Cooun

nty of
o Otta
O awaa

Innova
I ation an
nd Tecchnology Dep
partmeent
2016
2 Annual
A Reporrt
David
D Hulst, Director
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

Joseph S. Baumann, Chairman
Greg J. DeJong, Vice-Chairman
Roger A. Bergman
Allen Dannenberg
Donald G. Disselkoen
Matthew Fenske

The activities and programs of this Mike P. Haverdink

department are brought to you by the
members of the Ottawa County James H. Holtvluwer
Board of Commissioners
Philip D. Kuyers
Dennis Van Dam
Stu P. Visser

Page 1
 County
C of Ottaw
wa
Departm
D ment of Innovattion and
d Technoology
2016
2 An
nnual Reeport
Misssion: The
T Ottawa County Department
D of
Innoovation and d Technolo ogy partneers with its
custoomers to prrovide techn nical leaderrship, suppo ort
goalls and createe cost effectiive solutionss that promo
ote
exceellent servicee.

We keep movin ng forward, opening

new doors, and doing new w things,
beccause we're curious and d Co
ontentss
curiosity keepss leading uss down Missiion 2
new paths. Visionn 2

Buildding Blocks 2
Vision: To beb a modell for the application
a of
Execuutive Summary 3
technnology.
Deparrtment Organizaation 7
8
Buiilding Blo
ocks: The Departments
D s goals Projecct Management Coordinator

provvide a guide for

f the key measures
m of success and The A
Applied Technollogy Team 12
are ssummarized as follows: The G
GIS Team 16
The T
Technical Infrasttructure Team 18
1. TTechnology Infrastructture: The Department
D Appenndix A: Worklooad Statistics andd Metrics A-1 to A-13
wwill create an
nd maintain a robust and d reliable Appenndix B: GIS Reevenue and Metrrics B-1 to B-8
ffoundation foor the deliveery of techno
ology and Appenndix C: Organizzational Informaation C-1
sservices thro
oughout the organization
o n. Appenndix D: Financiial Information D-1 to D-4
Appenndix E: Online Services E-1 to E-7
2. EEmployee Technical
T Knnowledge: The T
DDepartment will
w educate and guide employees
e so
o Appenndix F: Departm
ment & Enterprisse Software F-1
tthey will be able
a to use th he technolog gy available Appenndix G: Techniccal Infrastructurre G-1 to G-10
aand make decisions regaarding new ap pplications of
o Appenndix H: Ottawaa County GIS Cuustomer Survey H-1 to H-12
ttechnology too the benefitt of their dep
partment and d
ccustomers.

3. CCustomer Satisfaction: The Departtment will

llisten to its customers,
c co
ontinually ev
valuate its
sservices and pursue exceellence as a service
s
oorganization.

4. EExceptionall Services an nd Program ms: The

DDepartment will
w strive to o identify and implementt
sservices, processes and technology to o support thee
CCountys goaals. We willl partner witth our
ccustomers too identify inn
novative soluutions.

Page 2
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Executive Summary speed. The County continued to add to its layered
Overview technical security architecture by adding Intrusion
This report provides a description of the 1)
Accomplishments, 2) Challenges, and 3) Plans for the
future. The Ottawa County Innovation and
Technology (IT) Department recognizes that its role
is to assist the County and departments in achieving
their goals. As our Mission Statement indicates, we
seek to become partners who can advise and assist in
facilitating the efforts of others.
The Department is staffed to support operational
hours from 7AM to 5PM Monday through Friday.
However, County technology operates on a seven
day, 24 hour basis. Keeping the Countys technology
running as expected is in itself an accomplishment.
But, for most, such an accomplishment is considered
a basic expectation. The IT staff has provided
significant value to the County as presented
throughout this report.
Demand for services results in an average of 55
service desk tickets submitted daily, and an average
of 200 project requests in process. Department
feedback indicates that the demand is even greater
than workload metrics indicate.
Major initiatives in County Technology from 2015 to
2016 include a new E-mail system, security upgrades,
and inter-organizational connectivity via the Fiber
Optimized Government Network (FOG-Net).
Related to the FOG-Net effort, the County migrated
and expanded its internet bandwidth, and increased
collaboration and service sharing within the County.
Significant accomplishments were achieved in each
of the IT Departments primary goals during the past
year.
Accomplishments often have had experience with Outlook and this
Accomplishments provide evidence of the value
delivered to the County by the IT Department.
1. In accordance with Goal 1: Maintain County
Technology Infrastructure, improvements
were made to the storage infrastructure to improve
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Prevention Services (IPS) to
its firewalls, and
transitioning to a new end
point security software with
end point encryption capability. A secondary
layer of authentication was added by
implementing the advanced authentication
technology Core Authentication Matrix to meet
the standards for protection under Criminal
Justice Information Services. The maintenance of
a current, resilient, and reliable infrastructure is a
continuous process. Future plans call for life
cycle refresh and enhancements to the Countys
technology Disaster Recovery (DR) and Business
Continuity (BC) capability.
Major software upgrades included the Countys
Enterprise Content Management (ECM) software
(OnBase) which was upgraded from version 12 to
version 15, GIS Applications were updated to a
responsive design and the GIS Server
infrastructure was upgraded and reconfigured to
enhance performance. WebTecs also converted
the Countys web site to responsive design in
2015. Responsive design provides for improved
compatibility with mobile devices.
2. Improving the level of technical knowledge of
County employees in County technology, Goal
2, has been primarily related to the
implementation of new software. The most
significant effort has been the rollout of the new
e-mail system. After 17 years of Lotus Notes, the
transition to Microsoft Exchange/Outlook has
involved a great deal of planning, preparation,
conversion and follow up. Newer employees
effort has been a desire of many. However, with
Lotus Notes being integral to the Countys
software infrastructure not only as an e-mail
system, but also as an application platform, the
transition required careful planning and execution.
Departments were contacted and educated on the
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
transition prior to their conversion. The impact of
the change were discussed to reduce potential
unexpected results. Conversions were conducted
in a manner that minimized disruption to
departmental operations. The IT staff was
mobilized and assigned to be on site and available
to resolve issues and answer questions as each
department accessed Outlook for the first time.
A variety of training methods have been used to
increase knowledge in areas essential to the
effective use of County technology. Follow up
Outlook Tips and Tricks training sessions were
conducted with departments and in the IT
Training Room. Links were provided on the
employee web page for quick sessions on
Outlook. Quickstep guides were also posted on
this site and provided to departments prior to their
conversion.
The OnBase upgrade also brought changes that
required follow up training. There has been an
increase in the number of sessions and
participation for desktop software applications:
Microsoft Word and Microsoft Excel. The
County obtained online training for employees
from SANS (System Administration,
Networking, and Security) Institute. The
online training provides employees with short
video training sessions to increase their
security awareness. Security Awareness
Training is one of the essential requirements of
an overall security program. It addresses one
of the primary vulnerabilities of an
organizations information system, the people
with the greatest access to the information
systems.
3. Goal 3: Provide Excellent Customer
Service/Satisfaction. Customer Service drives
what we do and how we approach every project or
issue. With roughly 1000 individual customers
and an IT staff of 28, our first priority is providing
consistent and predictable service and resolution
of issues. The department has worked to become
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more proactive in assisting departments with new
capabilities. Customer service is measured both
quantitatively and qualitatively.
Customer surveys are randomly generated from
our Service Desk ticketing software to measure
satisfaction on individual ticket resolution. The
goal is to exceed 95% satisfaction in five areas:
Professionalism, Technical Skills, Timeliness,
Quality, and Overall Satisfaction. The goals were
met for the year with one quarter seeing the
results for Timeliness drop below 95%.
Timeliness is also the area that scores lowest of
the five. It seems logical that the most important
consideration for someone experiencing a
problem it to have it eliminated as quickly as
possible. New methods for service delivery have
been implemented to reduce the intrusiveness and
delays that occur with onsite service. These
include automated software updates, including
after-hours updates, and enhancements to our
remote services.
Additional feedback has been received through
direct meetings with departments. Two of the
department managers have initiated the Listening
Tour to meet with departments to get feedback.
The IT Director and Project Management
Coordinator conducted Information Sessions at
each County location. The IT Leadership team
believes it is important to stay connected to
County employees at all levels and continues to
look for ways to maintain open communication
and access. Communication with our external
customers: Spring Lake Township and Spring
Lake Village, has been an essential component of
service delivery.
The Customer Service culture in IT is strong as
reflected in the large number of Customer Service
nominations.
4. Innovation is key to accomplishing Goal 4:
Provide Exceptional Services and Programs.
Innovation efforts are focused on the capabilities
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
put into the hands of our customers. In
conjunction with the E-mail project, nearly all
former Blackberry users have been converted to
Smartphones. The majority of these users are
accessing e-mail and calendars on personal
Smartphones. The County has provided Android
phones to the select few who prefer to keep their
work and personal devices separate. Wireless
access was installed in the Facilities warehouse to
support barcode scanning/inventory capability for
Sheriff Evidence tracking which is an added
functionality with the new 911 Records
Management System. Initial replacement of
building signage and Courtroom Docket displays
began in 2015. A new and less costly technology
is being use to replace existing technology
reaching end of life. Court Docket displays are
being added to Holland and Hudsonville Courts.
In order to display schedules, the Applied
Technology team has developed the application to
source information from the MICA Judicial
Docket module. A similar project by the Applied
Technology team provided a tablet based check-in
system for Friend of the Court. The IT
Department installed video conferencing
equipment in early 2016. The IT Department also
worked with Facilities and Human Resources to
replace bulletin board displays with digital
signage.
Innovations have occurred both as a choice to
implement change and as a result of external
forces that required change. Some have been
significant the implementation of FOG-Net.
While others have resulted from a smaller effort
that produced significant value WRIT of
Garnishment which generated an increase of
400% in revenue and a 500% Return on
Investment (ROI) from unpaid Court fines, fees
and costs.
To increase our mobile capability, the GIS team
applied for and became certified as Enterprise
Apple Developers. Thus allowing GIS to develop
applications for Apple Smartphones that have
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greater access to the phones native iOS
components such as GPS and storage. The GIS
Department worked with the Road Commission
on a vehicle tracking application. The initial
purpose is to track snow clearing. Data is
extracted from the newly installed AVL
(Automatic Vehicle Location) systems contained
in some vehicles to provide updated mapping of
vehicle routes and current locations. For other
County Field Workers, GIS is building
applications that use wireless hotspots to locate
employees in the field. This information will be
used by field supervisors to more effectively
manage field staff, or by field workers to get
assistance from nearest coworker. This
technology can be extended to other departments
such as District Court Probation/Community
Corrections.
The IT Department hosted a Cyber Security
training exercise. Twelve participants from
various organizations in the Technology
Collaborative. Participated in a simulated cyber
attack using the Merit Network Cyber Range.
The one day exercise teaches participants to
monitor, identify and respond to a cyber security
attack.
The Grand Haven Courtrooms were upgraded
with new control software, and infrastructure
improvements including the integration of video
arraignment feeds into the recording system.
Challenges
Challenges facing the IT Department and the County
regarding technology have the following primary
characteristics: supply, demand, speed and
effectiveness.
1. Supply refers to available resources including
staff, time and money. Staff numbers and skills
are not sufficient to meet every demand or
respond as quickly as our customers would like.
Attracting and retaining the skills needed to move
toward a desired level and range of services has
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
been increasingly difficult. There is a
democratization of technology which puts greater
power and freedom into the hands of non-IT staff
and requires that employees have a higher level of
technical skill. County employees are
experiencing an increase in the pace of change
and in the number of software applications they
need to use to perform their job. These factors
present an area of stress for both IT staff and our
customers.
2. Demand is greater than capacity. Prioritizing is
the most common method of addressing this issue.
But prioritizing is difficult due to the variety of
County functions and services, and the natural
tendency to see our needs as primary. In
response, departments may move forward
independently which can result in other
difficulties such a lack of support, increased cost,
isolation from other systems that need to be part
of the solution, etc. Excessive demand can also
result from undefined project scope, or ever
expanding project scope. Meeting excess demand
incurs a cost.
3. Speed is the time to delivery. As reported in our
Customer Surveys, Timeliness tends to be the
lowest scoring category for Service Desk Tickets.
Technology changes so quickly that it is hard to
plan and implement major systems before a new
generation of technology is available. People
expect technology to be current and based on the
new products being delivered constantly exhibit
frustration at the pace of change in the County.
Speed is challenging for County employees.
Rapid change increases stress, disrupts daily
operations and is accepted in varying levels by
employees.
4. Effectiveness is defined as how well the County
uses available technology. The pace at which new
systems are adopted presents challenges. If done
too quickly, these efforts cause disruption within
County departments and in the services delivered.
Too slow of a transition, and we are essentially
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like the person with one foot in the boat and one
foot on the dock with the boat drifting away.
Plans
Plans are developed through a variety of short,
medium and long range tools. These plans provide
the basis for addressing the challenges described
above. The planning process is a continuous one.
Although plans occur at a moment in time, they result
from continual interaction between IT and County
departments; as well as through discussions and
analysis within the IT Department. Plans include the
Annual Budget and Capital Improvement Plan. The
IT Department uses a Technology Plan for mid to
long term vision and an annual goal setting process to
define department, team and individual goals.
Mid-range plans include replacement of the Justice
Case Management System, and a new phone system.
Replacement of other legacy systems include
scheduling applications that have been built on the
Lotus Notes platform: Sheriff Road Patrol, Sheriff
Corrections and Prosecuting Attorney. Infrastructure
plans involve enhancing Disaster Recovery/Business
Continuity capability. This requires building a
redundant set of servers and storage that match the
West Olive Computer room. Ongoing annual life
cycle replacement recommendations are made to all
departments as part of the annual budget process. IT
is working with Facilities to determine the technology
needs for conference rooms at all County locations.
Other technology changes planned for 2016 include
replacing the Jury Management system (a
combination of software and manual processes) with
a new system that will streamline processes and
provide convenience to jurors. Courtroom technology
upgrades are needed for the Holland and Hudsonville
Courtrooms. This effort, after several reviews and
evaluations, is expected to begin in 2016 and extend
through 2018.
Conclusion
Throughout this report, you will find information that
explains the accomplishments, challenges and plans
that comprise the Countys technology landscape.
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
The Appendices provide additional detail and greater
depth to the story. The purpose of the report is to
present a picture that allows you to see both the trees
and the forest. If you feel the descriptions lack depth,
refer to the details. If the details are overwhelming
look at the results. If neither make sense, talk to the
people who experience it on a daily basis whether
they are IT staff or other County employees: Elected
Officials, Department Heads, Managers, Supervisors
and Staff. Or seek the perspective from the citizens
of Ottawa County in terms of their experience when
engaging in business with the County.

