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Innovation and Technology Department
FY2017 Annual Report David Hulst, Director
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 1
The activities and programs of
this department are brought to
you by the members of the
Ottawa County
Board of Commissioners
Greg J. DeJong, Chairman
Roger A. Bergman, Vice-
Chairman
Joseph S. Baumann
Allen Dannenberg
Donald G. Disselkoen
Matthew Fenske
Mike P. Haverdink
James H. Holtvluwer
Francisco C. Garcia
Kelly Kuiper
Philip D. Kuyers
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 2
Contents Mission 2
Vision 2
Building Blocks 2
Executive Summary 3
Project Management Coordinator 10
The Applied Technology Team 13
The GIS Team 17
The Technical Infrastructure Team 19
Appendix A: Workload Statistics and Metrics A-1 to A-13
Appendix B: GIS Revenue and Metrics B-1 to B-5
Appendix C: Organizational Information C-1
Appendix D: Financial Information D-1 to D-7
Appendix E: Online Services E-1 to E-7
Appendix F: Department & Enterprise Software F-1
Appendix G: Technical Infrastructure G-1 to G-8
Mission: The Ottawa County Department of
Innovation and Technology partners with its
customers to provide technical leadership, support
goals and create cost effective solutions that promote
excellent service.
Vision: Ottawa County will be a model of
technology application for local government.
1. Model: One serving as an example to be imitated
or compared.
2. Application: The capacity of being usable and
relevant.
Building Blocks: The Department continues to
pursue four primary goals that guide its efforts and a
measurement for results. Services and projects show
value when they support one or more of the
following.
Goal 1: Fiscal Responsibility: Proactively advancing
the County’s cost effective use of technology by
developing and executing short-term, mid-term and
long-term plans. Allocating resources to achieve high
value results.
Goal 2: Operational Stability: Building and
maintaining a stable and robust technology ecosystem
through a holistic approach involving policy, people,
process and technology. Systems are available and
operate in a way that engenders trust and confidence.
Goal 3: Customer Satisfaction: To engage in activities
that promote customer service
with employees, partners and the
public. Developing relationships,
sharing information and seeking
input so that the IT Department is
viewed as a valued and trusted partner.
Goal 4: Innovation: Engaging with others who seek to
act on new ideas, improvements and change. To never
accept that something can’t be done because it hasn’t
been done before.
Recognizing that change is
hard but not accepting
status quo as a permanent
condition.
When you focus on problems, you gain more
problems...when you focus on possibilities,
you gain more opportunities.
Nishan Panwar
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 3
Executive Summary Overview
Based on changes in the County’s Fiscal Year and
subsequently the reporting period, this report covers
the period from October 1, 2016 through September
30, 2017.
The IT Department staffing structure remains
consistent through 2017 and into 2018. The
Department spends the majority of its staff resources
on ensuring stability of the technical environment.
However, that does not indicate stagnancy or lack of
progress on technological improvements. While daily
support, consistent operational procedures and routine
maintenance are important aspects of a good IT
department, development of new methods and use of
new technology are a major component of Ottawa
County’s IT culture. As you review the information in
this report, consider the technologies implemented
and methods used to provide service. Some of the
changes may seem simple or small, for example the
use of Blue Iris cameras in customer service areas, or
the move of an internet connection to a new location,
but each step is one more move toward a significant
breakthrough.
Demand for services results in an average of 46
service desk tickets submitted daily for a total of
11,575 tickets opened and resolved. The Department
completed 460 projects or work orders. There was an
average of 225 project requests in process daily.
With the agreement for the current Service Desk
software used to record and track tickets and projects
ending in 2017, the IT Department felt it needed to
look for a new program to support its internal
processes. Problems included lack of support, limited
capabilities and lack of improvement relative to other
products. This application is essential to good internal
processes and excellent customer service. The
procurement process began in 2017 but due to lack of
satisfactory options, the decision was made to stop the
procurement process and restart it for FY18.
The Department facilitated County Technology
enhancements by working with the Courts to upgrade
District Court technology in
Holland and Hudsonville and
working with the Courts and
Clerk’s Office on a new Jury
Management System. External services were
expanded to the City of Ferrysburg. The services
delivered through an extension of the FOG-Net
enabled the migration of server applications to the
County’s infrastructure and direct on-network access
by City of Ferrysburg staff. Another extension of
FOG-Net enabled the County to assist with the
technology components of the new Spring Lake Fire
Station. This site also supports Ottawa County
Sheriff staff supporting the Township.
Accomplishments
Accomplishments.
1. Goal 1: To proactively advance the County’s
cost effective use of technology by developing
and executing short-term, mid-term and long-
plans.
a. Reducing operating costs.
1) Replacing Lotus Notes applications and
therefore the number of licenses needed.
2) Removing old equipment from the
network.
3) Using power management software to
automatically power down 1,061 County
computers every evening at 6PM.
b. Taking advantage of collaborative
opportunities:
1) Participating in a State funded Chief
Information Security Officer as a Service
(CaaS) Pilot project.
2) Working with State Court Administrator’s
Office (SCAO) and the contractor
(ImageSoft) to upgrade and configure the
County’s Truefiling system to support
electronic filing for the Courts.
3) Working with FOG-Net to provide on-
network fiber connections to the Allendale
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 4
Charter Township (ACT) office and the
ACT Sheriff’s office.
c. Initiated projects to replace legacy Software:
1) Sheriff Scheduling.
2) Prosecutor Scheduling.
3) Jail Management System upgrade.
4) Judicial Docket upgrade.
d. Planning and Forecasting Technology
Investments.
1) Updating and refining input to the Capital
Improvement Plan.
2) Published the 2017 County Technology
(Strategic) Plan.
e. Improved internal processes to leverage
existing resources.
1) Enhanced software patching and
deployment through automation.
2) Enhanced build process for new computers
reducing the time to image and configure.
2. Goal 2: To maintain a stable and robust
technology ecosystem through a holistic
approach involving policy, people, process and
technology.
a. Enhanced the County’s technical
infrastructure.
1) Increased storage and server capacity by
replacing life cycle ended servers in our
secondary computer site with new hyper-
converged architecture VXRail servers.
2) Configured full 10Gb Core-to-Core
connection between primary and
secondary data centers.
3) Completed Courtroom Technology
upgrades to all five courtrooms in Holland
and Hudsonville. Replacing 12 year old
technology.
4) Completed Equipment replacement cycle.
a. 757 devices
b. 122 laptops
c. 60 Desktop Computers
5) Replaced Legacy Systems
a. Notary Public application.
b. Jury Management.
c. Medical Examiner Software.
6) New Environmental Control Unit for West
Olive Computer room – old unit providing
redundancy.
7) Moved Merit Internet connection to
facility with generator backup power.
b. Security Awareness Training achieved a
completion rate of 98% up from 60% in 2016.
c. Provided Technology Improvements to local
unit partners.
1) Moved City of Ferrysburg on network
(FOG-Net) County hosted servers.
2) Completion of technology installation for
new Spring Lake Township Fire Station,
Sheriff’s Office.
3. Goal 3: To engage in activities that promote
customer service with employees, partners and
the public. a. Weekly
performance statistics
are distributed to all
IT staff with
information on
outstanding issues and
approaching
deadlines.
b. Desktop, laptop and tablets computers are
being purchased with Solid State Drives
significantly increasing performance.
c. Off network employees and supported
organizations are benefiting from improved
service resulting from the use of Relay Servers
that support external remote support sessions
allowing technicians to view a user’s desktop.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 5
d. Monitoring tools have allowed proactive
performance tuning of the County’s Tier 1
applications.
e. Improvements in maintaining images for new
computers continues to streamline and
increase the speed for deploying new
computers and restoring failed systems.
f. Local unit services continue to expand. New
capabilities are providing capabilities that
were not possible without costly consultation.
Migration of e-mail from legacy to cloud
hosted services and assistance with e-mail
administration as well as a number of other
technology needs has created a strong sense of
trust and partnership.
g. The Public has access to more visible and
timely information on Court Docket and lobby
displays throughout the County.
4. Goal 4: To continually seek to improve and
facilitate the County’s efforts toward new
processes and capabilities. a. Innovation begins with a staff that is
knowledgeable about County operations,
identifying opportunities and problems, and
always learning. A combination of instructor
lead and online training courses are pursued to
promote continuous learning.
b. As part of the Jury Management System, the
IT Department assisted with installation and
configuration of self-check-in units in all the
Courthouses. The new Jury system also
provides improved online questionnaire
capability reducing mailing costs and
increasing convenience.
c. Text message notification was expanded from
the Public Health Department to the Courts
where messages are being sent as reminders
for payments due.
d. County IT Services were extended to the City
of Ferrysburg through existing fiber from
Grand Haven Public Schools. This allowed
the County to provide hosting services for a
third local government unit. In addition, the
Department assisted with improvements in
their campus Wi-Fi capabilities at City Hall
and the Fire Department and implemented a
new security camera system.
e. The County continued to promote innovation
through its fourth annual Innovation and
Technology Forum. This year’s forum
focused on the theme: Work Redefined:
Space, Culture & Technology. To our benefit,
Haworth Corporation sponsored the keynote
speaker Rex Miller, author and thought leader,
on design thinking.
f. Ottawa County joined a pilot, Chief
Information Security Officer (CISO) as a
Service (CaaS), program with nine other local
governments and the State Department of
Technology Management and Budget
(DTMB).
g. Protection of information was enhanced
through the use of end point drive encryption.
h. In the Friend of the Court (FOC) Alternate
Work Location (AWL) pilot project, the IT
department implemented a combination of
technologies to facilitate access to systems
and provide the necessary security including
two factor authentication (2FA).
Challenges
Challenges Pace, Process, Priorities and Pressure.
These four P’s represent the realities of the County’s
environment.
Pace: Keeping up with service demands, new
delivery methods, expanding requirements and
technology change is difficult. Government operates
at the pace of a marathon runner, while the world is
sprinting.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 6
Process: Change is really about behavior. Process is
behavior. Behavior change requires a willingness to
let go of the old and accept the new. Rules and
regulations, and our unquestioning acceptance of
rules and regulations are an obstacle to rapid and
significant change.
Priorities: In an organization with as many functions
as County government, competing priorities are an
inherent component of our organization. An
appreciation for differing priorities and an effort to
accommodate solutions that support the various needs
is essential, but also filled with potential risks to
project speed and success and intra-organizational
conflict.
Pressure: Working throughout the County, affords IT
the opportunity to learn about the daily operations of
all departments. From those observations, it is clear
that everyone is busy! So with a full day of just doing
the work that needs to be done, how do we expect
everyone to plan for, test and implement new
systems? Competing demands and unreasonable
expectations can be detrimental to morale. But, failure
to plan and test increases the risk of failure.
Plans
A layered model has been used to describe what can
be referred to as the County’s technology ecosystem
(refer to Investment Layer Model on the next
page). The first diagram on page 7 shows the layers
with a description. Page 8 shows the major
components and projects by layer. Actual investments
in staff, services, and technology in all layers is
necessary for a balanced and effective technology
infrastructure. Planned investments are also shown in
the Capital Improvement Proposals (IT specific) on
page 9.
Department Organization The IT Department maintains the organizational
structure from 2016. A complete organizational chart
of the Department is shown in Appendix C.
Conclusion
Supporting the daily needs of the County is
challenging. Looking ahead, anticipating future needs
requires an entirely different mindset. The 4 P’s are a
simple but accurate reflection of the challenges faced.
Pulled in many directions, it is still necessary to focus
our efforts on a limited set of priorities. If we can
accomplish one thing well, it will lead to further
success. This report celebrates of many successes and
an honest assessment of our limitations.
