a_guide_to_slas

8/10/2019 A_Guide_to_SLAs

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A Guide to SLAsPrepared byBarclay Rae

SUMMARY

This is a high-level summary of the key features involved in setting up Service LevelAgreements (SLAs). Some standard templates are also included.

DECLARATION

We believe the information in this document to be accurate relevant and truthful based onour e!perience and the information provided to us to date. All information is provided ingood faith in confidence and in the best interests of our clients. "lease contact #arclay $aeto discuss any %uestions or further re%uirements.


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CONTENTS

PAGE No

& #A'$*+,

/01,1T1*,S

5 TE SLA CONCEPT

2 "+$"*S/

3 ,*T A '*,T$A'T4

! TE SLA PROCESS

56 S/TT1, +" T7/ SLA "$*'/SS

"" IT SER#ICE MANAGEMENT INTEGRATION

55 1T1L #+S1,/SS *8/$81/W

59 S/$81'/ 'ATAL*+/ *LAs A, :/9/; SLacket signed and sealed in blood.1f the latter approach is taken particularly if little data e!ists on current levels of servicethis can be a recipe for acrimony and misunderstanding.

#oth parties must appreciate during negotiations that the SLA itself does not guaranteethat the e!pected service levels ?ill al?ays be met ?ith penalties if they are not. Thismay influence the provider to only commit to a lo? service level - rendering the document

meaningless. Alternatively if the level is set unrealistically high and targets are not mete!pectations ?ill not be realised and ?orking relationships damaged.

To summariseE

A contract is an absolute statement of %uality levels ?ith legal or financial penalties if

levels are not met.

An SLA is a ?orking process to define and balance business re%uirements ?ith

available service resources.

With SLAs the process is more important than the document. 1t must be vie?ed by allinvolved as an ongoing process to?ards improved %uality rather than as an absolute andpotentially punitive dictum.

*ne good reason for avoiding contractual status is that very often both parties don;t reallykno? the current level of service provided and are thus in no position to committhemselves to targets that they may have no possibility of achieving ?ith their currentresources.

*nce the SLA process has identified actual service levels and resource re%uirements itmay than be possible and realistic to develop the SLA into a contract if re%uired.


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TE SLA PROCESS

4" A6are,ess 7 Ne*otiatio,

1n general a CbrokerD is re%uired to sit do?n ?ith both parties and discuss businessre%uirements and service capabilities. This may not be necessary ?ith small services or if

the service is only bet?een t?o areas - i.e. does not involve other groups supporting theservice.

A Syste+s or Busi,ess Accou,t Ma,a*er is ideally placed to carry out this function @e!ternal 0acilitators are also very useful. 1t is generally advisable for initial discussions totake place ?ith each party individually. There may then be a need for subse%uent follo?up meetings ?ith revised figures before actual negotiation takes place bet?een partiesface to face.

4$ Docu+e,tatio,

The negotiation ?ill lead to the production of the SLA document - e!amples of ?hich aresho?n in the Appendi!. These are sample only and all SLAs are different.

48 List o9 ser)ices a,d :uality le)els

This is the detail of the document listing each service in a standard formatE

escription

elivery "oint

Availability

Buality Levels


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SLAs should only be dra?n up ?here measurement of the performance against the targetlevels can be accurately and impartially measured. 1t is thus necessary to putmechanisms in place to capture data that ?ill identify any breaches of the SLAs such thatreports can be produced and used as the basis for discussions bet?een provider andcustomer.

1t is important to note that the process of capturing and retrieving this data should beidentified from a resource point of vie? in advance of the process taking effect in order toidentify if this process is itself >ustifiable. 1t may be that the overhead of producing theinformation out?eighs in resource terms the process of the SLA itself and if this is thecase the SLA may not be ?orth?hile.

$eports ?ill normally be the follo?ing -

H"roblem management e!ception reports

H Systems availability stats

H+ser %uestionnaires (to identify sub>ective vie?s of the service)

H System generated response times

$eports should include information ?here possible on the reasons why a 1articularSLA 6as ,ot +et< not necessarily the solution to the problem. Where possible theproduction of these reports should be automated.

45 Mo,itori,* a,d re)ie6i,*

$eports should normally be produced monthly and passed to all parties - providers andcustomers. They should provide the basis for discussion and be used to e!plain ?hy aparticular SLA ?as not met. 1f recurring breaches are identified then the SLA may bealtered (& or 2 monthly) or appropriate resource re-allocation considered - e.g.standbyredundant e%uipment purchased.