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 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Department Organization
The organizational structure of the Department has
remained unchanged over the past year. The move
toward a more business focused culture continues to
develop. Progress has been made as the Business
Analyst role has become better understood both
within IT and in other County departments. An
indicator of effort is the increased interaction between
IT and departments. This effort is not only
contributed by the Business Analysts, but also by IT
leadership who have had to take on some of these
functions to meet demand. The IT management team
is continually identifying opportunities and gaps to
determine where IT staff need to be engaged.
Department interactions almost take on a function
comparable to what would be considered Business
Development in the private sector. The
opportunities for such business development extend
beyond the Business Analyst position. During the
past year the Infrastructure Team has played a chart of the new structure is contained in Appendix
significant role in supporting our internal customers C.
in areas such as Digital Signage, Docket Display, and
Staffing continues to be a challenge. Demand exists
wireless infrastructure to support warehouse
in every aspect of IT Services. New methods of
inventory for the Sheriffs Evidence tracking.
delivering service have enabled many needs to be
Security enhancements were implemented to support
met. The ability to maintain a business focus requires
compliance requirements. As changes in the
time and experience. The business focus requires
operation of Mental Health have resulted in a need for
time to develop relationships and understanding, a
access by external agency staff, the Infrastructure
willingness to dig into a current processes and
team applied Virtual Desk Infrastructure (VDI) to
question what is being done and why. It is a process
meet the need. In addition, the Infrastructure team is
that can be threatening and prone to obstacles. In
primarily responsible for the development of shared
some cases, the ability to make progress is limited.
services opportunities including IT Services and
The Department supports the needs of all, but the
hosting to local units, and the Countys efforts to
primary effort will go to areas with the greatest need
participate in FOG-Net. These efforts have a very
and the greatest opportunity for success. This is the
real and direct impact on reducing costs by leveraging
only way that IT resources can be used to create the
County technical and IT staff resources. The GIS
greatest value for Ottawa County.
team continues to contribute to providing a valuable
service to partners and the public. During the past Administrative & Leadership Team
year, the GIS team has moved toward greater mobile Director David Hulst
access to its applications. A pilot application for the Senior Secretary DeAnne McCammon
Road Commission snow plow tracking was conducted Manager of Technical Infrastructure Michael Morrow
during the year. Applications for County field Project Management Coordinator Tina McConnell
workers are also being developed for Environmental Manager of Applied Technology Aaron Boos
Health and potentially other departments such as
District Court Probation. A complete organizational
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 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Project Management Coordinator Accomplishments
During the past year, the PMC has achieved the
Overview following:
As mentioned in the Executive Summary, the Project
Management Coordinator (PMC) position focuses on
the IT Departments internal processes in order to
optimize our services. The PMC performs three
functions: Project Management, Service
Management, and Business Relationship
Management.
1. 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, correcting and adjusting
to ensure compliance with established procedures.
2. 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, correcting and adjusting to ensure
compliance with established procedures.
3. Business Relationship Management: Establish
channels for our customers to provide feedback.
Develop methods of maintaining contact with our
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.
Page 9
1. Project Management Standards: Continues
to develop project management standards for
documenting and evaluating project risk.
Researched additional tools for tracking
project tasks, and communicating status.
Value: Consistency amongst staff in project
documentation.
2. Service Level Agreement Monitoring and
Communication: Monitors SLA
performance and communicates with IT staff
on a weekly basis on SLA status.
Value: As mentioned in the Executive
Summary, and shown in Appendix A,
Timeliness in resolving customer issues is
ITs biggest area for improvement. This
weekly communication assists in making
timeliness of resolution a priority for staff.
3. Project Facilitation: Coordinated the Lotus
Notes to Outlook migrations with
departments. Served as a main point of
contact, coordinated the conversion schedule
with departments and IT staff.
Value: As mentioned in the Executive
Summary, and shown in Appendix A,
Timeliness in resolving customer issues is
ITs biggest area for improvement. This
weekly communication assists in making
timeliness of resolution a priority for staff.
4. IT Connect Newsletter: Assembled a
Newsletter Committee to develop a monthly
IT newsletter for distribution to County
employees. The IT Connect newsletter
debuted in February 2016.
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Value: Provides another avenue to
communicate IT initiatives, provide education,
and allow County employees to get to know
IT staff better. Supports ITs goals of
providing excellent customer service and
improving the level of technical knowledge of
County employees.
5. Human Resources Learning Management
System (LMS): Assisted Human Resources
in the implementation of their new LMS
system, Topyx. Provided technical support
for exports out of the old Lotus Notes training
portal and imports into Topyx.
Value: With the future decommissioning of
Lotus Notes, this is one of many applications
within Lotus Notes that needs to be retired.
The new Topyx LMS will provide enhanced
abilities for County employees to register for
instructor-led training, participate in online
training, and access resources for learning.
6. Training: Serves as our primary training
facilitator. Coordinates training offerings with
Human Resources, conducts instructor-led
training and creates training documentation.
County staff showed a renewed interested in
attending IT trainings in 2015-2016.
Employees seem to be especially interested in
expanding their knowledge of Microsoft Excel
and Outlook. As part of the Microsoft
Page 10
Outlook implementation, Outlook Tips &
Tricks classes were offered to each
department as a follow-up to their conversion
to Outlook.
Value: Better education of County
employees allows them to perform their job
responsibilities more efficiently and provide
service to County citizens more effectively.
Challenges
Process change is challenging in an operational
environment where daily support needs are constant
and staff are busy with incidents (Service Desk
Tickets) and projects. Its like redesigning the engine
of a car while driving down that highway as 70 miles
an hour. Process change needs to be based on good
data, not a sense of what is taking place. With a high
operational tempo, the recording of time and effort,
and even the details of work performed are not
consistent. Also, the Department tries to limit time
spent on administrative functions so resources are
primarily focused on delivering services and
delivering maximum value. This requires a
significant amount of time spent by the IT leadership
team to continually review work and time tracking
and reminding staff to record their effort. A recent
initiative to improve SLA performance has been a
weekly report to staff identifying Service Desk tickets
overdue and those coming due in the week.
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Plans methods in place to manage the many projects that we
The primary goals for the PMC are aligned with IT
Service improvements through process change. A
major objective is setting up the foundational
elements to implement an IT Services Catalogue. The
catalogue will provide an automated method of
requesting services and providing end users with self-
service options. The sequence of actions are:
handle, analyze our internal processes, make
improvements where needed, and employ multiple
channels to communicate with our customers and
allow them to communicate with us. The PMC role
focuses on these processes, so that others in the
department can concentrate on the needs of
customers.

