Innovation and Technology Department FY2017 …County of Ottawa Department of Innovation and Technology FY2017 Annual Report Page 2 Contents Mission 2 Vision: 2 Building Blocks 2pursue

Innovation and Technology Department

FY2017 Annual Report David Hulst, Director

County of Ottawa

Department of Innovation and Technology

FY2017 Annual Report

Page 1

The activities and programs of

this department are brought to

you by the members of the

Ottawa County

Board of Commissioners

Greg J. DeJong, Chairman

Roger A. Bergman, Vice-

Chairman

Joseph S. Baumann

Allen Dannenberg

Donald G. Disselkoen

Matthew Fenske

Mike P. Haverdink

James H. Holtvluwer

Francisco C. Garcia

Kelly Kuiper

Philip D. Kuyers

County of Ottawa



Page 2

Contents Mission 2

Vision 2

Building Blocks 2

Executive Summary 3

Project Management Coordinator 10

The Applied Technology Team 13

The GIS Team 17

The Technical Infrastructure Team 19

Appendix A: Workload Statistics and Metrics A-1 to A-13

Appendix B: GIS Revenue and Metrics B-1 to B-5

Appendix C: Organizational Information C-1

Appendix D: Financial Information D-1 to D-7

Appendix E: Online Services E-1 to E-7

Appendix F: Department & Enterprise Software F-1

Appendix G: Technical Infrastructure G-1 to G-8

Mission: The Ottawa County Department of

Innovation and Technology partners with its

customers to provide technical leadership, support

goals and create cost effective solutions that promote

excellent service.

Vision: Ottawa County will be a model of

technology application for local government.

1. Model: One serving as an example to be imitated

or compared.

2. Application: The capacity of being usable and

relevant.

Building Blocks: The Department continues to

pursue four primary goals that guide its efforts and a

measurement for results. Services and projects show

value when they support one or more of the

following.

Goal 1: Fiscal Responsibility: Proactively advancing

the County’s cost effective use of technology by

developing and executing short-term, mid-term and

long-term plans. Allocating resources to achieve high

value results.

Goal 2: Operational Stability: Building and

maintaining a stable and robust technology ecosystem

through a holistic approach involving policy, people,

process and technology. Systems are available and

operate in a way that engenders trust and confidence.

Goal 3: Customer Satisfaction: To engage in activities

that promote customer service

with employees, partners and the

public. Developing relationships,

sharing information and seeking

input so that the IT Department is

viewed as a valued and trusted partner.

Goal 4: Innovation: Engaging with others who seek to

act on new ideas, improvements and change. To never

accept that something can’t be done because it hasn’t

been done before.

Recognizing that change is

hard but not accepting

status quo as a permanent

condition.

When you focus on problems, you gain more

problems...when you focus on possibilities,

you gain more opportunities.

Nishan Panwar

County of Ottawa



Page 3

Executive Summary Overview

Based on changes in the County’s Fiscal Year and

subsequently the reporting period, this report covers

the period from October 1, 2016 through September

30, 2017.

The IT Department staffing structure remains

consistent through 2017 and into 2018. The

Department spends the majority of its staff resources

on ensuring stability of the technical environment.

However, that does not indicate stagnancy or lack of

progress on technological improvements. While daily

support, consistent operational procedures and routine

maintenance are important aspects of a good IT

department, development of new methods and use of

new technology are a major component of Ottawa

County’s IT culture. As you review the information in

this report, consider the technologies implemented

and methods used to provide service. Some of the

changes may seem simple or small, for example the

use of Blue Iris cameras in customer service areas, or

the move of an internet connection to a new location,

but each step is one more move toward a significant

breakthrough.

Demand for services results in an average of 46

service desk tickets submitted daily for a total of

11,575 tickets opened and resolved. The Department

completed 460 projects or work orders. There was an

average of 225 project requests in process daily.

With the agreement for the current Service Desk

software used to record and track tickets and projects

ending in 2017, the IT Department felt it needed to

look for a new program to support its internal

processes. Problems included lack of support, limited

capabilities and lack of improvement relative to other

products. This application is essential to good internal

processes and excellent customer service. The

procurement process began in 2017 but due to lack of

satisfactory options, the decision was made to stop the

procurement process and restart it for FY18.

The Department facilitated County Technology

enhancements by working with the Courts to upgrade

District Court technology in

Holland and Hudsonville and

working with the Courts and

Clerk’s Office on a new Jury

Management System. External services were

expanded to the City of Ferrysburg. The services

delivered through an extension of the FOG-Net

enabled the migration of server applications to the

County’s infrastructure and direct on-network access

by City of Ferrysburg staff. Another extension of

FOG-Net enabled the County to assist with the

technology components of the new Spring Lake Fire

Station. This site also supports Ottawa County

Sheriff staff supporting the Township.

Accomplishments

Accomplishments.

1. Goal 1: To proactively advance the County’s

cost effective use of technology by developing

and executing short-term, mid-term and long-

plans.

a. Reducing operating costs.

1) Replacing Lotus Notes applications and

therefore the number of licenses needed.

2) Removing old equipment from the

network.

3) Using power management software to

automatically power down 1,061 County

computers every evening at 6PM.

b. Taking advantage of collaborative

opportunities:

1) Participating in a State funded Chief

Information Security Officer as a Service

(CaaS) Pilot project.

2) Working with State Court Administrator’s

Office (SCAO) and the contractor

(ImageSoft) to upgrade and configure the

County’s Truefiling system to support

electronic filing for the Courts.

3) Working with FOG-Net to provide on-

network fiber connections to the Allendale

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Charter Township (ACT) office and the

ACT Sheriff’s office.

c. Initiated projects to replace legacy Software:

1) Sheriff Scheduling.

2) Prosecutor Scheduling.

3) Jail Management System upgrade.

4) Judicial Docket upgrade.

d. Planning and Forecasting Technology

Investments.

1) Updating and refining input to the Capital

Improvement Plan.

2) Published the 2017 County Technology

(Strategic) Plan.

e. Improved internal processes to leverage

existing resources.

1) Enhanced software patching and

deployment through automation.

2) Enhanced build process for new computers

reducing the time to image and configure.

2. Goal 2: To maintain a stable and robust

technology ecosystem through a holistic

approach involving policy, people, process and

technology.

a. Enhanced the County’s technical

infrastructure.

1) Increased storage and server capacity by

replacing life cycle ended servers in our

secondary computer site with new hyper-

converged architecture VXRail servers.

2) Configured full 10Gb Core-to-Core

connection between primary and

secondary data centers.

3) Completed Courtroom Technology

upgrades to all five courtrooms in Holland

and Hudsonville. Replacing 12 year old

technology.

4) Completed Equipment replacement cycle.

a. 757 devices

b. 122 laptops

c. 60 Desktop Computers

5) Replaced Legacy Systems

a. Notary Public application.

b. Jury Management.

c. Medical Examiner Software.

6) New Environmental Control Unit for West

Olive Computer room – old unit providing

redundancy.

7) Moved Merit Internet connection to

facility with generator backup power.

b. Security Awareness Training achieved a

completion rate of 98% up from 60% in 2016.

c. Provided Technology Improvements to local

unit partners.

1) Moved City of Ferrysburg on network

(FOG-Net) County hosted servers.

2) Completion of technology installation for

new Spring Lake Township Fire Station,

Sheriff’s Office.

3. Goal 3: To engage in activities that promote

customer service with employees, partners and

the public. a. Weekly

performance statistics

are distributed to all

IT staff with

information on

outstanding issues and

approaching

deadlines.

b. Desktop, laptop and tablets computers are

being purchased with Solid State Drives

significantly increasing performance.

c. Off network employees and supported

organizations are benefiting from improved

service resulting from the use of Relay Servers

that support external remote support sessions

allowing technicians to view a user’s desktop.

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d. Monitoring tools have allowed proactive

performance tuning of the County’s Tier 1

applications.

e. Improvements in maintaining images for new

computers continues to streamline and

increase the speed for deploying new

computers and restoring failed systems.

f. Local unit services continue to expand. New

capabilities are providing capabilities that

were not possible without costly consultation.

Migration of e-mail from legacy to cloud

hosted services and assistance with e-mail

administration as well as a number of other

technology needs has created a strong sense of

trust and partnership.

g. The Public has access to more visible and

timely information on Court Docket and lobby

displays throughout the County.

4. Goal 4: To continually seek to improve and

facilitate the County’s efforts toward new

processes and capabilities. a. Innovation begins with a staff that is

knowledgeable about County operations,

identifying opportunities and problems, and

always learning. A combination of instructor

lead and online training courses are pursued to

promote continuous learning.

b. As part of the Jury Management System, the

IT Department assisted with installation and

configuration of self-check-in units in all the

Courthouses. The new Jury system also

provides improved online questionnaire

capability reducing mailing costs and

increasing convenience.

c. Text message notification was expanded from

the Public Health Department to the Courts

where messages are being sent as reminders

for payments due.

d. County IT Services were extended to the City

of Ferrysburg through existing fiber from

Grand Haven Public Schools. This allowed

the County to provide hosting services for a

third local government unit. In addition, the

Department assisted with improvements in

their campus Wi-Fi capabilities at City Hall

and the Fire Department and implemented a

new security camera system.

e. The County continued to promote innovation

through its fourth annual Innovation and

Technology Forum. This year’s forum

focused on the theme: Work Redefined:

Space, Culture & Technology. To our benefit,

Haworth Corporation sponsored the keynote

speaker Rex Miller, author and thought leader,

on design thinking.

f. Ottawa County joined a pilot, Chief

Information Security Officer (CISO) as a

Service (CaaS), program with nine other local

governments and the State Department of

Technology Management and Budget

(DTMB).

g. Protection of information was enhanced

through the use of end point drive encryption.

h. In the Friend of the Court (FOC) Alternate

Work Location (AWL) pilot project, the IT

department implemented a combination of

technologies to facilitate access to systems

and provide the necessary security including

two factor authentication (2FA).

Challenges

Challenges Pace, Process, Priorities and Pressure.

These four P’s represent the realities of the County’s

environment.

Pace: Keeping up with service demands, new

delivery methods, expanding requirements and

technology change is difficult. Government operates

at the pace of a marathon runner, while the world is

sprinting.

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Process: Change is really about behavior. Process is

behavior. Behavior change requires a willingness to

let go of the old and accept the new. Rules and

regulations, and our unquestioning acceptance of

rules and regulations are an obstacle to rapid and

significant change.

Priorities: In an organization with as many functions

as County government, competing priorities are an

inherent component of our organization. An

appreciation for differing priorities and an effort to

accommodate solutions that support the various needs

is essential, but also filled with potential risks to

project speed and success and intra-organizational

conflict.

Pressure: Working throughout the County, affords IT

the opportunity to learn about the daily operations of

all departments. From those observations, it is clear

that everyone is busy! So with a full day of just doing

the work that needs to be done, how do we expect

everyone to plan for, test and implement new

systems? Competing demands and unreasonable

expectations can be detrimental to morale. But, failure

to plan and test increases the risk of failure.

Plans

A layered model has been used to describe what can

be referred to as the County’s technology ecosystem

(refer to Investment Layer Model on the next

page). The first diagram on page 7 shows the layers

with a description. Page 8 shows the major

components and projects by layer. Actual investments

in staff, services, and technology in all layers is

necessary for a balanced and effective technology

infrastructure. Planned investments are also shown in

the Capital Improvement Proposals (IT specific) on

page 9.

Department Organization The IT Department maintains the organizational

structure from 2016. A complete organizational chart

of the Department is shown in Appendix C.

Conclusion

Supporting the daily needs of the County is

challenging. Looking ahead, anticipating future needs

requires an entirely different mindset. The 4 P’s are a

simple but accurate reflection of the challenges faced.

Pulled in many directions, it is still necessary to focus

our efforts on a limited set of priorities. If we can

accomplish one thing well, it will lead to further

success. This report celebrates of many successes and

an honest assessment of our limitations.

Administrative & Leadership Team Director David Hulst

Senior Secretary DeAnne McCammon

Manager of Technical Infrastructure Michael Morrow

Project Management Coordinator Tina McConnell

Manager of Applied Technology Aaron Boos

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Layer

Internal Staff, Contractors and Consultants

Maintenance and Warranty service

End User Equipment and Software including mobile devices and operating systems,

security software, etc. needed to maintain an effective and secure environment

Department and Enterprise Software. Applications hosted from a server that support

the business functions of the County

Servers, Operating Systems and Management Software for those systems including

VMWare, backup/replication/security/etc. to support an effective and secure operating

environment

Storage used by centralized systems including storage within stand-alone servers and

Storage Area Networks, as well as any Cloud hosted storage which is managed by the

County

Voice communication system (Telecom) including any switches unique to the telecom

system and servers specifically required to support telecom functions such as Call

Center, Voice Mail, etc.

Switches, Routers for wired or wireless networking within the County, to the internet, or

to other agency networks directly. Essential structure for Network traffic flow and

routing

Cabling, power (including UPS and Backup), non-standard Technology such as Audio-

Visual Equipment that does not fit within a category defined above.