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SETTING UP TE SLA PROCESS

I,itial clari9icatio, o9 SLAsa,d co++o, u,dersta,di,*

o9 o./ecti)es

Custo+ers Ser)icePro)ider 4IT

0acilitator

=>at IT Ser)ices are ?eyto you2

-ey 1eo1le

-ey syste+s -ey de1art+e,ts -ey ti+es@tar*ets =>e, do you ,eed

t>e+2 o6 :uic?ly do you ,eed

t>e+ restored2 =>at su11ort 7 i,9o do

you ,eed2 =>at re)ie6s do you

,eed2

=>at do you 1ro)ide2

Syste+s a,d ,et6or?s A11licatio,s Su11ort@>el1 des? A)aila.ility 0ault Res1o,se ti+es Pro.le+ 9i ti+es =>at are t>e ?ey .usi,ess

syste+s2 o6 do you escalate

issues2 o6 do you +a,a*e

+a/or 1ro.le+s =>at are t>e ?ey 1olicies2

Security< 1rocure+e,tat do you re1ort o,2

Ne*otiate suita.le tar*etSLAs to +eet custo+er

,eeds a,d *e,eral ITca1a.ilities

ALL ( Measure o,*oi,* 1er9or+a,ce a*ai,st SLAsRe)ie6 a,d i,crease Ser)ice Le)el Tar*ets

Re)ie6 a,d ada1t resources as re:uired

Set u1 re1orti,*+ec>a,is+s


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IT SER#ICE MANAGEMENT INTEGRATION

ITIL O)er)ie6

1T1LH is a set of guidelines for managing 1T services to optimum levels of %ualityaccountability and efficiency. 1T1L has evolved over the last 5= years from a (+)government initiative to a global standard for operational :best practise; adopted by

5666s of organisations.

The 1T1L philosophy is that 1T needs to be managed consistent accountable and basedon customer needs rather than to be driven by technology. This re%uires a formalapproach to planning delivering and measuring the services provided in line ?ithbusiness needs.

Achieving this involves applying business disciplines to the delivery and support of 1T andas such re%uires a :culture change; @ for individuals and the organisation @ to ensuresuccess.

The key is that an integrated approach is re%uired to the changes re%uired to improve

service. Some initiatives like SLAs "roblem ect management internalcommunications and business planning re%uired is absolutely key to success. +sually thisinvolves a Ser)ice I+1ro)e+e,t Pro*ra++e.

The pro>ect must have clear ob>ectives and be supported at the highest level preferablyas a formal costed pro>ect. ect.

+ltimately 1T1L ?ill deliver cost benefits and %uality improvements to organisations (andindividuals) ?illing to embrace change and all the implications. Sometimes the hardestpart of this is simply getting a shared understanding of ?hat needs to change and ?hy.

1T1L can cut through these debates by providing the comfort of a common language and aproven frame?ork that is used globally in successful service operations.


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Ser)ice Catalo*ue< OLAs 7 E,dtoe,d& SLM

1n isolation SLAs can be useful as a means of improving communications and developinge!pectations for service. A ?ider approach is re%uired to the overall Service eliveryoperation to meet the targets and achieve the planned benefits.

The goal is to achieve :end-to-end; Service


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O1eratio,al Le)el A*ree+e,ts ( OLAs

*LAs are basically internal SLAs although they can be even less formal as documents.The key is that support groups outside the main service and support areas are a?are ofthe SLA and :sign-up; in some ?ay to meeting it.

This can be either a further SLA document (using more stringent target times) or a Termsof $eference that relates to the SLA and confirms that the group in %uestion ?ill follo?agreed target escalation turnaround response and fi! times.

*r perhaps it;s simply a management-level agreement to follo? the processes andtargets. Subse%uent reporting on delivery performance ?ill al?ays highlight any issuesK

Iou may also need *LAs ?ith other (non-1T) departments to complete the Supply 'hain./.g. if you have an SLA for setting up user-idssecurity accounts ?ithin certain timescalesthen you ?ill need some commitment from 7$ and user departments to provide timely

information on staff changes ne? starts etc.1t;s usually helpful to use an integrated Service


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E,dtoE,d Ser)ice Ma,a*e+e,t

#elo? - A traditional vie? of internal Service


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SLAs are a formal means of identifying key services and processes re%uired to meetbusiness needs - these are monitored and any problem areas highlighted for action. 1Tcan focus customers; attention on the cost of providing additional services.