1. Migrate IT assets from the Lotus Notes Inventory

system into a Footprints Configuration
Management Database (CMDB). Automate the
inventory process by changing asset tags to
barcodes and provisioning the support team with
barcode scanners so equipment can be directly
scanned into the Footprints database.

2. Development of an IT Service Portfolio that

defines the structure of the Service Catalogue in
terms of categories and subcategories for easy
selection and entry by end users.

3. Upgrade the Footprints application to version 12

which provides better IT Service Portfolio and
Service Catalog functionality.

4. Development of online training materials using

the Articulate Storyline software. This will
benefit County employees by providing just-in-
time learning from their offices.

5. Streamlining of the Employee Onboarding

process. Elimination of 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.

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

Page 11
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
The Applied Technology Team
Area of Responsibility Contacts
Administrative Systems Daniel Broten, Jared Hayward
Overview ECM (Imaging) Sylvain Stym-Popper, Jared Hayward
Business Requirements Gathering Tony Benjamin, David Cook, Daniel Broten
The Applied Technology Team performs ongoing Justice Mark Milham, David Cook, Geoff Miller
maintenance, enhancement, and support of existing Lotus Notes / Exchange Outlook Harold Harper
business systems using internal staff resources and MICA David Cook, Jared Hayward, Daniel Broten
MUNIS Daniel Broten, Sylvain Stym-Popper
contracted services. The Applied Technology Team Public Health Tony Benjamin
provides day-to-day problem identification and SQL Database Maintenance Tony Benjamin, Sylvain Stym-Popper,
Jared Hayward
resolution related to all centralized software GIS Refer to the GIS Team section of the report
applications. Supported systems include enterprise for additional information
resource planning used for financial and human
resources management, Justice System, Content Accomplishments
Management, Public and Environmental Health Major accomplishments and initiatives in 2015-2016:
systems, and numerous other County applications.
Support is provided for the life cycle, cradle to grave, 1. MICA: The Jail Management portion of the
of both legacy and newly implemented systems. AS400 Justice System has been phased out of
service. From March through November of 2015
More importantly, in an the Sheriffs Correction staff managed inmates in
effort to emphasize business both the AS400 and MICA systems. As new
solutions, the Applied inmates were brought in, they were added to
Technology Team is MICA. As inmates recorded in the legacy AS400
developing a consulting system were released the number of active
role. By learning more inmates managed through that system drew down
about the goals, functions to a number that allowed the Jail staff to manually
and processes of complete the transition by reentering these
departments, the team is individuals into MICA. With no remaining active
collaborating on solutions inmates in the AS400, that system no longer was
that improve processes to needed to support Jail Management. Completion
provide a direct benefit to the public. Delivering these of this effort enabled additional integration
solutions requires coordination of all department functions such as inmate commissary and inmate
resources because they combine software, hardware, trust account to be completely reliant on one
communications, and support services. system: MICA. The County continues to use the
Case Management portion of the AS400 Justice
System.
Key functions:
1. Incident identification and resolution MICA Enhancements include
2. Software life cycle management - Additional reporting for JMS
3. New application planning and implementation - Improved accuracy for Judicial Docket
4. Project management Displays
5. Process re-engineering - JMS Commissary Accounting Improvements
6. System acquisition support - Jail Kiosk Trust Account Finance tracking
7. Systems/business analysis efficiencies (Fiscal Services Reporting
Improvements)
- VINE (Victims Information and Notification)
data sourced entirely from MICA JMS
Page 12
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Value: This represents a major step toward
replacing the legacy Justice system. Focus of
development can now be applied to the
completion of Case Management. Continuous
improvements are being sought after and made to
improve the users experience. As development
continues on Case Management, clarity of
integrations and system improvements become
more apparent allowing for a path in completing a
sustainable Case Management System.
2. Justice: Over the past year, Ottawa County IT, in
conjunction with Justice User departments have
implemented process improvements as well as
made preparations for moving to a new Case
Management System. These efforts include
enhancements to the Writ of Garnishment process,
AS400 end-to-end encryption required for
Criminal Justice Information Services (CJIS)
Compliance, E-Filing per SCAO guidelines, and
automation of State required abstract (Suspension
and Conviction files). Previously, Suspension and
Conviction files were sent to the State manually
on a daily basis. This process is now automated
and has seen a significant drop in transaction
issues. With the move toward a new Case
Management System, updates to the current
Justice System are being kept to only mandatory
or essential functional needs.
Value: Increased collections of fines, fees and
costs through garnishment via the State Income
Tax process. Streamlining of processes through
automation and added functionality. Increased
accuracy and timeliness via electronic data
reporting and document processing.
Metric Year 2015 Year 2014
(Automated (Manual
Process) Process)
Number of writs filed 2,936 647
Process Cost $29,669 $19,700
Amount Collected $157,565 $41,585
Return on Investment 431% 111%
Page 13
3. OnBase: The Countys Enterprise Content
Management (Imaging) system, OnBase was
upgraded to version 15, resolving a number of
performance issues and adding functionality. The
Marriage License document creation was
converted from the AS400 to OnBase. A redesign
of the District Court traffic and criminal
workflows were initiated. New OnBase
Deployments were initiated in Public Health and
Human Resources. An effort to convert
Environmental Healths paper documents to
electronic saw significant progress.
Value: OnBase 15 added enhancements for
mobile use with tablets, accelerated deployment to
new users and simplified administration.
Improvements in the Unity Client provided some
relief from chronic performance issues.
Continued progress in retiring legacy systems was
provided through the migration of the County
Clerks marriage license creation from the AS400
to OnBase. The termination of a contract at the
State level for the EZLink system created a
potential for the loss of documents used by the
Public Healths Childrens Special Health Care
Services. The IT Department was able to access
and import these documents to OnBase prior to
the contracts termination. Environmental Health
converted and over 50,000 paper documents to
electronic form and began day forward scanning.
4. Envision: Food inspection reporting (PressAgent)
for Envision went live April 2016 and available
online. PressAgent is a service that exports
restaurant inspections nightly to a cloud based
hosting service. To assist the public in locating
these reports, the hosting site is accessible via a
link on the Countys website.
Value: This will allow public users to search the
database of restaurant inspections and view food
inspections on line. The process was previously
available on a separate site. In 2015,
Environmental Health began using the new
Envision software. Inspection results were
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
restored to Public access at the beginning of 2016
to provide a complete set of reports.
Other Application Resources Throughout each year Ottawa County IT evaluates
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 constituents,
provide transparency for the County government, and
supports process improvement within the County.
Revenue generated through online services continues
to increase year over year.
Challenges
Challenges in the Applied Technology area include
maintenance of legacy software, transitioning to new
systems with limited disruption, managing software
changes, identifying new systems that are both cost
effective and feature rich, and delivering systems that
support customer needs. These issues can be boiled
down to an overlying theme: resources are not
unlimited. Financial, time and staff resources guide
the options available. Further, the decisions made
now must take into account the trends in technology
and technology service delivery. It can be difficult to
commit to a decision that will have a lasting effect.
Especially, decisions on major systems which are
difficult and costly to correct if the environment
changes and plans are not followed. Transitions are
painful. County employees face changes in processes
and the use of duplicate systems as they transition
from custom in-house applications to completely
different, off-the-shelf software. The IT Department
is involved in supporting the existing system while
assisting in the deployment of the new system.
Team Member Position
Sylvain Stym-Popper Senior Applications Specialist
Tony Benjamin (Public Health) Business Analyst II
David Cook Business Analyst II
Daniel Broten Business Analyst II
Harold Harper Applications Specialist II
Jared Hayward Applications Specialist II
Geoff Miller Applications Specialist II
Open Position Business Analyst II Open
Mark Milham* Applications Specialist II Open
*Mark is under Contract through Arbor Solutions to support the
Page 14
Legacy Justice System (AS400)
GIS Team (4 Staff) Refer to GIS Section
Plans
current projects and the effect on IT resources as well
as budget and technology needs for successful project
completion. Below is a list of major initiatives, in
addition to essential system replacements planned for
the remainder of this fiscal year and next fiscal year.
Replacement of the Prosecuting Attorney
Scheduling Court Calendar
o IT has sent an RFI out to vendors with 6
responses. An RFP will be sent at the beginning
of the new fiscal year to replace the current
application built in Lotus Notes
Model a process that will allow a smooth historic
data transition from the current Justice System
into the new Justice system
o IT has met with all departments that will be
affected by the transition scheduled for April
2018. Next steps will be to form functional
specifications as well as a Project plan to
transition historic Case Management data to the
new system and allow access to information not
needed in the new Case Management System.
Replacement of the Sheriff Road Patrol and
Corrections Staff scheduling applications
o IT has sent an RFI out to vendors with 8
responses. Currently the Sheriffs Office and
Corrections Department are testing a trial version
of software by Aladtec
Model a process that will allow receipting and
accounting functions for MICA Case Management
o IT has created a committee Justice Integration to
Financials (JIF) meeting monthly to discuss a
variety of methods that can be used for the Justice
departments to receipt and perform accounting
functions in the new Case Management Systems.
