Innovation and Technology Department FY2018 Annual ReportInnovation and Technology Department FY2018 Annual Report David Hulst, Director . County of Ottawa ... Optimized Government

Innovation and Technology Department

FY2018 Annual Report David Hulst, Director

County of Ottawa

Department of Innovation and Technology

FY2018 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

Matthew Fenske

Francisco C. Garcia

James H. Holtvluwer

Philip D. Kuyers

Randy Meppelink

Kyle Terpstra

Doug Zylstra

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Mission: The Ottawa County Innovation &

Technology Department partners with its customers to

provide technical leadership, support goals and create

cost effective solutions on a daily basis with an eye to

the future that enable delivery of excellent service.

Mission Analysis: Who, What, Why, When, Where

Who Accomplishes: Innovation & Technology,

Customers

What is Accomplished: technical leadership, cost

effective solutions.

Why the Mission is Important: support goals, enable

delivery of excellent service.

When describes the Time Frame for Execution: on a

daily basis with an eye to the future.

Where is the Effort Focused: Ottawa County.

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: To proactively advance

the County’s cost effective use of technology by

developing and executing short-term, mid-term and

long-term plans.

Goal 2: Operational Stability: To maintain a stable and

robust technology ecosystem through a holistic

approach involving policy, people, process and

technology.

Goal 3: Customer Satisfaction: To engage in activities

that promote customer service with employees,

partners and the public.

Goal 4: Innovation: To continually seek to improve

and facilitate the County’s efforts toward new

processes and capabilities.

Contents

Mission 2

Vision 2

Building Blocks 2

Executive Summary 3

Project Management Coordinator 10

The Applied Technology Team 13

The Geospatial Insights & Solutions (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

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Executive Summary Overview

In 2018, the IT Department worked to improve internal

operations, enhance services, and complete major

technology projects as well as plan for the future. This

summary addresses some major accomplishments

toward achieving the Department’s four goals.

The IT Department staffing structure did not change in

2018. However, an additional PC Technician position

has been approved for 2019. This position is based on

the growing technology in the County as well as the

addition of local government units to the IT customer

community.

Opportunities for collaboration and resource sharing

continues to expand both through agreements with

other local units of government, the State and the Fiber

Optimized Government Network (FOG-Net) Council.

The FOG-Net Council was formalized in 2018 to

oversee an inter-organizational fiber network

comprised of member fiber. Members are Grand

Haven Public Schools, Holland Board of Public

Works, Ottawa Area Intermediate School District and

Ottawa County. Through the cooperative effort,

services have been extended to other public

organizations, unnecessary duplication of costs can be

avoided, and these organizations are positioned to

identify and exploit new opportunities.

This report presents the evidence of progress toward

goals which align with the County’s overall goals. It

will provide information on the challenges and

expected future needs of the County regarding

technology.

Major 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. In 2018, the County updated web site

applications for District Court payments, Step-

it-up challenge, Parks Blog, Campaign Finance

Reporting and Event Registration. The County

website allows online payments for 21 different

services. This saves time for constituents as

well as allowing for access at a day and time

convenient to them. During Fiscal Year 2018,

$2,540,274 worth of services were transacted

through the County’s online services. By

saving staff time required for over the counter

transactions, online services provide an

additional cost avoidance benefit. In FY2018

the number of online transactions numbered

79,781 nearly doubling the number of

transactions since 2013 when there were

39,419 online transactions.

b. In FY19, the IT Department added three local

units to the organizations supported: Park

Township, Blendon Township and Port

Sheldon Township. The Department provides

overall management of the local unit’s

technology, and applies methods of support

that delivers better service and cost benefits.

2. Goal 2: To maintain a stable and robust

technology ecosystem through a holistic

approach involving policy, people, process and

technology.

a. 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.

b. The cycle of replacement and refresh of County

equipment continues as the support team installed

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768 devices include 223 desktop and laptop

computers.

c. Quarterly reviews of security were conducted

using a CYSAFE evaluation tool developed for the

State of Michigan in cooperation with other local

units of government. Specific improvements to

County security included.

1) Updated policies.

2) Configuration changes, updates and

backups of network firewalls, routers and

switches.

3) Implementation of two factor

authentication.

4) Automated patch management for all

County computers to close critical

software vulnerabilities.

These efforts proved effective as the County

successfully responded to five LEIN Audits,

an IRS audit in support of the Friend of the

Court Alternate Work Location (AWL)

program, and a Community Mental Health

Meaningful Use review.

d. Courtroom technology upgrades planned in the

Capital Improvement Plan (CIP) were completed

with all Grand Haven and West Olive Court and

Hearing rooms, and the Grand Haven Jury

Assembly Room being brought up-to-date.

e. The County has made steady progress on updating

software and replacing legacy applications. The

Munis Enterprise Resource Planning (ERP) system

was upgrade, as well as the Register of Deeds Avid

software. Server operating systems and SQL

(sequel) database software is being upgraded to the

latest versions supported based on the application

specifications. Scheduling applications for the

Prosecuting Attorney, Sheriff Corrections and

Sheriff Road Patrol that were on the Lotus Notes

platform were replaced. The AS400 Jury

Management system was retired with the complete

transfer of all jury management operations to the

Jury+ (Jury Plus) system. Applications for Judicial

Docket and Jail were redeveloped from a soon to

be unsupported environment to the new

environments. New medical examiner software

was acquired providing better recording, tracking

and protection of these important records.

3. Goal 3: To engage in activities that promote

customer service with employees, partners and

the public. a. As one of the initial pilot Court e-filing Counties,

Ottawa County worked with the ImageSoft who

has been contracted by the State to implement the

MIFile system. Although having piloted this

capability over the past six years, the State Court

Administrator’s Office (SCAO) is now moving

forward to implement state-wide mandatory e-

filing in all courts. The first phase was completed

involving Circuit Court General Civil filings.

b. Good customer service would be unattainable

without consistent processes and tools to report and

manage the numerous issues that occur on a daily

basis. The IT Department uses continuous

evaluation, survey’s and process improvement to

deliver needed consistent and reliable service. A

process known as ITIL (Information Technology

Instruction Library) is a best practice model for

service design and delivery. To apply the practical

implementation of this model requires a service

desk application that applies the ITIL model. For

over 10 years, IT has used a product called

Footprints. In 2018, a replacement was selected

and implemented. The application known as

Service Manager, provides the ability to record,

assign and track incidents. The departments

Change Advisory Board (CAB) formally reviews

suggested improvements to IT service processes,

approves and applies changes to the process and

the system as needed.

4. Goal 4: To continually seek to improve and

facilitate the County’s efforts toward new

processes and capabilities.

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a. Our GIS aerial data was re-flown in 2018 due to

unacceptable amount of leaf-on during the 2017

flight. The new change tracking capability that has

been added in 2018 will prove useful to local units

as a means of verifying compliance with local

permits. Continue to expand the historical data

which is available for purchase and includes aerials

from the following years: 1939, 1961(partial),

1962, 1968(partial), 1973, 1978, 1984, 1989, 1994,

1999, 2004, 2008, 2014, 2017, 2018. Storage space

is currently a limiting factor in further expanding

this information. Prior to the elections, the GIS

team developed two applications that received very

positive response: Find My Polling Place, and Find

My Elected Officials. They also developed a

Campus Interactive Map that allows constituents to

locate the office closest to them based on

department name or service needed.

b. The County continued to promote innovation

through its fifth Innovation and Technology

Forum. This year’s forum focused on The

Adaptive Workplace: Developing a Culture and a

Workforce that Thrives. It was an opportunity to

look at organizational culture and the challenges

confronting the workforce as generations mix and

technologies change. Two great keynote speakers

participated: Rich Sheridan, Author of Joy, Inc.

(How We Built a Workplace People Love) and

CEO of Menlo Innovations talked about the work

culture he has developed over the past twenty

years; Michael Hakkarinen, an Instructional

Technologies Specialist with the Utah Education

Network covered Expectations of a Constantly

Connected Workforce, generational expectations,

particularly among the emerging generations and

the mixture of generations in the workforce.

c. Ottawa County completed a pilot program with the

State and 12 other local governments that

collaborated on the Chief Information Security

Officer (CISO) as a Service (CaaS) program to

provide a shared CISO to advise and evaluate our

security.