Administrative & Leadership Team Director David Hulst
Senior Secretary DeAnne McCammon
Manager of Technical Infrastructure Michael Morrow
Project Management Coordinator Tina McConnell
Manager of Applied Technology Aaron Boos
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 7
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
Voice/Video InfrastructureLayer 3
IP InfrastructureLayer 2
FacilitiesLayer 1
Services(Full Service)
Layer 7
Server Infrastructure(Application Software)
Investment Layer Model
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 8
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 $1M.
Grand Haven Courtroom Technology upgrades.
Configured Firewalls for High Availability
Fiber exented to Spring Lake Township Firebarn (Fire and County Sheriff Staff)
Fiber extended to Allendale Charter Township Hall (County Sheriff Staff). Firewall upgrades at external sites:
Sheriff Local Unit offices.
Security Information and Event Management (SIEM) Software - Internal Security and Compliance monitoring.
New Environmental Control Unit Installed in Main Computer Room (Older unit from 1998 wired in to serve as a
backup)
Extension of internal fiber to support Network Video recording. Replace cabling for Grand Haven Courtrooms
to support technology upgrades.
Se
Voic
FacilitiesLayer 1
User DevicesLayer 6
Server Infrastructure
Storage InfrastructureLayer 4
Voice/Video InfrastructureLayer 3
Fac
ServicesLayer 7
IP Infrastructure Layer 2
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 9
Project Description
Current
Approved 2018 2019 2020 2021 2022
2023 &
Beyond
Estimated
Cost
Justice System (MICA) 1,717,912 631,705 170,560 2,520,177
Justice Suite (MICA) Future Enhancements 120,000 120,000 120,000 120,000$ 120,000$ 600,000
MICA Historical Data Access 111,300 99,700 211,000
MICA Justice Integration Financials 30,000 55,000 85,000
CourtStream MICA Project Juvenile Justice Data Sharing 206,860 30,000 236,860
Touch Screen Self Service Center -
OCCDA-LEIN-MICA Interface 50,000 (50,000) 50,000 50,000
Courtroom Technology upgrade - District 525,000 (75,000) 450,000
Courtroom Technology upgrade - Circuit/Trial GH 471,746 471,746
Courtroom Technology upgrade - Probate/Family 82,000 82,000
Touch Print fingerprint machines replacement 40,000 (40,000) 70,000 70,000
GIS Oblique & Orthophoto Imagery/LIDAR Update 318,000 46,217 132,500 98,677 98,677 330,000 1,024,071
PA Court Calendar Application 100,000 100,000
Sheriff Scheduling System 104,000 104,000
Phone System Replacement 1,000,000 1,000,000
Smart Bench Project 192,512 192,512
Server/Storage Infrastructure Refresh 1,300,000 1,300,000
Wireless Infrastructure Refresh 89,480 89,480
Building Cabling/Recabling 400,000 200,000 600,000
WAN Refresh 240,600 240,600
EHR Insight Software Replacement 360,000 360,000
Subtotal 3,203,072 2,611,368 1,903,072 741,980 218,677 418,677 690,600 9,787,445$
County of Ottawa
Capital Improvement Plan
Fiscal Years 2018-2023
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 10
Project Management Coordinator Overview
The Project Management Coordinator (PMC) position
focuses on the IT Department’s internal processes in
order to optimize services. The PMC performs three
main functions: Service Management, Project
Management, and Business Relationship
Management.
1. Service Management: Implementing best
practices in the area of service management by
refining processes that follow the internationally
recognized Information Technology Infrastructure
Library (ITIL) methodology. The PMC works to
put these principles into practice. In addition, the
PMC manages these processes by monitoring,
supervising, providing training and changing
processes as needed to ensure the department is
providing great customer service to customers and
doing so in an efficient and consistent manner.
2. Project Management: Developing a process for
defining the procedures to follow based on a set of
parameters that define the size of a project.
Manage the Project Management process by
monitoring, supervising, providing training and
changing processes as needed to ensure the
department is managing projects in an efficient
and consistent manner.
3. Business Relationship Management: Establish
channels for customers to provide feedback.
Develop methods of maintaining contact with
customers. Monitor and manage the relationship
with customers to increase satisfaction. Develop
opportunities for increasing end user knowledge
and awareness regarding technology and
coordinate with Human Resources to ensure IT
training is part of the County Training Program.
Accomplishments
During the past year, the PMC has achieved the
following:
1. Project Management Standards: Continues to
develop project management standards for
documenting and evaluating project risk.
Implemented a new project tracking tool called
SmartSheet. SmartSheet is a collaborative tool
for managing project timelines, resources, and
work. It is a subscription service. IT has 10 staff
members utilizing SmartSheet, including all of the
IT Managers and Business Analysts.
2. Service Level Agreement Monitoring and
Communication: Monitors SLA performance
and communicates with IT staff on a weekly basis
on SLA status. This weekly communication
assists IT staff in setting priorities for ticket
resolution, and keeping customer service at the
forefront. This has improved SLA performance.
3. IT Inventory migration out of Lotus Notes: The IT computer inventory was migrated from
Lotus Notes into Excel. Eventually, inventory
will be imported into a Configuration
Management Database (CMDB). The Lotus
Notes inventory system has been retired.
4. Customer Satisfaction: Implemented a new
process for Customer Satisfaction Surveys.
Surveys return with a less satisfactory rating are
now flagged for follow-up with the customer by
an IT Manager. The purpose of the conversation
with the customer is to find out what could have
been done better by IT staff. This information is
then communicated to IT staff as appropriate in
order to make continuous service improvements.
5. IT Connect Newsletter: The IT Connect
Newsletter is in its second year of publication. It
is published on a monthly basis. Feedback from
County departments has been very positive. The
newsletter provides a method of communicating
with customers, providing education, and
introducing staff. One of the goals of the IT
newsletter is make IT approachable and break
down misconceptions about IT
6. Asure Resource Scheduler: The IT Department
assisted Facilities in implementing the new room
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 11
scheduling software: Asure Resource Scheduler.
Resource Scheduler is an add-in to Outlook,
Cloud hosted application that allows email users
to schedule meeting rooms and resources. The
Department’s role included exporting information
from the Notes scheduling system to Facilities to
build the reservation database and post
implementation support. This is a major step in
retiring Lotus Notes. The new Resource
Scheduler provides Facilities staff the ability to
monitor requests for rooms, plan setup and handle
special requests. Shortly after the
implementation of Resource Scheduler, the main
support person in Facilities left Ottawa County.
IT had to pick up support for the application and
provide resources to complete some portions that
had not been completed.
7. Training: The PMC serves as the primary
training facilitator, coordinates training offerings
with Human Resources, conducts instructor-led
training and creates training documentation. The
IT classes were well attended this past year.
Microsoft Excel and Outlook continue to be the
most in-demand courses. See Appendix A for
details on the courses offered throughout the year
and attendance records.
8. New IT Service Management and Asset
Management Application: In 2017, an RFP was
drafted and released to obtain a new suite of
products for Service Management and Asset
Management. This tool will be used for recording
and tracking incidents and requests, problem
management, change management, deploying
software and patches, tracking assets, and remote
assistance. The new software will be a
replacement for the Footprints application. As of
the ending date of this annual report, the
evaluation team was still evaluating products.
Challenges
One of the main projects for this past year was
upgrading the IT Service Management software,
called Footprints, to the latest version. Footprints is
the software that IT utilizes for tracking incidents and
requests for services. During the upgrade process, it
became apparent that the newest version of the
software, although having been released for two
years, was not ready for prime time. Other Footprints
customers were experiencing similar issues and
advised us to delay the upgrade pending further
resolution of these issues. Based on experience and
feedback from others, IT decided to postpone the
upgrade and review options. Since the maintenance
contract for Footprints needed to be renewed at the
end of August 2017, it was decided to analyze the
department’s needs in an IT Service Management
product and put out an RFP to look at other products.
Footprints has been in place for appropriately 10
years and it was time to see what other products may
meet the department’s evolving needs.
Plans for the upcoming year 1. Select and implement a replacement for
Footprints. This tool will be used for recording
and tracking incidents and requests, problem
management, change management, deploying
software and patches, tracking assets, and remote
assistance. A major goal is to include a self-
service portal of customers to submit requests and
track any open requests that they have submitted,
and to encourage resolution of some issues by the
customer via a Frequently Asked Questions
section. Implementation is planned for FY2018.
2. Streamlining of the Employee Onboarding
process. In 2017, the workflow of employee
onboarding was documented. The goal is to
eliminate paper security forms, so that hiring
managers can submit Service Desk tickets to
request access for new hires. This will simplify
the onboarding process, and ensure that all tasks
related to onboarding a new employee are handled
in a consistent and timely manner. This project is
planned for implementation as part of the new
Service Desk application.
3. Mental Health Car Reservations. Mental Health
is still utilizing Lotus Notes for all of their car
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 12
reservations. In 2018, the IT Department plans to
move these reservations from Lotus Notes to
Asure Resource Scheduler, and retire the car
reservation system in Lotus Notes.
4. Microsoft Office Training Materials update. As
departments are budgeting for an upgrade to their
computers Microsoft Office software to Office
2016, the IT training materials will need to be
upgraded to the newer version.
5. Assist Human Resources with NeoGov
implementation. NeoGov, a new hiring
application, implementation is planned for 2018.
IT will assist with the creation of training
materials, project coordination as needed, and
facilitate communication with WebTecs.
Conclusion
The IT Department is committed to providing
excellent customer service to County departments so
that they can focus on providing that same level of
service to the citizens of Ottawa County. In order to
provide great customer service, IT needs to have
methods in place to manage many projects, analyze
internal processes, make improvements where
needed, and employ multiple channels to
communicate with customers. The PMC role focuses
on these processes, so that others in the department
can concentrate on the needs of customers.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 13
The Applied Technology Team
Overview
The Applied Technology Team performs ongoing
maintenance, enhancement, and support of existing
business systems using internal staff resources and
contracted services. The Team provides day-to-day
problem identification and resolution related to all
centralized software applications. Supported systems
include Enterprise Resource Planning (ERP) (finance
and human resources), Justice System, Enterprise
Content Management (ECM), Public and
Environmental Health systems, and numerous other
County applications. Support is provided for the life
cycle, cradle to grave, of both legacy and newly
implemented systems. Close collaboration with the
Infrastructure Team and the Project Management
Coordinator allows for a comprehensive assessment
of needs and opportunities.
The Applied Technology Team believes it has an
important internal consulting role. By learning more
about the goals, functions and processes of
departments and by working with County Staff the
Applied Technology Team is able to understand
process, properly allocate resources and cooperatively
define project priorities and project scope. The Team
can deliver solutions that have the greatest direct
benefit on services to the public. These solutions
require bringing together the range of IT resources
and skills: software, hardware, communications,
project management, and support services.
Key functions:
1. Needs identification and resolution
2. Assessment of impact vs. effort
3. Determine priority (most effective use of talent)
4. Software life cycle management
5. New application planning and implementation
6. Professional project management methods
7. Process engineering and re-engineering
8. System acquisition support
9. Systems/business analysis
10. Contractor technical liaison
11. Software design and development
12. Database management
Area of Responsibility Contacts
Administrative Systems Alan Waddilove, Daniel Broten
ECM (Imaging) Jared Hayward, Stewart Whitney, Marshall
Boyd
Business Requirements Gathering David Cook, Dan Broten, Tony Benjamin, Alan Waddilove, Stewart Whitney
Justice Mark Milham, David Cook, Alan
Waddilove, Harold Harper
Lotus Notes / Exchange Outlook Harold Harper, Infrastructure Staff
MICA/JusticeSuite David Cook, Alan Waddilove, Marshall Boyd
MUNIS Daniel Broten, Stew Whitney
Public Health Tony Benjamin
SQL Database Maintenance Alan Waddilove, Jared Hayward
GIS Refer to the GIS Team section of the report
for additional information
Accomplishments
Major accomplishments and initiatives in 2017-2018:
1. JusticeSuite:
a. Establishment of a formal oversight committee
that allow IT, users and Solid Circle to agree on
and set expectations for Justice Suite abilities. IT
has been working with Fiscal Services and the
Treasurer’s Office to agree on a Cross Divisional
engagement to provide unification of methods for
cashiering across the county.
b. Completed 90% of spec approval completed for
system requirements for the JusticeSuite project.
c. Working in conjunction with Juvenile Court the
County was able negotiate a contract that will
consolidated Juvenile Case Management system
to be part of the Justice Suite. Financial
Integration and Juvenile Court Case Management
Projects will allow the County to consolidate
Justice related functions under one umbrella to
take advantage for economies of scale and reduce
lifecycle cost.
d. Completion of a rewrite of Judicial Docket to a
newer version of the software with enhanced
capabilities. IT was able to develop a process that
allows the Judicial Docket to communicate with
Exchange/Outlook Calendar to synchronize
calendars and allow for staff and court
appointment notifications.
