BUSINESS CASE
CELLULAR SERVICES CONSOLIDATION AND TEXT MESSAGE RETENTION
Rev. 07/14/15
TABLE OF CONTENTS
EXECUTIVE SUMMARY ............................................................................................................................................................... 2
1.
Problem Definition ....................................................................................................................................................... 2
2.
Addressing Problem with CWU existing tools, services and products ........................................................................... 2
3.
Organizational Impact .................................................................................................................................................. 2
4.
CWU Benefits ............................................................................................................................................................... 3
5.
Strategic Alignment ..................................................................................................................................................... 3
6.
Cost and Budget Projections ........................................................................................................................................ 4
7.
Alternatives ................................................................................................................................................................. 7
8.
Timing / Schedule: ....................................................................................................................................................... 8
9.
Technology Migration .................................................................................................................................................. 8
11.
Product Life/Application Sunsetting or Decommissioning ...................................................................................... 10
12.
References ............................................................................................................................................................. 10
13.
Approvals ............................................................................................................................................................... 11
Business Case Evaluation Rubric ........................................................................................................................................ 12
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EXECUTIVE SUMMARY
This business case proposes the University consolidate cellular services to a single provider to reduce costs
and to implement a new service to address state requirements for retention of text messages subject to
records retention.
Sponsoring Department(s): Business Services & Information Services
Date of Business Case Preparation: August 2015
Contact Person Name/Phone: Greg Harvill, (509) 963-2934
New Product/Service
Renewal of Existing Product/Service
Change to a Business Process.
1. Problem Definition

The University is spending more money per cell phone than is necessary. Analysis of state
contracts shows overall savings can be realized by utilizing newer business oriented service
plans and consolidating with one carrier.

Based on RCW and guidance from the Washington state Secretary of State, the University is
required to retain text messages used for conducting business. Current capabilities, reliant on
individuals with no standard means to collect or retrieve, are putting the University at risk of
being able to produce text records.
2. Addressing Problem with CWU existing tools, services and products
Existing tools can be used to reduce the overall cost for cellular devices. Consolidation and cost
reduction can be achieved through the use of existing state contracts.
Existing tools for collecting and retrieving text messages involve manual processes enacted by the
customer to “send,” “share,” or “copy-and-paste” a text message and then e-mail to their CWU email account, if that functionality is available on the device. The other potential processes is that
the customer keep all business related texts and if/when asked to produce for a records request, the
phone is turned-in for records review and the texts hand-copied or e-mailed as functionality allows.
3. Organizational Impact
The primary customers of CWU cellular devices are a cross section of University Faculty and Staff as
well as residence advisors and student assistants.
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Cellular phone numbers will remain the same for the existing customers. New phones can be issued
when required. Phones in service that transition to a new carrier will need to be brought in to the
Service Desk for conversion.
The carrier selected to provide all cellular services will be engaged to provide transitional support to
reduce impact on staff.
Text message retention will have a procedural impact on employees using texts for University
business. Text messages for business purposes are sent via a specific “app” (application) so they are
captured and archived. Use of the app will be voluntary and cannot be enforced without
implementation of a mobile device management system.

All Stakeholders
Departments that pay for cellular services
Housing
Business Services (records retention)
Facilities Management
Campus Police
Dining Services
Information Services

Potential Partners/Primary Users
Faculty, Staff, and Students using CWU issued cellular devices.
CWU employees conducting University business via text messaging.

