SOFTWARE BUSINESS CASE
ENTERPRISE DIGITAL CONTENT SYSTEM FOR DIGITAL SIGNAGE
October 23, 2015
Rev. 07/14/15
TABLE OF CONTENTS
EXECUTIVE SUMMARY .............................................................................................................................................................................2
1.
Problem Definition ....................................................................................................................................................................2
2.
Addressing Problem with CWU existing tools and products (i.e. PeopleSoft) .............................................................................2
3.
Organizational Impact................................................................................................................................................................3
4.
CWU Benefits .............................................................................................................................................................................4
5.
Strategic Alignment ...................................................................................................................................................................4
6.
Cost and Budget Projections ......................................................................................................................................................5
7.
Alternatives (add lines as necessary) .........................................................................................................................................6
8.
Timing / Schedule (add lines as necessary) ................................................................................................................................6
9.
Technology Migration ................................................................................................................................................................6
11.
Product Life/Application Sunsetting or Decommissioning ......................................................................................................7
12.
References .............................................................................................................................................................................7
13.
Approvals ...............................................................................................................................................................................7
Business Case Evaluation Rubric ........................................................................................................................................................8
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EXECUTIVE SUMMARY
This business case proposes the University expand its investment in its ability to deliver centrally developed content
to display monitors located on campus. Departments are requesting digital display, TV monitors for a wide-range of
purposes from promoting the department to displaying electronic food menus. Today, content for these displays is
produced one-by-one using a variety of tools, equipment and processes, with no standard look-and-feel or method
for publishing. Current methods are inefficient and opportunities are being lost to leverage what is projecting to be
between 60 to 70 displays around campus.
Sponsoring Department(s): Enterprise Communication Committee (ECC) with membership representing Publicity
Center/SURC, Public Affairs, CWU Police Department, Facilities, Purchasing, and
Information Services.
Date of Business Case Preparation: October 23, 2015
Contact Person Name/Phone: Teri Olin/963-1416, Lola Gallagher/963-2677, Greg Harvill/963-2934; ECC
members.
New Product/Service
See Attachment A.
Renewal of Existing Product/Service – if checked, include background information.
An existing system is in place with an annual contract; however, this business case proposes a substantial
expansion beyond current capabilities. If approved, an RFP would be required and the possibility of replacing
the existing system due to a more competitive product and/or its ability to meet new functional requirements.
At present, the SURC pays about $1,800 per year to Visix for annual licensing.
Change to a Business Process.
1. Problem Definition
Several departments are requesting TV monitors/digital displays to be purchased and installed in public
facing areas to display content for promotional and improved communication purposes. The problem is that
there is no standard, common way to develop, publish and support the content for these monitors. At
present, displays are installed one-off, requiring custom coding or one-off content through a thumb –drive
or connected computer. If CWU had a common, enterprise solution that the monitor is connected to, then
published content could easily be produced, re-used and published to a particular set of monitors from a
customer’s own computer. In addition, an enterprise solution could be used to send emergency
notifications to all displays at the same time warning CWU community members.
2.
Addressing Problem with Existing Tools, Services and Products
The Publicity Center currently supports a system at a number of locations (SURC, Residence Life Office,
Academic and Research Commons) that utilizes the centralized, digital content system Visix. The system has
worked well for these entities and is cost effective. Other departments that have digital displays are using
thumb drives or computers and manually updating content using PowerPoint or similar “screen-saver” style
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picture-advancing programs. In a few cases, Public Affairs’ web office has developed custom solutions for
robust presentation and “Kiosk’ functionality.
The Enterprise Communication Committee (ECC), operating under the auspices of the Enterprise Facilities
Committee (EFC), explored various enterprise solutions to expand digital content management and
demonstration video conferences were held with four vendors: Four Winds Interactive, True Digital and
Visix. It was the consensus of the group that Four Winds Interactive offers the best platform for the
enterprise. Based on the current, and projected number of future digital signs throughout campus (see
table below), the university will need an enterprise solution for digital content management with between
50-100 licenses within the next two years.
Dining Services: 16
College of Business: 2
Sciences/Science II: 10 (1, 4 panel)
Library: 1
Athletics: 1
Institutional Effectiveness: 1
Samuelson: 10
SURC: 4
Admissions: 1
Barge Hall: 2 (1, 4 panel)
Welcome Center: 1
Information Services: 1
Multi-Modal: 1
Health Sciences*: 10
Total: 61
* Health Science, contingent on construction funding 2017-2019.