Justice Suite Efforts:
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 14
Development and testing of data conversion
from the legacy Justice System.
Integrating cashiering. Developing the
specifications and coordinating the efforts of
contractors.
Professional Project Management. (Customer
and Vendor relations)
Working with the contractor and departments.
Coordinating schedules, reviews and approvals.
Identifying and specifying all Integrations.
Project Plan identified system gaps.
Identify all ECM integrations. Planning
function through testing
Compiling the current reporting and processes
in the legacy Justice System.
Value: Focusing on the final major component of
the Justice System is leading to a more clearly
defined scope and schedule for completion. Each
module provides the building blocks for
subsequent modules.
1. E-Filing / OnBase: The Team worked with
ImageSoft, State of Michigan and Court Staff to
complete an Electronic Case Filing process for
users requesting select Civil Cases. Civil Case filing
as an option submit through a website where the
paperwork is entered into a workflow process that
passes through Circuit Court approval and
automatically uploaded into OnBase for court staff
retrieval. Payments are recorded through the
website and recorded in OnBase and reconciled in
the Treasurer’s Office. Future plans are to include
all Case Types for Circuit Court – e-filing
mandatory – start the process of district Court e-
filing.
Value: Improvements in the change management
process for OnBase. Enhancements for in-place
process to create efficiencies, eliminate manual
steps, and retire legacy applications. Continued
improvements in the Unity Client provided some
relief from chronic performance issues.
3. Upgraded to the Financial System from
MUNIS 10.5 to 11.3: The upgrade was complete
November 2017, this was a major upgrade
required upgraded hardware that allows the users
to take advantage of enhanced web based
functionality.
Value: There is a less reliance on planed
unsupported plug-ins such as Silverlight and Java.
Improvements include more intuitive customer
facing functionality and streamlined coding
allowing for efficient processing.
Other Application Resources
WebTecs continues to deliver a high level of service
and quality. They work directly with departments to
evaluate their needs, developing online content and
services for the miOttawa.org website. These
enhancements create convenience for public access to
County services, transparency, and process
improvement within the County. Revenue generated
through online services continues to increase year
over year. Lotus Notes Resource Reservations
application has been replaced with Asure Resource
Scheduler. IT worked with Facilities and Maintenance
by conducting vendor meetings providing technical
assistance where needed and implementation of this
new resource scheduling system. This system is fully
integrated with the County Email system Outlook.
WebTecs completed scheduling for Road Patrol and
Sheriff’s Office allowing users to check schedules
from any location. Other features include the ability
to alert supervisors in coverage gaps and offer list of
available resources to fill open shifts.
Challenges
Applied Technology supports legacy and new
software. Transitioning to new software is difficult.
Resources are stretched as older and newer systems
are both in operation. Transitioning to a new system
requires time for setup, training and possible
migration of data as well as a plan to provide access
to historical data. The transition is challenging for
both IT and the departments affected. Time, staff and
finances are not unlimited requiring some tradeoffs.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 15
Implementing new systems requires a fairly long time
period and that increases the risk since technology
changes quickly. It can be difficult to commit to a
decision that will have a lasting effect, but
commitments are needed to avoid technological
obsolescence. County employees face changes in
processes and the use of duplicate systems as they
transition from custom “in-house” applications to
vendor delivered software. While this is considered
the proper path, it does mean the County loses some
control over its software, as employees must accept
what the vendor delivers and the IT Department has
limited options for addressing desired functionality.
Team Member Position
Harold Harper Applications Specialist II
Tony Benjamin (Public Health) Business Analyst II
David Cook Business Analyst II
Jared Hayward Applications Specialist II
Daniel Broten Business Analyst II
Alan Waddilove Business Analyst II
Stewart Whitney Business Analyst II
Marshall Boyd Applications Specialist II
Mark Milham* Applications Specialist II Open
*Mark is under Contract through Arbor Solutions to support the
Legacy Justice System (AS400)
GIS Team (4 Staff) Refer to GIS Section
Plans
Below is a list of major Applied Technology
initiatives in process and planned.
Replacement of the Prosecuting Attorney
Scheduling Court Calendar
SolidCircle has been awarded the contract to
replace the Juvenile Court Case Management
Process based on this application becoming an
extension of the JusticeSuite. Completion is
expected for May 2019.
Model a process that will allow historic data
transition from the current Justice System into the
new Justice system
IT staff have developed Database functionality that
allows for data to be pulled from the AS400 and
added to the Justice Suite test Database. Testing
has been successful in pulling Person Profiles from
the current Justice System (AS400) into the test
JusticeSuite environment. IT is in the process of
working on the next phase of the project, pulling
Criminal Case information into the Justice Suite
Environment.
Modernization of Judicial Docket
SolidCircle is modernizing the current MICA Jail
Management System to bring it into the planned
JusticeSuite environment (HTML5). The current
Jail application was developed using software that
will no longer be supported in 2022 (by
Microsoft). Completion of this conversion is
expected in September 2018 and to go live
simultaneous with Court Case Management.
Modernization of the MICA Jail Software
SolidCircle is modernizing the current MICA Jail
Management System to bring it into the planned
JusticeSuite environment (HTML5). The current
Jail application was developed using software that
will no longer be supported in 2022 (by
Microsoft). Completion of this conversion is
expected in September 2018 and to go live
simultaneous with Court Case Management.
Upgrade to the Cashiering System from Tyler
2.10.14 to 2017.4.2
This is a major upgrade to the current cashiering
system. The test environment is configured. This
will be more of web based system allowing for
enhanced access. This upgrade is scheduled to be
complete in May 2018.
Define the receipting and accounting functions for
JusticeSuite Case Management
The Treasurer’s Office, Fiscal Services, Courts
and IT have developed a preliminary integration
plan using Tyler Cashiering as the software for
cashiering out of JusticeSuite Case Management
System. IT has provided specifications to Tyler
and has received a quote for integration. The goal
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 16
is to have a single cash receipting capability and
avoid the cost of building a separate cash
receipting function in JusticeSuite.
Development of an employee central access
database
Currently, systems use separate methods of
granting employee and affiliated nonemployee
access. This results in additional work and lack of
system integrity. A method of using Munis to
generate and verify active employees is set up to
support Active Directory. However, the limitation
is that only active employees feed the database
from Munis. IT has been working with Wabtec's,
Inc. to develop a Central Database to manage
access to multiple County systems for employees
and non-employees. Systems currently include
Active Directory and Employee Portal.
Continuation of JusticeSuite Case Management
Specification review and gap analysis
Traffic Module Beta testing was completed.
Accurate scope definition and management is
ongoing. A review of the existing Justice System
functions, screens, data, reports and integrations is
in process.
Complete replacement of the Lotus Notes suite of
custom built applications
In addition to the Prosecuting Attorney
Scheduling and Sheriff’s Scheduling Applications
developed by WebTecs, IT has developed
deprecation plans for the remaining processes and
applications that reside in Lotus Notes. Of the
initial 189 custom applications, functions and/or
processes 24 remain.
Evaluate the Employee On-Boarding process
Meetings between IT and Human Resources have
evaluated the best solution for enhancing the
current system. In 2017 some of the enhanced
features these minor adjustments and
enhancements made in the past year have increased
the reliability of the process.
Conclusion
The Applied Technology Team continues to resolve
enhancement, incident and change request issues
resulting from the variety and complexity of
applications used throughout the County. The
Applied Technology Team collaborates with the
Infrastructure Team and the Project Management
Coordinator to effectively manage and complete
County projects. Applied Technology has made
progress in moving to a business oriented approach to
serving customers. Over the past three years the
Applied Technology Team has increased the time
spent with County Departments. The Business
Analyst position has evolved over the past three years
gaining a greater appreciation and understanding of
County business operations. The Application
Specialists have focused on the technical aspects of
software development and support. While there is an
overlap in the tasks of these two positions, full service
delivery requires a team approach by Business
Analysts and Application Specialists. Achieving
goals requires ongoing innovation in organizational
structure and behavior. As the Department adjusts its
structure, it also seeks to apply behavioral changes
that increase its approach to the resource challenge.
The resource allocation framework is one of the tools
for evaluating the effort and value of projects and
monitoring progress toward completion. The
framework visually represents impact vs. effort
assessment. It provides a visual representation for
both the customer and IT to prioritize work. The
collective effort of the Business Analyst, Application
Specialist and department subject matter expert using
tools to improve communication and understanding
can achieve more sustainable County systems.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 17
The GIS Team
Overview
The GIS Team, led by Shane Pavlak, manages
the County of Ottawa’s geospatial data and organizes
departmental, municipal, and county information into
one seamless environment. The team develops and
maintains processes and applications allowing the
County to interactively share geospatial data and
map services with a broad and diverse range of
consumers as well as providing the services and
support necessary to create efficient business
processes internally and externally. The County’s
GIS contains a wide range of datasets, creating a
cost- effective means of providing uniform
centralized data. Enterprise GIS databases provide a
standardized framework that minimizes costly
duplication of effort, facilitates data sharing, and
minimizes costly data integration problems due to
incompatible data. These core databases also provide
the framework for the development of numerous
other geospatial databases, and promote cooperative
development between the County GIS Team and its
users.
The data, applications, and services provided by the
GIS team are an essential part of the business
functions for numerous County departments, external
agencies, local units, the private sector, and the
general public. The GIS team continues to focus its
efforts on developing web based and mobile GIS
applications.
Accomplishments
Highlighted accomplishments and initiatives from
October 2016- September 2017:
1. ArcGIS Image Server Extension: This GIS
extension was purchased this past year. With this
extension data can be served, processed, analyzed,
and extracted from our collection of imagery,
rasters, and remotely sensed data in a more
efficient and quicker manner. With this extension
the aerial (top-down) imagery is being delivered
in a faster and more efficient manner to both
desktop and web-based application users.
2. Embedded Interactive Maps: The GIS team has
assisted several local units of government with
taking their cemetery data and adding that in a
viewer that can be placed directly in a page from
their own website. This provides citizens and the
general public a quick and user-friendly way to
see this information from the local unit’s website.
The GIS team has also assisted the Treasurer’s
Department with a couple of these embedded
interactive maps for the foreclosure and forfeiture
properties.
Challenges
1. LiDAR & Imagery Updates: Due to an early
spring and high river levels the Light Detection
And Ranging (LiDAR), oblique (bird’s eye)
imagery, and aerial (top-down) imagery that was
to be captured for the Ottawa County this year
was not successfully completed. The LiDAR
capture will most likely happen later this fall. The
oblique and aerial imagery will be reflown by our
vendor in the spring of 2018.
2. Continued rebuilding legacy applications (i.e.
Public Incident Mapping) for htlm5: The GIS
team has several applications still developed with
Silverlight. Many browsers are ending their
support for Silverlight due to security concerns.
The plan is to convert these to the latest
development platform of html5. The benefit of
moving to htlm5 is that it will be supported on all
browsers and all device platforms. The biggest
challenge is the loss of some tools that Silverlight
offers and that are currently not in found in html5.