RFP Requirements Contributors
An RFP for consolidating cellular services is not required because the plans are covered by
the existing WSCA-NASPO contracts.
A text collection and retrieval system will cost about $25,000 and will need an RFP or RFQ.
RFP requirements contributors would include the following:
Department
Name
Business Services
Toni Burvee
Information Services
Gene Shoda
4. CWU Benefits



A reduction in overall cost for University cellular devices.
Better capability to collect and retrieve text messages subject to retention.
Reduce risks associated with lost, deleted, or unmanaged text records.
5. Strategic Alignment
This proposal aligns with the core theme of Resource Development and Stewardship. Its intent is to
provide excellent service for the University infrastructure at the best price and further protect
institutional interests through sound records management practices.
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6. Cost and Budget Projections

Source of Funding (Speedtype) and Description of the Source of Funding.
Funding sources for cell phones will remain unchanged. Each department will be financially
responsible, paying all costs incurred for cell phones carried by their employees.
The funding for contracted text retention and archiving has not been allocated. It will need
to be funded annually either through an increase to Information Services budget as an
enterprise service or charged as an incremental increase for each cellular device that
supports text messaging.

Cellular Consolidation Cost Summaries:
In the fiscal year 2014/15, CWU cellular services cost $150,678. An equivalent number of
devices consolidated on a cost conscious WSCA service plan could annually be as low as
$82,736, saving up to $67,942 annually.
(Note: The annual cost of stipend support for the use of 128 personal devices as reported in
May 2015 will total $84,960. The average savings realized by replacing payroll stipends with
more cost effective CWU phones would be $40,079 annually.)
The following are service and cost offerings from currently available WSCA plans listed by
the three carriers. The number of the representative device types approximates current
CWU cellular services. The estimates do not reflect inclusion of staff currently on stipends.
Alternative 1: Verizon Flexible for Business, Twelve Month Estimate $82,736
 Smart Phones, Unlimited talk/text, 2GB shared data, $50.70/mo.
 Regular Phones, Flat rate, voice only, $8.99/mo., $.15/per minute.
 Flexible for Bus. Data device, 100MB shared, $10/mo.
 One Month Comparison:
o 115 smart phones
$5830.50
o 85 regular phones
$764.15
o 30 data devices
$300
o Monthly Total
$6894.65
o Average per employee cost: $29.98
Pros:
 Offers a “port-in” credit/exchange for smartphones. Offers vary.
 Most of the newer AT&T phones will work with Verizon.
Con:
 This will impact the greatest number of customers, over 200.
Alternative 2: AT&T Government Share Plan, Twelve Month Estimate $86,483
 Smart Phones Gov’t. Shared 400 voice minutes, unlimited text & data, $50.97/mo.
 Regular voice Flat rate, $9.74, $.15/minute
 Data devices 10MB Pooled plan, $17.25/mo.
 One Month Comparison:
o 115 smart phones
$5861.55
o 85 regular phones
$827.90
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o
o
o
Pros:



Cons:



30 data devices
$517.50
Monthly Total
$7206.95
Average per employee cost $31.33
Greatest indicated coverage outside populated areas.
CWU already has over 140 of its cell phones with AT&T; transition to this carrier
will affect the fewest customers: 27 from Verizon and 56 from Sprint.
Offering a $200 port-in credit/exchange for smart phones and a $50 portin/exchange credit for other devices.
2nd in relative cost to Verizon.
Yields the least cost savings in terms of port-in credit due to far fewer phones to
exchange.
Leaves the highest number of old phones in service.
Alternative 3: Sprint Fusion Plan, Twelve Month Estimate $114,035
 Smart Phones, Fusion Plan 1GB shared data, unlimited talk and text, $43+phone
lease ($20)
 Regular Phones, Fusion Basic, voice only, $10+phone lease ($8.33)
 Data Devices, Fusion Mobile Broadband, 1GB Shared, $15 + Hotspot ($8.33)
 One Month Comparison:
o 115 smart phones
$7,245.00
o 85 regular phones
$1,558.05
o 30 data devices
$699.90
o Monthly Total
$9,502.95
o Average per employee cost $41.32
Pros:
 Includes all new equipment for CWU cellular.
 Offering a one-time port-in credit for lines brought in from other carriers of
$150 per smart phone, and $100 per regular phone.
Con:
 Highest cost of the three alternatives.
 Data coverage maps indicate a smaller service area than other two carriers.
Recommendation: Alternative 1
The recommendation is for Verizon for cellular services. Android and iPhone devices will be
required for all lines of service that include texting. Voice only service will be provided in all
cases where texting is not required.
 Verizon offers the lowest cost through plans identified on the WSCA contract.
 Moving to Verizon will allow CWU to realize substantial one time savings through
port-in/exchange credits.
 Conversion to Verizon also presents an opportunity to upgrade existing CWU
devices with new equipment at no cost using the free device offered with each plan.
The port-in credits for lines of service being transitioned from AT&T and Sprint will present a
significant one time savings for CWU. Port in credits can also be used to off-set the cost of
more expensive handsets if needed.
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
Text Capture System Costs
To improve capability to collect and retrieve text messages, a new service needs to be
provisioned. Better address requirements for records retention of business related text
messages on CWU devices and personal cellular devices, a contracted solution will be
required. At present, there are 358 total customers: 230 CWU cellular devices and 128
personal devices receiving stipends.
Alternative 1: Text Capture Application and Storage: “Tiger Text” or similar product.
Alternatives exist for text capture including a system called TigerText. This system
represents the core functionality expected, namely, a specific texting “app” is installed
on the cellular device and is used exclusively for texts used to conduct University
business. Apps exist for Apple, Android and Microsoft devices. The texts are then
captured and sent to a storage location under CWU control. Typically, the “app” is
licensed on a per person basis so that individuals are allowed to use it on multiple
devices.
Text messages are stored on either a cloud-based system for $1 per client per month-$358 per month for all CWU customers at this time. Or, texts can be stored onsite for a
license cost of $399 per month.