IT Staff have gathered requirements and created
functional specifications for the integration to
MUNIS.
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Implementation of a new Jury Management
System
o The selection of a new system was completed and
the project is scheduled to be operational by Mid-
November 2016. This system will eliminate a
combination of manual, spreadsheets, access
database and AS400 systems.
Evaluation and plans for Juvenile Court Case
Management System
o IT has been working with Juvenile Court and their
Vendor to gather requirements. Monthly meetings
are scheduled to discuss budget and direction of
the new system.
Implementation of High Availability Application
Redundancy
o Planned discussion after the new fiscal year.
Continuation of MICA Case Management
Specification review and gap analysis
o Review of the MICA Case Management Traffic
module is planned for June and Beta testing in the
third quarter of 2016. Criminal Module
requirements gathering has started, bi weekly
meeting are scheduled with the vendor and users
of the system to ensure accuracy.
Complete replacement of the Lotus Notes suite of
custom built applications
o Three of the major applications (Prosecuting
Attorney Scheduling Court Calendar, Sheriffs
Road Patrol Scheduling Application and
Corrections Staff Scheduling Application) are
scheduled to be replaced in the next fiscal year.
Evaluate the Employee On-Boarding process
o Meetings between IT and Human Resources have
started to evaluate the best solution for enhancing
the current system. Minor enhancements have
been made in the past year that will be used in the
new system.
Page 15
Conclusion
The Applied Technology team has made progress
in moving to a business oriented approach to
serving customers. Over the past two years the
Applied Technology Team has embedded
Business Analyst in County Departments and has
been able to operate in complex environments in
the hunt for innovation as well as promoting and
managing change. The Business Analyst positon
has evolved over the past two years allowing for
the Application Specialist position to grow,
gaining a better understanding of not only the IT
side of County business but also a more
comprehensive side of County business. As
previous years, finding qualified Application
Specialist has proven difficult. The shift in the
Supply and Demand curve for skilled software
developers is creating a new dynamic for
government organizations as they compete for
talent with the private sector. Achieving goals
will require ongoing innovation in organizational
structure and service delivery methods. As time
goes on, the coordination of the combined
Business Analyst and Applications Specialist
positions has attained set goals of planning,
coordinating, deploying solutions, process re-
engineering and system acquisition support while
working with department subject matter experts to
create sustainable county systems.
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
The GIS Team with Ottawa County GIS. The application is
currently in the build phase and will be
Overview released for testing later this summer.
The GIS Team, led by Shane Pavlak, manages
the County of Ottawas geospatial data and organizes The GeoEvent Processor extension has also
departmental, municipal, and county information into allowed us to create an application for Ottawa
one seamless environment. The team develops and Countys Public Health Department that maps
maintains processes and applications allowing the the real-time location of staff in the field. We
County to interactively share geospatial data and are able to access the location-based data
map services with a broad and diverse range of stream from mobile mi-fi hotspot device that
consumers as well as providing the services and is connected to their laptop. This application
support necessary to create efficient business will provide supervisors the ability to
processes internally and externally. Our GIS contains efficiently deploy staff in the field.
a wide range of datasets, creating a cost- effective 2. OCCDA/New World CAD System
means of providing uniform centralized data. Conversion: The GIS team assisted the
Enterprise GIS databases provide a standardized Ottawa County Central Dispatch (OCCDA)
framework that minimizes costly duplication of with their Computer Aided Dispatch (CAD)
effort, facilitates data sharing, and minimizes costly software migration. We assisted in the
data integration problems due to incompatible data. creation and topological validation of data
These core databases also provide the framework for layers, web services, database connections,
the development of numerous other geospatial and geocoding services.
databases, and promote cooperative development
between the County GIS Team and its users. The GIS team is responsible for the continued
maintenance all the GIS layers used by this
The data, applications, and services provided by the new software from New World.
GIS team are an essential part of the business
functions for numerous County departments, external 3. Server Reconfiguration & Optimization:
agencies, local units, the private sector, and the The GIS team met with representatives from
general public. The GIS team continues to focus its ESRI last year to discuss our system and
efforts on developing web based and mobile GIS applications. They had several suggestions on
applications. improving performance on our servers.
 Following their recommendation, we have
Accomplishments created several new virtual servers to optimize
Major accomplishments and initiatives in 2015-2016: application performance. We still have a
couple of more recommendations to
1. Asset Tracking: The Ottawa County Road implement in 2016.
Commission approached us in the fall of 2015
Challenges
about creating an application to track their
1. Keeping up with the demand for
vehicles with their newly purchased automatic
applications from departments and local
vehicle location (AVL) devices. In early 2016
units: As GIS has become more integrated
a software extension (GeoEvent Processor)
into employees day-to-day processes, there
was purchased by the GIS team that would
has been and will continue to be a demand for
allow us to make use of real-time, location-
GIS applications that help with office and
based data. The Ottawa County Road
field work. We will look to maximize our
Commission split the cost of the extension
investment in our current GIS technologies,
Page 16
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
and to maximize our current staffs knowledge
and skills.
2. Adding all the Addresses for the County:
GIS is now an integral part of the Computer
Aided Dispatch (CAD) software migration at
the Ottawa County Central Dispatch
(OCCDA), and The CAD system relies
heavily on the address data that we collect.
Finding all the sub-addresses (apartment,
condos, duplexes, etc.) in the Ottawa County
is large undertaking and requires a lot of staff
time. We do our best to get the information
from the local units, but when that is not
available we make use of other sources to
gather that data.
3. Continued rebuilding legacy applications
(i.e. Public Incident Mapping) for htlm5:
We have several applications still developed
with Silverlight. Many browsers are ending
their support for Silverlight due to security
concerns. We will have 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 survey was conducted. The results of that survey are
1. LiDAR & Imagery Updates: The GIS team
will work with vendors this year to get
contracts in place for a 2017 capture of Light
Detection And Ranging (LiDAR), oblique
(birds eye) imagery, and aerial (top-down)
imagery. The LiDAR data was last flown in
2004 and should be updated every 10 years.
Based off demand from departments and
partnered agencies, the oblique and aerial
imagery should be captured at least every
three years. In an effort to reduce cost, the GIS
team will make every effort to partner with
other local, state, and federal partners.
2. Expansion of Asset Tracking: Using the
GeoEvent Processor extension we will be able
Page 17
to help additional department and partnered
members with locating assets (vehicles, staff,
devices, etc.) in the field. This will give
supervisors and field staff real-time
information that is vital for providing
excellent customer service.
3. Cloud-Based Solutions: Whether this is
using ArcGIS Online to deploy data and
application, or migrating servers to cloud-
based providers, GIS will continue to look at
ways to provide end-users with services that
can be used anywhere, anytime, and on any
device.
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 Countys
position as a leader in GIS services.
T e a m
In 2016, with the assistance of the Planning and
Performance Improvement Department, a customer
included in this report (Appendix H).
Team
Team Member Position
Shane Pavlak GIS Supervisor
Pete Schneider GIS System Analyst
Marshall Boyd GIS Programmer
Robert Royce GIS Technician
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
The Technical Infrastructure Team Accomplishments
Overview Major accomplishments and initiatives in 2015-2016:
The Infrastructure Team, led by Mike Morrow,
1. Uninterruptible Power Supply (UPS) replacement-
includes 10 Infrastructure professionals that
implement and support a wide variety of County
technology to include Local/Wide Area Networks
(LAN/WAN), physical and virtual servers, digital
signage, end-user equipment, courtroom technology,
audio visual technology, and telecommunications.
The team assists departments and local units with
technical plans, both short and long term. The team
provides the day-to-day operational support of the
network, servers, PCs, laptops, tablets, mobile
devices, A/V and the telecommunication
infrastructure for all of the Countys 33 departments
as well as for our non-County customers which
currently include Spring Lake Township, The Village
of Spring Lake and a number of Community Mental
Health Contracted customers who use the Countys
Virtual Desktop Infrastructure (VDI) to access the
County hosted MyAvatar case management system.
The services delivered align with county goals to
provide excellent and cost effective public services.
Technical Infrastructure Team
Name Position
Ottawa County Main Data Center: The unit that
keeps all WAN/LAN, servers, and mission critical
applications supplied with conditioned power and
temporary battery supplied power had to be replaced
because of discontinued support for the existing (17
year old) UPS. The new system provides increased
power supply capacity. The previous unit ran at 85%
to 95% of capacity. The current unit runs at less than
50% capacity providing room for growth and
increased duration for support on battery power.
Along with replacing the UPS, we installed SMART
Power distribution units that allow us to monitor the
power levels going into each server. This system
generates e-mail alerts if there are failures or
dangerous thresholds are encountered. This project
was accomplished with the assistance of Facilities and
GMB Architecture and Engineering.
Value: Provides a stable and reliable foundation for
County information systems. Increase capacity of
networks and access for employees and the public to
services. Enhances Business Continuity and provides
greater capacity for power of critical technical
infrastructure. Provides greater security and integrity
for information systems, and better/faster restoration in
the event of disaster recovery situations.