Challenges

Challenges Timing, dependencies and growth.

Timing: The challenge of timing has many aspects.

Scheduling and completing assignments is easier if the

workload is consistent over time. Unfortunately, such

consistency is rare. The number of incidents reported

to our service desk fluctuate daily. When a surge of

problems occurs, staff divert time from projects and

other more proactive tasks to address urgent matters.

Projects stack up. Capital projects often take more time

to go through bid, selection, implementation and

closure than expected. As these projects overlap, staff

need to segment their time in smaller portions over

each project further extending the timelines. The phone

replacement project scheduled for 2018 required a year

to specify, bid and award. Kickoff did not occur until

the end of 2018 with implementation extending

through mid-2019. The 2018 technical infrastructure

upgrade scheduled to start after the phone project and

in early 2019 will be bid and start in 2d quarter 2019

and overlap the phone project.

Dependencies: Projects often have dependencies or

interdependencies. Example of dependencies include

retirement of legacy systems. To retire the AS400, 1)

all applications running on that platform must be

replaced; 2) Data from the old application must be

made accessible in some way including migration of

data to the new system for current operational records,

and archival to a format that is retrievable; 3) for a

period of time (possibly years) both the new system to

support operations, and old system for reference, must

be maintained; 4) options must be considered to restore

data in the future if not converted. So the sequence of

events is based on a series of dependencies.

Interdependencies refer to the requirement for

coordination between projects that are not directly

related. An example of interdependencies among

projects is the phone, infrastructure and security

camera project. All of these systems share a network

infrastructure. Phone switching will handle the bulk of

the switching and routing needed by the infrastructure

project. However, certain portions of the switching

network need to be addressed under the security

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camera switching. Thus failure to have the switching

completed in either project could affect the other

projects. On the software side, the JusticeSuite has

interdependencies with various modules within that

system as well as the development of a cashiering

system interface by Tyler Cashiering. Without one

project complete, the other projects cannot be

completed.

Growth: The growing amount and variety of

technology impacts demand for services. The

Department looks for ways to manage the environment

with existing resources. The IT customer base has

increased with the addition of local units. Providing

expertise that can stabilize and increase the beneficial

use of technology is an important service that the

County can provide. The growth of this service must

be approached carefully so that County departments

and the quality of service are not negatively impacted.

Finally, new initiatives that come from external

directives add to the workload. An example is the

MIFile project for Court E-filing.

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 2017. A complete organizational chart

of the Department is shown in Appendix C.

Conclusion

In 2018, major projects were completed including

courtroom upgrades, replacement of legacy scheduling

systems, replacement of service management software

and improvements in storage and backups. Local

government customers were added. The County’s

cyber security posture was enhanced and evaluated.

Additional modules for a new court case management

system were developed. Actions were taken to initiate

important infrastructure upgrades in 2019 including a

new phone system, data network, server and storage

replacements. Significant work was done to analyze

department needs that will lead to future developments

to facilitate process improvements, standardize cash

receipting and integrate applications. Public use of

online services continues to grow. The opportunities to

use technology for the benefit of the County and its

constituents are numerous. The ability to bring ideas to

reality are constrained by resources and will require

continuous evaluation, planning, prioritization and

reprioritization as we seek to be responsive and

flexible.

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

Geospatial Insights & Solutions

Supervisor Shane Pavlak

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Investment Layer Model

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)

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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 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. New IT Service Management and Asset

Management Application: An RFP process that

was begun in 2017 to obtain a new suite of products

for Service Management and Asset Management

was completed in 2018. Ivanti Service Manager

was selected to replace the legacy application,

BMC Footprints, for recording and tracking

incidents and requests, problem management,

change management, deploying software and

patches, tracking assets, and remote assistance.

The new software was implemented in June 2018

for incidents tracking.

2. Change Advisory Board: With the

implementation of the new ITSM tool, a Change

Advisory Board (CAB) was headed up by the

PMC. The CAB consists of six members of the IT

Department from representing each IT team. The

purpose of the board is to review and recommend

changes to the Service Manager application and to

ITSM processes. The board meets on a monthly

basis or as needed.

3. Equipment Fair: An IT Equipment Fair was

planned and held at three County locations as a

kick-off to the annual IT equipment replacement

process. The intent was to highlight and provide

hands-on review for department decision makers

on the IT equipment that would be available for

purchase as part of departments’ planned budgets.

HP staff were on hand to demonstrate features of

different models and answer questions. This event

was successful and is planned to be an annual

event.

4. IT Office Remodel: The PMC coordinated the

remodel of the IT office. This included working

with vendors on plans, coordinating with the

Facilities department, and communicating with the

rest of the IT Department. The goal is to make the

IT space more inviting, more open, and more

conducive to collaboration. This project will be

completed in 2019.

5. 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

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keeping customer service at the forefront. This has

improved SLA performance.

6. IT Connect Newsletter: The IT Connect

Newsletter is in its third 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

7. Training: The PMC serves as the primary training

facilitator, coordinates training offerings with

Human Resources, conducts instructor-led training

and creates training documentation. In 2018, many

of our classes had lower enrollment, or were

canceled due to low enrollment. Due to this trend,

the department took a hiatus from training in the

Fall of 2018 to review alternative training options,

including a review of e-Learning solutions.

Challenges

One of the main projects for this past year was

implementing Ivanti Service Manager and supporting

the transition to this new platform after more than ten

years on Footprints. Significant time and effort have

been expended in learning the administration of the

new system and configuring it to meet the

department’s needs, as well as training staff on how to

use it. The plan was to bring our project management

process over to Service Manager from Footprints as

well, but that effort has been delayed as we work out

the kinks in the new software and stabilize our incident

tracking process with in. The software has many

capabilities that we want to take advantage of, but there

is a steep learning curve.

Plans for the upcoming year 1. Continue to develop and implement additional

functions in Service Manager. This includes

migrating projects from Footprints to Service

Manager, and implementing the self-service portal

for 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. Also planned is the implementation of a

Self-Service Password Reset tool.

2. Streamlining the Employee Onboarding process.

In 2017, the workflow of employee onboarding

was documented, but the project was put on hold

pending the implementation of Service Manager.

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.

3. Custom Guide e-Learning. Implement a new e-

Learning platform, called Custom Guide, to allow

County staff to improve their skills in Microsoft

Office applications. This will be rolled out as an

alternative to instructor-led training. For 2019, the

IT Department has budgeted for a limited number

of licenses (50). Depending on feedback from

employees, this may be expanded in 2020 to a

wider base.

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

processes, properly allocate resources and

cooperatively define project priorities and project

scope. The Team delivers 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. Identify needs and determine options

2. Evaluate of Impact and level of Effort

3. Prioritize work and effort

4. Manage software life cycles (Risk Assessment)

5. Plan and implement new software applications

6. Manage Projects

7. Evaluate business processes related to the use of

information systems

8. Evaluate systems and software as part of the

acquisition process

9. Systems/business analysis

10. Contractor technical liaison and coordination

11. Software design and development

12. Database management

13. Incident management

Area of Responsibility Contacts

Administrative Systems Alan Waddilove, Daniel Broten, Albert

Ngoudjou

ECM (Imaging) Jared Hayward, Marshall Boyd, Zach Clark

Business Requirements Gathering David Cook, Dan Broten, Tony Benjamin, Alan Waddilove, Zach Clark

Justice AS400 Harold Harper, David Cook

Lotus Notes / Exchange Outlook Harold Harper, Infrastructure Staff

MICA/JusticeSuite David Cook, Alan Waddilove, Marshall

Boyd, Zach Clark, Albert Ngoudjou

MUNIS/Tyler Daniel Broten, Zach Clark, David Cook

Public Health Tony Benjamin

SQL Database Maintenance Alan Waddilove, Albert Ngoudjou, Zach

Clark

GIS Refer to the GIS Team section of the report

for additional information

Accomplishments

Major accomplishments and initiatives in FY2018:

1. JusticeSuite:

a. Continuation of a formal oversight committee that

allow IT, users and Solid Circle to agree on and set

expectations for Justice Suite capabilities. The

Department has been working on a long term effort

with Fiscal Services and the Treasurer’s Office to

standardize cashiering across the county.

b. Specification approval completed for system

requirements for the JusticeSuite project.

c. Initiated development of a Juvenile Case

Management system. Working with Juvenile

Services, IT defined the requirements for the

Juvenile Court Case Management System.

d. Justice Suite Efforts:

Continued development and testing of data

conversion from the legacy Justice System.