Ottawa County Technology Investment Model

Server Infrastructure(Hardware & OS)

Voice/Video InfrastructureLayer 3

FacilitiesLayer 1

Server Infrastructure(Application Software)

Services(Install/SmartNet/Care Support)Layer 7

User DevicesLayer 6

Server Infrastructure(Hardware & OS)

Storage InfrastructureLayer 4


IP InfrastructureLayer 2

FacilitiesLayer 1

Services(Full Service)

Layer 7

Server Infrastructure(Application Software)

Investment Layer Model

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Ottawa County Technology Investment Model Ottawa County Technology Investment Model

Layer 2017 2018+

Internal Staff: 27

Arbor Solutions: 1 Contracted Developer, Part Time: AS400/Justice System

WebTecs Inc.: Fixed Cost Contract for Web Site Development and Maintenance

SolidCircle, LLC: Contracted Development JusticeSuite: Jail, Case Management, Juvenile Case Management

State Department of Technology Management and Budget (DTMB): CISO as a Service

Local Unit Services: Hosting, IT Support, Web Hosting

Internal Staff: 27

Arbor Solutions: 1 Contracted Developer, Part Time: AS400/Justice System

WebTecs Inc.: Contracted Web Site and Maintenance, Sheriff Scheduling

SolidCircle, LLC: Contracted Development JusticeSuite: Jail, Case Management, Juvenile Case Management,

Prosecutor Scheduling

State Department of Technology Management and Budget (DTMB): CISO as a Service

IT Service Management (ITSM) Software: Incident Management, Asset Tracking Change Management

Local Unit Services: Hosting, IT Support, Web Hosting

FY17 Budget Actual: $434,559.82

Investment in Individual Employee Hardware: $1,840,000

Investment in Individual Employee Software: ~$200K

FY18 Planned Employee Hardware and Software Purchases: $435,650

Converged Architecture Servers to expand capacity, improve replication and performance

Moved Sheriff Digital Evidence from stand-alone workstation to server hosted

Business Continuity/Disaster Recover Improvements FY18: $229K'

Infrastructure Refresh CIP effort planned for FY19: $1.3M.

Storage Replication Enhancement: New Core swithing for increased bandwidth between cores enhancing data

transfer/backup between geographically dispersed servers.

Business Continuity/Disaster Recovery Improvements FY18: $229K (Same as Layer 5)

Infrastructure Refresh CIP effort planned for FY19: $1.3M (Same as Layer 5)

Courtroom Technology Upgrades for Holland and Hudsonville

Connected Spring Lake Fire Station to Grand Haven Public School VoIP service

Initiated process to purchase new County Phone System: Development of Specifications

Issue RFP and Initiate New Phone System Project CIP planned for $1M.

Grand Haven Courtroom Technology upgrades.

Configured Firewalls for High Availability

Fiber exented to Spring Lake Township Firebarn (Fire and County Sheriff Staff)

Fiber extended to Allendale Charter Township Hall (County Sheriff Staff). Firewall upgrades at external sites:

Sheriff Local Unit offices.

Security Information and Event Management (SIEM) Software - Internal Security and Compliance monitoring.

New Environmental Control Unit Installed in Main Computer Room (Older unit from 1998 wired in to serve as a

backup)

Extension of internal fiber to support Network Video recording. Replace cabling for Grand Haven Courtrooms

to support technology upgrades.

Se

Voic

FacilitiesLayer 1

User DevicesLayer 6

Server Infrastructure

Storage InfrastructureLayer 4


Fac

ServicesLayer 7

IP Infrastructure Layer 2

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Project Description

Current

Approved 2018 2019 2020 2021 2022

2023 &

Beyond

Estimated

Cost

Justice System (MICA) 1,717,912 631,705 170,560 2,520,177

Justice Suite (MICA) Future Enhancements 120,000 120,000 120,000 120,000$ 120,000$ 600,000

MICA Historical Data Access 111,300 99,700 211,000

MICA Justice Integration Financials 30,000 55,000 85,000

CourtStream MICA Project Juvenile Justice Data Sharing 206,860 30,000 236,860

Touch Screen Self Service Center -

OCCDA-LEIN-MICA Interface 50,000 (50,000) 50,000 50,000

Courtroom Technology upgrade - District 525,000 (75,000) 450,000

Courtroom Technology upgrade - Circuit/Trial GH 471,746 471,746

Courtroom Technology upgrade - Probate/Family 82,000 82,000

Touch Print fingerprint machines replacement 40,000 (40,000) 70,000 70,000

GIS Oblique & Orthophoto Imagery/LIDAR Update 318,000 46,217 132,500 98,677 98,677 330,000 1,024,071

PA Court Calendar Application 100,000 100,000

Sheriff Scheduling System 104,000 104,000

Phone System Replacement 1,000,000 1,000,000

Smart Bench Project 192,512 192,512

Server/Storage Infrastructure Refresh 1,300,000 1,300,000

Wireless Infrastructure Refresh 89,480 89,480

Building Cabling/Recabling 400,000 200,000 600,000

WAN Refresh 240,600 240,600

EHR Insight Software Replacement 360,000 360,000

Subtotal 3,203,072 2,611,368 1,903,072 741,980 218,677 418,677 690,600 9,787,445$

County of Ottawa

Capital Improvement Plan

Fiscal Years 2018-2023

County of Ottawa



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Project Management Coordinator Overview

The Project Management Coordinator (PMC) position

focuses on the IT Department’s internal processes in

order to optimize services. The PMC performs three

main functions: Service Management, Project

Management, and Business Relationship

Management.

1. Service Management: Implementing best

practices in the area of service management by

refining processes that follow the internationally

recognized Information Technology Infrastructure

Library (ITIL) methodology. The PMC works to

put these principles into practice. In addition, the

PMC manages these processes by monitoring,

supervising, providing training and changing

processes as needed to ensure the department is

providing great customer service to customers and

doing so in an efficient and consistent manner.

2. Project Management: Developing a process for

defining the procedures to follow based on a set of

parameters that define the size of a project.

Manage the Project Management process by

monitoring, supervising, providing training and

changing processes as needed to ensure the

department is managing projects in an efficient

and consistent manner.

3. Business Relationship Management: Establish

channels for customers to provide feedback.

Develop methods of maintaining contact with

customers. Monitor and manage the relationship

with customers to increase satisfaction. Develop

opportunities for increasing end user knowledge

and awareness regarding technology and

coordinate with Human Resources to ensure IT

training is part of the County Training Program.

Accomplishments

During the past year, the PMC has achieved the

following:

1. Project Management Standards: Continues to

develop project management standards for

documenting and evaluating project risk.

Implemented a new project tracking tool called

SmartSheet. SmartSheet is a collaborative tool

for managing project timelines, resources, and

work. It is a subscription service. IT has 10 staff

members utilizing SmartSheet, including all of the

IT Managers and Business Analysts.

2. Service Level Agreement Monitoring and

Communication: Monitors SLA performance

and communicates with IT staff on a weekly basis

on SLA status. This weekly communication

assists IT staff in setting priorities for ticket

resolution, and keeping customer service at the

forefront. This has improved SLA performance.

3. IT Inventory migration out of Lotus Notes: The IT computer inventory was migrated from

Lotus Notes into Excel. Eventually, inventory

will be imported into a Configuration

Management Database (CMDB). The Lotus

Notes inventory system has been retired.

4. Customer Satisfaction: Implemented a new

process for Customer Satisfaction Surveys.

Surveys return with a less satisfactory rating are

now flagged for follow-up with the customer by

an IT Manager. The purpose of the conversation

with the customer is to find out what could have

been done better by IT staff. This information is

then communicated to IT staff as appropriate in

order to make continuous service improvements.

5. IT Connect Newsletter: The IT Connect

Newsletter is in its second year of publication. It

is published on a monthly basis. Feedback from

County departments has been very positive. The

newsletter provides a method of communicating

with customers, providing education, and

introducing staff. One of the goals of the IT

newsletter is make IT approachable and break

down misconceptions about IT

6. Asure Resource Scheduler: The IT Department

assisted Facilities in implementing the new room

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scheduling software: Asure Resource Scheduler.

Resource Scheduler is an add-in to Outlook,

Cloud hosted application that allows email users

to schedule meeting rooms and resources. The

Department’s role included exporting information

from the Notes scheduling system to Facilities to

build the reservation database and post

implementation support. This is a major step in

retiring Lotus Notes. The new Resource

Scheduler provides Facilities staff the ability to

monitor requests for rooms, plan setup and handle

special requests. Shortly after the

implementation of Resource Scheduler, the main

support person in Facilities left Ottawa County.

IT had to pick up support for the application and

provide resources to complete some portions that

had not been completed.

7. Training: The PMC serves as the primary

training facilitator, coordinates training offerings

with Human Resources, conducts instructor-led

training and creates training documentation. The

IT classes were well attended this past year.

Microsoft Excel and Outlook continue to be the

most in-demand courses. See Appendix A for

details on the courses offered throughout the year

and attendance records.

8. New IT Service Management and Asset

Management Application: In 2017, an RFP was

drafted and released to obtain a new suite of

products for Service Management and Asset

Management. This tool will be used for recording

and tracking incidents and requests, problem

management, change management, deploying

software and patches, tracking assets, and remote

assistance. The new software will be a

replacement for the Footprints application. As of

the ending date of this annual report, the

evaluation team was still evaluating products.

Challenges

One of the main projects for this past year was

upgrading the IT Service Management software,

called Footprints, to the latest version. Footprints is

the software that IT utilizes for tracking incidents and

requests for services. During the upgrade process, it

became apparent that the newest version of the

software, although having been released for two

years, was not ready for prime time. Other Footprints

customers were experiencing similar issues and

advised us to delay the upgrade pending further

resolution of these issues. Based on experience and

feedback from others, IT decided to postpone the

upgrade and review options. Since the maintenance

contract for Footprints needed to be renewed at the

end of August 2017, it was decided to analyze the

department’s needs in an IT Service Management

product and put out an RFP to look at other products.

Footprints has been in place for appropriately 10

years and it was time to see what other products may

meet the department’s evolving needs.

Plans for the upcoming year 1. Select and implement a replacement for

Footprints. This tool will be used for recording

and tracking incidents and requests, problem

management, change management, deploying

software and patches, tracking assets, and remote

assistance. A major goal is to include a self-

service portal of customers to submit requests and

track any open requests that they have submitted,

and to encourage resolution of some issues by the

customer via a Frequently Asked Questions

section. Implementation is planned for FY2018.

2. Streamlining of the Employee Onboarding

process. In 2017, the workflow of employee

onboarding was documented. The goal is to

eliminate paper security forms, so that hiring

managers can submit Service Desk tickets to

request access for new hires. This will simplify

the onboarding process, and ensure that all tasks

related to onboarding a new employee are handled

in a consistent and timely manner. This project is

planned for implementation as part of the new

Service Desk application.

3. Mental Health Car Reservations. Mental Health

is still utilizing Lotus Notes for all of their car

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reservations. In 2018, the IT Department plans to

move these reservations from Lotus Notes to

Asure Resource Scheduler, and retire the car

reservation system in Lotus Notes.

4. Microsoft Office Training Materials update. As

departments are budgeting for an upgrade to their

computers Microsoft Office software to Office

2016, the IT training materials will need to be

upgraded to the newer version.

5. Assist Human Resources with NeoGov

implementation. NeoGov, a new hiring

application, implementation is planned for 2018.

IT will assist with the creation of training

materials, project coordination as needed, and

facilitate communication with WebTecs.

Conclusion

The IT Department is committed to providing

excellent customer service to County departments so

that they can focus on providing that same level of

service to the citizens of Ottawa County. In order to

provide great customer service, IT needs to have

methods in place to manage many projects, analyze

internal processes, make improvements where

needed, and employ multiple channels to

communicate with customers. The PMC role focuses

on these processes, so that others in the department

can concentrate on the needs of customers.

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The Applied Technology Team

Overview

The Applied Technology Team performs ongoing

maintenance, enhancement, and support of existing

business systems using internal staff resources and

contracted services. The Team provides day-to-day

problem identification and resolution related to all

centralized software applications. Supported systems

include Enterprise Resource Planning (ERP) (finance

and human resources), Justice System, Enterprise

Content Management (ECM), Public and

Environmental Health systems, and numerous other

County applications. Support is provided for the life

cycle, cradle to grave, of both legacy and newly

implemented systems. Close collaboration with the

Infrastructure Team and the Project Management

Coordinator allows for a comprehensive assessment

of needs and opportunities.

The Applied Technology Team believes it has an

important internal consulting role. By learning more

about the goals, functions and processes of

departments and by working with County Staff the

Applied Technology Team is able to understand

process, properly allocate resources and cooperatively

define project priorities and project scope. The Team

can deliver solutions that have the greatest direct

benefit on services to the public. These solutions

require bringing together the range of IT resources

and skills: software, hardware, communications,

project management, and support services.

