Table of Contents
Introduction
Significance and Purpose
Goals and Objectives
Relationship to the NHPRC Research Agenda
Importance Of The Work
Impact
Professional Development
Description Of The Project
Plan Of Work
Personnel
Products
Budget Narrative
Appendices 
 

1. Introduction
The State of Michigan Records Management Application Pilot Project will assess the ability of a relatively new type of software program to classify and manage electronic records created using common desktop applications and to implement retention requirements. A Records Management Application will be selected and installed in a Michigan government agency client-server computer environment. Archivists, records managers, information technology staff and agency personnel will pilot use of the software, and will evaluate its user-friendliness, its practicality, its simplicity, its effectiveness, and its impact on various participants in the project. The Pilot Project will assess the practicality of employing Records Management Applications for the classification and management of electronic public records (including archival records) throughout Michigan’s government enterprise; and will evaluate the potential for enterprise-wide implementation.

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2. Significance and Purpose of the Project
One of the most complex challenges for archivists and records managers when it comes to electronic records is the management and preservation of records created by desktop applications, such as e-mail, word processing, spreadsheet and presentation programs. These desktop applications are designed for the communication, drafting and manipulation of electronic records, not the storage and maintenance of electronic records. However, most users of the technology fail to recognize this, and they tend to store large volumes of disorganized electronic records using these applications. From a cultural perspective, users generally treat these electronic records as their personal property, because they are stored in individual user spaces; rather than as public records that are public property, and are subject to the state’s legally-mandated retention and disposition program. Furthermore, users generally fail to employ any type of version control for these electronic records, and duplication of information is considered to be a widespread problem. Archival and records management principles are generally ignored, and records are retained and destroyed in an inconsistent manner.

Records Management Applications (RMA) appear to provide the archives and records management professions with a tool that could overcome many of the challenges associated with these desktop applications. RMAs are capable of classifying records, version control, assigning retention periods, and implementing retention requirements. The United States Department of Defense has led the development of a standard that RMAs must comply with if they are to be purchased by its agencies, and the National Archives and Records Administration has endorsed this standard for the entire federal government, subject to certain cautions. However, only a few federal government agencies have actually tested these software products, including the Environmental Protection Agency’s Chicago office, Brooks Air Force Base, and the Office of Thrift Supervision. All three of these federal agencies have reported that initial installation of the product has been slow and complicated, that user training required more time than was anticipated, and that resistance to changing business processes was significant. Furthermore, none of these agencies are using RMAs to identify archival records and to separate them from nonarchival records.

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3. Goals and Objectives of the Project
The State of Michigan Records Management Application Pilot Project has three primary goals. They are (1) to assess the ability of a RMA to classify and manage electronic records and execute retention requirements, including the identification and segregation of archival records; (2) to analyze the cultural impact that RMAs have on agency staff, information technology personnel, records managers and archivists; and (3) to conduct a business process analysis and evaluate the potential for RMAs to be used in an enterprise-wide setting. Specific objectives of the project are to:

• analyze the simplicity of capturing and classifying electronic records
• test the implementation of event and activity-driven retention periods
• test the simplicity of installing and providing technical support for the software
• test the ability to purge obsolete data completely
• test the repository’s volume, size and costs
• evaluate which metadata produced by the RMA is needed for records management and archival functions
• evaluate security, access and ownership issues for records in the repository
• develop a preservation plan for the archival electronic records that are identified by the RMA which takes into account the fact that they are created by various software programs
• conduct a business process analysis

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4. Relationship to the NHPRC Research Agenda
This project is eligible for support as a top priority, and will contribute to the following issues raised in the 1991 NHPRC research agenda:

• Question 1: What functions and data are required to manage electronic records in accord with archival requirements? Do data requirements and functions vary for different types of automated applications?
• Question 2: What are the technological, conceptual, and economic implications of capturing and retaining data, descriptive information, and contextual information in electronic form from a variety of applications?
• Question 3: How can software-dependent data objects be retained for future use?
• Question 4: How can data dictionaries, information resource directory systems, and other metadata systems be used to support electronic records management and archival requirements?
• Question 6: What policies best address archival concerns for the identification, retention, preservation, and research use of electronic records?
• Question 7: What functions and activities should be present in electronic records programs and how should they be evaluated?
• Question 8: What incentives can contribute to creator and user support for electronic records management concerns?
• Question 9: What barriers have prevented archivists from developing and implementing archival electronic records programs?