Integrating cashiering. Developing

specifications and coordinating efforts of

contractors.

Coordinating schedules, providing technical

consulting, software specifications review and

approval between departments and the

contractor.

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Completed gap analysis of all integrations and

dependencies. Project Plan identified timing and

coordination of efforts.

Scheduled sessions and documented results of

JusticeSuite Criminal Case Management

module beta tests.

Identified all Enterprise Content Management

(ECM) (OnBase) integrations.

Compiled the current reporting and processes in

the legacy Justice System.

Value: Forward progress on a very complex and

critical system. 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. Scope assessment of all dependent

integrations and reports in simultaneous effort with the

vendor development allow for better communication

with County departments. Applying a quality

assurance process has enabled us to improve the

communication between the departments and the

developer. Affected departments are fully engaged in

the process.

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

ImageSoft, the State of Michigan (Supreme Court

Administrator’s Office (SCAO) and Court Staff to

implement the new MIFile (Electronic Case Filing)

process for Circuit Court general 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.

Value: Streamline case filing for the public. Reduce

the need for over-the-counter filings. Provide the

public with 24x7 access to a filing portal and faster

response to correct or accept filings.

3. Upgrade Planning for Tyler Cashiering: Worked

with Tyler Technologies, Fiscal Services and the

Treasurer’s Office to test and plan the upgrade of the

County’s cashiering system. Cashiering has been a

part of the county Financial System MUNIS since

implementation in 2012. A number of challenges

were encountered delaying this upgrade since 2016.

Value: All issues were addressed and the corrections

needed have been applied to the test environment. The

upgrade was finally put on track for early FY2019. The

Tyler Cashiering upgrade needs to be completed for

other projects that depend on it for a cashiering

function.

4. Replacement of Legacy Scheduling Applications:

Both the Sheriff (Jail and Road Patrol) and Prosecuting

Attorney Court Calendar applications developed in

Lotus Notes have been successfully replaced. The

Prosecutors’ schedule was included as part of the

JusticeSuite system as an extension of the Judicial

Docket. The Sheriff’s schedules were developed by

WebTecs, Inc.

Value: Provides the Prosecutor’s office with an

essential capability that part of their daily business

process to assign prosecuting attorneys to hearings in

advance based on availability, and send the attorney a

notification. Provides better visibility for scheduled

cases and simpler staff assignment. The Sheriff’s

scheduling system provides supervisors and

administration an easy and accurate tool for ensuring

all shifts are covered, a reference for quickly

determining assignments and notifying deputies of

their assigned shifts.

5. Successful upgrade of the Jail Management Code

Platform: The initial replacement of the Jail

Management System provided significant

enhancements over the previous version (AS400).

However, the MICA JMS code base is slated to retire

in October 2021, staying ahead of the curve IT was

able to work a deal with the vendor to upgrade to a

sustainable code platform under the Maintenance

Agreement in fiscal year 2018. Beta testing with

department users was successful. Working with the

vendor and Jail Staff. The enhanced JMS will go into

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Page 13

production simultaneous with Justice Suite Case

Management.

Value: Provides Jail Staff with needed capabilities and

seamless integration to the Case Management System,

Justice Suite (in development). Integrations to Justice

Suite will allow users from the Prosecutor’s Office and

Court to seamlessly share required information across

the same platform. Additionally, under the updated

platform the application’s code base will have

continued support.

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.

Challenges

Applied Technology supports legacy and new

software. Transitioning to new software is difficult.

Resources are stretched as both older and newer

systems are in operation. Transitioning to a new

system requires process analysis, integration(s), time

for setup, training and possible migration of data and a

plan for accessing historical data. Time, staff and

finances are not unlimited requiring some tradeoffs.

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 experience the pain

of these changes. The difference between legacy and

new software is usually significant. The move takes

time and, in the process, employees are often working

in two systems while learning a new to do their work.

While this is necessary, the IT Department recognizes

and shares the stress of these changes. Internally

developed, custom applications are a thing of the past.

Ultimately, the County is moving toward software

tailored for a larger customer base than just Ottawa

County. The processes adopted within the County will

be based on the ability of these commercial solutions

to support them. And there will be a need to accept that

the software vendor of choice will provide the optimal

solution based on industry (government) best

practices.

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

Marshall Boyd Applications Specialist II

Zach Clark Business Analyst II

Albert Ngoudjou Applications Specialist II

GIS Team (4 Staff) Refer to GIS Section

Plans

Below is a list of major Applied Technology initiatives

in process and planned.

Complete the Adult Case Management System:

Civil, Reporting and Integrations

Smart Bench implementation and integration.

E-Filing in Circuit Court expanded to new case

types, Probate Court and District Court

Complete the Juvenile Case Management System

Migrate Probate JIS to State cloud hosted platform.

IT Staff worked with the State of Michigan Supreme

Court IT team to migrate Ottawa County Probate Court

(AS400) system to a State hosted cloud solution.

Previously Probate users were able to access the

Probate JIS system through the County Terminal. This

migration is the start of moving legacy AS400 systems

from the Ottawa County Server base. Future plans

include removing the AS400 Case Management

System (currently in use) and other applications

residing on the AS400 that are used only for reference.

Model a process that will allow historic data

transition from the current Justice System into the

new Justice system: IT staff has developed database

functionality that allows for data to be pulled from the

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Page 14

AS400 and added to the JusticeSuite test database.

Testing has been successful in pulling Person Profiles

and data from the AS400 Criminal Case data into the

test JusticeSuite environment. Additional testing will

be conducted as new modules are developed: Civil

Case information.

Implement receipting and accounting functions

into test for County applications with receipting

requirements: 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. The specifications were sent to Tyler and they

will determine the cost for this development. The goal

is to have a single cash receipting capability and avoid

the cost of building a separate cash receipting function

in County applications. This will help with accuracy

and reconciliation by departments and the Treasurer.

Since Tyler Cashiering directly updates the Munis

financial system, it will improve the accounts

receivable process.

Continuation of JusticeSuite Case Management

review and gap analysis: Traffic and Criminal

Module Beta testing is complete. Civil Module and

Juvenile Case Management are slated to be beta tested

February 2019. Accurate scope definition and

management is ongoing. A review of the existing

Justice System functions, screens, data, reports and

integrations are in process.

Complete replacement of the Lotus Notes suite of

custom-built applications: With the replacement of

the Prosecuting Attorney Scheduling Calendar and

Sheriff’s Scheduling Applications replacement of the

Lotus Notes system is nearly complete. A few

applications stand in the way of full retirement: Mental

Health Pick-up Orders and Mileage/Expense Vouchers

are in development and expect to be completed by the

3rd quarter 2019.

Customer Service Robot: IT staff is working with the

Administrator’s Office and Robot AI Solutions, on a

pilot project for a customer

service robot. The vendor

selection was based on the

usability of required functions

for enhanced customer

interaction. Robot AI Solutions

has customer service robots

located in the San Antonio and

San Jose Airports to guide foot

traffic to desired locations

within those airports. With the

variety of services offered at the Ottawa County

Fillmore Complex, customers are frequently

wandering the halls seeking the right location. Robot

AI Solutions demonstrated their robot’s ability to

accurately assist customers by providing accurate

location and way finding information, as well as

information about the services offered by Ottawa

County. The pilot program is expected to start in

March 2019.

Conclusion

The Applied Technology Team continues to manage

the large number of requests for changes and

enhancements to the various County applications. As

these projects often impact a range of technology

including servers, data networks and desktop systems,

the Team is continually collaborating 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

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Page 15

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.