Key functions:

1. Needs identification and resolution

2. Assessment of impact vs. effort

3. Determine priority (most effective use of talent)

4. Software life cycle management

5. New application planning and implementation

6. Professional project management methods

7. Process engineering and re-engineering

8. System acquisition support

9. Systems/business analysis

10. Contractor technical liaison

11. Software design and development

12. Database management

Area of Responsibility Contacts

Administrative Systems Alan Waddilove, Daniel Broten

ECM (Imaging) Jared Hayward, Stewart Whitney, Marshall

Boyd

Business Requirements Gathering David Cook, Dan Broten, Tony Benjamin, Alan Waddilove, Stewart Whitney

Justice Mark Milham, David Cook, Alan

Waddilove, Harold Harper

Lotus Notes / Exchange Outlook Harold Harper, Infrastructure Staff

MICA/JusticeSuite David Cook, Alan Waddilove, Marshall Boyd

MUNIS Daniel Broten, Stew Whitney

Public Health Tony Benjamin

SQL Database Maintenance Alan Waddilove, Jared Hayward

GIS Refer to the GIS Team section of the report

for additional information

Accomplishments

Major accomplishments and initiatives in 2017-2018:

1. JusticeSuite:

a. Establishment of a formal oversight committee

that allow IT, users and Solid Circle to agree on

and set expectations for Justice Suite abilities. IT

has been working with Fiscal Services and the

Treasurer’s Office to agree on a Cross Divisional

engagement to provide unification of methods for

cashiering across the county.

b. Completed 90% of spec approval completed for

system requirements for the JusticeSuite project.

c. Working in conjunction with Juvenile Court the

County was able negotiate a contract that will

consolidated Juvenile Case Management system

to be part of the Justice Suite. Financial

Integration and Juvenile Court Case Management

Projects will allow the County to consolidate

Justice related functions under one umbrella to

take advantage for economies of scale and reduce

lifecycle cost.

d. Completion of a rewrite of Judicial Docket to a

newer version of the software with enhanced

capabilities. IT was able to develop a process that

allows the Judicial Docket to communicate with

Exchange/Outlook Calendar to synchronize

calendars and allow for staff and court

appointment notifications.

Justice Suite Efforts:

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Page 14

Development and testing of data conversion

from the legacy Justice System.

Integrating cashiering. Developing the

specifications and coordinating the efforts of

contractors.

Professional Project Management. (Customer

and Vendor relations)

Working with the contractor and departments.

Coordinating schedules, reviews and approvals.

Identifying and specifying all Integrations.

Project Plan identified system gaps.

Identify all ECM integrations. Planning

function through testing

Compiling the current reporting and processes

in the legacy Justice System.

Value: Focusing on the final major component of

the Justice System is leading to a more clearly

defined scope and schedule for completion. Each

module provides the building blocks for

subsequent modules.

1. E-Filing / OnBase: The Team worked with

ImageSoft, State of Michigan and Court Staff to

complete an Electronic Case Filing process for

users requesting select Civil Cases. Civil Case filing

as an option submit through a website where the

paperwork is entered into a workflow process that

passes through Circuit Court approval and

automatically uploaded into OnBase for court staff

retrieval. Payments are recorded through the

website and recorded in OnBase and reconciled in

the Treasurer’s Office. Future plans are to include

all Case Types for Circuit Court – e-filing

mandatory – start the process of district Court e-

filing.

Value: Improvements in the change management

process for OnBase. Enhancements for in-place

process to create efficiencies, eliminate manual

steps, and retire legacy applications. Continued

improvements in the Unity Client provided some

relief from chronic performance issues.

3. Upgraded to the Financial System from

MUNIS 10.5 to 11.3: The upgrade was complete

November 2017, this was a major upgrade

required upgraded hardware that allows the users

to take advantage of enhanced web based

functionality.

Value: There is a less reliance on planed

unsupported plug-ins such as Silverlight and Java.

Improvements include more intuitive customer

facing functionality and streamlined coding

allowing for efficient processing.

Other Application Resources

WebTecs continues to deliver a high level of service

and quality. They work directly with departments to

evaluate their needs, developing online content and

services for the miOttawa.org website. These

enhancements create convenience for public access to

County services, transparency, and process

improvement within the County. Revenue generated

through online services continues to increase year

over year. Lotus Notes Resource Reservations

application has been replaced with Asure Resource

Scheduler. IT worked with Facilities and Maintenance

by conducting vendor meetings providing technical

assistance where needed and implementation of this

new resource scheduling system. This system is fully

integrated with the County Email system Outlook.

WebTecs completed scheduling for Road Patrol and

Sheriff’s Office allowing users to check schedules

from any location. Other features include the ability

to alert supervisors in coverage gaps and offer list of

available resources to fill open shifts.

Challenges

Applied Technology supports legacy and new

software. Transitioning to new software is difficult.

Resources are stretched as older and newer systems

are both in operation. Transitioning to a new system

requires time for setup, training and possible

migration of data as well as a plan to provide access

to historical data. The transition is challenging for

both IT and the departments affected. Time, staff and

finances are not unlimited requiring some tradeoffs.

County of Ottawa



Page 15

Implementing new systems requires a fairly long time

period and that increases the risk since technology

changes quickly. It can be difficult to commit to a

decision that will have a lasting effect, but

commitments are needed to avoid technological

obsolescence. County employees face changes in

processes and the use of duplicate systems as they

transition from custom “in-house” applications to

vendor delivered software. While this is considered

the proper path, it does mean the County loses some

control over its software, as employees must accept

what the vendor delivers and the IT Department has

limited options for addressing desired functionality.

Team Member Position

Harold Harper Applications Specialist II

Tony Benjamin (Public Health) Business Analyst II

David Cook Business Analyst II

Jared Hayward Applications Specialist II

Daniel Broten Business Analyst II

Alan Waddilove Business Analyst II

Stewart Whitney Business Analyst II

Marshall Boyd Applications Specialist II

Mark Milham* Applications Specialist II Open

*Mark is under Contract through Arbor Solutions to support the

Legacy Justice System (AS400)

GIS Team (4 Staff) Refer to GIS Section

Plans

Below is a list of major Applied Technology

initiatives in process and planned.

Replacement of the Prosecuting Attorney

Scheduling Court Calendar

SolidCircle has been awarded the contract to

replace the Juvenile Court Case Management

Process based on this application becoming an

extension of the JusticeSuite. Completion is

expected for May 2019.

Model a process that will allow historic data

transition from the current Justice System into the

new Justice system

IT staff have developed Database functionality that

allows for data to be pulled from the AS400 and

added to the Justice Suite test Database. Testing

has been successful in pulling Person Profiles from

the current Justice System (AS400) into the test

JusticeSuite environment. IT is in the process of

working on the next phase of the project, pulling

Criminal Case information into the Justice Suite

Environment.

Modernization of Judicial Docket

SolidCircle is modernizing the current MICA Jail

Management System to bring it into the planned

JusticeSuite environment (HTML5). The current

Jail application was developed using software that

will no longer be supported in 2022 (by

Microsoft). Completion of this conversion is

expected in September 2018 and to go live

simultaneous with Court Case Management.

Modernization of the MICA Jail Software

SolidCircle is modernizing the current MICA Jail

Management System to bring it into the planned

JusticeSuite environment (HTML5). The current

Jail application was developed using software that

will no longer be supported in 2022 (by

Microsoft). Completion of this conversion is

expected in September 2018 and to go live

simultaneous with Court Case Management.

Upgrade to the Cashiering System from Tyler

2.10.14 to 2017.4.2

This is a major upgrade to the current cashiering

system. The test environment is configured. This

will be more of web based system allowing for

enhanced access. This upgrade is scheduled to be

complete in May 2018.

Define the receipting and accounting functions for

JusticeSuite Case Management

The Treasurer’s Office, Fiscal Services, Courts

and IT have developed a preliminary integration

plan using Tyler Cashiering as the software for

cashiering out of JusticeSuite Case Management

System. IT has provided specifications to Tyler

and has received a quote for integration. The goal

County of Ottawa



Page 16

is to have a single cash receipting capability and

avoid the cost of building a separate cash

receipting function in JusticeSuite.

Development of an employee central access

database

Currently, systems use separate methods of

granting employee and affiliated nonemployee

access. This results in additional work and lack of

system integrity. A method of using Munis to

generate and verify active employees is set up to

support Active Directory. However, the limitation

is that only active employees feed the database

from Munis. IT has been working with Wabtec's,

Inc. to develop a Central Database to manage

access to multiple County systems for employees

and non-employees. Systems currently include

Active Directory and Employee Portal.

Continuation of JusticeSuite Case Management

Specification review and gap analysis

Traffic Module Beta testing was completed.

Accurate scope definition and management is

ongoing. A review of the existing Justice System

functions, screens, data, reports and integrations is

in process.

Complete replacement of the Lotus Notes suite of

custom built applications

In addition to the Prosecuting Attorney

Scheduling and Sheriff’s Scheduling Applications

developed by WebTecs, IT has developed

deprecation plans for the remaining processes and

applications that reside in Lotus Notes. Of the

initial 189 custom applications, functions and/or

processes 24 remain.

Evaluate the Employee On-Boarding process

Meetings between IT and Human Resources have

evaluated the best solution for enhancing the

current system. In 2017 some of the enhanced

features these minor adjustments and

enhancements made in the past year have increased

the reliability of the process.

Conclusion

The Applied Technology Team continues to resolve

enhancement, incident and change request issues

resulting from the variety and complexity of

applications used throughout the County. The

Applied Technology Team collaborates with the

Infrastructure Team and the Project Management

Coordinator to effectively manage and complete

County projects. Applied Technology has made

progress in moving to a business oriented approach to

serving customers. Over the past three years the

Applied Technology Team has increased the time

spent with County Departments. The Business

Analyst position has evolved over the past three years

gaining a greater appreciation and understanding of

County business operations. The Application

Specialists have focused on the technical aspects of

software development and support. While there is an

overlap in the tasks of these two positions, full service

delivery requires a team approach by Business

Analysts and Application Specialists. Achieving

goals requires ongoing innovation in organizational

structure and behavior. As the Department adjusts its

structure, it also seeks to apply behavioral changes

that increase its approach to the resource challenge.

The resource allocation framework is one of the tools

for evaluating the effort and value of projects and

monitoring progress toward completion. The

framework visually represents impact vs. effort

assessment. It provides a visual representation for

both the customer and IT to prioritize work. The

collective effort of the Business Analyst, Application

Specialist and department subject matter expert using

tools to improve communication and understanding

can achieve more sustainable County systems.

County of Ottawa



Page 17

The GIS Team

Overview

The GIS Team, led by Shane Pavlak, manages

the County of Ottawa’s geospatial data and organizes

departmental, municipal, and county information into

one seamless environment. The team develops and

maintains processes and applications allowing the

County to interactively share geospatial data and

map services with a broad and diverse range of

consumers as well as providing the services and

support necessary to create efficient business

processes internally and externally. The County’s

GIS contains a wide range of datasets, creating a

cost- effective means of providing uniform

centralized data. Enterprise GIS databases provide a

standardized framework that minimizes costly

duplication of effort, facilitates data sharing, and

minimizes costly data integration problems due to

incompatible data. These core databases also provide

the framework for the development of numerous

other geospatial databases, and promote cooperative

development between the County GIS Team and its

users.

The data, applications, and services provided by the

GIS team are an essential part of the business

functions for numerous County departments, external

agencies, local units, the private sector, and the

general public. The GIS team continues to focus its

efforts on developing web based and mobile GIS

applications.

Accomplishments

Highlighted accomplishments and initiatives from

October 2016- September 2017:

1. ArcGIS Image Server Extension: This GIS

extension was purchased this past year. With this

extension data can be served, processed, analyzed,

and extracted from our collection of imagery,

rasters, and remotely sensed data in a more

efficient and quicker manner. With this extension

the aerial (top-down) imagery is being delivered

in a faster and more efficient manner to both

desktop and web-based application users.

2. Embedded Interactive Maps: The GIS team has

assisted several local units of government with

taking their cemetery data and adding that in a

viewer that can be placed directly in a page from

their own website. This provides citizens and the

general public a quick and user-friendly way to

see this information from the local unit’s website.

The GIS team has also assisted the Treasurer’s

Department with a couple of these embedded

interactive maps for the foreclosure and forfeiture

properties.

Challenges

1. LiDAR & Imagery Updates: Due to an early

spring and high river levels the Light Detection

And Ranging (LiDAR), oblique (bird’s eye)

imagery, and aerial (top-down) imagery that was

to be captured for the Ottawa County this year

was not successfully completed. The LiDAR

capture will most likely happen later this fall. The

oblique and aerial imagery will be reflown by our

vendor in the spring of 2018.

2. Continued rebuilding legacy applications (i.e.

Public Incident Mapping) for htlm5: The GIS

team has several applications still developed with

Silverlight. Many browsers are ending their

support for Silverlight due to security concerns.

The plan is to convert these to the latest

development platform of html5. The benefit of

moving to htlm5 is that it will be supported on all

browsers and all device platforms. The biggest

challenge is the loss of some tools that Silverlight

offers and that are currently not in found in html5.

Plans

1. Evaluation of County GIS: As part of the GIS

team’s commitment to provide end-users with

services that can be used anywhere, anytime, and

on any device, a third party GIS consultant will do

an entire evaluation of all applications, server

configuration, online configuration, and user base

to determine the best course of action to take with

the major changes happening with GIS from the

ESRI, GIS software vendor.

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Page 18

2. Making a greater use of ArcGIS Online’s

template applications: ESRI is making it easier

to stand up applications that need little or no

customization by offering templates that are

industry focused. These applications are geared

toward all levels of local government. The GIS

Team will review the various templates and

deploy them were it is deemed appropriate.