3. Organizational Impact
Demand for this service is driven by the multiple purchase requests for digital displays that have been
received by Facilities, Purchasing and Information Services over the past year. The table above identifies
the inventory of existing digital displays; it also includes new purchase requests that had been put on hold
while a policy and procedure were developed (not all stakeholders have been contacted regarding this
business case). The Enterprise Communication Policy (CWUP 2-10-035) and Enterprise Communication
Procedure (7-10-035) were approved October 7, 2015. Each of these stakeholders must develop content for
their signs.
Departments driven by RCM expect digital signage to highlight and market the programs of a given college
or department and become another vehicle for recruitment and retention. Athletics and (CWU) business
departments expect to utilize this service to provide information, marketing and way-finding for customers.
Digital signage will also be used for emergency notification, therefore all members of the CWU community
within viewing range of a monitor will be a consumer of the service.
Students benefit from clear, modern signage in Dining Service areas to enhance the experience and have
better information on dietary choices. Students in departments with digital signs will be able to receive
information in this format, one in which they are very familiar, and may otherwise miss in print media, email, web, or other on-line publications. Students will continue to benefit in the congregating areas in the
SURC where digital signage is in use today, but this service will provide a much richer experience while still
including advertisement revenue (Note: The proposed system will allow every stakeholder to control their
own content and do not have to run advertising originating from another user).
Dining Services, Publicity Center, Public Affairs, Campus Police and Parking Services, Facilities and
Information Services have directly contributed to product specifications/requirements. The College of the
Science and College of Business have provided requirements through their requests via Public Affairs and
Athletics has provided requirements through Facilities and Information Services.
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Any department that wishes to install a digital sign will be required to complete a digital sign plan. The plan
will designate a content provider (staff member) who will use the enterprise content system. The content
provider will work with Public Affairs to develop and maintain the digital content. This process is outlined
CWUR 7-10-035. Training will be required and provided initially by the vendor and ongoing by Public
Affairs.
The proposed service is “cloud-based” and the expected changes to existing IS systems includes network and
firewall changes. Computers, monitors, software, and internal network connections are supported by
existing standards and processes.
 RFP Requirements Contributors
Department
Name
Publicity Center
Lola Gallagher
Dining Services
Jim Matheny
Public Affairs
Olga Mayer
Police & Parking Services
Mike Luvera
Facilities
Keith Jones
Information Services
Greg Harvill
4. CWU Benefits
 Having a centralized, standard, enterprise system that delivers the ability to quickly develop content
and publish it on any digital sign/display monitor on campus. Having this capability would
consolidate multi, custom, and “re-invent the wheel” processes when a new digital sign is purchased
and installed.
 Having a standard system will streamline training and provide the university with a standard set of
skills as employees move professionally among departments. The system will permit a “shared
tenant” model whereby a department that controls a certain number of monitors will control the
content that is displayed.
 Technical benefits are gained through a “cloud-based” service where server compute and storage is
hosted and the services being considered offer rich and robust sets of capabilities in a routine
manner.
 Finally, there is a safety benefit: If all digital displays are connected, an emergency message can be
sent to all at one time, providing another method to alert the CWU community in the event of
natural or human caused disaster.
5. Strategic Alignment
This business case supports several CWU Strategic Plan Core Themes and objectives, specifically:
Objective 1.1: Enhance student success by continually improving the curricular, co-curricular, and
extracurricular programs. Supports student’s academic success by telling about curricular, cocurricular, and extra-curricular opportunities and activities.
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Objective 2.1: Enhance the environment of inclusiveness for faculty, staff, and students. By telling
stories of opportunities it enhances the environment of inclusiveness.
Objective 3.1: Increase the emphasis on, and the opportunities for, students, faculty and staff to
participate in research, scholarship, and creative expression activities. By telling CWU stories of
research, scholarship, and creative expression, it makes everyone more aware of opportunities.
Objective 4.1: Enhance the commitment and the level of collaboration between the university and
external communities. By telling stories of collaboration, it enhances the level of community
commitment to partnerships and collaboration.
Objective 5.1: Maximize the financial resources to the university, and assure the efficient and
effective operations of the University through financial stewardship.
Objective 5.4: Provide the facility and technology infrastructure and services appropriate to meet
the university objectives, while maximizing sustainability and stewardship.
6. Cost and Budget Projections

Source of Funding (Speedtype) and Description of the Source of Funding.
There are two alternatives for funding this service: 1) Each tenant/participant using the system will
pay the licensing cost for each digital monitors/display they control or 2) the university will provide
base budget allocation to procure and maintain the service (presumably to Public Affairs or
Information Services).