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Page 16

The Geospatial Insights & Solutions (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 2017- September 2018:

1. Find My Elected Officials & Find My Election

Polling Place Applications: The GIS team

developed two closely related, publically available

applications on behalf of the Ottawa County

Clerk/Register of Deeds Office. The Find My

Elected Officials application allows for a citizen to

search by their address and find the elected

officials for their location from the Federal level

down to the local level. The Find My Election

Polling Place application allows a citizen to search

by their address and find the polling location for

their voting district location. The application also

provides driving directions. Both applications have

been nominated for awards in The U.S. Election

Assistance Commission’s Outstanding Innovations

Competition.

2. Sheriff Incident Response Mapping for Public

Use: On behalf of the Ottawa County Sheriff’s

Office, the GIS team launched a new version of the

Public Incident Mapping application. The new

version was developed using Html5 and Javascript,

providing for a greater reach across any device and

web browser. Citizens can use the application to

map out the general location of incidents that the

Sheriff’s Office responds to on a daily basis.

Challenges

1. Server Storage Space: During this time period

The GIS team received new aerial photography and

had also digitized several historical imagery

flights. Due to some limitations with the current IT

infrastructure, some of these large datasets had to

be stored on external drives. Doing so limited the

reach of the items.

2. Application Development: Due to the GIS team

programmer’s limited experience, several

applications have been delayed or have been

reduced in scope to allow time to develop

additional skills. Skills development required a

sequence of training followed by extended periods

of application development and testing. In the long

run, this challenge will turn into positive gains for

the GIS team as the programmer continues to

enhance the skills need to develop a high level of

proficiency.

Plans

1. Water Resources Soil Erosion and Sediment

Control Permit Tracking: The GIS team is

committed to providing Ottawa County

departments with services that can increase

efficiencies both in the office and the field. A series

of applications are being developed to increase the

automation and move toward paperless data entry

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Page 17

for the Soil Erosion and Sediment Control

program. Water Resources’ office staff will have

an application for data input at their desk, and the

field staff will be provided with an application for

field data collection.

2. ChangeFinder from Eagleview: As part of the

2018 imagery flight from Eagleview, assessors will

be provided with an on-line application for

reviewing building changes between the 2014 and

2018 aerial flights. This tool should provide

assessors with information that will save time

during field work.

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.

Team

During this time period, the GIS team did not

experience any staffing changes, thus providing for

greater stability. Team Member Position

Shane Pavlak GIS Supervisor Pete Schneider GIS System Analyst

Emily Renkema GIS Programmer

Robert Royce GIS Technician

Find My Polling Place https://gis.miottawa.org/ottawa/wab/findmypollingplace/

County of Ottawa



Page 18

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, Network Administrators (3), Telecom

Administrator (1), PC Technicians (3), Service Desk

Technicians (2), and a Lead Technician. Michael

Morrow, the Infrastructure Manager leads 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,

Village of Spring Lake, City of Ferrysburg, Port

Sheldon Township, Blendon Township, and Park

Township. Services to local units range from

consulting, incident resolution and project work to full

hosting of server based applications.

The technical infrastructure includes the installation,

configuration and management of the County’s

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

routers, firewalls, multiple wireless networks, fiber

connections, network cabling, and security

measures/devices. The hosting infrastructure

supported includes 260+ virtual and physical servers.

The County technology includes 8,021 active 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, cloud

hosting, managed services, collaboration solutions,

digital signage, courtroom technology, and audiovisual

(A/V) technologies.

Planning and procurement of technology is another

strategic service provided by the Infrastructure Team.

Department and Local Unit’s needs are evaluated and

findings are discussed with department/local unit

heads and liaisons to recommend the best choices of

equipment and software for maximum productivity at

an optimal cost. The team strives to achieve alignment

of its services to best support the goals of the County

Administrator and its Board of Commissioners.

Innovation & Technology – Infrastructure Team

Aaron Becker Network Administrator II

Beth Schipper PC Technician II

Brad Gamby PC Technician II

George Stewart PC Technician III (Technical Lead)

Chris Bartaway PC Technician II

Jon Walters PC Technician II

Michael Tabaczka Network Administrator III

Neung Chau PC Technician II

Richard Steketee Network Administrator III

Steve Namenye Telecom Administrator

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

servers, PC’s, network gear, software, cybersecurity

exercises that mimic security breaches, Intrusion

Prevention Systems (IPS), multi-factor authentication,

full disk encryption, encryption of data in-transit,

internal/external penetration testing, web and email

filtering, and a team that is constantly refreshing their

cybersecurity threat knowledge.

Accomplishments

Major accomplishments and initiatives in 2017-2018:

1. High Availability for Internet Services The

Infrastructure Team implemented High

Availability (HA) for internet services.

Value: Access to internet services are essential for

County staff and citizens to provide quality

services and access to critical County data.

2. Security: Data Encrypted In-Transit: The team

deployed network encryption for all WAN traffic

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County of Ottawa



Page 19

to comply with FBI Criminal Justice Information

Services (CJIS) requirements.

Value: Passed five Law Enforcement Information

Network (LEIN) audits, meeting the required FBI

LEIN access standards.

3. Fiber Upgrade: The fiber infrastructure

connecting the Justice Complex at the Fillmore

campus to the Administration building. The new

infrastructure provides for network speeds of 10

Gbps up from 1 Gbps.

Value: The increased speed will help support the

new VOIP phone system and Justice Suite

software.

4. Main Conference room A/V Upgrades: The

main conference room was upgraded with new A/V

technology allowing to live stream audio and video

to the County YouTube page.

Value: Improved capability for making

information available to other locations as well as

increasing public access.

5. Local Unit Shared Services: The Team brought

on three additional local units for shared services.

Park Township, Blendon Township, and Port

Sheldon Township. Park Township was brought

onto Fiber Optimized Government Network (FOG-

Net), allowing the team to move servers from the

Township hall to County cloud services. Blendon

and Port Sheldon partnered with the County on a

hybrid support solution, essentially providing a

time and materials agreement for incident response

and project work. The team also performed several

projects for the new and existing local units. A

network video recording (NVR) system was

installed for the City of Ferrysburg’s (COF)

Department of Public Works security and safety

purposes. A solution was architected to allow

COF’s Board to stream live meetings to residents.

A wireless solution was developed and

implemented at Port Sheldon Township for staff

and guests. Spring Lake Village/Township had a

solution developed by the team to provide A/V

functionality for Trustee meetings that allow the

sharing of videos and documents to the residents

attending. The team worked with BS&A to add an

asset module to Spring Lake Township’s main

software package. Thus, allowing staff to have real

time access to Township assets and schedule

replacement cycles.

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. Local units are able to enhance their

technology and services.

Plans As the needs of our internal and external customers

evolve, the Ottawa County Infrastructure team is

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 once

again focusing on security and systems training

over the next year. These include learning and

understanding new technologies for data

protection, micro-segmentation of sensitive data,

and implementing a new security awareness

program for County staff and local units. A new

phone system and infrastructure help define the

skill sets needed by staff for the future.

County of Ottawa



Page 20

2. Infrastructure:

a. Primary and Secondary Data Center

Refresh – The planned Capital Improvement

project for 2019 will encompass a complete

refresh of the County’s two data centers. This

will include server, storage, data security &

insider threat protection.

b. Internet Resiliency/ Business Continuity –

Implement Border Gateway Protocol (BGP)

with the County’s two internet providers to

maintain website and VPN access for vital

services for County staff and citizens for

inbound traffic.

c. Dynamic Multipoint Virtual Private

Network (DMVPN) – Installation of routers

and redundant Internet Connections at County

campuses to allow phone and network

services in the event of a WAN fiber

disruption to be rerouted over multiple

alternative paths.

d. InformaCast – Provides both a public address

capability and an emergency mass notification

system that sends critical messages to on

premise devices and mobile users, helping keep

people informed and safe by providing

notification solutions for every need.

(https://www.singlewire.com/what-

informacast)

e. Security Incident & Event Mgt. (SIEM)

Platform – Deploy a SIEM technology which

analyzes log and event data in real time to provide

threat monitoring, event correlation and incident

response – with security information

management (SIM) which collects, analyzes and

reports on log data.

f. Secure Collaboration Platform – The team

will research and implement a secure platform

to allow County and external consultants

collaborate keeping County data secure.

Provide proactive risk assessments and

eliminate one of the recurring issues addressed

in security reviews and audits which is the

regular review of computer generated and

logged events.

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 to meet the ever

changing need of our customers and constituents.