Conclusion

Ensuring GIS customers are served with the most

current and valuable GIS tools, has been and will

continue to be the primary focus of the GIS Team. In

that regard, the Team works closely to exchange

ideas. Customer input is sought. Technology trends

are monitored. The GIS Team works hard to stay

ahead of the trends and maintain Ottawa County’s

position as a leader in GIS services.

T e a m

During this time period Marshall Boyd accepted a

different position in IT on the Applied Technology

Team. The GIS Team was joined by Emily Renkema

in June of 2017. Emily has an Associate’s Degree in

GIS and is finishing her Associate’s Degree in

Programming later this year. Team Member Position

Shane Pavlak GIS Supervisor Pete Schneider GIS System Analyst

Emily Renkema GIS Programmer

Robert Royce GIS Technician

County of Ottawa



Page 19

The Technical Infrastructure Team

Overview The Technical Infrastructure Team is comprised of

industry certified individuals that take customer

service and the security of the County’s data

seriously. They include, (3) Network Administrators,

(1) Telecom Administrator, (3) PC Technicians, (2)

Service Desk Technicians, and a Technician Lead.

Michael Morrow, the Infrastructure Manager supports

this highly competent team. They provide support

and consultation to 33 departments and several local

units and their Department of Public Works (DPW),

and Fire Stations. The list includes, Spring Lake

Township and DPW, Spring Lake Fire Department,

The Village of Spring Lake and DPW, City of

Ferrysburg, DPW, and Fire Station.

Support includes the security and dependability of the

Local/Wide Area Networks (LAN/WAN): switches,

routers, firewalls, multiple wireless networks, fiber

connections, network cabling, and security

measures/devices. Support of 260+ virtual and

physical servers. There are 4370 active end-user

devices: printers, phones, fax machines, PC’s, smart

phones, tablets and laptops. Support services extend

to a wide range of technologies beyond the standard

“IT” systems to encompass, network video recorders,

collaboration solutions, digital signage, and

audiovisual (A/V) technology.

Planning and procurement of technology is another

strategic service provided by the Infrastructure Team.

Department needs are evaluated and findings are

discussed with department heads and liaisons to

recommend the best choices of hardware for

maximum productivity at optimal cost. The team’s

strives to achieve alignment of its services to best

support the goals of the County Administrator and its

Board of Commissioners.

Security Enhancements

Ottawa County IT makes security of its networks and

data a priority. Layered security is how this is

achieved. By incorporating best of class defensive

measures that include endpoint security (antivirus),

security awareness training, security patching for

PC’s, network gear, software, cybersecurity exercises

that mimic security breaches, Intrusion Prevention

Systems (IPS), two factor authentication, full disk

encryption for mobile devices, web and email

filtering, and a team that is constantly refreshing their

cybersecurity threat knowledge.

Accomplishments

Major accomplishments and initiatives in 2016-2017:

1. Alternate Work Location (AWL): Over the past

year, the Infrastructure team has worked with the

DTMB and OCS to pilot a project for the Ottawa

County Friend of the Court (FOC) to provide a

secure alternate work location for its staff. This

included 2FA, Full Disk Encryption, and Virtual

Desktop Access

Value: A first in the state to provide this type

offering to FOC staff.

2. Security Windows 10 Upgrade: The Support

Team successfully upgraded nearly 600

computers to Microsoft Windows 10.

County of Ottawa



Page 20

Value: Microsoft offered free Windows 10

upgrades through July 2016. Ottawa County was

an early adopter and saved the county

approximately $90,000 in licensing costs. The

new operating system delivers improved speed

and security.

3. Digital and Docket Signage: The Grand Haven

Courthouse Digital and Docket signage was

replaced to provide citizens with valuable

information in how to interact with the court

systems.

Value: There is an improved courtroom

experience can inform customers of courtroom

etiquette and other important County information.

4. Customer Service Cameras: To improve the

customer service experience for the County

citizens, the Clerk/Register of Deeds, Treasurer,

Hudsonville DC, Holland DC, and Grand Haven

DC installed courtesy IP cameras that allow

County staff visual awareness of staffing needs at

front counters.

Value: Providing excellent customer service the

Ottawa Way.

5. Shared Services: The Team provided consulting,

procurement, and installation to create redundant

internet connections, a VOIP phone system,

networking, wireless, A/V, and Digital Signage

for the in the new Spring Lake Fire Station. The

City of Ferrysburg (COF) was brought onto

FOGnet to support hosting of applications by the

County. We also did a complete refresh of COF’s

PC’s, installed a new enterprise wireless network

at both City Hall and the Fire Station. Another

project for COF was the implementation of a

NVR (network video recorder) solution for City

Hall. A similar solution was installed at the COF

Fire Station. All COF servers and applications

were migrated to Ottawa County’s data canter. A

fiber connection to Allendale Charter Township is

now on FOGnet. The Sherriff’s Office is the only

one using the connection. ACT is looking to

move to County shared services but have not

made a decision as of yet. The Team developed a

solution to provide on scene, real time access to

Firehouse Software. Another achievement

included adding wireless to the historical Barber

School in Spring Lake. The location is across the

street from the Village Hall. Wireless bridges

were used to provide “on network” connectivity

and guest wireless for village residents during

meetings.

Value: Provide enhanced, cost-effective services

to our local units that would not otherwise have

the resources. Collaboration and resource sharing

provides benefits to both the County and local

units.

6. HCI (Hyperconverged Infrastructure): A four

node Dell EMC VxRail© was installed at the

Grand Haven Courthouse secondary datacenter.

This newer technology brings together

networking, storage, server and virtualization

management under one plane of glass was

installed and configured

Value: Lower cost of ownership, less upgrade

costs, scaling for growth and performance can be

completed in-house vs. bringing in contractors.

7. Public Thin Clients: Most Public facing PC’s

were replaced to thin clients.

Value: No need for costly replacement of

equipment every five years.

Plans As the needs of our internal and external customers

evolve, the Ottawa County Infrastructure team is

County of Ottawa



Page 21

constantly learning and adapting to new technologies.

The County needs to ensure it maintains a solid

infrastructure that performs at optimal levels.

Customer service requires delivering best of breed

technical solutions and excellent service.

1. Training: The infrastructure team will be

focusing on security and systems training over the

next year. These include Certified Information

Systems Security Professional (CISSP),

Telephony/Collaboration, Network and Server

Design and Configuration, Intrusion Prevention,

Security+, and Exchange Administration

2. Infrastructure:

a. Disk Based Back Up – IT selected Veeam

Backup & Replication with Cisco /Cisco as

the back solution. Installation to occur in the

first quarter of 2018. The solution will

provide the ability to automate testing of

backups and virtual machines to assure that in

the event of a disaster, recovery will be

successful with complete and reliable backup

images. The unit also allows spinning up

servers in a segregated environment to test

patching, new software builds, and updates

before they are released into production

servers.

b. Unified Communications Platform -

Replace Avaya/Nortel phone system with an

integrated communications service.

c. HCI (Hyperconverged Infrastructure) – Dell EMC VxRail© software defined

architecture. Bringing together networking,

storage, server and virtualization management

under one plane of glass.

d. Network Area Storage (NAS) – Dell EMC

Isilon© enterprise unstructured data storage.

This scale out appliance will allow the

County’s data to grow with predictable costs.

e. Business Continuity – Zerto© will provide a

“failover” solution for 25 critical systems to

maintain almost zero downtime. Since the

County has 24/7 operations for public safety

and mental health, we need to move toward an

environment that delivers near-zero downtime.

f. Server Operating System Refresh – The

Team will be deploying the latest Microsoft

Operating System and Database software in

our environment. Due to the growth in the

County’s virtual server environment, a full

upgrade of all systems are needed. This will

enhance performance and security.

g. Database Server System Refresh – The

Team will be deploying the latest Microsoft

SQL Database servers to enhance

functionality, stability, and security.

Conclusion The Infrastructure Team is a dynamic and competent

unit that strives to look for new ways of getting the

job done more efficiently with our customer’s best

interest at the forefront. The team is constantly

training to hone their technical skills making them a

valuable resource for the County and its citizens. The

County continues to achieve a top 10 ranking among

county governments with a population of 250,000 to

400,000 in the annual Digital Counties Survey. This

not only reflects on the work of IT but on the

organization as departments seek to continually

evolve and innovate. Technology is ever evolving.

Again, the primary goal of the Infrastructure Team is

to provide exceptional service to our internal and

external customers, aligning offerings with the goals

of the County Administrator and Board of

Commissioners.

County of Ottawa



A-1

Appendix A: Workload Statistics and Metrics Mission Statement

The Ottawa County Department of Innovation and Technology partners with its customers to provide technical leadership, support goals

and create cost effective solutions that promote excellent service.

Department Description The Innovation and Technology Department provides the internal services needed to plan, implement, and maintain County technology

to support organizational goals. The department is organized into two main functional groups: Applied Technology and Technology &

Infrastructure. The Applied Technology team maintains existing applications and develops new applications. The Technology &

Infrastructure team provides organizational support for hardware.

Primary Goals and Objectives (Reportable*)

County Goal: Continually improve the County's organization and services

Department Goal 1: Proactively advance the County's cost effective use of technology by developing and executing short-

term, mid-term, and long-term plans

Objective 1) Accurately project County technology investments and expenses

Objective 2) Coordinate capital technology projects and provide a reasonable availability of resources to complete the projects

Department Goal 2: Maintain a stable and robust technology ecosystem through a holistic approach involving policy,

people, process and technology

Objective 1) Execute a life cycle replacement plan for hardware and software that ensures operational readiness

Objective 2) Continually evaluate possible gaps in the County's technology operational readiness

Department Goal 3: Continually seek to improve, expand, and facilitate the County's efforts toward new processes and

capabilities

Objective 1) Deliver new services

Objective 2) Expand services to new customers

Primary Outcome Measures

Annual Measures 2015 2016 2017

Actual Target Targe

t

Department Goal 1: Proactively advance the County's cost effective use of technology by developing and executing short-term,

mid-term, and long-term plans

% increase in IT expenses over the previous year 2.4% -5.5%** 3.5%*

*

% of scheduled capital technology projects completed 85.0% 30.0% 30.0%

Department Goal 2: Maintain a stable and robust technology ecosystem through a holistic approach involving policy, people,

process and technology

Average age of IT equipment (servers, tablets, desktops) (in years) 2.96 3.27 3.00

Critical and high priority tickets as a percent of all help desk tickets 0.300% 0.302% 0.100

%

Department Goal 3: Continually seek to improve, expand, and facilitate the County's efforts toward new processes and

capabilities

# of County IT users supported per IT FTE 39.9 38.33 36.8

# of IT equipment supported (servers, desktops, laptops, tablets, printers) per Infrastructure FTE 194.8 211.7 220.0

* Reportable goals are primarily for performance reporting to the Planning & Performance Improvement

Department. Internally, the department established four goals with the additional goal focused on Customer

Satisfaction. Refer to page 2 of this report.

** 2016 was shortened to nine months due to a change in FY. The % change in 2017 is compared to 2015.

County of Ottawa



A-2

Service Desk Statistics Goal: Resolve 99% of Service Desk Tickets within the time frame defined in the Service Desk Service Level Agreement (SLA)

Service Desk SLA Standards Priority

Level:

Description Level 1 Escalation

Guideline:

Level 2/3

Response Time:

Communication

Frequency to the

Customer:

Resolution Time

Goal:

(Due Date)

1

Critical

Business critical, affects many users 5 minutes 15 minutes Hourly 2 Hours

2

High

Limited scope, no workaround 5 minutes 30 minutes 4 Hours 8 Hours

3

Medium

1 user, workaround available 15 minutes 2 hours 12 Hours 24 Business Hours

4

Standard

Non-urgent requests 15 minutes 4 hours 24 Hours 48 Business Hours

5

Password

1 user, password reset or unlock 15 minutes NA NA 15 Minutes

SLA Report by SLA Due Date

Issues Received 10/01/2016 - 09/30/2017 Total Ticket Count: 11540

SLA

Achieved Breached

Neither* Pending** Total

Total Resolved Unresolved

Issues Percent Issues Percent Issues Percent Issues Percent Issues Percent Issues Percent

Critical 1 100.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 1

High 52 100.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 52

Medium 170 100.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 170

Standard 11207 99.03% 110 0.97% 110 0.97% 0 0.00% 0 0.00% 0 0.00% 11317

* These Issues have neither achieved nor breached their service targets, as they haven't yet reached their due date/time.

** These Issues' status is one of the pending statuses and therefore their SLA Due Date field is empty. The SLA Due Date field will get the updated value as soon as an issue will become active again. *** Issues with an empty value for the SLA Due Date field and not in the pending status were ignored when generating this report.