The SLA encourages a ?orking process to define and balance business re%uirements ?ith

available service resources ?hereas a contract is an absolute statement of %uality levels?ith legal or financial penalties if levels are not met.

*ne reason for avoiding contractual status is that very often both parties don;t really kno?the current level of service provided and are thus in no position to commit themselves totargets that they may have no possibility of achieving ?ith their current resources.

*nce the SLA process has identified actual service levels and resource re%uirements itmay then be possible and realistic to develop the SLA into a contractE


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Mi*rati,* a, SLA i,to a co,tract 6>at ,eeds to .e co,sidered2

0ro+ a, IT 1ro)isio, 1ers1ecti)e

5. no? your current costs and service levels ?ell.

9. 7ave a ?ell-defined service catalogue that scopes all kno?n services. 1nclude live

support and change services ?here re%uired.&. The migration of an SLA is one element. The SLA must also be adapted to suit any

contractual change.

. $evie? the SLA concept @ SLA is a %uality process. oes this fit ?ell ?ithin acontractual model4

=. /nsure that the organisation has a ?ell-developed %uality culture and that ServiceLevel


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Ser)ice Le)el Co,tracts

Service Level 'ontracts (SL's) can help clarify each partys goals limit the liability of theparties and ensure that both parties get the services and payment e!pected.

SLAs are usually simple schedules (?ithout penalties and legal status) that set out target

Service Levels service o?ners and other relationship-management information.

SLCsare full business contracts and therefore differ according to each company;s legalre%uirements. 7o?ever these usually are developed eitherE

As a normal business-to-business service contract ?ith an added schedule for theService Levels and penalties (a development of the SLA). The main area of ?ork is inensuring that the SLA and penalties can be legally enforced as part of the contract.

*r as a development from the SLA into a legal contract. This re%uires more(professional legal) ?ork to ensure that it legal and viable.

Sta,dard co+1o,e,ts

Ser)ices

1t is important to clearly define the services to be performed and any deadlines for ?orkproduct or performance. Without clarity each party even in good faith may have differentideas and not discover this until the ?ork is completed and one party is not satisfied. Themore detail stated in the contract about the relationship the less risk of misunderstandingor unfulfilled e!pectations later.

Service levels to be designated for technical or other performance should be set forth inthe agreement and stated in detailM these some times also include financial penalties orre?ards @ e.g. for (availability fi! and response) SLAs missed or consistently missed.There is no set formula for determining the penalty levels and numbers.

This area can be a minefield and it is strongly recommended that any party engaging inSL's uses professional advice and starts the process ?ith some e!perience of setting upand managing SLAs realistically (both as a provider and receiver).


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Pay+e,t

The agreement should include a provision that states ho? much is to be paid ?hen it is tobe paid ?hat is included in the payment (e!penses ta!es travel) procedures forinvoicing and penalties for late payments.

Relatio,s>i1The agreement should include a provision that clearly states that the relationship is not apartnership >oint venture or employer-employee. Since some of these relationships canbe implied by la? this is an important provision.

Co,9ide,tial I,9or+atio,

The agreement should include a provision stating that the parties ?ill e!changeconfidential information ho? that information ?ill be identified and handled restrictionson disclosure and misuse and e!ceptions to ?hat is included in confidential information.epending on ?hether the agreement is for provision of services or hiring of a serviceprovider the e!ceptions may be broader or narro?er.

O6,ers>i1 o9 =or? Product

The service provider ?ill ?ant to make sure the agreement does not include a provisionstating that the customer o?ns the ?ork product so that the "rovider may continue toperform similar services for other customers ?ithout the risk of legal interference orrestriction.

The company hiring a service provider ?ill ?ant to ensure that they fully o?n the ?orkproduct and that the agreement contains the legal language as re%uired by copyright la?.

1n either case the o?ner of the ?ork product may agree to give a license to the other

party to address its needed uses.