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 2017 2018 2019

Actual Actual Target

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 NA** -5.5%** 3.5%**

% of scheduled capital technology projects completed 30% 38.0% 60.0%

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) 3.27 3.0 3.0

Critical and high priority tickets as a percent of all help desk tickets 0.06% 1.4% <1%

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 38.33 36.8 34.4

# of IT equipment supported (servers, desktops, laptops, tablets, printers) per Infrastructure FTE 211.7 220.0 219.7

* 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.

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)

In 2018, the IT Department transitioned to a new Service Desk ticketing application. The table below represents the period prior to the

transition (July 2018).

Summary of Issues Received SLA Report by Due Date Issues Received 10/01/2017 - 06/12/2018

SLA

Achieved Breached

Neither* Pending** Total Total Resolved Unresolved

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

Critical 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0

High 30 100.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 30

Medium 80 97.56% 2 2.44% 2 2.44% 0 0.00% 0 0.00% 0 0.00% 82

Standard 6809 99.43% 39 0.57% 39 0.57% 0 0.00% 0 0.00% 0 0.00% 6848

* 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

Summary of Issues Received 06/12/2018 – 09/30/2018. In June 2018, IT started using a new Service Desk program. The following chart

shows overall performance toward SLA. The categories have been revised based on ITIL standards which use Impact and Urgency to generate

a priority of 1 (lowest) to 5 (highest = Critical). Reports are still being developed to provide performance showing each of the five priority

levels. Tickets are assigned a Resolved status when the incident is completed. After seven days of no further activity, tickets are automatically

converted to Closed. First Call resolution is only for use by the Service Desk. A Service Desk technician must check the First Call Resolution

checkbox to get credit for resolving an issue during the initial call in. This is only as reliable based on manual entry. Based on call volume and

workload, this may be overlooked so it is most likely below the true percentage.

County of Ottawa



A-4

Customer Satisfaction Surveys – On a scale of 1 (Very Dissatisfied) to 5 (Very Satisfied), the average

survey score for the department is 4.77. Below are the breakdowns by team.

County of Ottawa



A-5

Ticket counts by category are shown in the tables and charts that follow. The transition from

Footprints to Service Manager included a reevaluation of “Type” or Ticket Categories. The

ITIL standards define tickets based on a service (activity) rather than an object.

Footprints Ticket Counts by Category

Tickets by Type Count of Problem Type Application 3118

GIS 235

Hardware 1011 Network 276

Security 818 Service 169

Software 738 Telecom 585

No Category 28

Grand Total 6978

Note: Application refers to server hosted Department and Enterprise Software

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

Acrobat, etc.

Application, 3118, 44.68%

GIS, 235, 3.37%Hardware, 1011, 14.49%

Network, 276, 3.96%

Security, 818, 11.72%

Service, 169, 2.42%

Software, 738, 10.58%

Telecom, 585, 8.38% No Category, 28, 0.40%

Tickets by Category

(Footprints 10/01/17 - 06/30/18)

County of Ottawa



A-6

Service Manager Ticket Counts by Category

Ticket by Type Count of Tickets Training Services 4 Technical Support Services 1094 Procurement Services 25 Infrastructure Services 203 GIS Services 33 Communication Services 402 Application Services 1595 Account Services 259

Grand Total 3615

Training Services, 4, 0%Technical Support Services, 1094, 30%

Procurement Services, 25, 1%

Infrastructure Services, 203, 6%

GIS Services, 33, 1%

Communication Services, 402, 11%

Application Services, 1595, 44%

Account Services, 259, 7%

Tickets by Category Service Manager

(06/01/2018 - 09/30/2018)

County of Ottawa



A-7

Project Statistics Projects Recorded Fiscal Year 2018

Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18

Opened prior to Month End, now complete 138 145 148 138 126 129 119 112 77 72 54 45

Opened prior to Month End, Remain uncompleted 41 46 50 56 61 72 81 85 93 99 115 127

Completed During Month 28 23 19 38 41 25 22 25 59 18 35 13

Total Projects In Process 207 214 217 232 228 226 222 222 229 189 204 185

Projects Open End of Month 179 191 198 194 187 201 200 197 170 171 169 172

Staff Time (Hours on Completed Projects) 677.75 547.50 173.10 775.48 443.25 71.75 432.10 303.00 1030.20 297.10 504.80 325.10

Staff Cost ($ on Completed Projects) 42,572$ 31,024$ 11,047$ 50,183$ 29,286$ 4,264$ 29,316$ 19,015$ 61,959$ 21,907$ 32,236$ 23,640$

Average Time per Complete Project (Hours) 24.20 23.80 9.10 20.40 10.80 2.87 19.63 12.12 17.28 16.50 14.42 25.00

Average Days to Completion 55.85 92.73 66.84 54.19 74.83 33.25 47.89 72.38 70.97 42.30 72.78 60.88

Averages

138 145 148 138 126 129 119 11277 72 54 45

4146 50 56

61 72 81 85

93 99115 127

2823 19 38 41 25 22 25

5918 35 13

0

50

100

150

200

250


Projects In Process By MonthFY2018

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

County of Ottawa



A-8

677.75

547.50

173.10

775.48

443.25

71.75

432.10

303.00

1030.20

297.10

504.80

325.10

0.00

200.00

400.00

600.00

800.00

1000.00

1200.00


Staff Time on Completed Projects By MonthFY2018

$42,572

$31,024

$11,047

$50,183

$29,286

$4,264

$29,316

$19,015

$61,959

$21,907

$32,236

$23,640

$-

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

Staff Cost on Completed Projects By Month FY2018

55.85

92.73

66.84

54.19

74.83

33.25

47.89

72.38 70.97

42.30

72.78

60.88

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

80.00

90.00

100.00

Average Days to Completion of Projects By Month FY2018

County of Ottawa



A-9

Training Statistics Security Awareness training has been budgeted for FY2019. The IT Department is considering a

different training platform that will be more interactive. The plan is to roll this out in the last half of

FY2019. While Security Awareness is a baseline education for employees, the department posts

information periodically to remind employees of the importance of staying alert. E-mail phishing is the

most common form of attack. Being able to identify the clues in an e-mail that indicate a potential threat

is critical. Regardless of the technology used to protect our information system, a single click on a

malicious link in an e-mail can result in an attack. The following table shows employee security

awareness training completed in FY2018.

SANS Security 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-10

IT Training The following table shows the recorded use of the IT Training Room. The number of employees

enrolling for IT specific classes continues to decline. Employees are inherently more comfortable

with the standard desktop software used by the County. However, the training room use continues

to increase as new applications are brought into the County, the room provides significant value

for testing and training. The number of participants for these sessions which are usually conducted

by various departments, vendors is not recorded. In FY2018, over 200 hours of use were recorded. October 1, 2017 - September 30, 2018

Course Title Date Registered # Attendees Time

LEARMS Troubleshooting 10/2/2017 1-2 pm

E-Filing Server Training 10/10/2017 1-5 pm

Excel Charts Class 10/11/2017 5 4 1:30-3:30 pm

MDI-Log Training 10/17/2017 1-5 pm

E-Filing UAT Training 10/18/2017 10/20/2017

8 am-12 pm 11 am-1 pm

Sheriff Schedule Training 10/19/2017 9 am-12:30pm

Excel Functions & Formulas 11/2/2017 3/27/18

3 4

3 3

8:30-11:30 am 8:30-11:30 am

Outlook tips & Tricks Class 11/14/2017 8 6 8:30-10:30 am

MICIMS End User Training 11/27/2017 9 am-12 pm

Sheriff Training with JoAnn Arcand 11/27/2017 11/30/2017

1 pm-4 pm 8 am-11 am

Securus IPRO Training 11/27/2017 02/08/2018

4 pm-5 pm 10:30 am-1 pm

Investigator Workshop 11/28/2017 11/29/2017

8 am-5 pm 8 am-5 pm

Excel Pivot Tables Class 12/5/2017 5 5 1:30 pm-3:30 pm

Spicer App 1/26/2018 10 am-12 pm

Sheriff New Hire Training 2/12/18 3:30-5:30 pm

MUNIS Training 2/23/18 10:30-11:30 am

Sheriff Training New Software 2/27/2018 2-6 pm

Evidence Processing Training 2/28/2018 2-6 pm

Excel Database Features 3/15/2018 6 5 1:30-3:30 pm

Purchasing Knowledge Sharing 3/26/2018 4/13/2018

5/7/2018 9/19/2018

11-11:45 am 3:30-4:30 pm

3-4 pm 3-4 pm

Sheriff Training 4/3/2018 4/17/2018

1-3 pm 1-3 pm

Budget Training 4/16/2018 4/17/2018 4/18/2018

8:30 am-12 pm 8:30 am-12 pm 8:30 am-12 pm

County of Ottawa



A-11

Course Title Date Registered # Attendees Time

Justice Suite Beta Testing 5/8/2018 5/10/2018 5/11/2018 5/14/2018 5/16/2018 5/21/2018 5/23/2018 5/24/2018