Tiger Text, or similar system, monthly cost is $6 per device and archiving at $1 per
device, 358 total devices.
o Total Annual App Licensing Cost: $25,776
o Archive Data Storage fee:
$4,296
o .25 FTE to maintain and Operate: $25,000
o One time implementation
$2,000
Pros:


Con:

Lowest cost alternative.
Completely managed and controlled by CWU.
Customer must remember and use the “Tiger Text” or similar application to
send texts. If a text comes in from a non-“Tiger Text” user, then the thread
must be switched and “Tiger Text” used moving forward. Once “Tiger Text”
in use, then whole thread is captured regardless of recipient’s capabilities.
Alternative 2: Mobileguard for AT&T
AT&T provides a “behind the scenes” system for capturing text messages called Mobile
Guard. Mobile Guard is an independent company and is negotiating with other cellular
providers but the only implementation at this time is with AT&T. Mobileguard
intercepts and copies text messages as they pass through AT&T systems and then makes
those texts available to authorized personnel through a cloud-based service.

Mobileguard (AT&T only) monthly cost $7 per device, 358 total devices.
o Total Annual Cost:
$30,072
o Archive Data Storage fee:
$4,950
o One time integration fee:
$2,506
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Pros:


Con:



Set-and-forget functionality, customer does not need to do anything
different.
No new system for CWU to maintain and operate.
On-going, fixed-dollar cost is relatively high.
All incoming texts are captured and stored regardless if for CWU business or
not.
Requires all customers, CWU and Stipend, to switch to AT&T to use the
system.
Mobileguard is an attractive alternative because it is “set and forget”—once it’s turned on,
the customer does not have to use a specific app. However, two key problems preclude
recommendation of Mobileguard.
1) Obsolescence: The Apple native text messaging application iMessage, used on
iPhone and iPad devices, has a feature to automatically bypass cellular transmission
in favor of the Internet when wireless access is available. Unless this feature is
blocked with a mobile device management system (MDM) employees may be
unintentionally texting without Mobileguard archival services whenever in range of
any wireless service. Other new messaging applications may soon operate in a
similar manner, making a cellular-only text solution obsolete without MDM.
2) Requires AT&T service at this time: Limits our choice of carriers to AT&T, and
customers using personal devices would need to use AT&T service with
Mobileguard.
Recommendation: Alternative 1
The recommended solution is TigerText or similar system. The system is independent of
cell carrier and underlying technology.
7. Alternatives
Alternative
Reasons For Not Selecting Alternative
Eliminate stipends and require all employees who
This will effectively require those who must
need cellular service for CWU business to use a CWU have a personal device to carry two cell phones.
cellular device. This alternative reduces overall
costs further and management of a homogeneous
fleet with a single carrier is more efficient.
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Alternative
Reasons For Not Selecting Alternative
Consolidate to ATT service with Mobileguard for all
CWU cell phones.
Creates two points of text retention, increasing
operational costs.
Provide TigerText to employees receiving stipends
for cellular service as a means to retain their
business related text messages.
The text-message encryption-compatibility
between Mobileguard and TigerText is unknown
and this may create recovery or communication
issues between CWU staff.
Stop providing University cellular devices, cancel all If employees using CWU plans are transitioned
existing contracts, and issue stipends to all staff who to stipends, it will increase the total cost.
require cellular devices.
Some operations also require University owned
Use TigerText as the means to address text
devices and phone numbers to maintain
retention requirements.
continuity as personnel transition to other jobs.
Limit all CWU phones to voice service only.
There may be a need for text or e-mail to