Model 1: “Multi-Tenant” Purchase
Initially, each participant would pay for the initial license amount and then annually, their portion of
the annual maintenance. For “cloud services” it is found that this amount is the same each year.
When a “new” tenant is brought on, they would pay for the number of initial licenses and then
subsequent maintenance. Public Affairs or Information Services would pay the initial and annual
“bills” and then charge/credit the participating tenants.
Model 2: “Enterprise Purchase”
Either Public Affairs or Information Services would pay the initial license amount and the annual
maintenance. These costs would be covered by new revenue added to the budget. When a new
tenant is brought on, the new tenant would pay the one-time cost of the number of licenses
requested and Public Affairs or Information Services would then request, as needed, incremental
funding for on-going annual maintenance as needed.
Note: Model 1 is in use today with a few technology services with “tenants,” e.g., the video
surveillance system is supported by 5 tenants.

Cost Breakdown
The Annual, per license cost for a 50 license, cloud-based service is:
$17,000* to 31,000 annually or $340 to $620 per digital display per year.
*Note: Visix has an initial one-time cost of $58,000 and then $17,000 annually.
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7. Alternatives
Alternative
Reasons For Not Selecting Alternative
Stand-alone, one-off systems Not selected because:
(current state).
1) Increased labor costs to develop and publish content;
2) Every system looks different and uses different
method to publish content.
3) Opportunity is lost to maximize base investment in
the monitor, mounting, cabling, and computer that all
need for basic service.
8. Timing / Schedule
Timeline is based on task durations moving forward from start date
Task
Target Date
Requirements Finalization
2 weeks
RFP
8 weeks
Selection
2 weeks
Implementation
1 week
Initial Template Development
3 weeks
Train Content Providers
3 weeks
Deploy
Per Department
9. Technology Migration
If an enterprise solution is selected, the optimal route will be to develop a new set of branded, standard
templates. If Visix is the selected option, it is likely a new set of templates will preclude a direct import of
existing data. “Cut and paste” will be available and speed development. Departments ought to consider
time to manually convert. To aid in the transition, existing systems can continue running while new,
updated content is developed.
10. Project Resource Identification/Ongoing Ownership of Product
Resource Identification
Customer: Each department with a digital monitor or monitors will identify, through their digital sign plan, a
staff member who will be responsible for developing and maintaining their content.
Facilities: Installation of Monitors, power, mounts and on-going maintenance.
Public Affairs: Overall content system administration and provisioning. Responsible for providing standard
templates, branding and training content providers on use.
Police & Parking Services: Developing and delivering emergency notifications.
IS staff: Standards for monitors and PC’s, data cable installation, network connectivity, to install computer
monitors that will connect to the displays.
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Ongoing Support/Ownership of the product
Upon Completion of the Project the
following will apply:
Resource(s) Department
Data Owner
Appointing Authority
Data Steward
Department Head/Content Provider
Ongoing Costs
(licensing, etc.)
$350 to $600 per display per year
Administrator for the Product/Software
(High-level development, training, system
administrator, maintenance, etc.)
Public Affairs
Emergency Notifications
Police & Parking Services
Installation of Monitors, Mounting
Brackets, PC’s, Electrical cabling.
Facilities
PC support, Network support, Monitor
Standards, PC Standards, Data Cabling
Information Services
11. Product Life/Application Sun-Setting or Decommissioning
This service would be maintained in year-to-year renewals until such time the university decided to retire or
replace this system. Existing investment in purchased display monitors, mounts, PC’s, and cabling would
remain.
12. References
Washington State University, Eastern Washington University, the University of Washington, Oregon State
University, University of Oregon and University of Idaho were either contacted or referenced by venders to
having some level of centralized, enterprise content system. These universities have either Visix or Four
Winds except EWU which uses a CISCO service.
-------------------------------------------------------------------------------------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
Name:
Date:
CRITERIA
Full Disclosure of Costs
Includes implementation and maintenance
costs.
Strategic Alignment
Aligns with Strategic Plan
RUBRIC VALUES
1, 4, 7, 10
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
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
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)
Importance to Risk Mitigation
Would the campus or customer be exposed
to a risk or impact if the product or service
is not offered?
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
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
1: little leverage potential, isolated service
4: some leverage
7: much leverage
10: service could be leveraged by many
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: 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:
Revision Date: 5/4/2015
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Attachment A: Sample Vendor Estimate/Contract
Four Winds Interactive Estimate for 50 Display Annual Licensing:
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10
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