6/4/2018 6/5/2018 6/6/2018 7/9/2018 9/4/2018

9/10/2018 9/14/2018 9/17/2018 9/24/2018 9/28/2018

9 am-5 pm 9 am-5 pm

10 am-12 pm 2-5 pm

8:30-11:30 am 10 am-3 pm

9 am-3 pm 11 am-3:30 pm

10 am-3 pm 10 am-3 pm 10 am-3 pm

1-5 pm 8 am-1 pm 8 am-1 pm

8:30 am-3 pm 8 am-1 pm 8 am-1 pm

8:30 am-3 pm

Probate Court E-Filing Information 5/17/2018

11 am-12:30

pm

QVF Training 5/17/2018 8 am-5 pm

Discuss Co-defendant Bind-over 5/21/2018 3-5 pm

Sheriff DSS Training 6/13/2018 6/20/2048

1-4 pm 1-4 pm

Fire Alarm Test 7/18/2018 5-10 pm

Detective Watch List HML5 Training 9/4/2018 2-3:30 pm

MSU Staff Training Meeting 9/18/2018 12-4 pm

Total Attendees IT Training 26

County of Ottawa



B-1

Appendix B: GIS Revenue and Metrics

2014 2015 2016* 2017 2018

Revenue -$96,902.07 -$92,637.70 -$82,607.22 -$85,654.59 -$85,654.59

Expenses $519,758.99 $427,083.93 $332,082.05 $457,907.82 $434,675.00

Total $422,796.92 $334,446.23 $249,474.83 $372,253.23 $349,020.41

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

Ottawa County GIS FY2018

Revenue

SALES $12,513.91

Annual Maintenance $73,140.68

Miscellanous $0.00

TOTAL SALES $85,654.59

Total Revenue by Product Oct 2017 - Sep 2018

LU ANNUAL MAINTENANCE $53,187.00

AGENCY ANNUAL MAINTENANCE $19,953.68

PAPER MAPS $2,131.16

DIGITAL DATA $9,440.25

PLATBOOKS $942.50

MISCELLANOUS $0.00

Total revenue $85,654.59 Total Revenue by Year

FY2018 $85,654.59

FY2017 $84,983.80

2016 $82,607.22

2015 $92,637.07

2014 $96,962.07

62%

23%

3% 11%

1% 0%

FY2018Revenue

LU ANNUALMAINTENANCE

AGENCY ANNUALMAINTENANCE

PAPER MAPS

DIGITAL DATA

PLATBOOKS

MISCELLANOUS

-$500,000.00

$0.00

$500,000.00

$1,000,000.00

2014 2015 2016 2017 2018

Revenue

Expenses

Total

County of Ottawa



B-2

GIS Product Sales by Month

County of Ottawa



B-3

GIS In Kind Services Value

This information shows the cost of services delivered to Partners and internal County departments based on

time and materials required to complete specific projects.

In-Kind Data & Map Requests Unit/Department YTD Savings

Allendale Township $ 1,401.45

Chester Township $ 105.42

City of Coopersville $ 4,510.57

City of Grand Haven $ 615.97

City of Grand Rapids $ 152.18

City of Holland $ 1,024.46

City of Hudsonville $ 310.52

City of Zeeland $ 78.02

Holland Township $ 1,221.04

Georgetown Township $ 305.45

Grand Haven Board of Power & Light $ 1,564.36

Grand Haven Township $ 5,601.61

Ottawa County Parks & Recreation $ 53,696.83

Ottawa County Public Health $ 112.60

Ottawa County Sheriff $ 1,570.85

Tallmadge Township $ 310.52

Ottawa County Water Resources Commission $ 57,426.00

Spring Lake Township $ 317.18

Spring Lake Village $ 3,889.63

Higher Education $ 54,473.77

Federal Government $ 3,031.56

WMET $ 129.42

Total Saved YTD $ 191,849.41

County of Ottawa


FY2018 Annual

Report GIS Unique Page Views by Application

B-4

Page Title Pageviews Percentage of Total

Property Mapping (Geocortex) 372,607 51.91%

Pictometry 116,145 16.18%

Ottawa County GIS Mapping (Main Site) 99,668 13.88%

Ottawa County Election Results Summary 22,289 3.11%

Drain Maintenance (Geocortex) 16,095 2.24%

Public Criminal Incident Mapping (Silverlight) 16,039 2.23%

Ottawa County Election Results 14,443 2.01%

Property Sales Mapping (Geocortex) 11,037 1.54%

Environmental Health Editing Application (Geocortex) 10,849 1.51%

Public Criminal Incident Mapping (WAB/AGO) 4,667 0.65%

Drain Viewer (Geocortex) 4,170 0.58%

M231 Race Map (AGO) 2,673 0.37%

Drain Assessment 2,276 0.32%

Sheriffs Incident Mapping 2,226 0.31%

Parcel Drafter (AGO) 2,102 0.29%

Grand River Heritage Water Trails (Geocortex) 1,941 0.27%

Recreation Mapping (Geocortex) 1,813 0.25%

Owner Notification (Geocortex) 1,794 0.25%

Cemetery Viewer (Geocortex) 1,552 0.22%

Ottawa County Service Locator (AGO) 1,516 0.21%

Invasive Species Assessment (Geocortex) 1,447 0.20%

Tax Forfeiture (AGO) 1,338 0.19%

Tax Forfeiture - Treasurers (Geocortex) 1,338 0.19%

Election Precinct Summary 1,245 0.17%

Cemetery Editor (Geocortex) 1,197 0.17%

Step It Up (Geocortex) 1,126 0.16%

Election Results Viewer 1,101 0.15%

Utility Viewer (Geocortex) 644 0.09%

Drain Reader (Geocortex) 439 0.06%

Remonumnetation Data Viewer (Geocortex) 421 0.06%

Ottawa County FEMA Flood Zones 383 0.05%

Ottawa County Geospatial Insights & Solutions Hub (AGO) 345 0.05%

Trail Editor (Geocortex) 184 0.03%

Truck Routes (Geocortex) 183 0.03%

Deeds Search (Geocortex) 157 0.02%

FOGNet (Geocortex) 114 0.02%

Juvenile Court Viewer (Geocortex) 95 0.01%

PRE Mapping & Zoning (Geocortex) 82 0.01%

Registered Sex Offender Mapping (Silverlight) 31 0.00%

Safe and Sound Mapping (Silverlight) 29 0.00%

Ottawa County Fiber (Geocortex) 7 0.00%

Student Safety Zones Mapping 7 0.00%

Historic River Road (AGO) 2 0.00%

Total 717,817 100.00%

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

Appendix D: Financial Information Four Year Budget Comparison

-$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. Revenue in 2018 removed any equipment purchased for local units which is a direct cost transfer.