2. Sophos Endpoint Protection: In 2015, the IT

Department rolled out a new endpoint
antivirus/malware solution to all 1200+ PCs, Tablets,
and servers. Sophos provides additional features to
included end point encryption.

RichSteketee NetworkAdministratorIII Value: The product provides increased system
MichaelTabaczka NetworkAdministratorII
performance vs. Symantec, better overall protection,
AaronBecker NetworkAdministratorI
and compatible with multiple platforms including
GeorgeStewart PCTechnicianIII(LeadTechnician)
ChrisBartaway ServiceDeskTechnicianII
mobile devices. There was also a considerable cost
JonWalters ServiceDeskTechnicianII savings for the County as well as the new software
BethSchipper PCTechnicianII enables the encryption of hard drives on computers
NeungChau PCTechnicianII which is a necessary capability for certain security
BradGamby PCTechnicianII mandates: HIPAA, CJIS.

3. Digital Signage: Implemented additional digital

signage for the Friend of the Court, Human Resources,

Page 18
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
and replaced third floor docket displays at the Grand
Haven Courthouse.
Value: Provides valuable information to the citizens
that have to deal with the courts, Public Health,
Human Resources by displaying information mined
from County systems as well as cross marketing of
other departments services offered to County citizens.
Information can be fed from the web and easily
changed based on the information needs of the public
and the goals of the department.
4. Advanced Authentication: Due to FBI mandates in
regards to the CJIS Security Policy, Innovation and
Technology rolled out CORE Technologys Computer
Authentication Matrix (CAM) to address these
requirements when accessing criminal justice data on a
mobile device. CORE CAM has been deployed to DC
Probation, IT, and the Prosecuting Attorneys office.
Value: To increase the security of criminal justice
information, stay compliant with CJIS requirements
and to pass our LEIN audits conducted by the
Michigan State Police.
5. End-to-End encryption: Over the past year, the IT
Department has increased the use of Public Key
Infrastructure (PKI) Certificates to encrypt Data In
Transit. The FBI requires that all CJIS data that
moves across a public or private network must be
digitally encrypted for the server to client. The
infrastructure and applied technology teams has
worked together on this project. During the past year
the encryption standards changed requiring the level of
encryption to be increased.
Value: Maintain compliance with FBI mandates.
Prevention of data monitoring and theft via Man-In-
The-Middle attacks.
6. Shared Services: Along with Spring Lake Township,
Spring Lake Village has come aboard as a managed
service client. We currently in discussions with the
City of Coopersville and Allendale Township. As a
partner in government, we freely provide consulting
services and recommendations.
Value: Economies of scale. We are able to provide
professional quality service to local units at a reduced
rate and leveraging County capabilities resulting in
Page 19
shared costs of IT for both the Local Unit and the
County. They benefit from the technology
enhancements that the County has procured and
installed. These technologies are often out of reach for
the smaller municipalities. They have access to an IT
planning capability that understands their current
environment, needs and options.
7. Evidence Warehouse Wireless: Ottawa County
Central Dispatch Authoritys (OCCDAs) new Law
Enforcement Records Management System (LERMS)
has the ability to use barcoding to inventory police
evidence. The IT Department worked with the Sheriff
and Facilities departments to build a wireless network
in the evidence barn. This location is 200 yards from
the nearest wired network building. The limitation
was overcome by building a wireless bridge from the
jail to the evidence barn and placing a switch in the
barn along with (2) Ubiquity access points for network
connectivity to the OCCDA network via the County
network.
Value: Cost effective connection to LERMS for
efficient and accurate, reporting, storage and retrieval
of criminal evidence information.
8. GH Courtroom Control Software: The Grand
Haven Circuit and District court staff worked with IT
to replace the aging control software for the court
recorders. The most cost effective option was
provided by BIS (the company who installed the
original Courtroom Technology in the Grand Haven
Courthouse in 2009). A complete forklift upgrade of
hardware and software was completed. In addition,
the video arraignment units in the courtrooms were
integrated into the recording software.
Value: Improved functionality and recording quality.
The control software incompatibility with supported
Windows operating systems was installed allowing
replacement of courtroom computers that were beyond
end-of-life and unsupportable. The new computers
eliminated a security vulnerability.
9. FOG-Net: The County, several schools, and many
local municipalities have joined a collaborative that
allows shared services throughout the County via a
WAN fiber backbone. The County connected to the
OAISD to allow us to share resources with the rest of
the organizations participating in the collaborative.
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Services include but are not limited to applications
hosting, e-mail, file storage, print serving, (Voice Over
IP) VOIP Telephony, Service Desk support, backup
and disaster recovery services.
Value: Increased collaboration among County
municipalities, governments, and schools. Cost
reductions for all members for the collaborative.
Access to previously unavailable or cost-prohibitive
capabilities.
10. Secondary Internet Service Provider: The County
was in need of upgrading its secondary/failover
internet connection due to high cost and low
performance. As a result of collaboration with the
OAISD, the County was able to secure a synchronous
100MBps connection that offered a substantial savings
and increased performance.
Value: Decreased expenditures (Monthly costs
reduced by $400), increased performance (Bandwidth
increased from 10Mbps to 100Mbps), additional IP
addresses, and the ability to manage our DNS via the
OAISD help desk system.
11. Intrusion Prevention System: Due to the heightened
threat from cyber criminals, the Infrastructure team
implemented (2) Next Generation Firewalls with
Ciscos FirePOWER Intrusion Prevention System on
both Internet connections.
Value: State of the art cyber protection that helps
protect County assets. Proactively responds to
attempted intrusions versus just monitoring and
notifying IT staff of intrusion attempts.
12. Security Awareness Training: The Innovation and
Technology department deployed a security
awareness-training program for all employees of the
County. This training helps users understand the
mechanisms of cyber-attacks and gives users tools
and knowledge to apply their knowledge to day-to-day
job functions.
Value: Lack of cyber security awareness by internal
workers is one of the top causes of security breaches.
It is a recommendation made on every audit and an
essential requirement for protection of an
organizations information assets. It is necessary to
meet compliance requirements for CJIS, HIPAA,
Page 20
Personally Identifiable Information (PII), and Personal
Credit Industry (PCI) compliance. It also provides an
essential knowledge that everyone needs in this
increasingly technological dependent world. The
program provides convenient access to online training
of one to five minute video training modules. It not
only provides knowledge of various risks associated
with social media, email, and surfing; but also a quick
follow up quiz and the ability to attach County policies
at the end of a video which the trainee reviews and
acknowledges. The completion of each module,
acceptance of policies is recorded automatically
providing a documented record of security awareness
progress for audit purposes. The knowledge gained
helps users avoid being a victim of cyber-crime while
also protecting sensitive County data.
Plans
As the cyber landscape continually changes, Ottawa
Countys Infrastructure team works diligently to
identify new solutions to address the unceasing threat
of cyber-attacks while providing ease of access and
24/7 operational functionality. Since such attacks are
an ever-changing threat from multiple directions, we
are constantly reviewing current practices and
procedures to assure we are effectively mitigating our
risks accordingly. We have plans over the next year
to further our Disaster Recovery and High
Availability capabilities of our secondary Data Center
located at the Grand Haven Courthouse. This will
allow us to have all applications available at our DR
site in the event of a disaster. Currently only Tier 1
applications would be able to be available at that
location during a disaster situation. Our intended
solution will allow us to have all servers and
applications available in the event of an incident with
our main data canter. We will also be deploying an
industry best of breed backup and archive solution
that will move us to a hard drive based backup and
archive solution; this will minimize our reliance on a
physical tape infrastructure. Employees that normally
would be feeding backup tapes into a tape drive will
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
now be able to initiate instantaneous data restores to stay current with new technologies by attending
over the network, thus improving customer technical training courses and pursuing certifications
satisfaction and efficiency on both the customer and in best of class hardware and software such as Cisco,
IT side. CompTIA, VMware, and Microsoft. Along with
technical abilities, the team regularly receives
The Infrastructure Team will continue to expand the nominations for outstanding customer service. The
use of technology for information sharing and team is poised to bring new and exciting technologies
presentations through Digital Signage and Conference to the County in the coming years that will improve
Room Technology enhancements. Digital Signage business processes while also creating improved
efforts are in progress and demand exists for efficiencies for our taxpayers.
continued expansion. The Grand Haven Courthouse
Docket Displays are being replaced on an as needed
basis with a different and more flexible capability that
IT can support. We have worked with Facilities to
plan for installing more current displays and
projection equipment for conference rooms at all
locations.

Detailed planning for a new phone system will begin

in 2017 with implementation in 2018. Tentatively,
the new system will take advantage of the
Technology Collaborative and the FOG-Net
infrastructure to deliver a cost effective and robust
phone system.

The Infrastructure Team continues to explore and test

methods for improving services. By automating
software deployment, the team can respond more
quickly, eliminate issues before they occur and free
up staff resources to respond more quickly and to
serve new customers. Actively engaging with
members of the Technology Collaborative has
provided new opportunities and the ability to extend
and share IT services with external organizations. We
will continue to build on existing partnerships and
seek new ones.

Conclusion
The Infrastructure Team is constantly improving
Ottawa Countys security, reliability, and efficiency,
while assuring ease of access to all resources needed
to deliver exceptional services to both our internal
departments and citizens of the County alike. To
perform at this level, the Infrastructure Team strives

Page 21
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

Appendix A: Workload Statistics and Metrics

Mission Statement (Overall IT Budget Metrics)
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.
Citizens
TARGET POPULATION
County Employees
County Goal: Continually improve the County's organization and services
Department Goal 1: Maintain County IT Infrastructure (hardware and software)
Objective 1) Provide a secure system
Objective 2) Ensure voice network availability
Objective 3) Ensure data network availability
Department Goal 2: Improve the level of technical knowledge of County employees in County technologies
Objective 1) Train all employees to effectively use County Technology
Objective 2) Educate all employees regarding IT related policies
Objective 3) Increase awareness of new technologies

PRIMARY GOALS & Department Goal 3: Provide excellent customer service/satisfaction

OBJECTIVES
Objective 1) Provide thorough and satisfactory services
Objective 2) Provide interaction with customers that is courteous, respectful, and friendly
Objective 3) Provide timely responses to requests for service
Department Goal 4: Provide exceptional services/programs
Objective 1) Maintain high-efficiency work outputs1
Objective 2) Meet or exceed the administrative performance (e.g. workload, efficiency, customer service) of
comparable services provided in comparable counties2

Objective 3) Meet or surpass the value-per-dollar (e.g. outcome results, cost per capita, FTE per resident) of
comparable services provided in comparable counties2

Objective 4) Develop and implement new processes to improve organizational efficiencies

A-1
County of Ottawa
Department of Innovation and Technology
2016 Annual Report
2013 2014 2015 2016
ANNUAL MEASURES TARGET
ACTUAL ACTUAL ACTUAL PROJECTED
# of computers supported - 1,323 1,321 1,181 1,200
# of user (IDs) supported - 972 1,000 1,127 1,200
# of helpdesk calls received - 14,982 13,219 13,706 13,500
WORKLOAD # of project requests completed - 474 364 362 350
# of new applications created - 5 3 3
# of revenue-generating applications created - 0 0 0
# of County employees trained on IT policies and/or 3713
- 166 Training scheduled and
software 2594
delivered through Human
# of hours of Technology Training sessions provided to Resources
- 14 344
County employees by IT staff
0.005%
% IT Staff time required to recover from security breaches 0.003%
(Virus, Spyware, Adware, Intrusions)5
0% 1.40% (188.67 <0.01%
(99.67 Hrs)
Hrs)
EFFICIENCY
% of helpdesk calls closed within 24 hours 80% 75.28% 70.00% 65.00% 80%
% of IT services completed in a timely fashion as
95% 96.60% 94.60% 96.3% 95%
defined by industry standards
2013 2014 2015 2016
ANNUAL MEASURES TARGET
ACTUAL ACTUAL ACTUAL PROJECTED
% of time of unplanned voice network outages 0% 0.01% 0.0003% 0.009% 0.00%
OUTCOMES % of time of unplanned data network/Server
0% 0.02% 0.00% 0.001%6 0.00%
outages
% of customers satisfied with IT Service Desk
95% 97.96% 97.49% 97.00% 95.00%
services
% of clients indicating interaction with IT staff was
95% 98.36% 98.59% 99.00% 95.00%
courteous, respectful, and friendly
% of customers satisfied with IT project request
80% na 86.20% na na
services (Triennial survey)
CUSTOMER
SERVICE % of employees who report that training improved
their ability to perform their job effectively 80% 72.50% 51.69% 80.00% na
(Triennial survey)
% of employees who thoroughly understanding IT
80% na 78.43% na na
policies (Triennial survey)
% of employees aware of IT technology capabilities
80% na 51.53% na na
(Triennial survey)
Cost of IT Department per County IT user
- $3,220 $3,489 $3,534 TBD
COST
7 supported (total expenses7)
# IT users supported per IT FTE8 - 51.4 47.8 47.5 50
1. Department efficiency is assessed using annual workload and efficiency measures identified in the Performance Outline

A-2
County of Ottawa
Department of Innovation and Technology
2016 Annual Report
2. The counties that will be used for benchmarking purposes will be determined based on, but not limited to, the following considerations: Population size; County
equalized value; General Fund expenditures; data availability; and/or any other factors deemed necessary to ensure comparable benchmarks
3. Represents number of employees completing at least one module of the SANs Security Awareness Training (67% of those enrolled). Additional 292 scheduled for
enrollment.
4. Includes: IT Instructor Lead Training in the IT Training Room, Onsite Information sessions by IT Dir & Proj Mgt Coord and Informal Lunch & Learn Sessions
5. Based on nine FTEs Virus Infections/Malware Incident Response Team workers are Infrastructure Staff: three Network Administrators, four PC Techs and two
Service Desk Techs. A total of 47 incidents were recorded as Cyber Security/Virus attacks.
6. Portions of network experienced outage: Major issue when converting to new internet service. Although not an issue with network access to internal systems. This
transfer resulted in access denial to County Web Site, VPN access and external agencies rejecting e-mail for a four day period: Sep 1 4, 2015.
7. FTE based on Fiscal Service's History of Positions by Fund report
8. The cost and FTE calculations are computed by the Planning and Performance Improvement Department