The pilot project will be especially concerned with how data is captured and the types of metadata that should remain associated with the electronic records; the technical support and funds needed to maintain a digital repository containing archival and non-archival records; the ability to permanently preserve electronic records created by a variety of software applications; how to provide appropriate access to electronic records stored in the digital repository; the cultural impact that automated classification of public records at the beginning of their life cycle has on the project participants (especially users); and the ability of the RMA to overcome barriers to effective electronic records management and preservation across the enterprise through the identification and capture of electronic records. The project will contribute new information to the archival and records management communities about the capabilities of RMAs to assist with institutional recordkeeping practices, and how the implementation of an RMA into the recordkeeping process should be executed.

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5. Importance Of The Work

Background

The State of Michigan has been addressing the issue of managing and preserving electronic records since 1977 through various methods. Significant activities in the program’s history include:

• A study about the status of electronic records in selected state agencies was completed by the State Archives in the late 1970's, and an unsuccessful effort was made in 1981 to establish an Electronic Records Archivist position.
• In 1986 the Michigan State Historical Records Advisory Board’s (MSHRAB) report entitled, Achievements of Michigan: The Challenge of Preserving the Historical Records of a Great State, found that "new technologies for records creation are being adopted in state agencies without proper concern for the care of the information recorded."
• In 1992, as part of its NHPRC-funded strategic planning effort, the MSHRAB chose furthering knowledge of, and the ability to deal with, electronic records as one of its eight board priorities. The board appointed an electronic records task force which developed a long list of concerns and recommendations for improvement.
• In 1994 the State Archivist attended the Institute on Advanced Archival Administration at the University of Pittsburgh.
• In 1994 the State of Michigan used NHPRC funds to hire Alan Kowlowitz and Michael Miller as consultants "to more fully assess the conditions and determine the needs in the area of managing and preserving machine readable records." In their final report, the consultants identified many practical short-term and long-term goals for Michigan’s archival and records management programs.
• As a direct result of the consultants’ recommendations, in 1996 the State Archives hired a State Records Archivist with the primary responsibility for developing the Electronic Records Program.
• In 1996 the State of Michigan hired Zasio Consulting, Inc. to develop the process that would be used for the inventorying and retention scheduling of electronic records. An Electronic Records Inventory Form was developed for this project and it was pilot-tested for scheduling records in one government agency. As a result, the Records and Forms Management Division has been scheduling electronic records, using a further-refined version of this form, since February 1997.
• In April 1998, at the request of the Records and Forms Management Division and the State Archives, the Michigan Government Electronic Records Committee (ERC) was formed under the sponsorship of the Chief Information Officer for the State of Michigan and the Deputy Director for Management Services. This interdisciplinary committee includes records managers, archivists, information technology professionals, project managers, purchasing officers, attorneys, auditors and end-users. The mission of the ERC is to "Recommend enterprise-wide standards and provide guidance to state government agencies for the creation, management, accessibility, retention, and preservation of information in electronic formats."

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6. Impact on the Institutions’ Own Programs

State Archives Of Michigan

In 1913 the Michigan State Legislature passed Public Act 271 creating the Michigan Historical Commission and giving the commission the authority "to collect, arrange and preserve historical material." This legislation was the beginning of the State Archives of Michigan, now part of the Michigan Historical Center in the Department of State, as an entity devoted primarily to preserving governmental records. The State Archives of Michigan continues to identify and acquire state and local government records that must be preserved permanently. The State Archives’ emphasis has been on the appraisal, acquisition and preservation of traditional records in paper, microfilm and audio-visual formats. The State Archives sees the permanent preservation of electronic records to be its greatest challenge in the 21st Century.

The State of Michigan Records Management Application Pilot Project would provide the State Archives with an opportunity to assess its ability to identify, acquire and preserve archival electronic records created by common desktop applications. The RMA would be used to classify archival electronic records, and to place them in a digital archive repository where their preservation and access could be managed centrally by the State Archives. This pilot project would allow the State Archives to analyze the technical feasibility and costs of associated with capturing archival electronic records and related metadata created by a wide range of software applications.