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

Summary of IT Staff Costs

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

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 FY17 to FY18 by Service

Total Revenue Technology Fee Revenue

Revenue By Application FY2018 FY2017 % Change FY2018 FY2017 % Change

Challenge of Children $1,869 $1,028 81.8% $0 $89 -100.0%

Circuit Court Payments $84,341 $82,226 2.6% $3,810 $3,695 3.1%

Circuit Jury FTA $790 $237 233.3% $40 $12 233.3%

Civil Infraction Payments $10,935 $3,017 262.4% $975 $276 253.3%

Court Record Lookup $52,788 $40,590 30.1% $8,914 $6,947 28.3%

Delinquent Tax Payments $180,469 $167,838 7.5% $5,380 $4,985 7.9%

District Court Payments $1,007,661 $855,415 17.8% $41,537 $35,950 15.5%

DC Civil Extract $2,102 $2,434 -13.6% $140 $184 -23.9%

Invoice Payments $141,972 $111,835 26.9% $6,290 $5,024 25.2%

Juvenile Court Payments $2,535 $2,974 -14.8% $122 $138 -11.6%

Deeds $34,789 $31,814 9.4% $5,704 $5,497 3.8%

Dog License $35,982 $25,180 42.9% $3,977 $695 472.2%

EH Permits $578,613 $439,900 31.5% $16,103 $13,766 17.0%

FOIA Payments $6,763 $6,962 -2.9% $681 $614 10.9%

Parks Reservations $232,360 $206,102 12.7% $9,877 $10,095 -2.2%

Payment Center $72,138 $73,187 -1.4% $6,233 $6,395 -2.5%

Tax Search $19,662 $22,998 -14.5% $4,192 $11,499 -63.5%

Vital Records $68,409 $67,109 1.9% $8,367 $8,261 1.3%

Miscellaneous $1,942 $2,853 -31.9% $266 $247 7.7%

Minimum Billing $195 $184 6.0% $195 $184 6.0%

Monthly Accounts $3,960 $4,200 -5.7% $3,960 $4,200 -5.7%

TOTAL $2,540,275 $2,148,083 18.3% $126,763 $118,753 6.7%

County of Ottawa



E-2

Online Services Summary

$-

$50,000

$100,000

$150,000

$200,000

$250,000

$300,000

2007 2008 2009 2011 2012 2013 2014 2015 2016 2017 2018

Online Service Cost and Technology Fee Revenue

Cost Technology Fee Revenue

Net Cost of Services Additional Hosting Service

$-

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

2007 2008 2009 2011 2012 2013 2014 2015 2016 2017 2018

Online Service Cost and Total Online Revenue

Net Cost of Services Services Revenue

2007 2008 2009 2011 2012 2013 2014 2015 2016 2017 2018

Cost 234,000$ 234,000$ 234,000$ 234,000$ 234,000$ 264,000$ 264,000$ 270,000$ 270,000$ 270,000$ 270,000$

Technology Fee Revenue 16,055$ 22,858$ 39,294$ 54,877$ 64,248$ 61,885$ 75,932$ 97,790$ $112,535 $118,753 $126,763

Additional Hosting Service 1,200$ 6,115$

Net Cost of Services 217,945$ 211,142$ 194,706$ 179,123$ 169,752$ 202,115$ 188,068$ 172,210$ 157,465$ 150,047$ 137,122$

Services Revenue 57,091$ 191,040$ 374,622$ 768,641$ 874,247$ 1,009,608$ 1,266,890$ 1,681,458$ $1,840,731 2,148,083$ 2,540,275$

County of Ottawa



E-3

Total Online Transactions by Year

Month: 2013 2014 2015 2016 2017 2018

Oct-17 3491 2962 2913 3900 6135 6443

Nov-17 3025 2249 1418 3675 5155 5323

Dec-17 2668 2344 2311 4645 4959 5356

Jan-18 3260 2500 2853 4560 5177 6544

Feb-18 2861 2457 3031 4749 5890 5186

Mar-18 3269 2846 3440 6233 7572 7362

Apr-18 4224 3447 2990 5544 5916 6484

May-18 3425 3151 3908 4044 7006 7406

Jun-18 3880 3751 4836 4340 5515 7384

Jul-18 3347 3380 4145 4438 6493 7162

Aug-18 3079 3535 3561 7715 6798 8118

Sep-18 2890 3596 3517 6414 6390 7013

Totals: 41432 38232 40938 62273 75023 81799

Time saved if each transaction required staff interaction of x minutes

Time/Transacton Hours Saved

1 Minute 691 637 682 1038 1250 1363

2 Minutes 1381 1274 1365 2076 2501 2727

3 Minutes 2072 1912 2047 3114 3751 4090

4 Minutes 2762 2549 2729 4152 5002 5453

5 Minutes 3453 3186 3412 5189 6252 6817

10 Minutes 6905 6372 6823 10379 12504 13633

FTE's saved based on transaction time savings (Assume 48 Weeks @ 40 Hours)

Time/Transacton Hours Saved

1 Minute 0.360 0.332 0.355 0.541 0.651 0.710

2 Minutes 0.719 0.664 0.711 1.081 1.302 1.420

3 Minutes 1.079 0.996 1.066 1.622 1.954 2.130

4 Minutes 1.439 1.328 1.421 2.162 2.605 2.840

5 Minutes 1.798 1.659 1.777 2.703 3.256 3.550

10 Minutes 3.597 3.319 3.554 5.406 6.512 7.101

County of Ottawa



E-4

2018 Capital Improvement Plan Status

Project Description 2018 2019 2020 2021 2022

2023 &

Beyond

Justice System (MICA) 631,705 170,560

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

MICA Historical Data Access 99,700

MICA Justice Integration Financials 55,000

Juvenile Justice 30,000

Touch Screen Self Service Center

OCCDA-LEIN-MICA Interface 50,000

Courtroom Technology upgrade - District (75,000)

Courtroom Technology upgrade - Circuit/Trial GH 471,746

Courtroom Technology upgrade - Probate/Family 82,000

Touch Print fingerprint machines replacement 70,000

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

PA Court Calendar Application

Sheriff Scheduling System

Phone System Replacement 1,000,000

Smart Bench Project 192,512

Server/Storage Infrastructure Refresh 1,300,000

MUNIS payroll 161,268

Wireless Infrastructure Refresh 89,480

Building Cabling/Recabling 400,000 200,000

WAN Refresh 240,600

EHR Insight Software Replacement 360,000

Complete

In Process

County of Ottawa



F-1

Appendix F: Department & Enterprise Software

Developer/Vendor T1 County Applications Status Department(s)

Solid Circle JusticeSuite In Process Multiple

Hyland 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

Fidlar AVID, Larado, Tapistry In Use Clerks / Deeds Office

Dentrix Henry Schein Practice Solutions In Use Public Health

Medical Examiners Software In Use Public Health

Microsoft Exchange / Outlook In Use Multiple

NetSmart InSight In Use/Phasing Out Public Health

Patagonia Patagonia Planned for 2019 Public Health replaces InSight

NetSmart 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/Moving to Service Manager

iVanti Service Manager In Use IT Incident Management/Service Desk

UCVIEW UCView In Use 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

Appendix G: Technical Infrastructure Computer Equipment Statistics

Inventory of Active Devices: 4162 -192 from 2017

Desktop/Tower Computers: 561 -82 from 2017

Laptop/Tablet Computers: 628 +12 from 2017

Thin Client: 6 +6 from 2017

Printers: 757 -10 from 2017

In addition to these counts, the County supported 392 devices in five local government units.

Mobile Devices

County Owned Cell Phones: 184 (-27)

County Owned Smartphones: 108 (+32)

Data Cards (Laptop Cellular): 80 (+9)

Machine to Machine Data Device 1 (+0)

Personal Cell Phones: 10 (+2)

Personal Smartphones: 145 (+18)

Total Mobile Devices: 528 (+34)

$-

$5,000

$10,000

$15,000

$20,000

$25,000

Desktop Laptop Server Tablet Thin Client

2017 Average Cost $736 $1,076 $21,810

2018 Average Cost $766 $1,092 $16,542 $530 $329

Average Cost of Computing Devices by Type2017 and 2018

2017 Average Cost 2018 Average Cost

Note: Tablets were not separtated from Laptops in 2017

County of Ottawa



G-2

County of Ottawa



G-3

Server Summary

Windows Servers

Windows/Linux

Virtual

Machines/Servers

Physical

(2) CISCO Phone Servers

Image server

Winscribe

OnBase DB

Sphinx

Vranger 2

BU Server3

Metasys

(2) Call Pilot Servers

(7) CIKR Servers

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

Total 22 184

AS400 Servers

AS400 Physical Virtual

WO 1 3

GH 1 0

Total: 1 3

Total Environments: 4

Combined Server Counts Physical Virtual

26 187

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 116 TB

Free 29 TB 40 TB 30 TB 90 TB 27 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, and upgraded in 2018, as an evaluation method for

an organization’s security. The IT Department used this tool to complete quarterly reviews of the security posture

for County technology and develop plans for improvements. The future of the CaaS program is still being

discussed but the process was beneficial during a very busy year of audits and assisted in the developing new

policy and procedures, and strengthening of the security.