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Re1rese,tatio,s a,d =arra,ties

These may include the follo?ing or other ?arrantiesE

That the service provider ?ill re-perform defective or non-conforming services for a

time period indicated

That the services ?ill be performed at or above industry standards @ e.g. 1T1L

That the service provider ?ill not infringe third party rights in performing services That the service provider is not violating any other agreement by performing

services

Which ?arranties and the number included ?ill depend on ?hether the agreement isdrafted by the service provider or hiring company.

I,de+,i9icatio,

The hiring company should ensure that the agreement contains a provision stating thatthe service provider ?ill indemnify the company for any breaches of the ?arranties.

1ndemnification means that the provider ?ill have to pay the company for any third partylitigation costs resulting from its breach of the ?arranties.

Lia.ility Li+it

The service provider should include a provision limiting its liability to the ma!imum amountit receives under the agreement and for both direct and indirect damages. This ?ordingmust be la?yer-drafted to be effective. "roperly drafted this is an e!tremely beneficialprovision to lo?er risk.

Ter+i,atio, a,d Ter+

The agreement should include a provision that regarding ho? long the agreement ?ill bein effect and the options and results for termination.

I,sura,ce

The hiring company should re%uire a minimum level of insurance coverage from theservice provider so that it can be sure that any negligence or liabilities are financiallycovered.

0orce Ma/eure

The service provider should ensure inclusion of a force ma>eure clause. Looselytranslated from the 0rench this means a superior force. A force ma>eure clause meansthat in the event of ?ar acts of od strikes ?eather and other uncontrollable forces theparties are e!cused from performing.

No,Solicitatio,

To protect both parties the agreement should include a mutual restriction on each partysoliciting employment from the employees of the other.


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SLA DO&S AND DON&TS

DON&T a11roac> ,e*otiatio, de9e,si)ely 41ro)ider

DON&T a11roac> ,e*otiatio, as?i,* 9or too +uc> 4custo+er

DON&T dra6 u1 t>e docu+e,t usi,* le*al or tec>,ical /ar*o,

DON&T 9ill t>e docu+e,t 6it> ecessi)e detail

DON&T t>i,? o9 t>e docu+e,t as a +ea,s o9 tyi,* do6, t>e 1ro)ider 4custo+er

DON&T t>i,? o9 t>e docu+e,t as a strai*>t /ac?et< or Bi* Brot>er 6atc>i,* you41ro)ider

DON&T set u1 a, SLA i9 you ca,&t +easure t>e ser)ice

DON&T set u1 a, SLA i9 t>e 1rocess o9 +easure+e,t is a, ecessi)e o)er>ead

DO a11roac> t>e 1rocess 1ositi)ely

DO a11roac> t>e 1rocess as a :uality issue

DO dra6 u1 t>e docu+e,t i, 1lai, E,*lis> all sta99 i,)ol)ed +ust .e a.le toread a,d u,dersta,d it easily

DO use t>e re1orts as a starti,* 1oi,t 9or discussio,

DO use re)ie6 +eeti,*s to discuss c>a,*es@resource [email protected]+s o1e,ly


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A11e,di Sa+1le SLAs

$/A T71S 01$STPlease ,ote t>at )alues 9or ser)ice le)els ,oted >ere are ea+1les o,ly a,d s>ouldNOT .e re*arded as sta,dard3

/very company;s re%uirements for and from SLAs are different @ conse%uently every SLAis different.

"lease use these e!amples for general guidance only @ YOUR SLA?ill be driven by the

individual business operational and culturalpresentational needs of your organisation.

Whilst SLAs ?ill be different in general you should consider including the follo?ingE

Ser)ice Descri1tio,s

Deli)ery Poi,t4s@ desktop server etc.

Escalatio, Poi,ts@ e.g. help desk or service o?ners

ours o9 a)aila.ility@ standard ?orking hours 9 ! 3 etc

Tur,arou,d ti+es@ e.g. for procurement consultancy

0i a,d res1o,se ti+es@ e.g. for incidents problems

Priority a,d Se)erity descri1tio,s@ clear simple definitions

Custo+er Res1o,si.ilities@ calls must go via help desk etc.

S1ecial Custo+er re:uire+e,ts@ key dates systems users etc.


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SAMPLE SLA"

Ser)ice Le)el A*ree+e,t Bet6ee,'' De1art+e,tNa+e Date @@ And

IT Di)isio,Na+e Date @@

T>e >el1 des? offers direct client support for the services sho?n overleaf.