County of Ottawa



A-3

Weekly SLA Performance Statistics (Standard and Medium Priority):

Standard Medium

Week Start Date End Date

Total

Tickets Achieved Breached Neither Pending SLA

Total


10/2/2016 10/8/2016 251 247 4 0 0 98.41% 0 0 0 0 0

10/9/2016 10/15/2016 275 273 2 0 0 99.27% 1 1 0 0 0 100.00%

10/16/2016 10/22/2016 217 216 1 0 0 99.54% 4 4 0 0 0 100.00%

10/23/2016 10/29/2016 266 263 3 0 0 98.87% 1 1 0 0 0 100.00%

10/30/2016 11/5/2016 389 389 0 0 0 100.00% 0 0 0 0 0

11/6/2016 11/12/2016 217 215 2 0 0 99.08% 0 0 0 0 0

11/13/2016 11/19/2016 189 187 2 0 0 98.94% 0 0 0 0 0

11/20/2016 11/26/2016 114 114 0 0 0 100.00% 1 1 0 0 0 100.00%

11/27/2016 12/3/2016 233 228 5 0 0 97.85% 15 15 0 0 0 100.00%

12/4/2016 12/10/2016 199 195 4 0 0 97.99% 7 7 0 0 0 100.00%

12/11/2016 12/17/2016 190 185 5 0 0 97.37% 2 2 0 0 0 100.00%

12/18/2016 12/24/2016 221 212 9 0 0 95.93% 1 1 0 0 0 100.00%

12/25/2016 12/31/2016 208 206 2 0 0 99.04% 0 0 0 0 0

1/1/2017 1/7/2017 225 223 2 0 0 99.11% 1 1 0 0 0 100.00%

1/8/2017 1/14/2017 288 282 6 0 0 97.92% 3 3 0 0 0 100.00%

1/15/2017 1/21/2017 307 304 3 0 0 99.02% 0 0 0 0 0

1/22/2017 1/28/2017 214 211 3 0 0 98.60% 0 0 0 0 0

1/29/2017 2/4/2017 246 246 0 0 0 100.00% 1 1 0 0 0 100.00%

2/5/2017 2/11/2017 234 231 3 0 0 98.72% 0 0 0 0 0

2/12/2017 2/18/2017 200 198 2 0 0 99.00% 0 0 0 0 0

2/19/2017 2/25/2017 231 228 3 0 0 98.70% 3 3 0 0 0 100.00%

2/26/2017 3/4/2017 210 209 1 0 0 99.52% 2 2 0 0 0 100.00%

3/5/2017 3/11/2017 247 246 1 0 0 99.60% 0 0 0 0 0

3/12/2017 3/18/2017 264 261 3 0 0 98.86% 3 3 0 0 0 100.00%

3/19/2017 3/25/2017 256 255 1 0 0 99.61% 0 0 0 0 0

3/26/2017 4/1/2017 255 255 0 0 0 100.00% 2 2 0 0 0 100.00%

4/2/2017 4/8/2017 216 216 0 0 0 100.00% 1 1 0 0 0 100.00%

County of Ottawa



A-4

Weekly SLA Performance Statistics (Standard and Medium Priority):

Standard Medium


Total


Total


4/9/2017 4/15/2017 187 185 2 0 0 98.93% 4 4 0 0 0 100.00%

4/16/2017 4/22/2017 197 197 0 0 0 100.00% 2 2 0 0 0 100.00%

4/23/2017 4/29/2017 215 214 1 0 0 99.53% 1 1 0 0 0 100.00%

4/30/2017 5/6/2017 172 170 2 0 0 98.84% 7 7 0 0 0 100.00%

5/7/2017 5/13/2017 225 224 1 0 0 99.56% 20 20 0 0 0 100.00%

5/14/2017 5/20/2017 271 269 2 0 0 99.26% 45 45 0 0 0 100.00%

5/21/2017 5/27/2017 235 231 4 0 0 98.30% 0 0 0 0 0

5/28/2017 6/3/2017 200 198 2 0 0 99.00% 0 0 0 0 0

6/4/2017 6/10/2017 202 202 0 0 0 100.00% 1 1 0 0 0 100.00%

6/11/2017 6/17/2017 222 221 1 0 0 99.55% 2 2 0 0 0 100.00%

6/18/2017 6/24/2017 249 248 1 0 0 99.60% 0 0 0 0 0

6/25/2017 7/1/2017 148 148 0 0 0 100.00% 0 0 0 0 0

7/2/2017 7/8/2017 123 122 1 0 0 99.19% 0 0 0 0 0

7/9/2017 7/15/2017 177 177 0 0 0 100.00% 4 4 0 0 0 100.00%

7/16/2017 7/22/2017 189 187 2 0 0 98.94% 0 0 0 0 0

7/23/2017 7/29/2017 181 176 5 0 0 97.24% 4 4 0 0 0 100.00%

7/30/2017 8/5/2017 220 218 2 0 0 99.09% 2 2 0 0 0 100.00%

8/6/2017 8/12/2017 228 226 2 0 0 99.12% 0 0 0 0 0

8/13/2017 8/19/2017 187 187 0 0 0 100.00% 9 9 0 0 0 100.00%

8/20/2017 8/26/2017 165 163 2 0 0 98.79% 0 0 0 0 0

8/27/2017 9/2/2017 194 193 1 0 0 99.48% 10 10 0 0 0 100.00%

9/3/2017 9/9/2017 189 187 2 0 0 98.94% 0 0 0 0 0

9/10/2017 9/16/2017 208 204 4 0 0 98.08% 0 0 0 0 0

9/17/2017 9/23/2017 174 171 3 0 0 98.28% 11 11 0 0 0 100.00%

9/24/2017 9/30/2017 197 194 3 0 0 98.48% 0 0 0 0 0

Total 11317 11207 110 0 0 99.03% 170 170 0 0 0 100.00%

County of Ottawa



A-5

Weekly SLA Performance Statistics (High and Critical Priority):

High Critical


Total Tickets Achieved Breached Neither Pending SLA


10/2/2016 10/8/2016 0 0 0 0 0 0 0 0 0 0

10/9/2016 10/15/2016 0 0 0 0 0 0 0 0 0 0

10/16/2016 10/22/2016 0 0 0 0 0 0 0 0 0 0

10/23/2016 10/29/2016 0 0 0 0 0 0 0 0 0 0

10/30/2016 11/5/2016 0 0 0 0 0 0 0 0 0 0

11/6/2016 11/12/2016 0 0 0 0 0 0 0 0 0 0

11/13/2016 11/19/2016 0 0 0 0 0 0 0 0 0 0

11/20/2016 11/26/2016 0 0 0 0 0 0 0 0 0 0

11/27/2016 12/3/2016 1 1 0 0 0 0 0 0 0 0

12/4/2016 12/10/2016 0 0 0 0 0 0 0 0 0 0

12/11/2016 12/17/2016 0 0 0 0 0 0 0 0 0 0

12/18/2016 12/24/2016 0 0 0 0 0 0 0 0 0 0

12/25/2016 12/31/2016 0 0 0 0 0 0 0 0 0 0

1/1/2017 1/7/2017 0 0 0 0 0 0 0 0 0 0

1/8/2017 1/14/2017 0 0 0 0 0 0 0 0 0 0

1/15/2017 1/21/2017 21 21 0 0 0 100% 0 0 0 0 0

1/22/2017 1/28/2017 0 0 0 0 0 0 0 0 0 0

1/29/2017 2/4/2017 0 0 0 0 0 0 0 0 0 0

2/5/2017 2/11/2017 1 1 0 0 0 100% 0 0 0 0 0

2/12/2017 2/18/2017 0 0 0 0 0 0 0 0 0 0

2/19/2017 2/25/2017 0 0 0 0 0 0 0 0 0 0

2/26/2017 3/4/2017 0 0 0 0 0 1 1 0 0 0 100%

3/5/2017 3/11/2017 1 1 0 0 0 100% 0 0 0 0 0

3/12/2017 3/18/2017 4 4 0 0 0 100% 0 0 0 0 0

3/19/2017 3/25/2017 0 0 0 0 0 0 0 0 0 0

3/26/2017 4/1/2017 1 1 0 0 0 100% 0 0 0 0 0

County of Ottawa



A-6

High Critical




4/2/2017 4/8/2017 0 0 0 0 0 0 0 0 0 0

4/9/2017 4/15/2017 0 0 0 0 0 0 0 0 0 0

4/16/2017 4/22/2017 2 2 0 0 0 100% 0 0 0 0 0

4/23/2017 4/29/2017 4 4 0 0 0 100% 0 0 0 0 0

4/30/2017 5/6/2017 0 0 0 0 0 0 0 0 0 0

5/7/2017 5/13/2017 0 0 0 0 0 0 0 0 0 0

5/14/2017 5/20/2017 0 0 0 0 0 0 0 0 0 0

5/21/2017 5/27/2017 0 0 0 0 0 0 0 0 0 0

5/28/2017 6/3/2017 0 0 0 0 0 0 0 0 0 0

6/4/2017 6/10/2017 0 0 0 0 0 0 0 0 0 0

6/11/2017 6/17/2017 0 0 0 0 0 0 0 0 0 0

6/18/2017 6/24/2017 0 0 0 0 0 0 0 0 0 0

6/25/2017 7/1/2017 0 0 0 0 0 0 0 0 0 0

7/2/2017 7/8/2017 15 15 0 0 0 100% 0 0 0 0 0

7/9/2017 7/15/2017 0 0 0 0 0 0 0 0 0 0

7/16/2017 7/22/2017 0 0 0 0 0 0 0 0 0 0

7/23/2017 7/29/2017 0 0 0 0 0 0 0 0 0 0

7/30/2017 8/5/2017 0 0 0 0 0 0 0 0 0 0

8/6/2017 8/12/2017 0 0 0 0 0 0 0 0 0 0

8/13/2017 8/19/2017 0 0 0 0 0 0 0 0 0 0

8/20/2017 8/26/2017 0 0 0 0 0 0 0 0 0 0

8/27/2017 9/2/2017 0 0 0 0 0 0 0 0 0 0

9/3/2017 9/9/2017 0 0 0 0 0 0 0 0 0 0

9/10/2017 9/16/2017 2 2 0 0 0 100% 0 0 0 0 0

9/17/2017 9/23/2017 0 0 0 0 0 0 0 0 0 0

9/24/2017 9/30/2017 0 0 0 0 0 0 0 0 0 0

Total

52 52 0 0 0 100.00% 1 1 0 0 0 100.00%

County of Ottawa



A-7

Category Count Application 5337

GIS 281 Hardware 1454

Network 227

Security 1624 Service 289

Software 1146 Telecom 809

(blank) 5 Grand Total 11172

County of Ottawa



A-8

Application, 5337, 48%

GIS, 281, 2%

Hardware, 1454, 13%

Network, 227, 2%

Security, 1624, 15%

Service, 289, 3%

Software, 1146, 10%Telecom, 809, 7% (blank), 5, 0%

Incidents/Service Desk Tickets by Type

Note: Application refers to server hosted Department and Enterprise Software

applications. Software refers to local computer software such as MS Office, Adobe

Acrobat, etc.

County of Ottawa



A-9

Customer Satisfaction Survey Results

Average of Responses Satisfaction Goal

Professionalism 4.93 98.53% 95%

Technical Skills 4.88 97.52% 95%

Timeliness 4.86 97.26% 95%

Effectiveness of Solution 4.88 97.59% 95%

Overall 4.91 98.10% 95%

90.00%

91.00%

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

Professionalism Technical Skills Timeliness Effectiveness of Solution Overall

Customer Satisfaction - Service Desk SurveysOctober 1, 2016 - September 30, 2017

Go

County of Ottawa



A-10

122 107 102 86 63 50 40 17

85 78 71 73

81 88 99 108126 143 161

17468 73 81 93

25 61 33 34 51 46 31 45

35 32 29 25

0

50

100

150

200

250

300

Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17

Projects In Process By MonthFY2017

Opened prior to Month End, now complete Opened prior to Month End, Remain uncompleted

Completed During Month

Project Statistics Projects Recorded Fiscal Year 2017

Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Totals Avgs

Opened prior to Month End, now complete 122 107 102 86 63 50 40 17 85 78 71 73

Opened prior to Month End, Still uncompleted 81 88 99 108 126 143 161 174 68 73 81 93

Completed During Month 25 61 33 34 51 46 31 45 35 32 29 25 326 41

Total Projects In Process 228 256 234 228 240 239 232 236 188 183 181 191 237

Projects Open End of Month 203 195 201 194 189 193 201 191 153 151 152 166 196

Staff Time (Hours on Completed Projects) 219.08 441.18 1619.03 391.77 849.80 626.03 214.47 410.65 537.00 217.25 604.35 236.00 4772.02 596.50

Staff Cost ($ on Completed Projects) $14,864 $28,072 $107,590 $24,651 $52,067 $41,161 $12,795 $26,460 $30,646 $11,672 $36,946 $13,667 $307,659 $38,457

Overall Average

Average Time per Complete Project (Hours) 8.75 7.22 49.05 11.52 16.65 13.60 6.92 9.12 15.33 6.78 6.83 9.43 13.43

Average Days to Completion 38.41 51.45 63.13 27.79 82.61 48.62 37.71 59.09 51.87 36.23 61.01 20.70 48.22