Plans
1. Evaluation of County GIS: As part of the GIS
team’s commitment to provide end-users with
services that can be used anywhere, anytime, and
on any device, a third party GIS consultant will do
an entire evaluation of all applications, server
configuration, online configuration, and user base
to determine the best course of action to take with
the major changes happening with GIS from the
ESRI, GIS software vendor.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 18
2. Making a greater use of ArcGIS Online’s
template applications: ESRI is making it easier
to stand up applications that need little or no
customization by offering templates that are
industry focused. These applications are geared
toward all levels of local government. The GIS
Team will review the various templates and
deploy them were it is deemed appropriate.
Conclusion
Ensuring GIS customers are served with the most
current and valuable GIS tools, has been and will
continue to be the primary focus of the GIS Team. In
that regard, the Team works closely to exchange
ideas. Customer input is sought. Technology trends
are monitored. The GIS Team works hard to stay
ahead of the trends and maintain Ottawa County’s
position as a leader in GIS services.
T e a m
During this time period Marshall Boyd accepted a
different position in IT on the Applied Technology
Team. The GIS Team was joined by Emily Renkema
in June of 2017. Emily has an Associate’s Degree in
GIS and is finishing her Associate’s Degree in
Programming later this year. Team Member Position
Shane Pavlak GIS Supervisor Pete Schneider GIS System Analyst
Emily Renkema GIS Programmer
Robert Royce GIS Technician
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 19
The Technical Infrastructure Team
Overview The Technical Infrastructure Team is comprised of
industry certified individuals that take customer
service and the security of the County’s data
seriously. They include, (3) Network Administrators,
(1) Telecom Administrator, (3) PC Technicians, (2)
Service Desk Technicians, and a Technician Lead.
Michael Morrow, the Infrastructure Manager supports
this highly competent team. They provide support
and consultation to 33 departments and several local
units and their Department of Public Works (DPW),
and Fire Stations. The list includes, Spring Lake
Township and DPW, Spring Lake Fire Department,
The Village of Spring Lake and DPW, City of
Ferrysburg, DPW, and Fire Station.
Support includes the security and dependability of the
Local/Wide Area Networks (LAN/WAN): switches,
routers, firewalls, multiple wireless networks, fiber
connections, network cabling, and security
measures/devices. Support of 260+ virtual and
physical servers. There are 4370 active end-user
devices: printers, phones, fax machines, PC’s, smart
phones, tablets and laptops. Support services extend
to a wide range of technologies beyond the standard
“IT” systems to encompass, network video recorders,
collaboration solutions, digital signage, and
audiovisual (A/V) technology.
Planning and procurement of technology is another
strategic service provided by the Infrastructure Team.
Department needs are evaluated and findings are
discussed with department heads and liaisons to
recommend the best choices of hardware for
maximum productivity at optimal cost. The team’s
strives to achieve alignment of its services to best
support the goals of the County Administrator and its
Board of Commissioners.
Security Enhancements
Ottawa County IT makes security of its networks and
data a priority. Layered security is how this is
achieved. By incorporating best of class defensive
measures that include endpoint security (antivirus),
security awareness training, security patching for
PC’s, network gear, software, cybersecurity exercises
that mimic security breaches, Intrusion Prevention
Systems (IPS), two factor authentication, full disk
encryption for mobile devices, web and email
filtering, and a team that is constantly refreshing their
cybersecurity threat knowledge.
Accomplishments
Major accomplishments and initiatives in 2016-2017:
1. Alternate Work Location (AWL): Over the past
year, the Infrastructure team has worked with the
DTMB and OCS to pilot a project for the Ottawa
County Friend of the Court (FOC) to provide a
secure alternate work location for its staff. This
included 2FA, Full Disk Encryption, and Virtual
Desktop Access
Value: A first in the state to provide this type
offering to FOC staff.
2. Security Windows 10 Upgrade: The Support
Team successfully upgraded nearly 600
computers to Microsoft Windows 10.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 20
Value: Microsoft offered free Windows 10
upgrades through July 2016. Ottawa County was
an early adopter and saved the county
approximately $90,000 in licensing costs. The
new operating system delivers improved speed
and security.
3. Digital and Docket Signage: The Grand Haven
Courthouse Digital and Docket signage was
replaced to provide citizens with valuable
information in how to interact with the court
systems.
Value: There is an improved courtroom
experience can inform customers of courtroom
etiquette and other important County information.
4. Customer Service Cameras: To improve the
customer service experience for the County
citizens, the Clerk/Register of Deeds, Treasurer,
Hudsonville DC, Holland DC, and Grand Haven
DC installed courtesy IP cameras that allow
County staff visual awareness of staffing needs at
front counters.
Value: Providing excellent customer service the
Ottawa Way.
5. Shared Services: The Team provided consulting,
procurement, and installation to create redundant
internet connections, a VOIP phone system,
networking, wireless, A/V, and Digital Signage
for the in the new Spring Lake Fire Station. The
City of Ferrysburg (COF) was brought onto
FOGnet to support hosting of applications by the
County. We also did a complete refresh of COF’s
PC’s, installed a new enterprise wireless network
at both City Hall and the Fire Station. Another
project for COF was the implementation of a
NVR (network video recorder) solution for City
Hall. A similar solution was installed at the COF
Fire Station. All COF servers and applications
were migrated to Ottawa County’s data canter. A
fiber connection to Allendale Charter Township is
now on FOGnet. The Sherriff’s Office is the only
one using the connection. ACT is looking to
move to County shared services but have not
made a decision as of yet. The Team developed a
solution to provide on scene, real time access to
Firehouse Software. Another achievement
included adding wireless to the historical Barber
School in Spring Lake. The location is across the
street from the Village Hall. Wireless bridges
were used to provide “on network” connectivity
and guest wireless for village residents during
meetings.
Value: Provide enhanced, cost-effective services
to our local units that would not otherwise have
the resources. Collaboration and resource sharing
provides benefits to both the County and local
units.
6. HCI (Hyperconverged Infrastructure): A four
node Dell EMC VxRail© was installed at the
Grand Haven Courthouse secondary datacenter.
This newer technology brings together
networking, storage, server and virtualization
management under one plane of glass was
installed and configured
Value: Lower cost of ownership, less upgrade
costs, scaling for growth and performance can be
completed in-house vs. bringing in contractors.
7. Public Thin Clients: Most Public facing PC’s
were replaced to thin clients.
Value: No need for costly replacement of
equipment every five years.
Plans As the needs of our internal and external customers
evolve, the Ottawa County Infrastructure team is
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
Page 21
constantly learning and adapting to new technologies.
The County needs to ensure it maintains a solid
infrastructure that performs at optimal levels.
Customer service requires delivering best of breed
technical solutions and excellent service.
1. Training: The infrastructure team will be
focusing on security and systems training over the
next year. These include Certified Information
Systems Security Professional (CISSP),
Telephony/Collaboration, Network and Server
Design and Configuration, Intrusion Prevention,
Security+, and Exchange Administration
2. Infrastructure:
a. Disk Based Back Up – IT selected Veeam
Backup & Replication with Cisco /Cisco as
the back solution. Installation to occur in the
first quarter of 2018. The solution will
provide the ability to automate testing of
backups and virtual machines to assure that in
the event of a disaster, recovery will be
successful with complete and reliable backup
images. The unit also allows spinning up
servers in a segregated environment to test
patching, new software builds, and updates
before they are released into production
servers.
b. Unified Communications Platform -
Replace Avaya/Nortel phone system with an
integrated communications service.
c. HCI (Hyperconverged Infrastructure) – Dell EMC VxRail© software defined
architecture. Bringing together networking,
storage, server and virtualization management
under one plane of glass.
d. Network Area Storage (NAS) – Dell EMC
Isilon© enterprise unstructured data storage.
This scale out appliance will allow the
County’s data to grow with predictable costs.
e. Business Continuity – Zerto© will provide a
“failover” solution for 25 critical systems to
maintain almost zero downtime. Since the
County has 24/7 operations for public safety
and mental health, we need to move toward an
environment that delivers near-zero downtime.
f. Server Operating System Refresh – The
Team will be deploying the latest Microsoft
Operating System and Database software in
our environment. Due to the growth in the
County’s virtual server environment, a full
upgrade of all systems are needed. This will
enhance performance and security.
g. Database Server System Refresh – The
Team will be deploying the latest Microsoft
SQL Database servers to enhance
functionality, stability, and security.
Conclusion The Infrastructure Team is a dynamic and competent
unit that strives to look for new ways of getting the
job done more efficiently with our customer’s best
interest at the forefront. The team is constantly
training to hone their technical skills making them a
valuable resource for the County and its citizens. The
County continues to achieve a top 10 ranking among
county governments with a population of 250,000 to
400,000 in the annual Digital Counties Survey. This
not only reflects on the work of IT but on the
organization as departments seek to continually
evolve and innovate. Technology is ever evolving.
Again, the primary goal of the Infrastructure Team is
to provide exceptional service to our internal and
external customers, aligning offerings with the goals
of the County Administrator and Board of
Commissioners.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-1
Appendix A: Workload Statistics and Metrics Mission Statement
The Ottawa County Department of Innovation and Technology partners with its customers to provide technical leadership, support goals
and create cost effective solutions that promote excellent service.
Department Description The Innovation and Technology Department provides the internal services needed to plan, implement, and maintain County technology
to support organizational goals. The department is organized into two main functional groups: Applied Technology and Technology &
Infrastructure. The Applied Technology team maintains existing applications and develops new applications. The Technology &
Infrastructure team provides organizational support for hardware.
Primary Goals and Objectives (Reportable*)
County Goal: Continually improve the County's organization and services
Department Goal 1: Proactively advance the County's cost effective use of technology by developing and executing short-
term, mid-term, and long-term plans
Objective 1) Accurately project County technology investments and expenses
Objective 2) Coordinate capital technology projects and provide a reasonable availability of resources to complete the projects
Department Goal 2: Maintain a stable and robust technology ecosystem through a holistic approach involving policy,
people, process and technology
Objective 1) Execute a life cycle replacement plan for hardware and software that ensures operational readiness
Objective 2) Continually evaluate possible gaps in the County's technology operational readiness
Department Goal 3: Continually seek to improve, expand, and facilitate the County's efforts toward new processes and
capabilities
Objective 1) Deliver new services
Objective 2) Expand services to new customers
Primary Outcome Measures
Annual Measures 2015 2016 2017
Actual Target Targe
t
Department Goal 1: Proactively advance the County's cost effective use of technology by developing and executing short-term,
mid-term, and long-term plans
% increase in IT expenses over the previous year 2.4% -5.5%** 3.5%*
*
% of scheduled capital technology projects completed 85.0% 30.0% 30.0%
Department Goal 2: Maintain a stable and robust technology ecosystem through a holistic approach involving policy, people,
process and technology
Average age of IT equipment (servers, tablets, desktops) (in years) 2.96 3.27 3.00
Critical and high priority tickets as a percent of all help desk tickets 0.300% 0.302% 0.100
%
Department Goal 3: Continually seek to improve, expand, and facilitate the County's efforts toward new processes and
capabilities
# of County IT users supported per IT FTE 39.9 38.33 36.8
# of IT equipment supported (servers, desktops, laptops, tablets, printers) per Infrastructure FTE 194.8 211.7 220.0
* Reportable goals are primarily for performance reporting to the Planning & Performance Improvement
Department. Internally, the department established four goals with the additional goal focused on Customer
Satisfaction. Refer to page 2 of this report.
