,781,000.00           ‐                                                  ‐                                                   1,781,000.00          

Sub‐total 1,781,000.00           ‐                             1,781,000.00           ‐                                                  ‐                                                   1,781,000.00          

CTE LabsCTE Lab Computer 

Upgrades/Replacements2,850,000.00           ‐                             2,850,000.00           ‐                                                  ‐                                                   2,850,000.00          

Sub‐total 2,850,000.00           ‐                             2,850,000.00           ‐                                                  ‐                                                   2,850,000.00          

HVAC/UPSUPS 874,000.00              ‐                             874,000.00              ‐                                                  ‐                                                   874,000.00             

HVAC Install/replace 200,000.00              ‐                             200,000.00              ‐                                                  ‐                                                   200,000.00             

Sub‐total 1,074,000.00           ‐                             1,074,000.00           ‐                                                  ‐                                                   1,074,000.00          

Lab ComputersLab Computer Upgrades/

Replacements500,000.00              ‐                             500,000.00              ‐                                                  ‐                                                   500,000.00             

Sub‐total 500,000.00              ‐                             500,000.00              ‐                                                  ‐                                                   500,000.00             

Wireless Network Replace network switches at district level 4,600,000.00           (73,612.10)               4,526,387.90           ‐                                                  ‐                                                   4,526,387.90          

Update existing wireless infrastructure 5,700,000.00           ‐                             5,700,000.00           ‐                                                  ‐                                                   5,700,000.00          

Increase wireless network infrastructure 300,000.00              ‐                             300,000.00              ‐                                                  ‐                                                   300,000.00             

Salaries ‐                             73,612.10                 73,612.10                 18,513.89                                     ‐                                                   55,098.21                

Sub‐total 10,600,000.00        ‐                             10,600,000.00        18,513.89                                     ‐                                                   10,581,486.11       

Network Security

Network Security 1,250,000.00           ‐                             1,250,000.00           ‐                                                  ‐                                                   1,250,000.00          

Sub‐total 1,250,000.00           ‐                             1,250,000.00           ‐                                                  ‐                                                   1,250,000.00          

ProjectorsProjector Upgrades/Replacements 1,300,000.00           ‐                             1,300,000.00           ‐                                                  ‐                                                   1,300,000.00          

Projector Mounting 3,000,000.00           ‐                             3,000,000.00           ‐                                                  ‐                                                   3,000,000.00          

Sub‐total 4,300,000.00           ‐                             4,300,000.00           ‐                                                  ‐                                                   4,300,000.00          

ServersServer/SAN expansion (phase 1) 1,600,000.00           ‐                             1,600,000.00           ‐                                                  ‐                                                   1,600,000.00          

Server/SAN expansion (phase 2) 900,000.00              ‐                             900,000.00              ‐                                                  ‐                                                   900,000.00             

Sub‐total 2,500,000.00           ‐                             2,500,000.00           ‐                                                  ‐                                                   2,500,000.00          

Staff ComputersStaff Computer Replacements 4,000,000.00           ‐                             4,000,000.00           ‐                                                  3,681,320.76                                318,679.24             

Sub‐total 4,000,000.00           ‐                             4,000,000.00           ‐                                                  3,681,320.76                                318,679.24             

TelephoneTelephone System Replacement 2,855,000.00           ‐                             2,855,000.00           ‐                                                  581,148.63                                    2,273,851.37          

Sub‐total 2,855,000.00           ‐                             2,855,000.00           ‐                                                  581,148.63                                    2,273,851.37          

TotalTotal 31,810,000.00        ‐                             31,810,000.00        18,513.89                                     4,262,469.39                                27,529,016.72