County of Ottawa



A-11

219.08441.18

1619.03

391.77

849.80

626.03

214.47410.65

537.00217.25

604.35

236.00

0.00

500.00

1000.00

1500.00

2000.00


Staff Time on Completed Projects By MonthFY2017

$14,864

$28,072

$107,590

$24,651

$52,067

$41,161

$12,795

$26,460

$30,646

$11,672

$36,946

$13,667

$-

$20,000

$40,000

$60,000

$80,000

$100,000

$120,000

Staff Cost on Completed Projects By MonthFY2017

38.41

51.45

63.13

27.79

82.61

48.62

37.71

59.0951.87

36.23

61.01

20.70

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

Average Days to Completion of Projects By Month FY2017

County of Ottawa



A-12

Training Statistics SANS Securrity Awareness Training Statistics

Departments Completed Not Completed Percent Completed

Administrator 6 0 100%

Circuit Court 106 4 96%

Community Action Agency 8 0 100%

Community Mental Health 118 5 96%

Corporate Counsel 1 1 50%

County Clerk 28 2 93%

County Treasurer 9 0 100%

District Court 44 4 92%

District Court Probation & Community Corr 31 0 100%

Equalization 15 0 100%

Facilities Maintenance 20 0 100%

Fiscal Services 22 1 96%

FOC 27 2 93%

Human Resources 8 0 100%

Innovation & Technology 28 0 100%

Juvenile Detention 3 14 18%

LSHC 7 0 100%

MSU Extension 4 0 100%

Parks & Recreation 30 8 79%

Planning & Performance Improvement 8 1 89%

Prosecuting Attorney 25 1 96%

Public Health 100 2 98%

Register of Deeds 7 0 100%

Sheriff 254 2 99%

Water Resources Commissioner 9 0 100%

TOTALS 918 47 95%

County of Ottawa



A-13

IT Training October 1, 2016 - September 30, 2017

Course Title Date # Attendees

Word Forms 10/17/2016 2

GIS: The Basics Of Using GIS' Web-Applications 10/27/2016 8

Excel Functions & Formulas 11/8/2016 9

Excel Pivot Tables 11/29/2016 12


Outlook Tips and Tricks 12/13/2016 7




Excel Database Features 3/21/2017 2


Excel Functions & Formulas 4/11/2017 4


Excel Pivot Tables 5/9/2017 3

Excel Charts 6/8/2017 6

Excel Database Features 9/14/2017 4

Total

86

County of Ottawa



B-1

-$500,000.00

$0.00

$500,000.00

$1,000,000.00

2013 2014 2015 2016 2017

Revenue

Expenses

Total

Appendix B: GIS Revenue and Metrics

Ottawa County GIS

FY2017

Revenue

SALES $17,332.40

Annual Maintenance $67,852.40

Miscellanous $0.00

TOTAL SALES $85,184.80

Total Revenue by Product Oct 2016 - Sept 2017

LU ANNUAL MAINTENANCE $52,801.50

AGENCY ANNUAL MAINTENANCE $15,050.90

PAPER MAPS $2,150.50

DIGITAL DATA $13,206.90

PLATBOOKS $1,975.00

MISCELLANOUS $0.00

Total revenue $85,184.80

2013 2014 2015 2016 2017

Revenue -$83,781.00 -$96,902.07 -$92,637.70 -$82,607.22 -$85,184.80

Grants and GF $489,000.00 $519,758.99 $427,083.93 $332,082.05* $457,907.82

Total $405,219.00 $422,796.92 $334,446.23 $249,474.83* $372,723.02

* - Nine Month Year. All Partnership fees included in Revenue.

62%18%

3%15%

2% 0%

'16-'17 Revenue LU ANNUALMAINTENANCE

AGENCY ANNUALMAINTENANCE

PAPER MAPS

DIGITAL DATA

PLATBOOKS

MISCELLANOUS

County of Ottawa



B-2

Sales by Month

County of Ottawa



B-3

Annual Revenue Vs Expenses (Net Cost)

2013 2014 2015 2016 2017

Revenue -$83,781.00 -$96,902.07 -$92,637.70 -$82,607.22 -$76,112.55

Expenses $489,000.00 $519,758.99 $427,083.93 $332,082.05 $482,831.00

Total $405,219.00 $422,796.92 $334,446.23 $249,474.83 $406,718.45

In-Kind Data & Map Requests

Unit/Department YTD Savings

City of Grand Haven $ 1,049.78

City of Ferrysburg $ 1,140.38

Georgetown Township $ 464.80

Grand Haven Board of Power & Light $ 66.56

Grand Haven Township $ 4,495.77

Jamestown Township $ 66.56

Ottawa County Admin Services $ 33,724.38

Ottawa County Facilitities $ 354.82

Ottawa County Parks & Recreation $ 260.18

Ottawa County Public Health $ 824.26

Ottawa County Prosecutors $ 126.24

Ottawa County Water Resources Commission $ 16,590.32

State of Michigan $ 30.78

Higher Education $ 58,641.43

Total Saved YTD $ 117,836.26

-$200.00

$0.00

$200.00

$400.00

$600.00

2013 2014 2015 2016 2017

Tho

usa

nd

s

Revenue

Expenses

Total

County of Ottawa


FY2017 Annual Report GIS Unique Page Views by Application

B-4

County of Ottawa



B-5

GIS Metrics

County of Ottawa



C-1

Appendix C: Organizational Information

Innovation & Technology DirectorDavid Hulst

Project Management CoordinatorTina McConnell

Manager of Applied TechnologyAaron Boos

Manager of Technical InfrastructureMike Morrow

IT Senior SecretaryDeAnne McCammon

Contracted Software Development

Telecommunications AdministratorSteve Namenye

Network Administrator IIIRich Steketee

Network Administrator I/IIAaron Becker

Network Administrator II/IIIMichael Tabaczka

PC Technician I/IINeung Chau

Beth SchipperBrad Gamby

PC Technician IIIGeorge Stewart

Service Desk Technician I/IIChris Bartaway

Jon Walters

Business Analyst IIDave CookDan Broten

Alan WaddiloveStew Whitney

Tony Benjamin (Public Health)

GIS SupervisorShane Pavlak

Applications Specialist IIHarold HarperJared HaywardMarshall Boyd

Mark Milham (Contracted)

GIS Systems AnalystPete Schneider

GIS Programmer/TechEmily Renkema

GIS TechnicianRob Royce

County of Ottawa



D-1

-$500

$0

$500

$1,000

$1,500

$2,000

$2,500

2015 2016 2017 2018

BUDGET YEAR 2015 2016 2017 2018

PERSONNEL $1,758,743 $1,358,176 $2,112,597 $2,305,597

MAINTENANCE $524,941 $379,640 $550,423 $705,182

OPERATIONAL $1,955,460 $1,292,868 $1,634,269 $1,732,424

REVENUE $(138,027.00) $(175,347.52) $(201,247.62) $(154,230.18)

Dollars

Thousands

Fiscal Year

IT Budget(Does not Include Telecommunications or GIS)

Note: FY2016 was nine months due to a transition of Fiscal Year Start and End reduced the year to nine months. FY2015 - FY 2017 are Actual Expense. FY2018 is Budgeted Expense.

Appendix D: Financial Information Four Year Budget Comparison

County of Ottawa



D-2

$0

$100

$200

$300

$400

$500

$600

$700

$800

$900

2015 2016 2017 2018

PERSONNEL $142,386 $101,822 $138,335 $144,867

SUPPLIES $20,980 $47,888 $588 $21,710

SERVICE CONTRACTS $583,842 $277,070 $437,840 $358,071

OTHER OUTLAYS $150,000 $0 $150,000 $150,000

TOTAL $897,208 $426,780 $703,075 $674,648

Dollars

Thousands

Fiscal Year

Telecommunications Budget

Note: FY2016 was nine months due to a transition of Fiscal Year Start and End reduced the year to nine months. FY2015 - FY 2017 are Actual Expense. FY2018 is Budgeted Expense. Annual $150K Debt payment for building bond was not paid during the nine month period. Per the CIP, $1,000,000 is allocated for replacement of the phone system in 2018.

County of Ottawa



D-3

$0

$50

$100

$150

$200

$250

$300

$350

$400

$450

2015 2016 2017 2018

PERSONNEL $350,470 $288,932 $374,742 $413,051

SUPPLIES $19,562 $2,762 $4,601 $8,590

SERVICES $35,586 $51,002 $52,947 $101,464

REVENUE $92,638 $88,040 $85,185 $88,150

TOTAL $312,980 $254,656 $347,106 $434,955

Dollars

Thousands

Fiscal Year

GIS Budget

County of Ottawa



D-4

IT, $2,112,597, 77%

Telecomm, $138,335, 5%

GIS, $374,742, 14%

PH Direct, $117,423, 4%

Personnel Budget 2017

IT, $2,305,597, 77%

Telecomm, $144,867, 5%

GIS, $413,051, 14%

PH Direct, $119,982, 4%

Personnel Budget 2018

Summary of IT Staff Costs

County of Ottawa



D-5

Departmental Direct IT Operational Expense:

Department (ORG) Name 2018 Budget 2017 Actual

GF Commissioners $ 6,294.00 $ 1,734.48

GF Circuit Court $ 25,235.00 $ 14,749.94

GF District Court $ 44,470.00 $ 20,855.57

GF Dist Ct Community Correctns $ 4,612.00 $ 1,244.34

GF Cir Ct-Legal SelfHelp $ 2,577.00 $ 158.99

GF Probate Court $ 6,259.00 $ 4,202.11

GF Circuit Ct-Juv Serv $ 6,179.00 $ 8,859.90

GF Administrator $ 3,489.00 $ 3,973.49

Innovation Initiatives $ 13,000.00 $ -

GF Fiscal Services $ 6,108.00 $ 4,201.00

GF County Clerk $ 29,963.00 $ 7,237.26

GF Crime Victims Rights $ - $ 2,904.05

GF County Treasurer $ 12,040.00 $ 5,544.08

GF Equalization $ 4,169.00 $ 3,663.70

GF Geographic Inform Sys $ 4,690.00 $ 1,838.34

GF MSU Extension $ 872.00 $ -

GF Elections $ 700.00 $ 31,961.60

FM Hudsonville Courthouse $ 210.00 $ 894.00

FM 12265 James - A/CMH $ 158.00 $ 446.99

FM Grand Haven Courthouse $ 1,642.00 $ 893.99

FM 12251 James - C/PH $ 158.00 $ 446.99

FM Holland District Court $ - $ 893.99

FM 12263 James - B/CMH $ 158.00 $ 446.99

GF Corporate Counsel $ 700.00 $ -

FM Probate/Juvenile/Jail $ 4,221.00 $ -

FM Fillmore $ 2,864.00 $ 1,991.56

FM 12185 James - DHS $ 158.00 $ 446.99

GF Prosecuting Attorney $ 772.00 $ 17,479.60

GF Human Resources $ 4,279.00 $ 2,142.97

GF Water Resources Commission $ 1,500.00 $ 4,071.47

GF Sheriff $ 51,722.00 $ 52,269.10

GF Jail $ 21,791.00 $ 8,224.20

GF Emergency Services $ 3,431.00 $ 5,933.83

GF Planning/Performance $ 7,845.00 $ 4,886.86

Parks Fund Parks & Recreation $ 8,952.00 $ 6,752.98

Parks Operations Center $ - $ -

Friend of the Court $ 8,342.00 $ 7,201.36

PH Agency Support $ - $ 2,395.06

PHEP $ 2,320.00 $ 2,308.84

PH EH Field Services $ 3,031.00 $ 713.60

County of Ottawa



D-6


PH Environment Food Serv $ 3,620.00 $ 3,852.03

PH Real Estate $ - $ 1,534.20

Zika Surveillance $ - $ -

Zika Surveillance $ - $ -

Vision $ - $ 470.20

Hearing $ 109.00 $ 1,903.91

Pathways - Ottawa $ - $ 11,606.68

PH Clinic Clerical $ 450.00 $ 928.34

PH Family Planning $ 204.88 $ 1,162.98

PH Immunization Clinic $ - $ 2,122.05

Dental Services $ 1,166.00 $ 532.18

PH Child's Spec Hlth Care $ 108.00 $ 1,163.05

MIHP $ - $ 8,048.56

PH AIDS/STD $ - $ -

PH Communicable Disease $ - $ -

PH Health Education $ 693.00 $ 771.17

PH Nutrition/Wellness $ 483.00 $ 536.21

Landfill Tipping Fees $ - $ 41.61

ROD Automation Fund ROD $ 4,476.00 $ 3,325.97

CCF Detention $ - $ 6,426.74

CCF Juvenile Community Interv $ - $ 20,773.53

JCI Other $ 19,748.00 $ -

Delinquent Taxes Fund- Tres $ - $ 862.01

Information Technology $ 62,780.18 $ 75,103.91

CMH DD Clinical Support $ - $ 2,360.51

CMH DD Clinical Management $ - $ -

CMH DD Support Employment $ - $ -

DD Treatment Programs $ - $ 3,421.20

CMH DD Skill Building $ - $ -

CMH DD Respite Care $ - $ -

CMH DD CMH Autism $ - $ 788.23

CMH DD Training $ - $ 219.60

CMH DD Group Home Training $ - $ 1,544.64

CMH DD Supports Coord $ - $ 1,990.29

CMH DD Child Case Manage $ - $ 1,095.19

CMH MI Adult Emer Serv $ - $ 2,382.41

CMH MI Adult Access Center $ - $ 1,110.48

CMH MI Adult Medicat Clin $ - $ -

CMH MI Adult GH MDT $ - $ 3,994.90

CMH MI Adult MI Outpatient $ - $ 1,147.97

CMH MI Adult Contr Outpat. $ - $ 336.57

County of Ottawa



D-7


Mental Health Court $ - $ 1,409.32

CMH MI Adult Asser Com Trt $ - $ 2,898.35

CMH MI Adult MDT Holland $ - $ 3,038.28

CMH MI Adult Lakeshore CH $ - $ 3,820.07

CMH MI Chld Home Based Ser $ - $ 2,421.90

CMH MI Child Child Outpat $ - $ 1,838.31

MI Child Contract Autism Servi $ - $ 1,232.81

CMH MI Child Respite Serv $ - $ -

CMH Millage Administration $ - $ 1,855.47

CMH Admin MH Admin $ 3,400.00 $ -

CMH Admin MH Quality Impr $ - $ 1,393.81

CMH Admin MH Recip Rights $ - $ 200.00

CMH Admin MH Off Com Relat $ - $ 449.00

CMH Admin MH Finance $ - $ 3,310.84

CMH Admin MH Allocat Costs $ - $ -

CMH Admin MH MCO Admin $ - $ 1,519.58

CMH Admin MH IT $ 50,246.00 $ 2,503.50

CMH Admin MH Regional Entity $ - $ -

Telecommunications Admin $ 1,560.00 $ 39.99

Total $ 443,955.06 $ 423,458.73

County of Ottawa



E-1

Appendix E: Online Services

Revenue Comparison FY16 to FY17by Service

Revenue By Application Oct '17 2017 YTD 2016 YTD % Change Oct '17 2017 YTD 2016 YTD % Change