** 2016 was shortened to nine months due to a change in FY. The % change in 2017 is compared to 2015.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-2
Service Desk Statistics Goal: Resolve 99% of Service Desk Tickets within the time frame defined in the Service Desk Service Level Agreement (SLA)
Service Desk SLA Standards Priority
Level:
Description Level 1 Escalation
Guideline:
Level 2/3
Response Time:
Communication
Frequency to the
Customer:
Resolution Time
Goal:
(Due Date)
1
Critical
Business critical, affects many users 5 minutes 15 minutes Hourly 2 Hours
2
High
Limited scope, no workaround 5 minutes 30 minutes 4 Hours 8 Hours
3
Medium
1 user, workaround available 15 minutes 2 hours 12 Hours 24 Business Hours
4
Standard
Non-urgent requests 15 minutes 4 hours 24 Hours 48 Business Hours
5
Password
1 user, password reset or unlock 15 minutes NA NA 15 Minutes
SLA Report by SLA Due Date
Issues Received 10/01/2016 - 09/30/2017 Total Ticket Count: 11540
SLA
Achieved Breached
Neither* Pending** Total
Total Resolved Unresolved
Issues Percent Issues Percent Issues Percent Issues Percent Issues Percent Issues Percent
Critical 1 100.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 1
High 52 100.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 52
Medium 170 100.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 0 0.00% 170
Standard 11207 99.03% 110 0.97% 110 0.97% 0 0.00% 0 0.00% 0 0.00% 11317
* These Issues have neither achieved nor breached their service targets, as they haven't yet reached their due date/time.
** These Issues' status is one of the pending statuses and therefore their SLA Due Date field is empty. The SLA Due Date field will get the updated value as soon as an issue will become active again. *** Issues with an empty value for the SLA Due Date field and not in the pending status were ignored when generating this report.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-3
Weekly SLA Performance Statistics (Standard and Medium Priority):
Standard Medium
Week Start Date End Date
Total
Tickets Achieved Breached Neither Pending SLA
Total
Tickets Achieved Breached Neither Pending SLA
10/2/2016 10/8/2016 251 247 4 0 0 98.41% 0 0 0 0 0
10/9/2016 10/15/2016 275 273 2 0 0 99.27% 1 1 0 0 0 100.00%
10/16/2016 10/22/2016 217 216 1 0 0 99.54% 4 4 0 0 0 100.00%
10/23/2016 10/29/2016 266 263 3 0 0 98.87% 1 1 0 0 0 100.00%
10/30/2016 11/5/2016 389 389 0 0 0 100.00% 0 0 0 0 0
11/6/2016 11/12/2016 217 215 2 0 0 99.08% 0 0 0 0 0
11/13/2016 11/19/2016 189 187 2 0 0 98.94% 0 0 0 0 0
11/20/2016 11/26/2016 114 114 0 0 0 100.00% 1 1 0 0 0 100.00%
11/27/2016 12/3/2016 233 228 5 0 0 97.85% 15 15 0 0 0 100.00%
12/4/2016 12/10/2016 199 195 4 0 0 97.99% 7 7 0 0 0 100.00%
12/11/2016 12/17/2016 190 185 5 0 0 97.37% 2 2 0 0 0 100.00%
12/18/2016 12/24/2016 221 212 9 0 0 95.93% 1 1 0 0 0 100.00%
12/25/2016 12/31/2016 208 206 2 0 0 99.04% 0 0 0 0 0
1/1/2017 1/7/2017 225 223 2 0 0 99.11% 1 1 0 0 0 100.00%
1/8/2017 1/14/2017 288 282 6 0 0 97.92% 3 3 0 0 0 100.00%
1/15/2017 1/21/2017 307 304 3 0 0 99.02% 0 0 0 0 0
1/22/2017 1/28/2017 214 211 3 0 0 98.60% 0 0 0 0 0
1/29/2017 2/4/2017 246 246 0 0 0 100.00% 1 1 0 0 0 100.00%
2/5/2017 2/11/2017 234 231 3 0 0 98.72% 0 0 0 0 0
2/12/2017 2/18/2017 200 198 2 0 0 99.00% 0 0 0 0 0
2/19/2017 2/25/2017 231 228 3 0 0 98.70% 3 3 0 0 0 100.00%
2/26/2017 3/4/2017 210 209 1 0 0 99.52% 2 2 0 0 0 100.00%
3/5/2017 3/11/2017 247 246 1 0 0 99.60% 0 0 0 0 0
3/12/2017 3/18/2017 264 261 3 0 0 98.86% 3 3 0 0 0 100.00%
3/19/2017 3/25/2017 256 255 1 0 0 99.61% 0 0 0 0 0
3/26/2017 4/1/2017 255 255 0 0 0 100.00% 2 2 0 0 0 100.00%
4/2/2017 4/8/2017 216 216 0 0 0 100.00% 1 1 0 0 0 100.00%
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-4
Weekly SLA Performance Statistics (Standard and Medium Priority):
Standard Medium
Week Start Date End Date
Total
Tickets Achieved Breached Neither Pending SLA
Total
Tickets Achieved Breached Neither Pending SLA
4/9/2017 4/15/2017 187 185 2 0 0 98.93% 4 4 0 0 0 100.00%
4/16/2017 4/22/2017 197 197 0 0 0 100.00% 2 2 0 0 0 100.00%
4/23/2017 4/29/2017 215 214 1 0 0 99.53% 1 1 0 0 0 100.00%
4/30/2017 5/6/2017 172 170 2 0 0 98.84% 7 7 0 0 0 100.00%
5/7/2017 5/13/2017 225 224 1 0 0 99.56% 20 20 0 0 0 100.00%
5/14/2017 5/20/2017 271 269 2 0 0 99.26% 45 45 0 0 0 100.00%
5/21/2017 5/27/2017 235 231 4 0 0 98.30% 0 0 0 0 0
5/28/2017 6/3/2017 200 198 2 0 0 99.00% 0 0 0 0 0
6/4/2017 6/10/2017 202 202 0 0 0 100.00% 1 1 0 0 0 100.00%
6/11/2017 6/17/2017 222 221 1 0 0 99.55% 2 2 0 0 0 100.00%
6/18/2017 6/24/2017 249 248 1 0 0 99.60% 0 0 0 0 0
6/25/2017 7/1/2017 148 148 0 0 0 100.00% 0 0 0 0 0
7/2/2017 7/8/2017 123 122 1 0 0 99.19% 0 0 0 0 0
7/9/2017 7/15/2017 177 177 0 0 0 100.00% 4 4 0 0 0 100.00%
7/16/2017 7/22/2017 189 187 2 0 0 98.94% 0 0 0 0 0
7/23/2017 7/29/2017 181 176 5 0 0 97.24% 4 4 0 0 0 100.00%
7/30/2017 8/5/2017 220 218 2 0 0 99.09% 2 2 0 0 0 100.00%
8/6/2017 8/12/2017 228 226 2 0 0 99.12% 0 0 0 0 0
8/13/2017 8/19/2017 187 187 0 0 0 100.00% 9 9 0 0 0 100.00%
8/20/2017 8/26/2017 165 163 2 0 0 98.79% 0 0 0 0 0
8/27/2017 9/2/2017 194 193 1 0 0 99.48% 10 10 0 0 0 100.00%
9/3/2017 9/9/2017 189 187 2 0 0 98.94% 0 0 0 0 0
9/10/2017 9/16/2017 208 204 4 0 0 98.08% 0 0 0 0 0
9/17/2017 9/23/2017 174 171 3 0 0 98.28% 11 11 0 0 0 100.00%
9/24/2017 9/30/2017 197 194 3 0 0 98.48% 0 0 0 0 0
Total 11317 11207 110 0 0 99.03% 170 170 0 0 0 100.00%
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-5
Weekly SLA Performance Statistics (High and Critical Priority):
High Critical
Week Start Date End Date
Total Tickets Achieved Breached Neither Pending SLA
Total Tickets Achieved Breached Neither Pending SLA
10/2/2016 10/8/2016 0 0 0 0 0 0 0 0 0 0
10/9/2016 10/15/2016 0 0 0 0 0 0 0 0 0 0
10/16/2016 10/22/2016 0 0 0 0 0 0 0 0 0 0
10/23/2016 10/29/2016 0 0 0 0 0 0 0 0 0 0
10/30/2016 11/5/2016 0 0 0 0 0 0 0 0 0 0
11/6/2016 11/12/2016 0 0 0 0 0 0 0 0 0 0
11/13/2016 11/19/2016 0 0 0 0 0 0 0 0 0 0
11/20/2016 11/26/2016 0 0 0 0 0 0 0 0 0 0
11/27/2016 12/3/2016 1 1 0 0 0 0 0 0 0 0
12/4/2016 12/10/2016 0 0 0 0 0 0 0 0 0 0
12/11/2016 12/17/2016 0 0 0 0 0 0 0 0 0 0
12/18/2016 12/24/2016 0 0 0 0 0 0 0 0 0 0
12/25/2016 12/31/2016 0 0 0 0 0 0 0 0 0 0
1/1/2017 1/7/2017 0 0 0 0 0 0 0 0 0 0
1/8/2017 1/14/2017 0 0 0 0 0 0 0 0 0 0
1/15/2017 1/21/2017 21 21 0 0 0 100% 0 0 0 0 0
1/22/2017 1/28/2017 0 0 0 0 0 0 0 0 0 0
1/29/2017 2/4/2017 0 0 0 0 0 0 0 0 0 0
2/5/2017 2/11/2017 1 1 0 0 0 100% 0 0 0 0 0
2/12/2017 2/18/2017 0 0 0 0 0 0 0 0 0 0
2/19/2017 2/25/2017 0 0 0 0 0 0 0 0 0 0
2/26/2017 3/4/2017 0 0 0 0 0 1 1 0 0 0 100%
3/5/2017 3/11/2017 1 1 0 0 0 100% 0 0 0 0 0
3/12/2017 3/18/2017 4 4 0 0 0 100% 0 0 0 0 0
3/19/2017 3/25/2017 0 0 0 0 0 0 0 0 0 0
3/26/2017 4/1/2017 1 1 0 0 0 100% 0 0 0 0 0
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-6
High Critical
Week Start Date End Date
Total Tickets Achieved Breached Neither Pending SLA
Total Tickets Achieved Breached Neither Pending SLA
4/2/2017 4/8/2017 0 0 0 0 0 0 0 0 0 0
4/9/2017 4/15/2017 0 0 0 0 0 0 0 0 0 0
4/16/2017 4/22/2017 2 2 0 0 0 100% 0 0 0 0 0
4/23/2017 4/29/2017 4 4 0 0 0 100% 0 0 0 0 0
4/30/2017 5/6/2017 0 0 0 0 0 0 0 0 0 0
5/7/2017 5/13/2017 0 0 0 0 0 0 0 0 0 0
5/14/2017 5/20/2017 0 0 0 0 0 0 0 0 0 0
5/21/2017 5/27/2017 0 0 0 0 0 0 0 0 0 0
5/28/2017 6/3/2017 0 0 0 0 0 0 0 0 0 0
6/4/2017 6/10/2017 0 0 0 0 0 0 0 0 0 0
6/11/2017 6/17/2017 0 0 0 0 0 0 0 0 0 0
6/18/2017 6/24/2017 0 0 0 0 0 0 0 0 0 0
6/25/2017 7/1/2017 0 0 0 0 0 0 0 0 0 0
7/2/2017 7/8/2017 15 15 0 0 0 100% 0 0 0 0 0
7/9/2017 7/15/2017 0 0 0 0 0 0 0 0 0 0
7/16/2017 7/22/2017 0 0 0 0 0 0 0 0 0 0
7/23/2017 7/29/2017 0 0 0 0 0 0 0 0 0 0
7/30/2017 8/5/2017 0 0 0 0 0 0 0 0 0 0
8/6/2017 8/12/2017 0 0 0 0 0 0 0 0 0 0
8/13/2017 8/19/2017 0 0 0 0 0 0 0 0 0 0
8/20/2017 8/26/2017 0 0 0 0 0 0 0 0 0 0
8/27/2017 9/2/2017 0 0 0 0 0 0 0 0 0 0
9/3/2017 9/9/2017 0 0 0 0 0 0 0 0 0 0
9/10/2017 9/16/2017 2 2 0 0 0 100% 0 0 0 0 0
9/17/2017 9/23/2017 0 0 0 0 0 0 0 0 0 0
9/24/2017 9/30/2017 0 0 0 0 0 0 0 0 0 0