This is available on 'TN ''''from 66E66 @ 66E66 on ?orking days. *utside thistime you can leave a voice mail ?hich ?ill be ans?ered by the ne!t ?orking day.

When you call the help desk your call ?ill normally be ans?ered ?ithin seco,ds@ this may belonger if the lines are busy but this shouldn;t e!ceed seco,ds.

1f the lines are busy this usually suggests that there is a ma>or problem @ ie ?ith e-mail or the

net?ork @ ?e may s?itch to voice mail during this time and it may therefore be ?orth calling backlater @ but please call.

When you call the help desk you ?ill be asked to give basic details of your problem includingho? this affects you and your department. Iou ?ill be asked for details of the system you ?ere?orking on at the time and any e.g. error messages displayed @ so please have these ready.

*nce the problem has been described you ?ill be given a re9ere,ce ,u+.erfor any future call-back @ please make a note of this.

1f you need to speak directly ?ith a technical e!pert please contact them by phone or email @ thecall should refer to a logged problem.

Iou ?ill be asked to give the Busi,ess Priorityof your problem as sho?n belo? @ if the helpdesk cannot fi! this on the phone you ?ill then receive a call back as follo?sE

Priority Descri1tio, Call Bac? Ti+e

" A serious problem needing immediate attention affectinga large number of staff @ e.g. a ?hole department

"5 +i,utes

$ A serious problem needing immediate attention affectingone or t?o people @ e.g. needing to travel or give apresentation

8% +i,utes

8 A problem that affects you but doesn;t stop you ?orkingimmediately. Plus all calls lo**ed )ia E+ail3

8 >ours

; $e%uests and problems that are not urgent " 6or?i,* day


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-ey ser)ices o99ered .y t>e >el1 des?

These are services and target Service Levels provided by during normal ?orking hoursE

Ser)ice4s Descri1tio, SLA Co++e,ts

Clie,t Pro.le+ Su11ort Tar*et

/


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De1loy+e,t Tar*et

eployment ofstandard "'s

,e? and used e%uipment 9 ?eeks for ordinary re%uests.

+rgent re%uests ?ithin 9 days

eployment(inventory)

,otification of e%uipmentarrival

Within & ?orking days of delivery

elivery(inventory)

/%uipment delivery Within & days of the re%uest

+rgent delivery ?ithin 5 day

eployment ofsoft?are

Standardsimple Within & days of the re%uest

+rgent re%uests ?ithin 5 day

1nventory Target

1nventory +pdate 1nventory records Within 9 days of the re%uest

Loan


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Priority Guideli,es 9or IT Su11ort-ey Su11ort areas

GENERIC

-ey Clie,ts "rogramme managers J their secretaries irectors J *ffice 7eads

-ey Syste+s /-mail net?ork servers and printing 0inancial systems

-ey dates a,dse,siti)esituatio,s

0inancial planning deadlines Anyone ?ith a problem about to travel Anyone ?ith a problem about to attend a sales meeting

DEPARTMENTAL

'' Local server managers for NNN #udget clerks @ printing transaction listings

''


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SAMPLE SLA $

Service Level Agreement

Between

IT

and

IT Template

(The Customer)

Signature: Signature:

Position: Position:

Date: Date:

Ref No

!ate

Status


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I,troductio,This Service Level Agreement (SLA) covers provision and support of the folloing services:

Service Des!"

#aintenance and Support of dependent services"

Development of ne or enhanced services"

Advice and consultanc$"

Procurement of standard hardare% softare and upgrades.

Please refer to section & for a detailed 'rea!don of the a'ove services. The SLA remains valid until superseded '$ arevised agreement% hich has 'een endorsed '$ relevant signatories from 'oth parties. The agreement ill 'e revieedannuall$.

Please note that the response and resolution times stated ithin this SLA are target times onl$ and are therefore notguaranteed. T ill pu'lish its performance against each target time via nterlin! on a monthl$ 'asis.