Records And Forms Management Division

A fire in a state office building in 1951 was the impetus for the State of Michigan’s Records Management program. The building housed most of Michigan’s Executive Branch agencies, and therefore many active and inactive records were lost in the fire. Shortly after the fire, legislation was passed which established a records management program within the Department of Management and Budget (DMB). The mandate of the program was to develop retention schedules for state records, and to provide secure storage for inactive records. As a first step, the State built a "state of the art" Records Center which opened in 1954. The Records Management program has recently been combined with the forms management function, and was elevated to division level status within DMB. In addition, the Division has recently implemented an automated system to manage the over 350,000 boxes stored in the Records Center.

The State of Michigan Records Management Application Pilot Project will provide the Records and Forms Management Division with an unprecedented ability to standardize the management and retention of electronic records on an enterprise-wide basis. The pilot project will test whether automated record classification schemes improve the organization of and access to electronic records, whether RMAs can be used to automatically implement retention periods, and to document if RMAs can be successfully integrated into business processes. If the RMA is successful with these tasks, it could result in a substantial savings for the State of Michigan.

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7. Significance for Government Archivists and Records Managers and for Electronic Records Management

Electronic records present new challenges and opportunities for government archivists and records managers as we attempt to manage and preserve public records in the 21st Century. The current client-server computer environment allows government employees to create a huge volume of records using a wide variety of software packages, including e-mail, word processing, spreadsheet and presentation software. This environment has promoted the decentralization of information, mass duplication of information, a definitive lack of version control, and a false sense among employees that the records that they create and use to do their work are their personal property instead of public property. All of these factors inhibit the government archivist’s and records manager’s ability to locate, identify, appraise, manage and preserve electronic public records.

A relatively new type of software program, called a Records Management Application (RMA), can require government employees to file and classify electronic records according to a retention and disposal schedule. Retention requirements for record maintenance, transfer or destruction can then be implemented automatically by the RMA. RMAs store electronic records in centralized repositories which maintain metadata in a central database, and access to information is mediated through the centralized repository. If these programs work effectively, they can provide records managers and archivists with an unprecedented ability to efficiently manage the records of the entire enterprise they are responsible for. However, since this technology is relatively new and evolving, many unknowns exist about the practicality and feasibility of such a technology to work in a way that is seamless and user-friendly. This pilot project will analyze how an RMA can improve business processes, and will assess the abilities of a RMA in the "real world." The information gathered through this pilot project will benefit archivists and records managers in any institutional environment, especially the public sector.

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8. Description Of The Project And Participants
At one of the Electronic Records Committee (ERC) meetings a draft e-mail policy proposed that official e-mail be printed out and retained in a hardcopy format. This proposal was rejected by the information technology community in favor of a technology solution for the management and preservation of e-mail. The ERC recognized that even among its membership some individuals currently retain every e-mail message they send and receive, while others destroy a majority of their e-mail immediately. This inconsistency was seen as an archival/records management problem, a technological problem and a liability for the State. It was also recognized that other common desktop applications are used to create records that are treated in a similar fashion. Several technological options for solving this complex problem were discussed. It became clear that the ERC preferred an automated process for classifying records and implementing retention requirements that would be both seamless and systematic. The ERC agreed to support a pilot project that would test the ability of a RMA to provide a systematic process that was both user-friendly and could be implemented across the entire enterprise. However, ERC members urged the archives and records management staffs to include a business process analysis with their proposal for enterprise-wide re-engineering.

This grant will provide the State of Michigan with the funds that will be necessary to assess the real-world capabilities of a RMA in two phases. The first phase of the project will use the Department of Management and Budget, Office of Support Services (OSS) as the testing site. In addition to the Director’s Office, the OSS contains 3 divisions comprised of 22 service sections (located at six different sites in the Lansing area) that are responsible for providing a wide variety of services to state government agencies, including centralized printing, duplication, and management of publications; mail and delivery services; mainframe computer output printing; the disposal of surplus state property; operation of the federal surplus property program; confidential records destruction and paper recycling; and the provision of long and short-term storage space. The office is also responsible for microfilming and records management services.

The Michigan Government Electronic Records Committee (ERC) recommended that the pilot be conducted using Department of Management and Budget (DMB) offices. DMB is the Governor’s administrative arm, and the department can issue directives that the entire Executive Branch is required to comply with. Therefore, DMB’s ability to use the RMA will assist the ERC and the Chief Information Officer when they attempt to promote the concept of enterprise-wide implementation to other Executive Branch agencies, because they will have already tested the product in their own offices.