Total
52 52 0 0 0 100.00% 1 1 0 0 0 100.00%
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-7
Category Count Application 5337
GIS 281 Hardware 1454
Network 227
Security 1624 Service 289
Software 1146 Telecom 809
(blank) 5 Grand Total 11172
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-8
Application, 5337, 48%
GIS, 281, 2%
Hardware, 1454, 13%
Network, 227, 2%
Security, 1624, 15%
Service, 289, 3%
Software, 1146, 10%Telecom, 809, 7% (blank), 5, 0%
Incidents/Service Desk Tickets by Type
Note: Application refers to server hosted Department and Enterprise Software
applications. Software refers to local computer software such as MS Office, Adobe
Acrobat, etc.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-9
Customer Satisfaction Survey Results
Average of Responses Satisfaction Goal
Professionalism 4.93 98.53% 95%
Technical Skills 4.88 97.52% 95%
Timeliness 4.86 97.26% 95%
Effectiveness of Solution 4.88 97.59% 95%
Overall 4.91 98.10% 95%
90.00%
91.00%
92.00%
93.00%
94.00%
95.00%
96.00%
97.00%
98.00%
99.00%
100.00%
Professionalism Technical Skills Timeliness Effectiveness of Solution Overall
Customer Satisfaction - Service Desk SurveysOctober 1, 2016 - September 30, 2017
Go
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-10
122 107 102 86 63 50 40 17
85 78 71 73
81 88 99 108126 143 161
17468 73 81 93
25 61 33 34 51 46 31 45
35 32 29 25
0
50
100
150
200
250
300
Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17
Projects In Process By MonthFY2017
Opened prior to Month End, now complete Opened prior to Month End, Remain uncompleted
Completed During Month
Project Statistics Projects Recorded Fiscal Year 2017
Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17 Totals Avgs
Opened prior to Month End, now complete 122 107 102 86 63 50 40 17 85 78 71 73
Opened prior to Month End, Still uncompleted 81 88 99 108 126 143 161 174 68 73 81 93
Completed During Month 25 61 33 34 51 46 31 45 35 32 29 25 326 41
Total Projects In Process 228 256 234 228 240 239 232 236 188 183 181 191 237
Projects Open End of Month 203 195 201 194 189 193 201 191 153 151 152 166 196
Staff Time (Hours on Completed Projects) 219.08 441.18 1619.03 391.77 849.80 626.03 214.47 410.65 537.00 217.25 604.35 236.00 4772.02 596.50
Staff Cost ($ on Completed Projects) $14,864 $28,072 $107,590 $24,651 $52,067 $41,161 $12,795 $26,460 $30,646 $11,672 $36,946 $13,667 $307,659 $38,457
Overall Average
Average Time per Complete Project (Hours) 8.75 7.22 49.05 11.52 16.65 13.60 6.92 9.12 15.33 6.78 6.83 9.43 13.43
Average Days to Completion 38.41 51.45 63.13 27.79 82.61 48.62 37.71 59.09 51.87 36.23 61.01 20.70 48.22
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-11
219.08441.18
1619.03
391.77
849.80
626.03
214.47410.65
537.00217.25
604.35
236.00
0.00
500.00
1000.00
1500.00
2000.00
Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17
Staff Time on Completed Projects By MonthFY2017
$14,864
$28,072
$107,590
$24,651
$52,067
$41,161
$12,795
$26,460
$30,646
$11,672
$36,946
$13,667
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
Staff Cost on Completed Projects By MonthFY2017
38.41
51.45
63.13
27.79
82.61
48.62
37.71
59.0951.87
36.23
61.01
20.70
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
80.00
90.00
Average Days to Completion of Projects By Month FY2017
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-12
Training Statistics SANS Securrity Awareness Training Statistics
Departments Completed Not Completed Percent Completed
Administrator 6 0 100%
Circuit Court 106 4 96%
Community Action Agency 8 0 100%
Community Mental Health 118 5 96%
Corporate Counsel 1 1 50%
County Clerk 28 2 93%
County Treasurer 9 0 100%
District Court 44 4 92%
District Court Probation & Community Corr 31 0 100%
Equalization 15 0 100%
Facilities Maintenance 20 0 100%
Fiscal Services 22 1 96%
FOC 27 2 93%
Human Resources 8 0 100%
Innovation & Technology 28 0 100%
Juvenile Detention 3 14 18%
LSHC 7 0 100%
MSU Extension 4 0 100%
Parks & Recreation 30 8 79%
Planning & Performance Improvement 8 1 89%
Prosecuting Attorney 25 1 96%
Public Health 100 2 98%
Register of Deeds 7 0 100%
Sheriff 254 2 99%
Water Resources Commissioner 9 0 100%
TOTALS 918 47 95%
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
A-13
IT Training October 1, 2016 - September 30, 2017
Course Title Date # Attendees
Word Forms 10/17/2016 2
GIS: The Basics Of Using GIS' Web-Applications 10/27/2016 8
Excel Functions & Formulas 11/8/2016 9
Excel Pivot Tables 11/29/2016 12
GIS: The Basics Of Using GIS' Web-Applications 12/1/2016 3
Outlook Tips and Tricks 12/13/2016 7
Outlook Tips and Tricks 1/11/2017 6
Outlook Tips and Tricks 2/1/2017 7
Outlook Tips and Tricks 3/9/2017 8
Excel Database Features 3/21/2017 2
GIS: The Basics Of Using GIS' Web-Applications 3/22/2017 2
Excel Functions & Formulas 4/11/2017 4
GIS: The Basics Of Using GIS' Web-Applications 4/20/2017 3
Excel Pivot Tables 5/9/2017 3
Excel Charts 6/8/2017 6
Excel Database Features 9/14/2017 4
Total
86
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
B-1
-$500,000.00
$0.00
$500,000.00
$1,000,000.00
2013 2014 2015 2016 2017
Revenue
Expenses
Total
Appendix B: GIS Revenue and Metrics
Ottawa County GIS
FY2017
Revenue
SALES $17,332.40
Annual Maintenance $67,852.40
Miscellanous $0.00
TOTAL SALES $85,184.80
Total Revenue by Product Oct 2016 - Sept 2017
LU ANNUAL MAINTENANCE $52,801.50
AGENCY ANNUAL MAINTENANCE $15,050.90
PAPER MAPS $2,150.50
DIGITAL DATA $13,206.90
PLATBOOKS $1,975.00
MISCELLANOUS $0.00
Total revenue $85,184.80
2013 2014 2015 2016 2017
Revenue -$83,781.00 -$96,902.07 -$92,637.70 -$82,607.22 -$85,184.80
Grants and GF $489,000.00 $519,758.99 $427,083.93 $332,082.05* $457,907.82
Total $405,219.00 $422,796.92 $334,446.23 $249,474.83* $372,723.02
* - Nine Month Year. All Partnership fees included in Revenue.
62%18%
3%15%
2% 0%
'16-'17 Revenue LU ANNUALMAINTENANCE
AGENCY ANNUALMAINTENANCE
PAPER MAPS
DIGITAL DATA
PLATBOOKS
MISCELLANOUS
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
B-2
Sales by Month
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
B-3
Annual Revenue Vs Expenses (Net Cost)
2013 2014 2015 2016 2017
Revenue -$83,781.00 -$96,902.07 -$92,637.70 -$82,607.22 -$76,112.55
Expenses $489,000.00 $519,758.99 $427,083.93 $332,082.05 $482,831.00
Total $405,219.00 $422,796.92 $334,446.23 $249,474.83 $406,718.45
In-Kind Data & Map Requests
Unit/Department YTD Savings
City of Grand Haven $ 1,049.78
City of Ferrysburg $ 1,140.38
Georgetown Township $ 464.80
Grand Haven Board of Power & Light $ 66.56
Grand Haven Township $ 4,495.77
Jamestown Township $ 66.56
Ottawa County Admin Services $ 33,724.38
Ottawa County Facilitities $ 354.82
Ottawa County Parks & Recreation $ 260.18
Ottawa County Public Health $ 824.26
Ottawa County Prosecutors $ 126.24
Ottawa County Water Resources Commission $ 16,590.32
State of Michigan $ 30.78
Higher Education $ 58,641.43
Total Saved YTD $ 117,836.26
-$200.00
$0.00
$200.00
$400.00
$600.00
2013 2014 2015 2016 2017
Tho
usa
nd
s
Revenue
Expenses
Total
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report GIS Unique Page Views by Application
B-4
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
B-5
GIS Metrics
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
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
Department of Innovation and Technology
FY2017 Annual Report
D-1
-$500
$0
$500
$1,000
$1,500
$2,000
$2,500
2015 2016 2017 2018
BUDGET YEAR 2015 2016 2017 2018
PERSONNEL $1,758,743 $1,358,176 $2,112,597 $2,305,597
MAINTENANCE $524,941 $379,640 $550,423 $705,182
OPERATIONAL $1,955,460 $1,292,868 $1,634,269 $1,732,424
REVENUE $(138,027.00) $(175,347.52) $(201,247.62) $(154,230.18)
Dollars
Thousands
Fiscal Year
IT Budget(Does not Include Telecommunications or GIS)
Note: FY2016 was nine months due to a transition of Fiscal Year Start and End reduced the year to nine months. FY2015 - FY 2017 are Actual Expense. FY2018 is Budgeted Expense.