The County’s security layers include Firewalls, encrypted traffic (https), Intrusion Prevention, routers and switch

hardening, web and e-mail filtering, and End Point Protection. Authentication and access controls are established

with password standards that meet industry recommendations. Two factor authentication (2FA) is used as needed

to control access to restricted information.

Security Countermeasures and Statistical Data

The following charts provide an indication of the threats from a portion of these layers. With only 14% of all

incoming e-mail considered to be safe and millions of e-mail being sent to the County, the risk from this source

is significant. A number of highly impactful cyber attacks can be traced to an employee innocently opening an

attachment or clicking a link that exposes the entire organization to attack. The ultimate protection requires an

educated workforce that recognizes the potential for malicious e-mail links and attachments. Thus, security

awareness is needed for any employee with access in the County network. Over the past two years, County

employees have used the SANS Securing the Human Security Awareness program. In 2019, the IT Department

is looking at moving to a more interactive training program. There appears to be a direct correlation between the

amount of external contacts and web sites accessed to the number of malicious or suspected malicious internet

sources and incoming e-mail sent to an individual. Our e-mail filtering system provides reports showing these

results. E-mail addresses are often captured as part of the marketing efforts of private companies and then shared

with others. Unsubscribing is one activity that has been found to reduce an individual’s exposure to not only

unsolicited e-mail but to suspect sources.

County of Ottawa



G-5

Clean Messages, 2,640,140 , 14%

Total Stopped/Blocked Messages, 16,344,479 , 86%

FY2018 Incoming E-Mail Filter Summary

County of Ottawa



G-6

E-Mail Filter Virus Blocks

Virus Sum of Incoming

Messages Infected Sum of Outgoing

Messages Infected Sum of Total Infected

Messages

CXmail/DocDrp-G 3 0 3

CXmail/IsoDl-A 3 0 3

CXmail/JARDl-K 1 0 1

CXmail/MalPE-AC 7 0 7

CXmail/MalPE-B 6 0 6

CXmail/MalPE-C 2 0 2

CXmail/MalPE-H 2 0 2

CXmail/MalPE-P 2 0 2

CXmail/MalPE-T 1 0 1

CXmail/OleDl-AD 58 0 58

CXmail/OleDl-AL 25 0 25

CXmail/OleDl-AU 43 0 43

CXmail/OleDl-J 90 0 90

CXmail/OleDl-V 22 0 22

CXmail/OleDl-X 41 0 41

CXmail/RTF-F 1 0 1

EICAR-AV-Test 2 0 2

Exp/201711882-L 1 0 1

Exp/201711882-P 1 0 1

Exp/20180802-B 3 0 3

Java/Adwind-KU 2 0 2

Mal/BredoZp-B 1 0 1

Mal/DocLnk-B 6 0 6

Mal/DownLnk-D 1 0 1

Mal/Drod7zip-A 2 0 2

Mal/DrodAce-A 10 0 10

Mal/DrodLzh-A 2 0 2

Mal/DrodZp-A 21 0 21

Mal/Fareit-J 4 0 4

Mal/Fareit-Q 4 0 4

Mal/FareitVB-M 8 0 8

Mal/FareitVB-N 2 0 2

Mal/Generic-L 1 0 1

Mal/MSIL-TC 1 0 1

Mal/Phish-A 50 0 50

Mal/PowLnkObf-A 4 0 4

Mal/RarMal-C 4 0 4

Troj/Bredo-AIC 2 0 2

Troj/DocDl-KVJ 1 0 1

County of Ottawa



G-7

Virus Sum of Incoming

Messages Infected Sum of Outgoing

Messages Infected Sum of Total Infected

Messages

Troj/DocDl-LHU 1 0 1

Troj/DocDl-LKV 3 0 3

Troj/DocDl-LQI 1 0 1

Troj/DocDl-LTY 2 0 2

Troj/DocDl-LUS 6 0 6

Troj/DocDl-MDY 1 0 1

Troj/DocDl-MGL 1 0 1

Troj/DocDl-MHB 2 0 2

Troj/DocDl-MPF 1 0 1

Troj/DocDl-ONP 1 0 1

Troj/DocDl-OTT 20 0 20

Troj/DocDl-OVY 1 0 1

Troj/DocDl-OWH 9 0 9

Troj/DocDl-OXD 6 0 6

Troj/DocDl-OYE 1 0 1

Troj/DocDl-OYF 2 0 2

Troj/DocDl-OYU 8 0 8

Troj/DocDl-OZL 2 0 2

Troj/DocDl-PDR 1 0 1

Troj/DocDl-PEY 7 0 7

Troj/DocDl-PRZ 1 0 1

Troj/DocDl-PSQ 2 0 2

Troj/DocDl-PUV 1 0 1

Troj/DocDl-PVQ 10 0 10

Troj/DocDl-PVZ 1 0 1

Troj/DocDl-PWU 1 0 1

Troj/DocDl-PXR 1 0 1

Troj/DocDrop-JK 1 0 1

Troj/DocDrop-TJ 2 0 2

Troj/PDFUri-DDI 2 0 2

Troj/PDFUri-FBK 1 0 1

Troj/RtfExp-EP 1 0 1

Grand Total 540 0 540

County of Ottawa



G-8

End Point Protection Security Layer

County of Ottawa



G-9

County of Ottawa



G-10

County of Ottawa



G-11

Telecommunications Infrastructure:

In 2019, the County will replace the existing phone system. The new system will be a Unified

Communication system with the following functional capabilities:

1. Unified communications (UC) is a business and marketing concept describing the

integration of enterprise communication services such as instant messaging (chat), presence

information, voice (including IP telephony), mobility features (including extension

mobility and single number reach), audio, web & video conferencing, desktop sharing, call

control with non-real-time communication services such as unified

messaging (integrated voicemail, e-mail, SMS and fax). UC is not necessarily a single

product, but a set of products that provides a consistent unified user interface and user

experience across multiple devices and media type.

2. E911, a system used in North America to automatically provide the caller's location

to 911 dispatchers.

3. Contact Center equipped with features designed to distribute calls efficiently, in order to

maximize the number of fielded calls while keeping customer satisfaction high.

4. InformaCast is a proprietary Voice over IP network protocol for live audio paging. The

protocol allows endpoints (such as public address speakers and phones) to autonomously

announce their presence and capabilities.

5. SpeechView converts voice messages to text and delivers the text version of the voice

message to your email inbox, allowing you to read your voice messages and take immediate

action.

https://en.wikipedia.org/wiki/Marketing

https://en.wikipedia.org/wiki/Instant_messaging

https://en.wikipedia.org/wiki/Presence_information

https://en.wikipedia.org/wiki/Presence_information

https://en.wikipedia.org/wiki/IP_telephony

https://en.wikipedia.org/wiki/Extension_Mobility

https://en.wikipedia.org/wiki/Extension_Mobility

https://en.wikipedia.org/wiki/Video_conferencing

https://en.wikipedia.org/wiki/Desktop_sharing

https://en.wikipedia.org/wiki/Call_control

https://en.wikipedia.org/wiki/Call_control

https://en.wikipedia.org/wiki/Unified_messaging

https://en.wikipedia.org/wiki/Unified_messaging

https://en.wikipedia.org/wiki/Voicemail

https://en.wikipedia.org/wiki/E-mail

https://en.wikipedia.org/wiki/SMS

https://en.wikipedia.org/wiki/Fax

https://en.wikipedia.org/wiki/User_experience

https://en.wikipedia.org/wiki/User_experience

https://en.wikipedia.org/wiki/9-1-1

https://en.wikipedia.org/wiki/Voice_over_IP

https://en.wikipedia.org/wiki/Public_address

Documents

Innovation and Technology Department FY2018 Annual ReportInnovation and Technology Department FY2018 Annual Report David Hulst, Director . County of Ottawa ... Optimized Government