Challenge of Children $0.00 $1,028.00 $1,524.00 -32.5% $0.00 $89.00 $124.00 -28.2%

Circuit Court Payments $4,744.30 $67,593.97 $73,068.39 -7.5% $225.30 $3,048.58 $3,280.41 -7.1%

Circuit Jury FTA $79.00 $316.00 $0.00 100.0% $4.00 $16.00 $0.00 100.0%

Civil Infraction Payments $301.00 $2,428.00 $3,156.00 -23.1% $28.00 $224.00 $272.00 -17.6%

Court Record Lookup $4,964.00 $37,121.50 $30,736.50 20.8% $850.00 $6,355.00 $5,159.50 23.2%

Delinquent Tax Payments $4,129.21 $160,258.29 $157,499.96 1.8% $128.00 $4,760.86 $4,984.40 -4.5%

District Court Payments $71,610.52 $758,638.57 $674,085.99 12.5% $3,028.52 $31,975.57 $28,390.99 12.6%

DC Civil Extract $53.68 $1,861.72 $2,986.92 -37.7% $4.00 $140.00 $244.00 -42.6%

Invoice Payments $13,597.54 $93,745.92 $88,559.83 5.9% $598.77 $4,290.25 $3,961.91 8.3%

Juvenile Court Payments $54.00 $2,240.82 $4,488.80 -50.1% $4.00 $104.54 $198.80 -47.4%

Deeds $2,983.00 $27,544.29 $22,158.00 24.3% $503.00 $4,785.50 $4,212.00 13.6%

Dog License $2,635.00 $23,545.00 $22,021.00 6.9% $69.50 $641.50 $621.50 3.2%

EH Permits $45,103.50 $407,725.25 $302,777.50 34.7% $1,397.43 $12,763.66 $9,475.54 34.7%

FOIA Payments $662.87 $6,238.07 $984.00 534.0% $68.00 $542.16 $96.00 464.8%

Parks Reservations $16,225.00 $196,137.50 $169,648.50 15.6% $638.25 $9,576.45 $7,540.50 27.0%

Payment Center $5,766.66 $59,634.86 $60,194.05 -0.9% $476.00 $5,088.00 $5,429.00 -6.3%

Tax Search $1,626.00 $19,585.00 $20,484.00 -4.4% $813.00 $9,792.50 $10,242.00 -4.4%

Vital Records $5,568.00 $60,544.50 $56,171.50 7.8% $681.00 $7,459.50 $6,982.50 6.8%

Miscellaneous $630.00 $3,247.00 $2,364.00 37.4% $126.00 $333.00 $198.00 68.2%

Minimum Billing $24.00 $139.50 $143.00 0.0% $24.00 $139.50 $143.00 0.0%

Monthly Accounts $0.00 $4,200.00 $3,840.00 9.4% $0.00 $4,200.00 $3,840.00 9.4%

TOTAL $180,757.28 $1,933,773.76 $1,696,891.94 14.0% $9,666.77 $106,325.57 $95,396.05 11.5%

County of Ottawa



E-2

$-

$50,000

$100,000

$150,000

$200,000

$250,000

Monthly Revenue: Technology Fee + Service Revenue (Total Revenue)

Technology Fee Revenue Services Revenue

$-

$500

$1,000

$1,500

$2,000

$2,500

Tho

usa

nd

s

Comparison Year To Date Total Revenue

vsPrevious Year To Date Total Revenue

YTD Total Revenue Previous YTD Total Revenue

Online Services Summary


Total Revenue 143,799$ 129,280$ 121,984$ 162,223$ 212,652$ 189,753$ 165,623$ 219,732$ 218,749$ 180,437$ 197,014$ 179,092$

Technology Fee Revenue 8,166$ 7,012$ 6,908$ 12,234$ 10,097$ 10,127$ 8,907$ 11,469$ 11,863$ 9,977$ 9,829$ 9,690$

Services Revenue 135,633$ 122,268$ 115,076$ 149,989$ 202,555$ 179,626$ 156,716$ 208,263$ 206,886$ 170,460$ 187,185$ 169,402$

YTD Total Revenue 1,703,075$ 1,832,355$ 1,948,158$ 162,223$ 374,875$ 564,628$ 654,617$ 977,724$ 1,196,474$ 1,376,910$ 1,573,924$ 1,753,016$

Previous YTD Total Revenue 1,540,208$ 1,663,754$ 1,778,648$ 151,160$ 341,707$ 488,994$ 584,885$ 834,030$ 1,034,946$ 1,210,788$ 1,394,011$ 1,553,092$

% Change Total Revenue 10.6% 10.1% 9.5% 7.3% 9.7% 15.5% 11.9% 17.2% 15.6% 13.7% 12.9% 12.9%

YTD Tech Fee Revenue 95,933$ 102,902$ 108,227$ 12,234$ 22,331$ 32,458$ 37,320$ 55,021$ 66,884$ 76,862$ 86,690$ 96,659$

Prev YTD Tech Fee Revenue 84,372$ 90,694$ 97,190$ 10,834$ 20,164$ 28,413$ 33,960$ 46,919$ 57,750$ 67,600$ 76,982$ 87,228$

% Change Tech Fee Revenue 13.7% 13.5% 11.4% 12.9% 10.7% 14.2% 9.9% 17.3% 15.8% 13.7% 12.6% 10.8%

County of Ottawa



E-3

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Online Service Cost and Technology Fee Revenue

Cost Technology Fee Revenue Net Cost of Services

$-

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

$1,800,000

$2,000,000

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Online Service Cost and Total Online Revenue

Net Cost of Services Services Revenue

County of Ottawa



E-4

Inventory of Ottawa County Online Services and Revenue

Online Service Date Staff Prod

Citizen Eff

E-Commerce Revenue To

Date Description of Service

New Website Introduction Oct-05 X X

Property Split System Oct-05 X Database and tool to capture property splits.

Interactive Directions to County Offices Oct-05 X X Standardized maps of County Offices.

Property Info System - General Search Oct-05 X X Search parcel information; assessed & taxable values, property descriptions.

Payment Engine Nov-05 Software to manage ecommerce transactions and reporting.

Monthly Account Software Nov-05 X X Software to manage monthly accounts for ecommerce transactions.

Property Info System - Tax Search Dec-05 X X $139,959 Search parcel information for tax history, delinquent tax, payoff amounts.

Accident Reports Jan-06 X X $50,099 Search for accident reports, purchase, print.

Dog License Lookup Feb-06 X X Owner information based on dog tag number search.

Home Security Check Request Feb-06 X X Submit request to Sheriff's Office for home property surveillance.

Prescription Drug Plan Mar-06 X $437 Submit application for County prescription program. Discontinued.

Beach Monitoring Mar-06 X X Beach closing information due to unsatisfactory water testing.

Public Comment Polling Mar-06 X Collect public comment on topics of public concern.

Property Info System - Deeds Apr-06 X X $15,932 Purchase of last recorded property conveyance.

Emergency Mgmt Secure Area Apr-06 X Posting and controlled access to sensitive emergency management information.

Circuit/Probate Courts Schedules May-06 X X Daily schedules for Probate & Circuit Courts.

Convert PDFs to Fillable Forms Jul-06 X Ability to type information on a form and print.

Juvenile Court Payments Sep-06 X X $104,847 Search outstanding balances for juveniles and parents; make payment with credit card.

Circuit Court Payments Oct-06 X X $649,929 Search outstanding balances; make payment with credit card.

Restaurant Inspection Reports Oct-06 X X Automatic posting of restaurant inspection reports.

Inmate Lookup Nov-06 X X Search of current County jail inmates; access to charges once arraigned.

Dog License Renewal Nov-06 X X $211,127 Renew and purchase new dog licenses; online submittal of veterinarian documents.

Park Reservation System Admin Jan-07 X Software to manage all park reservations.

Park Reservation System Public Feb-07 X X $773,703 Ability to make real-time park reservations online.

Accident Reports Imaging Integration Mar-07 X Change over to new imaging system.

Website Graphic Redesign & Conversion Jun-07

District Court Payments Sep-07 X X $4,234,229 Search outstanding balances; make payment with credit card.

Juvenile Services Court Schedule Nov-07 X Daily court schedule for Juvenile Services.

Perimeter Security Assessment Maintenance Feb-08 X

Environmental Health Permits & Apps Mar-08 X X $1,464,578 Create map in GIS & integrate with permitting application. Manage all workflow for EH Permits.

County of Ottawa



E-5


Citizen Eff



Court Record Search (Circuit) Apr-08 X X $215,913 Search court records with access to Register of Action and final judgments.

Online Payment Center Jun-08 X X $314,475 Provides ability to take credit cards at various County Offices.

Juvenile Court Payments Admin Sep-08 X Reporting for Juvenile Court Payments.

HR Application & Workflow w/ Imaging Dec-08 X X Ability to submit employment application online. Workflow for hiring process.

Weekly School Disease Reporting Dec-08 X X Ability for schools and daycare facilities to submit weekly communicable disease report online.

Calendar/Agenda/Minutes Publishing Feb-09 X X Interactive calendar of County events with associated agenda, minutes.

GIS MapStore Mar-09 X Ability to request and pay for GIS data online.

Marriage & Death Record Order/Genealogy Apr-09 X X $298,767 Search Clerk's database of marriage and death records; purchase certified copies of records.

Business Name Search Apr-09 X X INC Above Search Clerk's database of registered business names; purchase copy of business registration.

Delinquent Tax Payments Oct-09 X X $987,907 Search parcels and pay delinquent taxes online with credit card.

District Court Hearing Schedule Oct-09 X X Daily schedules for all District Court locations.

SL Twp Online Payment Pilot Oct-09 X SLTwp to accept online payments for Utility & Current Taxes. BS&A integration.

Website Statistics by Department Oct-09 X Ability to set up website statistics on at the department level.

Deeds Search Nov-09 X INC Above Access to recorded conveyance documents through Property application.

Payment Processing Middleware Installation Nov-09 PCI compliance middleware.

Police Dept Incident Reporting Interface Nov-09 X Ability for local unit PDs to load accident reports to County's imaging system.

Court Record Search (District) Dec-09 X X INC Above Search court records with access to Register of Action. Revenue included above.

Online Payments of County Invoices Dec-09 X $562,988 Search County's accounts receivable balances and pay online with credit card.

District Court Civil Case Batch Download Mar-10 X X Court records are batched and run at night. Customers can pay for and download 24/7.

MI Works Event Registration Apr-10 X X Workshop & event self-publishing. Clients register for workshops & events online.

Committee/Board/Intern Service Application Jun-10 X Self-publishing of vacancies. Workflow for review & interview process. Historical records.

Marriage License Application Jun-10 X X INC Above Couples can apply for license online, thereby eliminating one of two trips to Clerk's Office.

Delinquent Tax Conversion to .Net, BS&A Jun-10 X Upgrade to Property Search Application to integrate with BS&A .net environment.

Learning Management System - Sheriff Jul-10 X Tracking of employee training history.

Election Results Self-Publishing Tool Jul-10 X Self-publishing tool for election results by Elections office.

Drains - No Letter Necessary Fee Aug-10 X X INC Above Online payment center capability - new $10 fee.

Community Alerts - Sheriff's Office Aug-10 X X Ability for citizens to receive news alerts from the Sheriff's office via email or text messaging.

County of Ottawa



E-6


Citizen Eff



LowRez Dog License Lookup for Patrol Cars Aug-10 X X Ability for patrol cars to have access to Dog License Lookup service through in-car computers.

SLT After Hours $45 Fee Aug-10 X X SLT payment an additional $45 for after hours service of water restoration due to shut-off.

Administrator's Blog Sep-10 X X Tool for administrator to publish to miOttawa with citizen commentary.