Appendix D: Financial Information Four Year Budget Comparison
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
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
Department of Innovation and Technology
FY2017 Annual Report
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
Department of Innovation and Technology
FY2017 Annual Report
D-4
IT, $2,112,597, 77%
Telecomm, $138,335, 5%
GIS, $374,742, 14%
PH Direct, $117,423, 4%
Personnel Budget 2017
IT, $2,305,597, 77%
Telecomm, $144,867, 5%
GIS, $413,051, 14%
PH Direct, $119,982, 4%
Personnel Budget 2018
Summary of IT Staff Costs
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
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
Department of Innovation and Technology
FY2017 Annual Report
D-6
Department (ORG) Name 2018 Budget 2017 Actual
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
Department of Innovation and Technology
FY2017 Annual Report
D-7
Department (ORG) Name 2018 Budget 2017 Actual
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
Department of Innovation and Technology
FY2017 Annual Report
E-1
Appendix E: Online Services
Revenue Comparison FY16 to FY17by Service
Revenue By Application Oct '17 2017 YTD 2016 YTD % Change Oct '17 2017 YTD 2016 YTD % Change
Challenge of Children $0.00 $1,028.00 $1,524.00 -32.5% $0.00 $89.00 $124.00 -28.2%
Circuit Court Payments $4,744.30 $67,593.97 $73,068.39 -7.5% $225.30 $3,048.58 $3,280.41 -7.1%
Circuit Jury FTA $79.00 $316.00 $0.00 100.0% $4.00 $16.00 $0.00 100.0%
Civil Infraction Payments $301.00 $2,428.00 $3,156.00 -23.1% $28.00 $224.00 $272.00 -17.6%
Court Record Lookup $4,964.00 $37,121.50 $30,736.50 20.8% $850.00 $6,355.00 $5,159.50 23.2%
Delinquent Tax Payments $4,129.21 $160,258.29 $157,499.96 1.8% $128.00 $4,760.86 $4,984.40 -4.5%
District Court Payments $71,610.52 $758,638.57 $674,085.99 12.5% $3,028.52 $31,975.57 $28,390.99 12.6%
DC Civil Extract $53.68 $1,861.72 $2,986.92 -37.7% $4.00 $140.00 $244.00 -42.6%
Invoice Payments $13,597.54 $93,745.92 $88,559.83 5.9% $598.77 $4,290.25 $3,961.91 8.3%
Juvenile Court Payments $54.00 $2,240.82 $4,488.80 -50.1% $4.00 $104.54 $198.80 -47.4%
Deeds $2,983.00 $27,544.29 $22,158.00 24.3% $503.00 $4,785.50 $4,212.00 13.6%
Dog License $2,635.00 $23,545.00 $22,021.00 6.9% $69.50 $641.50 $621.50 3.2%
EH Permits $45,103.50 $407,725.25 $302,777.50 34.7% $1,397.43 $12,763.66 $9,475.54 34.7%
FOIA Payments $662.87 $6,238.07 $984.00 534.0% $68.00 $542.16 $96.00 464.8%
Parks Reservations $16,225.00 $196,137.50 $169,648.50 15.6% $638.25 $9,576.45 $7,540.50 27.0%
Payment Center $5,766.66 $59,634.86 $60,194.05 -0.9% $476.00 $5,088.00 $5,429.00 -6.3%
Tax Search $1,626.00 $19,585.00 $20,484.00 -4.4% $813.00 $9,792.50 $10,242.00 -4.4%
Vital Records $5,568.00 $60,544.50 $56,171.50 7.8% $681.00 $7,459.50 $6,982.50 6.8%
Miscellaneous $630.00 $3,247.00 $2,364.00 37.4% $126.00 $333.00 $198.00 68.2%
Minimum Billing $24.00 $139.50 $143.00 0.0% $24.00 $139.50 $143.00 0.0%
Monthly Accounts $0.00 $4,200.00 $3,840.00 9.4% $0.00 $4,200.00 $3,840.00 9.4%
TOTAL $180,757.28 $1,933,773.76 $1,696,891.94 14.0% $9,666.77 $106,325.57 $95,396.05 11.5%
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
E-2
$-
$50,000
$100,000
$150,000
$200,000
$250,000
Monthly Revenue: Technology Fee + Service Revenue (Total Revenue)
Technology Fee Revenue Services Revenue
$-
$500
$1,000
$1,500
$2,000
$2,500
Tho
usa
nd
s
Comparison Year To Date Total Revenue
vsPrevious Year To Date Total Revenue
YTD Total Revenue Previous YTD Total Revenue
Online Services Summary
Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Aug-17 Sep-17
Total Revenue 143,799$ 129,280$ 121,984$ 162,223$ 212,652$ 189,753$ 165,623$ 219,732$ 218,749$ 180,437$ 197,014$ 179,092$
Technology Fee Revenue 8,166$ 7,012$ 6,908$ 12,234$ 10,097$ 10,127$ 8,907$ 11,469$ 11,863$ 9,977$ 9,829$ 9,690$
Services Revenue 135,633$ 122,268$ 115,076$ 149,989$ 202,555$ 179,626$ 156,716$ 208,263$ 206,886$ 170,460$ 187,185$ 169,402$
YTD Total Revenue 1,703,075$ 1,832,355$ 1,948,158$ 162,223$ 374,875$ 564,628$ 654,617$ 977,724$ 1,196,474$ 1,376,910$ 1,573,924$ 1,753,016$
Previous YTD Total Revenue 1,540,208$ 1,663,754$ 1,778,648$ 151,160$ 341,707$ 488,994$ 584,885$ 834,030$ 1,034,946$ 1,210,788$ 1,394,011$ 1,553,092$
% Change Total Revenue 10.6% 10.1% 9.5% 7.3% 9.7% 15.5% 11.9% 17.2% 15.6% 13.7% 12.9% 12.9%
YTD Tech Fee Revenue 95,933$ 102,902$ 108,227$ 12,234$ 22,331$ 32,458$ 37,320$ 55,021$ 66,884$ 76,862$ 86,690$ 96,659$
Prev YTD Tech Fee Revenue 84,372$ 90,694$ 97,190$ 10,834$ 20,164$ 28,413$ 33,960$ 46,919$ 57,750$ 67,600$ 76,982$ 87,228$
% Change Tech Fee Revenue 13.7% 13.5% 11.4% 12.9% 10.7% 14.2% 9.9% 17.3% 15.8% 13.7% 12.6% 10.8%
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
E-3
$-
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Online Service Cost and Technology Fee Revenue
Cost Technology Fee Revenue Net Cost of Services
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
$2,000,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Online Service Cost and Total Online Revenue
Net Cost of Services Services Revenue
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
E-4
Inventory of Ottawa County Online Services and Revenue
Online Service Date Staff Prod
Citizen Eff
E-Commerce Revenue To
Date Description of Service
New Website Introduction Oct-05 X X
Property Split System Oct-05 X Database and tool to capture property splits.
Interactive Directions to County Offices Oct-05 X X Standardized maps of County Offices.
Property Info System - General Search Oct-05 X X Search parcel information; assessed & taxable values, property descriptions.
Payment Engine Nov-05 Software to manage ecommerce transactions and reporting.
Monthly Account Software Nov-05 X X Software to manage monthly accounts for ecommerce transactions.
Property Info System - Tax Search Dec-05 X X $139,959 Search parcel information for tax history, delinquent tax, payoff amounts.
Accident Reports Jan-06 X X $50,099 Search for accident reports, purchase, print.
Dog License Lookup Feb-06 X X Owner information based on dog tag number search.
Home Security Check Request Feb-06 X X Submit request to Sheriff's Office for home property surveillance.
Prescription Drug Plan Mar-06 X $437 Submit application for County prescription program. Discontinued.
Beach Monitoring Mar-06 X X Beach closing information due to unsatisfactory water testing.
Public Comment Polling Mar-06 X Collect public comment on topics of public concern.
Property Info System - Deeds Apr-06 X X $15,932 Purchase of last recorded property conveyance.
Emergency Mgmt Secure Area Apr-06 X Posting and controlled access to sensitive emergency management information.
Circuit/Probate Courts Schedules May-06 X X Daily schedules for Probate & Circuit Courts.
Convert PDFs to Fillable Forms Jul-06 X Ability to type information on a form and print.
Juvenile Court Payments Sep-06 X X $104,847 Search outstanding balances for juveniles and parents; make payment with credit card.
Circuit Court Payments Oct-06 X X $649,929 Search outstanding balances; make payment with credit card.
Restaurant Inspection Reports Oct-06 X X Automatic posting of restaurant inspection reports.
Inmate Lookup Nov-06 X X Search of current County jail inmates; access to charges once arraigned.
Dog License Renewal Nov-06 X X $211,127 Renew and purchase new dog licenses; online submittal of veterinarian documents.
Park Reservation System Admin Jan-07 X Software to manage all park reservations.
Park Reservation System Public Feb-07 X X $773,703 Ability to make real-time park reservations online.
Accident Reports Imaging Integration Mar-07 X Change over to new imaging system.
Website Graphic Redesign & Conversion Jun-07
District Court Payments Sep-07 X X $4,234,229 Search outstanding balances; make payment with credit card.
Juvenile Services Court Schedule Nov-07 X Daily court schedule for Juvenile Services.
Perimeter Security Assessment Maintenance Feb-08 X
Environmental Health Permits & Apps Mar-08 X X $1,464,578 Create map in GIS & integrate with permitting application. Manage all workflow for EH Permits.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
E-5
Online Service Date Staff Prod
Citizen Eff
E-Commerce Revenue To
Date Description of Service
Court Record Search (Circuit) Apr-08 X X $215,913 Search court records with access to Register of Action and final judgments.
Online Payment Center Jun-08 X X $314,475 Provides ability to take credit cards at various County Offices.
Juvenile Court Payments Admin Sep-08 X Reporting for Juvenile Court Payments.
HR Application & Workflow w/ Imaging Dec-08 X X Ability to submit employment application online. Workflow for hiring process.
Weekly School Disease Reporting Dec-08 X X Ability for schools and daycare facilities to submit weekly communicable disease report online.
Calendar/Agenda/Minutes Publishing Feb-09 X X Interactive calendar of County events with associated agenda, minutes.
GIS MapStore Mar-09 X Ability to request and pay for GIS data online.
Marriage & Death Record Order/Genealogy Apr-09 X X $298,767 Search Clerk's database of marriage and death records; purchase certified copies of records.
Business Name Search Apr-09 X X INC Above Search Clerk's database of registered business names; purchase copy of business registration.
Delinquent Tax Payments Oct-09 X X $987,907 Search parcels and pay delinquent taxes online with credit card.
District Court Hearing Schedule Oct-09 X X Daily schedules for all District Court locations.
SL Twp Online Payment Pilot Oct-09 X SLTwp to accept online payments for Utility & Current Taxes. BS&A integration.
Website Statistics by Department Oct-09 X Ability to set up website statistics on at the department level.
Deeds Search Nov-09 X INC Above Access to recorded conveyance documents through Property application.
Payment Processing Middleware Installation Nov-09 PCI compliance middleware.
Police Dept Incident Reporting Interface Nov-09 X Ability for local unit PDs to load accident reports to County's imaging system.
Court Record Search (District) Dec-09 X X INC Above Search court records with access to Register of Action. Revenue included above.
Online Payments of County Invoices Dec-09 X $562,988 Search County's accounts receivable balances and pay online with credit card.
District Court Civil Case Batch Download Mar-10 X X Court records are batched and run at night. Customers can pay for and download 24/7.
MI Works Event Registration Apr-10 X X Workshop & event self-publishing. Clients register for workshops & events online.
Committee/Board/Intern Service Application Jun-10 X Self-publishing of vacancies. Workflow for review & interview process. Historical records.
Marriage License Application Jun-10 X X INC Above Couples can apply for license online, thereby eliminating one of two trips to Clerk's Office.
Delinquent Tax Conversion to .Net, BS&A Jun-10 X Upgrade to Property Search Application to integrate with BS&A .net environment.
Learning Management System - Sheriff Jul-10 X Tracking of employee training history.
Election Results Self-Publishing Tool Jul-10 X Self-publishing tool for election results by Elections office.
Drains - No Letter Necessary Fee Aug-10 X X INC Above Online payment center capability - new $10 fee.
Community Alerts - Sheriff's Office Aug-10 X X Ability for citizens to receive news alerts from the Sheriff's office via email or text messaging.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
E-6
Online Service Date Staff Prod
Citizen Eff
E-Commerce Revenue To
Date Description of Service
LowRez Dog License Lookup for Patrol Cars Aug-10 X X Ability for patrol cars to have access to Dog License Lookup service through in-car computers.
SLT After Hours $45 Fee Aug-10 X X SLT payment an additional $45 for after hours service of water restoration due to shut-off.
Administrator's Blog Sep-10 X X Tool for administrator to publish to miOttawa with citizen commentary.
Delinquent Taxes Future Payoff Amounts Oct-10 X X INC Above Access to current and future month payoff amounts for delinquent taxes.
SL Village Online Payments Jan-11 X Village of SL resident can make online payments for Utility & Current Taxes. BS&A integration.
Three-Year Dog Licensing Jan-11 X X INC Above Ability to renew dog license for 3 years, covering the rabies vacination period.
Community Alerts Admin for Blackberry Feb-11 X Abilty for Sheriff's Office to author and approve Community Alerts via Blackberry device.
Career Resource Management May-11 X Electronic workflow for all steps/aspects of the County hiring process.
Digital Paystub Apr-11 X Employee login with access to electronic paystubs. Eliminates envelope stuffing and postage.
Veterinarian Dog Licensing Jul-11 X X INC Above Ability for residents to purchase dog license from Veterinarian at time of rabies vacination.
Alcohol Server Training Registration Aug-11 X X $1,260 Calendar of training sessions, register and pay online.
Civil Infraction Payments Sep-11 X X $11,196 Ability for residents to pay for civil infractions online.