A-3
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Service Desk Statistics
Goal: Resolve 95% of Service Desk Tickets within the time frame defined in the Service Desk Service Level Agreement (SLA)
Service Desk SLA Standards
Priority Description Level 1 Escalation Level 2/3 Communication Resolution Time
Level: Guideline: Response Time: Frequency to the Goal:
Customer: (Due Date)
1 Business critical, affects many users 5 minutes 15 minutes Hourly 2 Hours
Critical
2 Limited scope, no workaround 5 minutes 30 minutes 4 Hours 8 Hours
High
3 1 user, workaround available 15 minutes 2 hours 12 Hours 24 Business Hours
Medium
4 Non-urgent requests 15 minutes 4 hours 24 Hours 48 Business Hours
Standard
5 1 user, password reset or unlock 15 minutes NA NA 15 Minutes
Password

SLA Report by SLA Due Date

Issues Received 06/01/2015 - 05/31/2016
Summary of Issues Received
Breached
Achieved Neither* Pending**
SLA Total Resolved Unresolved Total

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

Critical 0 0.00% 1 100.00% 1

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

High 60 80.00% 15 20.00% 15 20.00% 0 0.00% 0 0.00% 0 0.00% 75

Medium 62 87.32% 9 12.68% 9

12.68% 0 0.00% 0 0.00% 0 0.00% 71

Standard 13078 96.49% 465 3.43% 459 3.39% 6 0.04% 3 0.02% 8 0.06% 13554

* 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.

A-4
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Monthly SLA Performance Statistics:
ServiceDeskTicketsRecorded
Average/
Jun15 Jul15 Aug15 Sep15 Oct15 Nov15 Dec15 Jan16 Feb16 Mar16 Apr16 May16 Total Month
Incidents
Reported 1196 1122 1256 1193 1096 919 1042 1016 1324 1465 1037 1040 13706 1142
Incidents
Closed 1140 1076 1179 1124 1017 874 976 962 1230 1413 963 988 12942 1079
Percent
Resolved 95% 96% 94% 94% 93% 95% 94% 95% 93% 96% 93% 95% 94%
StaffTime 545.47 652.38 600.07 745.27 656.42 479.85 470.28 552.23 573.25 638.55 467.25 449.17 6830.18 569.18
StaffCost $32,165 $39,558 $33,546 $45,059 $37,434 $27,496 $26,966 $31,824 $33,219 $36,183 $25,592 $25,102 $394,144 $32,845

SLAPerformanceIssuesResolved
Severity
Level NumberofIncidentsResolvedwithinSLADueDateRequired
Critical 0 1 0 0 0 0 0 0 0 0 0 0
High 0 4 7 0 2 7 5 0 0 32 0 2
Medium 1 3 8 5 7 1 22 2 3 2 5 3
Standard 1168 1087 1213 1144 1033 873 975 968 1270 1389 989 967
SLAPerformanceGoal>95%
Critical 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%
100.00 100.00
High 0.00% % 87.50% % 12.50% 100.00% 100.00% 0.00% 0.00% 100.00% 0.00% 100.00%
100.00 100.00 100.00
Medium % % % 71.43% 87.50% 33.33% 100.00% 50.00% 100.00% 66.67% 83.33% 100.00%
Standard 97.74% 97.58% 97.82% 96.54% 96.36% 96.04% 96.06% 95.65% 96.14% 97.20% 96.02% 93.70%
RepresentsFailuretoMeetSLAStandard

A-5
Counnty of Otta
awa
Depa
artment off Innovatio
on and Teechnology
2016
6 Annual Report
R

Se
erviceDeskTicketsbyProb
blemType
Teleccom
6%
% Application
e
Software
15% 46%

Service
3%

Security
13%

Network
3%
GIS
Hardware
3%
11%
Note: Softwarereferstod desktopsoftwaresuch asAdobe,Office,etc.
Appplicationissuesrefertodepartmentalandentterprisesoftware
issues.

A-6
 Counnty of Otta
awa
Depa
artment off Innovatio
on and Teechnology
2016
6 Annual Report
R
Custom
mer Satisfacttion Survey R
Results

Qu
uarterly Survey
S Professionalism
Results:
Rm TechnicalJune
JSkills
S
201
Timeline
15 - May
ess
y
10
00.00%
2016
99.00%
9

98.00%
9

97.00%
9

GOAL:
96.00%
9
95%
95.00%
9

94.00%
9

93.00%
9

92.00%
9

91.00%
9

90.00%
9
June 1, 2015
2 - August 31, September 1, 2015 - De
ecember 1, 2015 - March 1, 20
016 - May 31,
2015 November 30, 2015 Fe
ebruary 28, 2016 20
016
Professionalissm Tech
hnicalSkills Timeliness Quality Overaall
June1,2
2015August31,2
2015 98.44% 97.80% 97.95% 97.80% 97.80
0%
Septemb
ber1,2015Nove
ember30,2015 99.63% 99.07% 97.80% 98.35% 98.35
5%
Decemb
ber1,2015February28,2016 98.97% 98.43% 94.29% 98.09% 96.44
4%
March1
1,2016May31,2
2016 98.89% 98.89% 96.54% 98.86% 97.32
2%
Goal 95% 95% 95% 95% 95
5%

A-7
 Counnty of Otta
awa
Depa
artment off Innovatio
on and Teechnology
2016
6 Annual Report
R

Annnual Servic
ce Desk Saatisfaction
n
Survey Results
R Jun
ne 1, 2015 - May 31, 2016
100%
%

99%
%

98%
%

97%
%

96%
%

95%
%

94%
%

93%
%

92%
%

91%
%

90%
%
Professiona
alism Tech
hnical Skills Timeliness Qualityy O
Overall

Satifaction
AverageofResp
ponses Satisffaction G
Goal
Professionalissm 4.95 999% 9
95%
TechnicalSkills 4.93 999% 9
95%
Timeliness 4.83 977% 9
95%
Quality 4.91 988% 9
95%
Overall 4.87 977% 9
95%

A-8
 Counnty of Otta
awa
Depa
artment off Innovatio
on and Teechnology
2016
6 Annual Report
R
Projecct Statistics
Projectss Recorded Jun
ne 1, 2015 to May
M 31, 2016
JJun15 Jul15 Aug15
A Sep15 O
Oct15 Nov15 De ec15 Jan16 Fe eb16 Mar16 Ap pr16 May16 Totals Avverages
Openedprio
ortoMonthEnd,nowco
omplete 153 132 114 103 83 77 72 50 48 39 34 9
Openedprio ortoMonthEnd,Remainnuncompleted 63 68 69 72 79 81 93 105 122 152 177 205
CompletedDuringMonth 26 43 24 30 28 17 27 39 21 34 27 46 362 30
TotalProjecctsInProcess 242 243 207 205 190 175 192 194 191 225 238 260 214
ProjectsOpe enEndofMonth 216 200 183 175 162 158 165 155 170 191 211 214 183
StaffTime(HHoursonCompletedProojects) 3
342.17 421.83 27.57 280.08 5
504.67 37.50 22
21.27 164.17 75
56.13 1163.82 1775.23 374.70 4469.14 372.43
StaffCost($
$onCompletedProjectss) $20,737 $24,373 $1,771
1 $18,151 $29 2,808 $10,057 $16,,214 $71,171 $9,,906 $23,202 $240,181 $20,015
9,539 $2,252 $12
Averages OverrallAverage
AverageTimmeperCompleteProjectt(Hours) 13.15 9.80 1.15 9.33 18.00 2.20 8.18 4.20 36.00
3 34.22 6.48 8.13 12.57
AverageDayystoCompletion 59.56 48.50 54.71 66.89 1
108.42 58.91 7
70.81 45.58 8
89.52 37.66 4
40.44 27.55 59.05

StaffTimeonnCompletedPrrojectsByMontth
ProjectsInProc
P essByMonth
Juune2015 Mayy2016
June2015 May2016 1400.00
300
1200.00 1163.82
250
2
26 4
46
43 27
200 34 1000.00
6
63 24 30
28 27 39 1
21
68 17
150 69 72 800.00 756.13
79 81 93 152 177
100 105 122 2
205
1
153 132 600.00
50 114 103 504.67
83 77 72 50 48
8 39 34 421.83 74.70
37
0 9 400.00 342.17
280.08
221.27
200.00 164.17 175.23
27.557 37
7.50
CompletedDuringMonth
h
0.00
Open
nedpriortoMonthE
End,Remainuncompleted Jun15 Jul15 Aug115 Sep15 Oct15 Novv15 Dec15 Jan16 Feb16 Mar16 Apr16 May16
M

Open
nedpriortoMonthE
End,nowcomplete

A-9
 Counnty of Otta
awa
Depa
artment off Innovatio
on and Teechnology
2016
6 Annual Report
R

StaffCostonCompletedProjectsByMo
onth AverageDaysttoCompletiono ofProjectsByM
Month
June2015 May2016
M JJune2015 Maay2016
$80,000 $71,171
$ 120.00 108.42
$70,000
100.00 89.52
$60,000
80.00 0.81
70
$50,000 66..89
59.5
56 58.91
$40,000 60.00 54.71
$29,539 48.50
45.58 40.44
$30,000 $24,373 $23,202 3
37.66
40.00
$20,737 $18,151 5
27.55
$20,000 14
$16,21
$12,808
$10,057 $9,906 20.00
$10,000
$1,7
771 52
$2,25
$ 0.00

A-10
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Training Statistics
SANS Securing the Human: Online Employee Security Awareness Training
QueuedUsers(ScheduledforEnrollment): 292
EnrolledUsers: 552
SumofEnrolled CompletedatLeastOne CompletedAll %Started %Completed
Administrator 6 3 1 50% 17%
CircuitCourt 17 7 2 41% 12%
CommunityMentalHealth 105 48 22 46% 21%
CorporateCounsel 2 0 0 0% 0%
CountyClerk 22 17 1 77% 5%
DistrictCourtGrandHaven 11 7 3 64% 27%
DistrictCourtHolland 22 10 4 45% 18%
DistrictCourtHudsonville 11 10 7 91% 64%
DistrictCourtProbation 2 2 2 100% 100%
DistrictCourtProbation&CommunityCor 25 22 19 88% 76%
Equalization 15 11 5 73% 33%
FacilitiesMaintenance 20 18 16 90% 80%
FiscalServices 25 11 5 44% 20%
FriendoftheCourt 41 31 26 76% 63%
HumanResources 8 1 0 13% 0%
Innovation&Technology 24 21 14 88% 58%
JuvenileDetention 30 18 12 60% 40%
JuvenileServices 23 20 14 87% 61%
JuvenileTreatment 6 6 5 100% 83%
Parks&Recreation 20 11 4 55% 20%
Planning&PerformanceImprovement 5 4 3 80% 60%
ProbateCourt 6 3 1 50% 17%