communicate in noisy environments.
Personal phones would still need to be
addressed with a solution such as TigerText.
8. Timing / Schedule:
Task
Target Date
Select carrier based on EISC guidance and approval.
September 2015
Stop contracting new services from the vendors not selected.
September 2015
Notify constituents of the pending change and gather all unused
equipment for recycle sale credit.
September 2015
Implement change management practices to notify CWU cell phone
customers of text retention requirements; initiate training as needed.
September 2015
Issue RFP for a Text Capture system (Tiger Text or similar)
October 2015
Make carrier service plan changes and issue any new equipment to
constituents currently using the selected carrier for service.
October 2015
Convert CWU cellular phone numbers with other carriers to the selected October-December 2015
carrier; issue new equipment in all cases possible.
Implement Text Capture System; add app to new phones.
November- January 2015
Collection and sale of recycle equipment related to previous contracts
for service credit with new carrier.
December, 2015
9. Technology Migration
The migration of current cellular services to a single provider is relatively simple and should not take
more than two months. The process provides an opportunity for Managers and direct Supervisors to
assess the needs of their staff and make changes to their cell phone provisions if desired. This will
also provide an opportunity to update aging cell phones with new equipment.
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Some smart phones can transition between Verizon and AT&T, regular feature phones and phones
transitioning from Sprint will need to be replaced. Free phones or port-in credits can be used to
mitigate new equipment expenses, and standard phone models should be identified. The selection
of standard models will be used to provide choices of new equipment that will meet essential
business needs without incurring costs beyond the port-in credit. Those who require more
expensive models will need to have their department bear the additional cost.
Cell phone customers will be transitioned to the new carrier at the Service Desk or another suitable
location; their existing numbers will stay the same. While customers are at the Service Desk for
equipment transition they will also be given essential orientation to the Text Capture system and
application along with written explanation of the records retention requirements driving the need
for text archiving.
Existing cell phone numbers will be provided to the selected carrier and programed into new devices
before employees bring their phones to the Service Desk. When the employee is at the service desk,
the phone contacts are transferred to the new phone, the old phone will be deactivated, and the
new phone begins service with the same number the old phone previously used.
Note: There are several timing issues and “moving parts” relative to the conversion based on vendor
practices; a project plan will detail the implementation and conversation.
10. Project Resource Identification/Ongoing Ownership of Product
Project Resource Chart - Estimated Time Commitment
Resource
Sept
Oct
Nov
Dec
Jan
Project Lead
20
40
40
40
20
Program Support
Specialists (2)
20
40
60
60
40
Service Desk Staff
0
40
40
40
20
Total Hours
40
120
140
140
80
Resource
June
July
Aug
Requirements
Feb
Mar
Timeframe
Personnel
Transitional support personnel from the cellular service
provider, a Project Lead, (2) Program Support Specialist, and
Service Desk Staff.
Approximately
five months
Equipment
Transitional equipment needs provided by the selected
service provider, and existing desktop systems used by the
Service Desk.
Approximately
two months
Facilities
Phone transactions will be scheduled at the Service Desk or
onsite with the customers as needed.
Approximately
three months
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Ongoing Support/Ownership of the product:
Upon Completion of the Project the following will apply:
Resource(s) Department
Data Owner: Toni Burvee
Business Services
Data Steward: Greg Harvill
Information Services