Pawnshop Inventory Tool Aug-11 X Inventory data entry tool for pawnshop owners. Review by Sheriff's Office.
Challenge of Children Mar-12 X X $9,151 Ottawa, Allegan & Muskegon project. Online registration, lunch purchase, reporting.
Campaign Finance Reporting May-12 X X Ability for elected officials and candidates to file campaign finance reporting online.
miOttawa Redesign Sep-12 X X Graphical and navigation redesign; content reorganization. Modify all online services.
Surplus Management Feb-13 X Post surplus and needed items on internal site, providing for efficient surplus mgmt.
Brick Fundraisers (Sheriff, PA & Parks) Feb-13 X X $10,550 Donate money to special interest projects & submit wording for paving bricks.
Youth Assessment Survey Aug-13 X Online health and habits survey for Health Dept of adolescents and teenagers.
Campaign Finance Reporting, Phase II Jan-14 X Updated forms from State.
Jury Duty Apr-14 X X Ability to complete jury duty questionnaire online. Workflow within Onbase.
Health Management Portal Apr-14 X First phase of new employee Intranet.
Event Registration Feb-15 X X $7,880 Online registration & payment for various County functions.
Employee Portal Login May-15 X Access County internal portal by login, authorized areas.
Birth Records Jun-15 X X INC Above Order birth records online. Fulfillment through traditional mail.
Deeds Search (All documents) Sep-15 X X $47,852 Conduct free search and purchase any property document.
Election Management, Self-Publishing May-16 X Election staff to self-manage election dates, ballots, clerks, polling locations, etc.
FOIA Payments Sep-16 X X $6,545 Online payment of FOIA requests.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
E-7
Online Service Date Staff Prod
Citizen Eff
E-Commerce Revenue To
Date Description of Service
Step-It-Up Challenge Sep-16 X Register & track physical activity, map to GIS.
GIS Tabular Data Nov-16 X X $266 Request & pay for GIS data by parcel grouping.
Circuit Jury FTA Aug-17 X $225
Trail Conditions Nov-18 X X Allows the public to get updates on trail conditions and the Parks department to update online
Net $10,119,812
Non-Ecommerce Project
Tech $833,124 Includes monthly account subscription fees.
Ecommerce Project
TOTAL $10,952,936 Revenue from 2005 through Sept 2017 (Fiscal Year End)
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
F-1
Appendix F: Department & Enterprise Software
Developer/Vendor T1 County Applications Status Department(s) Solid Circle MICA In Process Multiple Highland OnBase In Use Multiple Tyler Munis In Use Multiple Tyler Tyler Cashiering In Use Multiple Jury + Jury Management System In Use Circuit Courts and District Courts
BS&A BS&A Applications In Use Equalization, Treasurers, Water Resource Fidler AVID, Larado, Tapistry In Use Clerks / Deeds Office Dentrix Henry Schein Practice Solutions In Use/Evaluating Public Health Medical Examiners Software In Use/Evaluating Public Health
Microsoft Exchange / Outlook In Use Multiple
Net Smart InSight In Use Public Health Net Smart Avatar In Use Community Mental Health Bizstream Courtstream In Use Juvenile Services
Decade Envision In Process Environmental Health
Ottawa AS400 Phasing Out Multiple Targeted Retirement 2019
Lotus Lotus Notes Email Legacy Application Multiple Retired 2017
Lotus Lotus Notes Applications Phasing Out Multiple Targeted Retirement 2018
ESRI GIS In Use Multiple Local Units and Departments
Web Tecs County Web Page In Use Multiple County Web site
BMC Footprints In Use Multiple Project Tracking
UCVIEW UCView In Use/ In Process Courts / Facilities and Maintenance Digital Signage
Iye Tek E-Ticketing In Use Sheriff's Office / Courts Electronic Ticket Writing
Fully Operational
Implementing or Scheduled
Legacy System to be Replaced
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
G-1
$-
$5,000
$10,000
$15,000
$20,000
$25,000
DESKTOP LAPTOP PRINTER SERVER
$730 $1,057
$437
$15,891
$736 $1,076 $406
$21,810
Average Cost of Computer Devices
2016 Average
2017 Average
Appendix G: Technical Infrastructure Computer Equipment Statistics
Inventory of Active Devices: 4354 +235 from 2016
Desktop/Tower Computers: 643 -8 from 2016
Laptop/Tablet Computers: 616 +26 from 2016
Printers: 767 +27 from 2016
Mobile Devices
County Owned Cell Phones: 211 (-6)
County Owned Smartphones: 76 (+7)
Data Cards (Laptop Cellular): 71 (+2)
Machine to Machine Data Device 1 (+0)
Personal Cell Phones: 8 (+3)
Personal Smartphones: 127 (+3)
Total Mobile Devices: 494 (+9)
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
G-2
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
G-3
Server Summary
Windows Servers
Windows/Linux
Virtual
Machines/Servers
Physical
(2) Call Pilot servers
Image server
Winscribe
OnBase DB
Sphinx
Vranger 2
BU Server3
Metasys
Apris VINE
(7) CIKR Servers
(7) Cisco servers in West Olive DC and (4) Dell, Cisco, Dell/EMC (HCI) in GH
Total 21 171
AS400 Servers
AS400 Physical Virtual
WO 1 3
GH 2 0
Total: 3 3
Total Environments: 5
Combined Server Counts Physical Virtual
26 174
Storage Capacity for Windows/Linux Virtual Server Infrastructure
2014 Total 2015 Total 2016 Total 2017 Total Current
Used 35 TB 43 TB 64 TB 63 TB 106 TB
Free 29 TB 40 TB 30 TB 90 TB 37 TB
Capacity 66 TB 83 TB 94 TB 152 TB 143 TB
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
G-4
Security Infrastructure
In 2017, Ottawa County joined with eight other County, City and Townships in a pilot program with the State
of Michigan, Department of Technology, Management and Budget. The pilot program was to evaluate the use
of a Chief Information Security Officer (CISO) as a Service (CaaS) opportunity sponsored by DTMB. The
program was initiated through discussions between Washtenaw County, DTMB and Oakland County as a
means to provide the CISO level expertise to local governments that lacked the resources for this type of
specialized expertise. The program uses the CYSAFE tool originally developed in 2013 as an evaluation
method for an organization’s security. At this time, the County has completed two quarterly reviews. The
program provides a means of providing consistent standards, terminology and methodology for security across
the State. The effort has greatly enhanced the awareness and effort to evaluate and continuously improve the
County’s security posture. Initiatives resulting from this program have included new policy and procedures,
identification of potential vulnerabilities and appropriate countermeasures, evaluation of new security
technology and plans to address needed improvements in the protection of County systems to ensure
confidentiality, integrity and availability of information and information systems.
Security Countermeasures and Statistical Data
The following charts reflect the level of threats from external sources through incoming E-mail and the Internet
(Web Sites). Threats come from a variety of sources. Based on the e-mail filtering statistics, you will see that a
majority of threats continue to be from e-mail sites identified as malicious. The insider threat is difficult to
address. An insider threat can be intentional or unintentional. Our most common security incidents occur as a
result of someone clicking a link or opening a document containing malware from an inbound e-mail. In 2016
under a Homeland Security Grant, the County implemented an online security awareness training program
called SANS Securing the Human. In the past year, just over 60% of employees completed the series of video
lessons that range from 30 seconds to five minutes. While the goal is 100% of employees, the percentage of
participants far exceeds any other program. A capability being purchased in third quarter 2017 will provide
enhanced web protection and the ability to identify computers in the network that have potentially been
compromised by malware. A total of 19 incidents requiring 28 hours of staff time were recorded in the past
year. This is a significant improvement from the previous year where 47 incidents were reported requiring 100
hours of staff time. This represents the second year of reductions in virus incidents. You’ll note by the number
of e-mail’s containing viruses that the threat has increased.
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
G-5
Blocked by Reputation,
8,456,719 , 73%
Detected by Advanced Malware Protection,
1,046,800 , 9%
Clean Mail, 2,049,049 , 18%
E-Mail Filtering Statistics: Incoming Mail Summary
Major Categories
Stopped as Invalid Recipients, 620 , …
Virus Detected, 347 , 2%
Detected by …
Messages with Malicious URLs,
0, 0%
Stopped by Content Filter, 7 , 0%
Stopped by DMARC, 0, 0%
S/MIME Verification/ Decryption
Failed, 0, 0%
Marketing Messages, 6,454 , 44%
S/MIME Verification/ Decryption
Successful, 0, 0%
Total Attempted Messages, 7,337 , 50%
E-Mail Filtering Statistics: Incoming Mail Summary
Minor Categories
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
G-6
E-Mail Filter Virus Blocks
Virus Type
Total Virus Type
Incoming
Total Virus Type
Outgoing
Total Infected Messages
Exp/20170199-C 2 0 2
Java/Adwind-ASP 1 0 1
Java/Adwind-KU 2 0 2
Java/Agent-AVUP 2 0 2
JS/DwnLdr-MON 5 0 5
JS/DwnLdr-ORH 0 0 0
JS/DwnLdr-OUL 0 0 0
JS/DwnLdr-QAL 3 0 3
JS/DwnLdr-QDS 0 0 0
JS/DwnLdr-SCT 1 0 1
JS/DwnLdr-TIK 1 0 1
JS/Ransom-DIH 0 0 0
Mal/BredoZp-B 1 0 1
Mal/DocDl-J 12 0 12
Mal/DownLnk-D 12 0 12
Mal/Drod7zip-A 2 0 2
Mal/DrodAce-A 55 0 55
Mal/DrodZp-A 311 0 311
Mal/Fareit-Q 1 0 1
Mal/FareitVB-G 1 0 1
Mal/FareitVB-M 16 0 16
Mal/Phish-A 43 0 43
Mal/PubDl-A 0 0 0
Troj/Bredo-AIC 2 0 2
Troj/Cerber-ACT 1 0 1
Troj/dnDrop-G 2 0 2
Troj/DocDl-BVP 1 0 1
Troj/DocDl-CAF 2 0 2
Troj/DocDl-GNU 4 0 4
Troj/DocDl-IRC 4 0 4
Troj/DocDl-IUL 2 0 2
Troj/DocDl-IWW 5 0 5
Troj/DocDl-IXI 10 0 10
Troj/DocDl-JCQ 10 0 10
Troj/DocDl-JDZ 2 0 2
Troj/DocDl-JEO 1 0 1
Troj/DocDl-JJG 4 0 4
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
G-7
Virus Type
Total Virus Type
Incoming
Total Virus Type
Outgoing
Total Infected Messages
Troj/DocDl-JLR 1 0 1
Troj/DocDl-JSA 4 0 4
Troj/DocDl-JUY 2 0 2
Troj/DocDl-JYN 1 0 1
Troj/DocDl-MDY 1 0 1
Troj/DocDl-MGL 1 0 1
Troj/DocDl-MHB 2 0 2
Troj/DocDrop-FK 1 0 1
Troj/DocDrop-UG 12 0 12
Troj/DocDrop-UW 8 0 8
Troj/Fareit-CZM 3 0 3
Troj/Invo-Zip 1 0 1
Troj/JSDldr-RO 0 0 0
Troj/JSDldr-UL 0 0 0
Troj/JSDldr-VF 0 0 0
Troj/JSDldr-VG 0 0 0
Troj/JsDldr-WK 4 0 4
Troj/PDFUri-ALR 0 0 0
Troj/PDFUri-HY 1 0 1
Troj/Phish-AAW 21 0 21
Troj/Phish-AHC 1 0 1
Troj/Phish-AVK 1 0 1
Troj/Phish-RW 4 0 4
Troj/Ransom-EBO 1 0 1
VBS/Agent-AWWS 2 0 2
Grand Total 593 0 593
County of Ottawa
Department of Innovation and Technology
FY2017 Annual Report
G-8
Telecommunications Infrastructure