A-11
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
SANS Securing the Human: Employee Security Awareness Training
SumofEnrolled CompletedatLeastOne CompletedAll %Started %Completed
PublicHealth 90 79 61 88% 68%
RegisterofDeeds 8 8 7 100% 88%
WaterResourcesCommissioner 8 3 1 38% 13%
GrandTotal 552 371 235 67% 43%

A-12
County of Ottawa
Department of Innovation and Technology
2016 Annual Report

IT Training June 2015 May 2016

#
CourseTitle Date Attendees
ITInformationSessionFillmore 2/19/2016 7
ITInformationSessionHLDC 4/14/2016 2
ITInformationSessionHudsonville 4/27/2016 2
ITInformationSessionJail 5/12/2016 36
ITInformationSessionJail 5/14/2016 37
ITInformationSessionGHDC 3/3/2016 11
ITInformationSessionJames 3/16/2016 9
ITInformationSessionHudsonville 5/6/2016 8
OutlookTips&Tricks 9/21/2015 11
OutlookTips&Tricks 10/30/2015 14
OutlookTips&Tricks 11/17/2015 16
OutlookTips&Tricks 12/4/2015 11
OutlookTips&Tricks 12/11/2015 15
OutlookTips&Tricks 11/9/2015 10
OutlookTips&Tricks 1/8/2016 9
WordForms 5/23/2016 11
WordMailMerge 9/10/2015 2
ExcelFunctions&Formulas 4/21/2016 19
ExcelDatabaseFeatures 5/6/2016 11
ExcelPivotTables 10/8/2015 8
ExcelPivotTables 4/12/2016 10
Total 259

A-13
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Appendix B: GIS Revenue and Metrics
Revenue
SALES $21,549.80
Annual Maintenance $70,680.55
Miscellanous $407.35
TOTALSALES $92,637.70
Total Revenue by Product 2015

LU ANNUAL MAINTENANCE $55,813.00
AGENCY ANNUAL MAINTENANCE $14,867.55
PAPER MAPS $8,457.50
DIGITAL DATA $9,739.55
PLATBOOKS $3,352.75
MISCELLANOUS $407.35
Totalrevenue $92,637.70
Total Revenue by Year

2015 * $92,637.70
2014 $96,962.07
2013 $83,957.00
2012 $83,784.00
2011 $83,117.00

2011 2012 2013 2014 2015

Revenue $83,117.00 $83,784.00 $83,957.00 $96,962.07 $92,637.70
Grants and Other $0.00 $13,950.00 $0.00 $0.00 $0.00
Total $83,117.00 $97,734.00 $83,957.00 $96,962.07 $92,637.70

B-1
 Counnty of Otta
awa
Department of Innovatio
on and Tecchnology
2016 Annual Report
R

AnnuaalGISRevenu
ue
$120

Thousands
$100

$80

$60

$40

$20

$0
20
011 2012 2013 2014 2015

Revenue GrantsandOther Total

2011 2012 2013

3 2014 2015
Reevenue $83,117.00 $83,78
84.00 $83,957
7.00 $96,962.007 $92,637.700
Grantss and Other $0.00 $13,95
50.00 $0.00
0 $0.00 $0.00
Total
T $83,117.00 $97,734.00 $83,957
7.00 $96,962.007 $92,637.700

2015SSalesbyMon
nth

B-2
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

Annual Revenue Vs Expenses (Net Cost)

2011 2012 2013 2014 2015
Revenue -$83,117.00 -$83,784.81 -$83,781.00 -$96,902.07 -$92,637.70
Expenses $602,000.00 $542,000.00 $489,000.00 $519,758.99 $427,083.93
Total $518,883.00 $458,215.19 $405,219.00 $422,796.92 $334,446.23

$800
Thousands

$600
Revenue
$400
Expenses
$200
Total
$0
2011 2012 2013 2014 2015
$200

B-3
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

2015 InKind Data & Map Requests

Unit/Department YTD Savings

City of Coopersville $1,430.27
City of Zeeland $72.30
City of Wyoming $1,874.45
Holland Township $493.81
Grand Haven Township $755.57
Muskegon County GIS $64.03
Ottawa County Central Dispatch $442.12
Ottawa County Parks & Recreation $124,726.20
Ottawa County Planning & Grants 93.49
Ottawa County Public Health $1,003.06
Ottawa County Prosecutors $156.81
Ottawa County Sheriff $334.51
Ottawa County Water Resources Commission $17,255.41
Robinson Township $84.53
Spring Lake Township $101.06
Spring Lake Village $165.55
The RAPID $345.41
Higher Education $28,901.70
Federal Government $32,081.08
WMET $59.56
Total Saved YTD $178,300.28

B-4
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Unique Page Views June 2015 May 2016
Application Jun15 Jul15 Aug15 Sep15 Oct15 Nov15 Dec15 Jan15 Feb15 Mar15 Apr15 May15 Average Total
PropertyMapping 12434 12674 12608 13398 14150 11942 11262 11766 12217 15757 17814 19335 13780 165357
OCMainPage 6501 6335 6325 6449 6947 6189 6118 5645 5838 7207 7515 7388 6538 78457
PublicIncidentMapping 1618 1738 1802 1582 1668 1639 1509 1626 1505 1699 1631 1367 1615 19384
OCElectionResults 207 161 551 133 252 3062 241 288 542 6188 711 2840 1265 15176
DrainMaintenance 628 481 615 508 716 216 361 408 288 358 493 366 453 5438
EnvironmentalHealthEditor 366 336 354 269 326 288 295 264 245 271 340 420 315 3774
SheriffsIncidentMapping 179 182 203 164 192 223 189 371 185 210 287 219 217 2604
PropertySalesMapping 187 147 180 163 204 149 128 231 127 294 356 400 214 2566
DeedsSearchMapping 192 186 178 159 177 149 143 199 190 192 233 188 182 2186
RecreationMapping 223 206 205 127 144 192 138 319 106 131 150 177 177 2118
InvasiveSpecies 107 146 78 61 92 86 100 40 57 55 102 146 89 1070
GrandRiverWaterTrails 113 144 130 55 55 71 29 61 65 71 81 89 80 964
CemeteryViewer/Editor 81 50 39 59 84 62 54 56 40 62 77 79 62 743
DrainViewer 171 188 210 172 62 741
OwnerNotification 119 135 32 1 10 6 76 102 46 84 84 43 62 738
DrainAssessment 52 102 88 89 91 68 62 29 29 32 27 53 60 722
OCUnderMaintenance 114 5 1 53 58 5 41 236 40 9 47 562
ElectionMapping 4 2 20 5 3 51 5 4 20 61 140 26 315
OCUtilityViewer 8 8 2 12 22 15 16 17 19 14 11 26 14 170
TaxForfeiture 21 101 1 3 4 2 3 3 6 2 2 12 148
RSO 13 9 7 9 8 6 4 4 14 4 10 9 8 97
OCFiber 2 3 4 1 7 2 2 1 10 14 4 9 5 59
WellsandSeptics 14 27 3 41
SafeandSound 11 2 1 3 4 3 3 1 2 2 3 32
StudentSafetyZones 7 2 2 1 2 2 3 2 3 5 1 3 30
EmbeddedZeelandCemetery 21 1.75 21
TruckRoutes 2 0 2
Total(AllPages) 31,144 29,899 30029 30066 32251 30505 26113 25961 26267 39542 38577 42742 31925 383096
B-5
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Unique Page Entrances June 2015 May 2016
Application Jun15 Jul15 Aug15 Sep15 Oct15 Nov15 Dec15 Jan15 Feb15 Mar15 Apr15 May15 Average Total
PropertyMapping 5137 6044 5837 6276 6709 6113 5877 6598 6940 8759 9212 10389 6991 83891
OCMainPage 6321 6191 6174 6309 6754 5991 5956 5456 5744 7022 7225 7114 6355 76257
PublicIncidentMapping 1532 1653 1777 1499 1623 1533 1459 1526 1442 1605 1536 1273 1538 18458
OCElectionResults 89 65 335 58 136 1912 132 162 292 3725 416 1775 758 9097
EnvironmentalHealthEditor 353 329 349 267 325 279 290 253 239 264 335 411 308 3694
DeedsSearchMapping 191 184 178 158 177 149 143 185 185 188 226 184 179 2148
SheriffsIncidentMapping 159 163 172 141 160 179 159 259 156 175 237 169 177 2129
RecreationMapping 189 175 175 107 109 127 86 199 62 67 91 120 126 1507
PropertySalesMapping 115 107 126 123 128 90 84 141 131 126 114 125 118 1410
DrainMaintenance 116 81 124 109 87 58 78 71 55 87 91 84 87 1041
InvasiveSpecies 88 125 92 47 80 79 90 39 55 52 89 123 80 959
GrandRiverWaterTrails 102 136 119 48 47 50 17 40 42 54 53 69 65 777
DrainViewer 145 176 178 146 54 645
DrainAssessment 46 91 73 80 89 68 59 27 22 22 9 43 52 629
OCUnderMaintenance 82 4 1 44 45 5 29 205 32 6 38 453
OwnerNotification 50 54 11 1 9 6 39 57 25 45 40 29 31 366
CemeteryViewer/Editor 27 26 22 21 35 24 18 24 15 27 44 52 28 335
TaxForfeiture 21 97 0 1 3 0 0 0 0 2 1 1 11 126
ElectionMapping 0 0 0 0 0 2 0 0 0 0 71 6 73
OCUtilityViewer 4 4 2 6 8 4 5 8 2 9 4 13 6 69
RSO 7 8 6 7 4 1 2 1 9 3 4 5 5 57
WellsandSeptics 7 16 2 23
OCFiber 1 1 1 1 3 1 1 0 3 9 0 1 2 22
EmbeddedZeelandCemetery 20 1.67 20
SafeandSound 8 1 0 2 3 0 2 0 1 0 1 17
StudentSafetyZones 4 0 1 1 0 2 1 1 4 1 1 15
TruckRoutes 2 0.17 2
Total(allpages) 20,786 20,665 20049 19907 21084 20790 18209 18127 18570 26955 25864 28858 21655 259864