Ongoing Costs: Text Capture System (TigerText estimated at
$26,000 annually)
Information Services
Administrator for the Product/Software:
Rick Miller and Nathan Hill
IS: Networks & Operations and
Customer Support Services.
11. Product Life/Application Sun-setting or Decommissioning
Cellular service comes with a contract requirement; the WSCA contracts will set the extent of this,
unless a vendor chooses to offer a shorter contract life.
Text Capture systems can be contracted for a single year or a three-year contract. Service is
expected to remain operational until business needs change.
12. References
Gregory Harvill (Director, Networks & Operations) Kathy Reynolds (Fiscal Technician) Chris Pratz
(Business Analyst) Richard DeShields (Associate Dean of Student Success) Dan Layman (Director,
Dining Services) Mickey Parker (Facilities Management) Sandy Sperline (Student Computer Labs)
Salinda Rodriguez (Sprint) Keith Pacheco (Verizon) Kim Lowry (AT&T Wireless)
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-----------------------------------------------------------------------------------13. Approvals
Business Case shared with Security Services for compliance and audit review
information
Business Case shared with IS Network and Operations
Business Case shared with IS Enterprise Applications
The following actions have been taken by the appropriate Sub-Council (ATAC or BTAC) and
Enterprise Information System Committee (EISC):
Date
Action
By
Upon secured funding and approval by the Enterprise Information System Committee (EISC),
Enterprise Facilities Committee, or one of the two Sub-Councils (Academic or Business) CWU
procurement policies and procedures will be used to initiate a purchase.
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Business Case Evaluation Rubric
RUBRIC VALUES
1, 4, 7, 10
CRITERIA
Full Disclosure of Costs
Includes implementation and maintenance costs.
Strategic Alignment
Aligns with Strategic Plan
Value/Benefit to "Customer"
Customers are consumers or users of
the product or service could be students, staff,
faculty, other campuses, external partners and even
other services
Importance to Risk Mitigation
Would the campus or customer be exposed to a risk or
impact if the product or service is not offered?
Leverage Potential
Multiplier effect: product or service can
be leveraged for other users/customers on campus or
within CWU system; and/or adds value for external
partners
Client Service
Can this project be completed in the time frame
requested? If yes, how much will additional resources
be needed?
Required System/Service
Legal compliance requirement. Potential impact to
core University services. Other services/projects
depend on it.
Organizational Impact to Users/Customer Base
Project
Values
1: lots of unknown or hidden costs
4: some costs are known
7 : many costs are known
10: all costs, direct & indirect, are known and tabulated
1: no alignment
4: low
7: medium
10: high
1: little value/benefit to the customer(s)
4: some value/benefit
7: a lot of value/benefit to customer
10: essential/critical to customer(s)
1: little risk to campus or customer if not offered
4: some risk to campus or customer if not offered
7: much risk to campus or customer if not offered
10: high risk to the campus or customer if not offered
1: little leverage potential, isolated service
4: some leverage
7: much leverage
10: service could be leveraged by many
1: highly questionable
4: partial completion – substantial additional resources
required
7: substantial completion – some additional resources required
10: complete – no additional resources required
1: does not affect other services
4: other services/projects depend on it
7: other services/projects depend on it and potential impact
to core University services
10: other services/projects depend on it, and/or potential
impact to core University services, and/or legal compliance
requirement.
1: low impact, low number of users
4: low impact, high number of users
7: high impact, low number of users
10: high impact, high number of users
NAME OF PROJECT:
RUBRIC TOTAL:
Name:
Date:
Revision Date:5/4/2015
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