Access to Ser)iceThe Service Des! is availa'le from *: + 1*: on normal or!ing da$s. t can 'e contacted in the folloing a$s:

Telephone

"#mail

$a%

,utside of normal or!ing hours a voice mail ma$ 'e left% hich ill 'e ansered '$ the ne-t or!ing da$. ,ncalling the Service Des! the call ill normall$ 'e ansered ithin &' seconds. This ma$ 'e longer if the lines are'us$ 'ut this shouldnt e-ceed ' seconds.

f the Service Des! lines are 'us$ this usuall$ suggests that there is a ma/or incident% e.g. ith 0mail or the 2etor!.n these instances% details of the ma/or incident ill 'e pu'lished on nterlin! and the Service Des! ma$ sitch tovoice mail. During such incidents it ma$ 'e orth calling 'ac! later% or if the call is not urgent use nterlin!% emailor fa- the Service Des!.

non Service interruptions and scheduled service outages (e.g. for routine maintenance) ill 'e listed on nterlin! inthe T section and should 'e chec!ed prior to contacting the Service Des! especiall$ hen ma/or services areunavaila'le.

,n calling the Service Des! $ou ill 'e as!ed to give 'asic details of the incident% including ho this affects $ou and$our department. 4ou ill 'e as!ed for details of the s$stem $ou ere or!ing on at the time and an$ e.g. errormessages displa$ed + so please have this information read$.

,nce the incident has 'een logged $ou ill 'e given a callreference numer* This reference num'er ill 'e emailedto $ou and must 'e 5uoted on an$ future contact. An$one ishing to spea! directl$ ith a technical e-pert mustcontact the Service des! first.

Res1o,se a,d Resolutio, Ti+es6pon placing a call% $ou ill 'e as!ed to assess the Severit+ (Business Impact)of the incident according to the levelsindicated in the 7usiness mpact ta'le 'elo. As a result of this the Service Des! ill allocate a ,riorit+ to theincident or re5uest. The priorit$ of the incident or re5uest ill determine the target response and resolution times.

f the Service Des! cannot resolve the incident on the phone $ou ill receive a call 'ac! from a mem'er of the ServiceDes! according to the priorit$ level. The 7usiness mpact (Severit$) and the 7usiness Priorit$ ta'les are set out 'elo:


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Se)erity Ta.le

Severit+ Level !escription

& An incident causing an e%tremel+ seriousimpact to the 'usiness as a result of thes$stem(s) 8 service(s) affected and8or the num'er of people affected '$ the incident. e.g. A

complete loss of the customers service or the impacted usiness function is haltedcompletel$ and interim restoration is either not possi'le or not accepta'le.

An incident causing significant impact to the 'usiness as a result of the s$stem(s) 8service(s) affected and8or the num'er of people affected '$ the incident e.g. significant lossof customers service 'ut the impacted usiness function is not haltedalthough interimrestoration is not possi'le or not accepta'le.

- An incident hich affects the customers service 'ut has a small impact to the 'usinesse.g. single user or component affected 'ut the trou'le can 'e circumvented. ,lus all callslogged via "mail*

. ncidents that have a negligile impact to the usiness% re5uests or en5uiries for

information purposes onl$.

,rocurement !escription

/ Procurement re5uests for standard e0uipmentand softare onl$.

1 Procurement re5uests for non#standard e0uipment and nonstandard softare.

Priority Ta.le

,riorit+ Response Time Resolution Target

1 19 minutes hours 3 minutes & hours

3 3 hours 1 hours& 1 hours 3 hours

,rocurement 2uotation $orm Issued 3rder Received

9 3 hours from receipt of ;e5uest


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Ser)ices O99eredThe folloing ta'le shos the current T services offered across all ?ompan$ -sites. Specific customer SLAdocuments ill onl$ list the services supported that are relevant to that specific customer.

Service AreaSer)ice4s

!escription4Comments

5aintenance 6 Support

Applications

Infrastructure

Service Des!

Service Des! S$stem

Access @ Data Securit$

nternet Access

#icrosoft ,ffice Products

Des!top ardare

Printing

S$stems ouse!eeping

LA2 @ BA2 2etor! @ Servers


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Service AreaSer)ice4s

!escription4Comments

Service Re0uests7 Changes 6 ,ro8ects

?hange and Service ;e5uests

Pro/ect #anagement

7usiness Anal$sis

Design and 7uild Applications

Design and 7uild nfrastructure

nstallation

Training

Advice and Consultanc+

Auditing


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Custo+er I,9or+atio,-ey Users

Name Title4Responsiilit+ Telephone "mail Location Comments

-ey Syste+s@E:ui1+e,t

Tag 9 S+stem4"0uipment Location :sed for ;e+ ,eriod7 !ates Comments

END O0 DOCUMENT

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