The director of the OSS volunteered her staff for the pilot project. Approximately 56 division managers, professional staff, supervisors and secretaries from the OSS will participate as users in the pilot project. The OSS is considered to be a typical state agency, because with the exception of the Records and Forms Management Division, very few of the of the agency’s employees understand records management principles or record retention practices.

The OSS does not produce archival records. However for testing purposes, the director’s subject files will be artificially designated as archival records to allow the project staff to begin analysis of the RMA’s ability to identify and segregate archival records from nonarchival records. Conducting this test using nonarchival records during phase I of the project will help prepare project staff for phase II when real archival records will be managed and classified by the RMA. Furthermore, a pilot conducted within the OSS has the added benefit of allowing the records management program to test the RMA from both user and records management perspectives.

By the end of the first year the project staff will have to analyze if they are ready to move forward with phase II of the pilot project. One factor has the potential to require a change in the project’s plan of work. If the software that is selected for the pilot is determined to be inadequate, the project staff will need to select a different software package and will pilot test it in a different office. This contingency plan calls for the second test group to be the Office of Information Technology Solutions (OITS), Department of Management and Budget. Like the OSS, the OITS will be able to provide the project staff with management support for the pilot project, its staff has very little knowledge of records management principles, and therefore it can represent the average state agency as a user group.

However, the project staff anticipate that any problems encountered with the RMA can be fixed before the end of the first year, and therefore will allow testing to move to phase II during the second year. The second phase of this project will add another testing site, the Director’s Office of the Department of Management and Budget. Approximately 20 people who report directly to the Director, including the Chief Information Officer, the Deputy Directors, the Public Information Officer and the Legislative Liaison, will participate as users in phase II of the pilot project, as will their administrative support staff. Unlike the OSS, the phase II user group produces archival records. Furthermore, successful testing of the RMA by the Director’s Office will assist with the justification for future enterprise-wide implementation.

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9. Plan Of Work And Measurables

Software Installation (May to July 2000)
During this period a software product will be purchased for use during the pilot project. A Vendor Review Team consisting of the Project Director, the Electronic Records Archivist and Analyst, and representatives from the Office of Purchasing, the Office of Information Technology Solutions, the Information Technology Services Division, and the OSS was assembled in November 1999. The Vendor Review Team developed a Request for Information (RFI), evaluated software vendor bids and product demonstrations, and will select a RMA for acquisition. The software requirements cited in the RFI were based upon the Department of Defense’s 5015.2-STD RMA Design Criteria Standard, and the National Archives’ evaluation of the functional requirements in the standard. The Vendor Review Team will select a RMA vendor prior to May 2000.

While RMAs are off-the-shelf products, all of them need to be customized prior to use. The Electronic Records Analyst and Project Archivists will oversee the installation and customization of the RMA, including the selection of field names, the development of the repository, assigning security levels and access rights, and the inputting of the retention and disposal schedules that will provide a classification scheme for the electronic records. The divisions within the Office of Support Services (OSS) received new retention and disposal schedules between 1996 and 1999, and these schedules are considered to be comprehensive and accurate. Success at this stage will be measured by how easy or difficult it is to install and customize the RMA.

Training, Use and Monitoring (August 2000 to April 2002)
Initially the RMA will be installed for use by division managers, professional staff, supervisors and secretaries of the OSS, Department of Management and Budget. The RMA vendor will train the project staff to use the RMA, and the Project Archivists will train the pilot user group in group and individual training sessions. The Electronic Records Analyst and Archivist will develop the training strategy and tools. The Project Archivists will monitor user satisfaction with the software, and satisfaction with the assistance provided by project staff. This monitoring will allow them to assess the ease of implementation, and to begin troubleshooting efforts. Discussions with people involved in federal RMA projects indicate that they underallocated time for training and troubleshooting, therefore this will be a significant activity for the project staff.

The Project Archivists will work with the Electronic Records Archivist to develop guidelines for the use of the RMA by various project participants. These guidelines will provide the basis for future policies and procedures that may be adopted by the State of Michigan if the RMA is executed on an enterprise-wide basis.

Once users begin entering electronic records into the RMA’s digital repository, the Project Archivists and the Electronic Records Analyst will begin monitoring and evaluating the repository itself. Among the factors they will assess will be to test the implementation of event and activity-driven retention periods, to test purge routines and the ability to purge data completely, to monitor volume and repository size, to monitor repository access, and to assess the types of metadata that are created, captured and managed by the repository.