Delinquent Taxes Future Payoff Amounts Oct-10 X X INC Above Access to current and future month payoff amounts for delinquent taxes.

SL Village Online Payments Jan-11 X Village of SL resident can make online payments for Utility & Current Taxes. BS&A integration.

Three-Year Dog Licensing Jan-11 X X INC Above Ability to renew dog license for 3 years, covering the rabies vacination period.

Community Alerts Admin for Blackberry Feb-11 X Abilty for Sheriff's Office to author and approve Community Alerts via Blackberry device.

Career Resource Management May-11 X Electronic workflow for all steps/aspects of the County hiring process.

Digital Paystub Apr-11 X Employee login with access to electronic paystubs. Eliminates envelope stuffing and postage.

Veterinarian Dog Licensing Jul-11 X X INC Above Ability for residents to purchase dog license from Veterinarian at time of rabies vacination.

Alcohol Server Training Registration Aug-11 X X $1,260 Calendar of training sessions, register and pay online.

Civil Infraction Payments Sep-11 X X $11,196 Ability for residents to pay for civil infractions online.

Pawnshop Inventory Tool Aug-11 X Inventory data entry tool for pawnshop owners. Review by Sheriff's Office.

Challenge of Children Mar-12 X X $9,151 Ottawa, Allegan & Muskegon project. Online registration, lunch purchase, reporting.

Campaign Finance Reporting May-12 X X Ability for elected officials and candidates to file campaign finance reporting online.

miOttawa Redesign Sep-12 X X Graphical and navigation redesign; content reorganization. Modify all online services.

Surplus Management Feb-13 X Post surplus and needed items on internal site, providing for efficient surplus mgmt.

Brick Fundraisers (Sheriff, PA & Parks) Feb-13 X X $10,550 Donate money to special interest projects & submit wording for paving bricks.

Youth Assessment Survey Aug-13 X Online health and habits survey for Health Dept of adolescents and teenagers.

Campaign Finance Reporting, Phase II Jan-14 X Updated forms from State.

Jury Duty Apr-14 X X Ability to complete jury duty questionnaire online. Workflow within Onbase.

Health Management Portal Apr-14 X First phase of new employee Intranet.

Event Registration Feb-15 X X $7,880 Online registration & payment for various County functions.

Employee Portal Login May-15 X Access County internal portal by login, authorized areas.

Birth Records Jun-15 X X INC Above Order birth records online. Fulfillment through traditional mail.

Deeds Search (All documents) Sep-15 X X $47,852 Conduct free search and purchase any property document.

Election Management, Self-Publishing May-16 X Election staff to self-manage election dates, ballots, clerks, polling locations, etc.

FOIA Payments Sep-16 X X $6,545 Online payment of FOIA requests.

County of Ottawa



E-7


Citizen Eff



Step-It-Up Challenge Sep-16 X Register & track physical activity, map to GIS.

GIS Tabular Data Nov-16 X X $266 Request & pay for GIS data by parcel grouping.

Circuit Jury FTA Aug-17 X $225

Trail Conditions Nov-18 X X Allows the public to get updates on trail conditions and the Parks department to update online

Net $10,119,812

Non-Ecommerce Project

Tech $833,124 Includes monthly account subscription fees.

Ecommerce Project

TOTAL $10,952,936 Revenue from 2005 through Sept 2017 (Fiscal Year End)

County of Ottawa



F-1

Appendix F: Department & Enterprise Software

Developer/Vendor T1 County Applications Status Department(s) Solid Circle MICA In Process Multiple Highland OnBase In Use Multiple Tyler Munis In Use Multiple Tyler Tyler Cashiering In Use Multiple Jury + Jury Management System In Use Circuit Courts and District Courts

BS&A BS&A Applications In Use Equalization, Treasurers, Water Resource Fidler AVID, Larado, Tapistry In Use Clerks / Deeds Office Dentrix Henry Schein Practice Solutions In Use/Evaluating Public Health Medical Examiners Software In Use/Evaluating Public Health

Microsoft Exchange / Outlook In Use Multiple

Net Smart InSight In Use Public Health Net Smart Avatar In Use Community Mental Health Bizstream Courtstream In Use Juvenile Services

Decade Envision In Process Environmental Health

Ottawa AS400 Phasing Out Multiple Targeted Retirement 2019

Lotus Lotus Notes Email Legacy Application Multiple Retired 2017

Lotus Lotus Notes Applications Phasing Out Multiple Targeted Retirement 2018

ESRI GIS In Use Multiple Local Units and Departments

Web Tecs County Web Page In Use Multiple County Web site

BMC Footprints In Use Multiple Project Tracking

UCVIEW UCView In Use/ In Process Courts / Facilities and Maintenance Digital Signage

Iye Tek E-Ticketing In Use Sheriff's Office / Courts Electronic Ticket Writing

Fully Operational

Implementing or Scheduled

Legacy System to be Replaced

https://www.google.com/maps/place/1220+S+630+E/@40.3529021,-111.7810709,17z/data=!3m1!4b1!4m2!3m1!1s0x874d83ebdc542061:0xb0d66d8a5d983d50?hl=en

County of Ottawa



G-1

$-

$5,000

$10,000

$15,000

$20,000

$25,000

DESKTOP LAPTOP PRINTER SERVER

$730 $1,057

$437

$15,891

$736 $1,076 $406

$21,810

Average Cost of Computer Devices

2016 Average

2017 Average

Appendix G: Technical Infrastructure Computer Equipment Statistics

Inventory of Active Devices: 4354 +235 from 2016

Desktop/Tower Computers: 643 -8 from 2016

Laptop/Tablet Computers: 616 +26 from 2016

Printers: 767 +27 from 2016

Mobile Devices

County Owned Cell Phones: 211 (-6)

County Owned Smartphones: 76 (+7)

Data Cards (Laptop Cellular): 71 (+2)

Machine to Machine Data Device 1 (+0)

Personal Cell Phones: 8 (+3)

Personal Smartphones: 127 (+3)

Total Mobile Devices: 494 (+9)

County of Ottawa



G-2

County of Ottawa



G-3

Server Summary

Windows Servers

Windows/Linux

Virtual

Machines/Servers

Physical

(2) Call Pilot servers

Image server

Winscribe

OnBase DB

Sphinx

Vranger 2

BU Server3

Metasys

Apris VINE

(7) CIKR Servers

(7) Cisco servers in West Olive DC and (4) Dell, Cisco, Dell/EMC (HCI) in GH

Total 21 171

AS400 Servers

AS400 Physical Virtual

WO 1 3

GH 2 0

Total: 3 3

Total Environments: 5

Combined Server Counts Physical Virtual

26 174

Storage Capacity for Windows/Linux Virtual Server Infrastructure

2014 Total 2015 Total 2016 Total 2017 Total Current

Used 35 TB 43 TB 64 TB 63 TB 106 TB

Free 29 TB 40 TB 30 TB 90 TB 37 TB

Capacity 66 TB 83 TB 94 TB 152 TB 143 TB

County of Ottawa



G-4

Security Infrastructure

In 2017, Ottawa County joined with eight other County, City and Townships in a pilot program with the State

of Michigan, Department of Technology, Management and Budget. The pilot program was to evaluate the use

of a Chief Information Security Officer (CISO) as a Service (CaaS) opportunity sponsored by DTMB. The

program was initiated through discussions between Washtenaw County, DTMB and Oakland County as a

means to provide the CISO level expertise to local governments that lacked the resources for this type of

specialized expertise. The program uses the CYSAFE tool originally developed in 2013 as an evaluation

method for an organization’s security. At this time, the County has completed two quarterly reviews. The

program provides a means of providing consistent standards, terminology and methodology for security across

the State. The effort has greatly enhanced the awareness and effort to evaluate and continuously improve the

County’s security posture. Initiatives resulting from this program have included new policy and procedures,

identification of potential vulnerabilities and appropriate countermeasures, evaluation of new security

technology and plans to address needed improvements in the protection of County systems to ensure

confidentiality, integrity and availability of information and information systems.

Security Countermeasures and Statistical Data

The following charts reflect the level of threats from external sources through incoming E-mail and the Internet

(Web Sites). Threats come from a variety of sources. Based on the e-mail filtering statistics, you will see that a

majority of threats continue to be from e-mail sites identified as malicious. The insider threat is difficult to

address. An insider threat can be intentional or unintentional. Our most common security incidents occur as a

result of someone clicking a link or opening a document containing malware from an inbound e-mail. In 2016

under a Homeland Security Grant, the County implemented an online security awareness training program

called SANS Securing the Human. In the past year, just over 60% of employees completed the series of video

lessons that range from 30 seconds to five minutes. While the goal is 100% of employees, the percentage of

participants far exceeds any other program. A capability being purchased in third quarter 2017 will provide

enhanced web protection and the ability to identify computers in the network that have potentially been

compromised by malware. A total of 19 incidents requiring 28 hours of staff time were recorded in the past

year. This is a significant improvement from the previous year where 47 incidents were reported requiring 100

hours of staff time. This represents the second year of reductions in virus incidents. You’ll note by the number

of e-mail’s containing viruses that the threat has increased.

County of Ottawa



G-5

Blocked by Reputation,

8,456,719 , 73%

Detected by Advanced Malware Protection,

1,046,800 , 9%

Clean Mail, 2,049,049 , 18%

E-Mail Filtering Statistics: Incoming Mail Summary

Major Categories

Stopped as Invalid Recipients, 620 , …

Virus Detected, 347 , 2%

Detected by …

Messages with Malicious URLs,

0, 0%

Stopped by Content Filter, 7 , 0%

Stopped by DMARC, 0, 0%

S/MIME Verification/ Decryption

Failed, 0, 0%

Marketing Messages, 6,454 , 44%

S/MIME Verification/ Decryption

Successful, 0, 0%

Total Attempted Messages, 7,337 , 50%

E-Mail Filtering Statistics: Incoming Mail Summary

Minor Categories

County of Ottawa



G-6

E-Mail Filter Virus Blocks

Virus Type

Total Virus Type

Incoming

Total Virus Type

Outgoing

Total Infected Messages

Exp/20170199-C 2 0 2

Java/Adwind-ASP 1 0 1

Java/Adwind-KU 2 0 2

Java/Agent-AVUP 2 0 2

JS/DwnLdr-MON 5 0 5

JS/DwnLdr-ORH 0 0 0

JS/DwnLdr-OUL 0 0 0

JS/DwnLdr-QAL 3 0 3

JS/DwnLdr-QDS 0 0 0

JS/DwnLdr-SCT 1 0 1

JS/DwnLdr-TIK 1 0 1

JS/Ransom-DIH 0 0 0

Mal/BredoZp-B 1 0 1

Mal/DocDl-J 12 0 12

Mal/DownLnk-D 12 0 12

Mal/Drod7zip-A 2 0 2

Mal/DrodAce-A 55 0 55

Mal/DrodZp-A 311 0 311

Mal/Fareit-Q 1 0 1

Mal/FareitVB-G 1 0 1

Mal/FareitVB-M 16 0 16

Mal/Phish-A 43 0 43

Mal/PubDl-A 0 0 0

Troj/Bredo-AIC 2 0 2

Troj/Cerber-ACT 1 0 1

Troj/dnDrop-G 2 0 2

Troj/DocDl-BVP 1 0 1

Troj/DocDl-CAF 2 0 2

Troj/DocDl-GNU 4 0 4

Troj/DocDl-IRC 4 0 4

Troj/DocDl-IUL 2 0 2

Troj/DocDl-IWW 5 0 5

Troj/DocDl-IXI 10 0 10

Troj/DocDl-JCQ 10 0 10

Troj/DocDl-JDZ 2 0 2

Troj/DocDl-JEO 1 0 1

Troj/DocDl-JJG 4 0 4

County of Ottawa



G-7

Virus Type

Total Virus Type

Incoming

Total Virus Type

Outgoing

Total Infected Messages

Troj/DocDl-JLR 1 0 1

Troj/DocDl-JSA 4 0 4

Troj/DocDl-JUY 2 0 2

Troj/DocDl-JYN 1 0 1

Troj/DocDl-MDY 1 0 1

Troj/DocDl-MGL 1 0 1

Troj/DocDl-MHB 2 0 2

Troj/DocDrop-FK 1 0 1

Troj/DocDrop-UG 12 0 12

Troj/DocDrop-UW 8 0 8

Troj/Fareit-CZM 3 0 3

Troj/Invo-Zip 1 0 1

Troj/JSDldr-RO 0 0 0

Troj/JSDldr-UL 0 0 0

Troj/JSDldr-VF 0 0 0

Troj/JSDldr-VG 0 0 0

Troj/JsDldr-WK 4 0 4

Troj/PDFUri-ALR 0 0 0

Troj/PDFUri-HY 1 0 1

Troj/Phish-AAW 21 0 21

Troj/Phish-AHC 1 0 1

Troj/Phish-AVK 1 0 1

Troj/Phish-RW 4 0 4

Troj/Ransom-EBO 1 0 1

VBS/Agent-AWWS 2 0 2

Grand Total 593 0 593

County of Ottawa



G-8

Telecommunications Infrastructure

Documents

Innovation and Technology Department FY2017 …County of Ottawa Department of Innovation and Technology FY2017 Annual Report Page 2 Contents Mission 2 Vision: 2 Building Blocks 2pursue