Creating a Digital Archive (October 2000 to April 2002)
During both phases I and II of the pilot project the Electronic Records Archivist and the Project Archivists will conduct tests to determine if the RMA can be used to identify archival electronic records, and will attempt to segregate them from nonarchival electronic records. While RMAs are not designed to be archival preservation tools, they can classify electronic records based upon their retention and disposal schedule. In Michigan, retention and disposal schedules identify which records have archival value, and agencies use these schedules as their sole authority to destroy records or to transfer them to the State Archives. This aspect of the project will attempt to segregate the archival electronic records from the nonarchival records stored in the RMA’s repository (both physically and logically). The Electronic Records Archivist and the Project Archivists will also determine how and when the State Archives should obtain legal (and possibly physical) custody the archival electronic records captured by the RMA. Furthermore, they will analyze if the metadata captured by the RMA can assist with the management and preservation of archival electronic records that are created by various software programs which are stored in the new "digital archive." They will also consider how the State Archives should describe and provide access to these archival electronic records.

Success will be measured through testing of the RMA’s classification, ownership, metadata and access features. In addition, the Electronic Records Archivist and the Project Archivists will attempt to develop a preservation plan for the archival electronic records stored in the new digital archive. The plan will attempt to identify strategies for the ongoing maintenance of a digital archive, access to the records stored in it, and the resources that are needed to accomplish the preservation objectives.

Project Expansion and Preparing for the Enterprise (May 2000 to April 2002)
The State Archivist is the Electronic Records Archivist’s direct supervisor, and the State Archivist reports to the Director of the Michigan Historical Center. The Electronic Records Archivist will be responsible during the pilot project for keeping the State Archivist informed about the progress of the project, especially as project activities affect the preservation of archival records. The pilot project and the grant application were developed through an ongoing partnership between the Michigan Historical Center and the OSS. Toward the end of the first year, the Project Staff will meet with the State Archivist, the Director of the Michigan Historical Center and the Director of the OSS to evaluate the progress of the project. As partners in this endeavor, they will develop a consensus recommendation and a report about the readiness of the project to move forward with phase II.

The consensus recommendation will be based upon the software testing, an analysis of the RMA’s impact upon the hiring and budget development business processes (described more below), and a determination about whether the RMA is a practical tool for Michigan to use for managing its electronic records. If the consensus recommendation is positive, phase II of the pilot project will expand the user group to the Director’s Office of the Department of Management and Budget. The Director’s Office creates archival electronic records, and the office can influence the State of Michigan’s decision to implement a RMA on an enterprise-wide basis. If the on-going monitoring of the pilot project reveals that certain factors will prevent the deployment of phase II, the contingency plans mentioned in the "Description of Project and Participants" section of the grant proposal will be employed instead.

A consultant(s) will be hired at the beginning of the pilot project to train the project staff in business process analysis principles. (A work statement for the consultant(s) is attached as Appendix A.) The consultant(s) will plan the business process and cultural impact analyses that will be conducted by the project staff before and after the RMA is installed. The consultant(s) will develop tools that will be needed for these components of the project, as well as a methodology for analyzing the results. The project staff will use the tools to analyze the impact the RMA has on the hiring process and the budget development process, as they take place in the OSS. In addition, the Project Archivists will conduct surveys and special meetings with the various project participants to measure the success of the RMA installation. The Project Director will use the information that is gathered through these activities to determine if there is a justification for enterprise-wide implementation of the RMA.

The Project Director and the Project Archivists will need to analyze the financial and technical resources that will be needed for enterprise-wide implementation of RMAs so actual figures can be presented to the Electronic Records Committee and the Chief Information Officer. If the information that is gathered supports the concept of enterprise-wide implementation, the Project Director and the Project Archivists will develop a plan for accomplishing this objective. The plan will include a presentation to the CIO Impact Group (Chief Information Officers representing each Executive Branch department who vote as a group about the implementation of enterprise-wide technology solutions) by the Project Director.

Reports and Presentations (October 2000 to April 2002)
The Project Director and the Electronic Records Archivist are members of the Electronic Records Committee (ERC), and they will be reporting to the ERC on a regular basis about the progress of the project. The ERC has not only endorsed the pilot project, but it has proven itself to be an effective advisory group for electronic records management and preservation initiatives.

The Electronic Records Archivist and the Project Archivists will develop demonstrations and presentations about the RMA and the pilot project for professional conferences, government agencies, government organizations, and corporate and university archivists/records managers that will describe the objectives and progress of the project.

The pilot project will be evaluated for its ability to fulfill the project’s three major goals: (1) to assess the ability of a RMA to classify and manage electronic records and execute retention requirements, including the identification and segregation of archival records; (2) to analyze the cultural impact that RMAs have on agency staff, information technology personnel, records managers and archivists; and (3) to conduct a business process analysis and evaluate the potential for RMAs to be used in an enterprise-wide setting. The first goal’s success will be measured on a practical level by the RMA’s ability to capture, classify, purge and provide access to electronic records stored in the digital repository. In addition, the assessment of this goal will identify unanticipated problems and benefits that were encountered during the pilot project. The second goal can be evaluated by the seamlessness of implementation, and by the RMA’s ability to manage electronic records without disrupting daily work activities. The success of the third goal will be gauged by the project staff’s ability to conduct the business process analyses, and their ability to evaluate the potential for RMAs to be used enterprise-wide.

The Electronic Records Archivist and the Project Archivists will prepare progress reports for NHPRC and the Michigan State Historical Records Advisory Board, and a final report that will analyze how the project was implemented and the success of each aspect of the project. The final report will be distributed in hardcopy form and via the Internet.

A Timeline for the pilot project is attached to the grant proposal as Appendix B.

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10. Personnel
A position description for the Project Archivists, is attached as Appendix C.

• James B. Kinsella, Project Director, (10% time) is the Director of the Records and Forms Management Division, Department of Management and Budget. He will be responsible for overall coordination of the project, especially providing direction to project staff, monitoring their progress, resolving conflicts, and acquiring support for the project within the Department of Management and Budget.
• Caryn Wojcik, Electronic Records Archivist, (30% time) is the State Records Archivist employed by the State Archives of Michigan, Department of State. She will plan the project activities, will develop progress reports and presentations, will oversee the archival components, and will ensure the functional development of the Electronic Records Program.
• Douglas Case, Electronic Records Analyst, (30% time) is a records analyst employed by the Records and Forms Management Division. He will ensure that the retention and disposal schedules for the agencies participating in the project can be applied by the RMA, and will participate in the testing of the RMA’s repository.
• Project Archivists [2], (100% time) will be hired as contract employees for the pilot project, and will be responsible for the daily operations of the project, including the installation of the RMA, training, testing and troubleshooting. Due to Department of Civil Service classification requirements, the position description only requires a minimum of a bachelor’s degree; however applicants with higher degrees, experience and skills will be sought. Both the State Archives and the Records and Forms Management Division will attempt to use this pilot project to justify the creation of permanent positions that the contract employees would be eligible for after the project is completed.

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11. Products
Guidelines, policies and procedures for the use of RMAs to classify, capture and manage electronic records.
The business process and cultural impact analysis tools developed by the consultants.

A final report will assess the ability of RMAs to classify and manage electronic records and implement retention requirements, the cultural impact that the RMA had on project participants, and the feasibility of using RMAs in an enterprise-wide setting. The report will make recommendations to other institutional archives and records management programs about the capabilities of RMAs to assist with institutional recordkeeping practices, and how the implementation of an RMA into the recordkeeping process should be executed. The report will not be copyrighted. It will be distributed via the Internet and in hardcopy form to each state’s historical records advisory board, professional organizations and other interested parties.

Several articles about the lessons learned during the pilot project to be submitted to journals and newsletters in the fields of archives and records management.

Presentations and demonstrations about the lessons learned during the pilot project will be prepared for professional conferences such as NAGARA, ARMA, SAA, MAC and MAA, as well as government agencies, government organizations, and corporate and university archivists/records managers.

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12. Budget Narrative
The State of Michigan intends to hire two contract employees to work on this two year pilot project. Applicants for the positions will need to submit a bid for compensation. A 3% raise for the second year has been included in the budget. The salary listed for these two positions is the maximum allocation that will be available, but actual compensation will be based upon contract negotiations and the applicants’ qualifications.

The software costs are based upon bids from five vendors. The price listed reflects vendor costs over a two year period and include per seat client software licenses, server licenses, software maintenance, staff training, the toolkit developer, hardware enhancements and the Information Technology Services Division’s equipment, technical support and maintenance fees.

The consultant fees for the business process and cultural impact analyses are based upon conversations with potential consultants about the amount of time needed to perform the work and the services they provide.

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Updated 9/9/2003

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