B-6
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

Function Statement (GIS Budget Metrics)

Geographic Information Systems (GIS) is an expanding department started in the fourth quarter of 1999. GIS provides better access to Ottawa County's information
using the latest in information technology to improve the delivery and quality of government services, while experiencing improved efficiencies, productivity, and
cost effective service. The advances in technology and the requirements of a more informed citizenry have increased the need for development of an enhanced
access/informational delivery system. Our goal is to enable county-wide accessibility to GIS technology, data and procedures to support the County Departmental
business functions. In addition, the IT/GIS Department will educate County Departments, external agencies and Local Units of Government, on how to use GIS as a
tool to make their existing tasks and duties more efficient. The efficiencies gained combined with increased capabilities results in better service to the public and
economic advantages for the County as a whole.
Mission Statement
Enhance the efficiency, decision-making capabilities, and business practices of the County's public and private sectors by providing efficient management of GIS-
related data; seamless integration of GIS services with county and local government services; and timely, economical, and user-friendly access to GIS data and
services.
GIS Partner and Non-Partner Agencies
TARGET
Citizens
POPULATION
County Departments

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

Department Goal 1: Maintain County GIS Infrastructure (hardware and software) to improve decision making capabilities of
customers
Objective 1) Ensure GIS network availability

Objective 2) Ensure data is accurate

Objective 3) Develop new datasets and GIS applications/web-based services

Department Goal 2: Provide education and training to county local unit partners
Objective 1) Train GIS users about GIS programs
Objective 2) Educate all users regarding GIS related policies

Objective 3) Increase awareness of new technologies

Objective 4) Establish partnerships with agencies & non-participating local units who purchase GIS services
PRIMARY Department Goal 3: Provide excellent customer service/satisfaction
GOALS &
OBJECTIVES Objective 1) Provide thorough and satisfactory services

Objective 2) Provide interaction with customers that is courteous, respectful, and friendly
Objective 3) Provide timely responses to requests for service

Department Goal 4: Provide exceptional services/programs

Objective 1) Maintain high-efficiency work outputs1

Objective 2) Meet or exceed the administrative performance (e.g. workload, efficiency, customer service) of comparable services
provided in comparable counties2

Objective 3) Meet or surpass the value-per-dollar (e.g. outcome results, cost per capita, FTE per resident) of comparable services
provided in comparable counties2

Training and Education Program (Goal 2)

Professional Customer Service (Goal 3)

Performance Based Budgeting (e.g. Workload Analysis; Benchmark Analysis) (Goal 4)

B-7
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
2014 2015 2016 2017
ANNUAL MEASURES TARGET
ACTUAL ACTUAL ACTUAL PROJECTED
# of total GIS licenses supported (internal / external) 1 100 146 149 150 151
# of GIS users supported (County employees) 2 50 174 122 125 150
WORKLOAD
# of GIS users supported (Local Units/agencies) 3 100 266 335 340 350
# of service requests received 650 550 501 415 500
# of new datasets created 3 20 24 70 50
# of GIS applications/web-based services created 3 14 13 14 15
2014 2015 2016 2017
ANNUAL MEASURES TARGET
ACTUAL ACTUAL ACTUAL PROJECTED
4 % error in sample areas of GIS data <1% <1% <1% <1% <1%
EFFICIENCY
% of service requests responded to within 48 business hours 98% 98% 100% 100% 98%
% increase in total number of available datasets 5% 3.0% 7.0% 7.0% 4.0%
% increase in partnering agencies/local units 5% 5% 0% 0% 5%
% of time GIS servers are not available to users 0% <1% <1% <1% <1%
OUTCOMES
% increase in revenue from GIS data and services 4% -5.11% -1.4% -.35% 1%
% of clients satisfied with overall department GIS services(Survey) 95% 95.65% 95% 98% 98%
% of clients indicating interaction with GIS staff was courteous,
95% 96% 95% 100% 100%
respectful, and friendly(Survey)
% of clients satisfied with service response time(Survey) 100% 91.30% 95% 100% 100%
CUSTOMER % of users who report that training improved their ability to
SERVICE 80% 26% 80% 95% 95%
perform their job effectively (Survey)
% of users who have a thorough understanding of GIS policies
80% 30% 50% n/a n/a
(Survey)
% of employees aware of GIS technology capabilities (Survey) 80% 48% 75% n/a n/a
5
GIS cost per GIS user supported (total expenses ) - $1,291 $1,341 $800 $776
COST7
GIS users supported per GIS FTE6 - 58.4 110.0 114.25 117.5
1. The Pictometry Online Application accounts for the majority of GIS licenses. We have 100 licenses that can be used by internal and external customers.

2. Number of County supported GIS users is based on known users, but a number of County users access our publicly accessible applications.

3. Number of Local Unit supported GIS users is based on known users, but a number of Local Unit users access our publicly accessible applications.

4. Department efficiency is assessed using annual workload and efficiency measures identified in the Performance Outline.

5. Total expenses include all department/division expenses less IT Charges (831002) and Administrative Expenses (831000).

6. FTE is calculated using Fiscal Services History of Positions By Fund report.

7. The cost and FTE calculations are computed by the Planning and Performance Improvement Department.

B-8
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

Appendix C: Organizational Information

C-1
 County
C of Ottaw
wa
Departm
D ment of Innovattion and
d Technoology
2016
2 An
nnual Reeport

App
pendix D: Financia
al Informa
ation
Fou
ur Year Bu dget Comp
parison

IT
T Budget
(Do
oes not In
nclude Te
elecomm
munication
ns or GIS
S)
Thousands
$5,000

$4,000

$3,000

$2,000
Dollars $1,000

$0

$1,000
2013 2014 2015 2016
PERS
SONNEL $1,674,541 $1,729,172 $1,758,743
3 $2,058,82
22
MAIN
NTENANCE $455,615 $534,110 $524,941 $552,861
1
OPER
RATIONAL $953,232 $1,363,068 $1,955,460
0 $1,434,88
89
TOTA
AL $3,083,388 $3,626,350 $4,101,117
7 $3,914,64
45
% Bu
udget Change 12.73% 17.61% 13.09% -4.55%

Fiscal Ye
ear
Note:Totalisle
essthanthesum
mofPersonnel,Maintenancean
ndOperationalExpensedueto
oRevenue which
hisnotshowninthechart

D-1
County
C of Ottaw
wa
Departm
D ment of Innovattion and
d Technoology
2016
2 An
nnual Reeport

Telecommu
T unicationss Budget

$900
Thoussands
$800
$700
$600
$500
$400
$300
Dollars $200
$100
$0
-$100
2013 2014 2015 2016
PERSONNEL
L $128,573 $130,627 $142,3866 $1399,032
SUPPLIES $50,500 $2,569 $20,9800 $33,,398
SERVICE CO
ONTRACTS $480,339 $486,730 $583,8422 $4944,815
OTHER OUT
TLAYS $150,000 $150,000 $150,0000 $1500,000
TOTAL $736,699 $769,926 $897,2088 $7899,245
% Annual Change 1% 5% 17% -122%

Fiscal Yeear
No
ote:Totals inclluderevenuessothetotalislessthanthessumofexpensses.

D-2
 County
C of Ottaw
wa
Departm
D ment of Innovattion and
d Technoology
2016
2 An
nnual Reeport

GIS
S Budget
$450
Thousand
ds
$400
$350
$300
$250
$200
$150
Dolllars $100
$50
$0
-$50
2013 2014
4 20015 2016
PE
ERSONNEL $351,829 $304,27
72 $3500,470 $$374,742
SU
UPPLIES $28,690 $8,232
2 $199,562 $$13,559
SE
ERVICES $58,535 $55,11
12 $355,586 $$63,552
RE
EVENUE $84,450 $96,90
02 $922,638 $$85,880
CA
APITALOUTLAYSS $0 $164,19
92 $$0 $0
TO
OTAL $354,604 $434,90
06 $3344,446 $$365,973
%AnnualChange 6% 23% 663% 9%
Fiscal Year

Note: The 2014

2 Capital investment
i ressulted from th
he Ortho refreesh with the ad
dded feature of Pictometry

D-3
 County
C of Ottaw
wa
Departm
D ment of Innovattion and
d Technoology
2016
2 An
nnual Reeport
Sum
mmary of IIT Staff Co
osts

Personn
P nel Budg
get 2015
5
PH Direct, $97,7
745,
4%

GIS, $350,470, 15
5%

Teleco
omm, $142,3
386,
6%

IT, $1
1,758,743, 75
5%

D-4
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

Appendix E: Online Services

Revenue Comparison Year To Date (YTD) by Service

Total Online Revenue Technology Fee Revenue
%
2015 2014 Change 2015 2014 % Change
Alcohol Server Training $- $166 NA $0 $16 0.0%
Challenge of Children $1,827 $0 NA $131 $0 0.0%
Circuit Court Payments $86,881 $85,548 1.6% $3,945 $3,734 5.6%
Civil Infraction Payments $2,509 $1,578 59.0% $225 $144 56.3%
Court Record Lookup $32,324 $30,039 7.6% $5,522 $5,109 8.1%
Delinquent Tax Payments $164,462 $114,748 43.3% $4,853 $4,096 18.5%
District Court Payments $798,622 $542,445 47.2% $33,875 $23,376 44.9%
DC Civil Extract $3,507 $2,985 17.5% $248 $216 14,8%
Invoice Payments $79,759 $73,559 8.4% $3,286 $3,087 6.4%
Juvenile Court Payments $2,266 $11,822 -80.8% $121 $564 -78.5%
Deeds $7,193 $3,302 117.8% $1,414 $766 84.6%
Dog License $24,030 $24,535 -2.1% $692 $733 -5.6%
EH Permits $310,889 $203,833 52.5% $9,821 $6,859 43.2%
Park Reservations $131,481 $61,985 112.1% $5,950 $3,248 83.2%
Payment Center $51,625 $44,168 16.9% $4,184 $3,440 21.6%
Tax Search $21,153 $19,548 8.2% $10,527 $9,774 7.7%
Vital Records $52,884 $41,012 28.9% $6,618 $5,190 27.5%
Miscellaneous $1,598 0 NA $140 $0 NA
Minimum Billing $279 $302 -7.6% $279 $302 -7.6%
Monthly Accounts $5,360 $5,280 1.5% $5,360 $5,280 1.5%
Total $1,778,648 $1,266,890 40.4% $97,190 $75,932 28.0%

E-1
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Online Services Summary January December 2015
Jun15 Jul15 Aug15 Sep15 Oct15 Nov15 Dec15 Jan16 Feb16 Mar16 Apr16 May16
TotalRevenue $165,264 $193,495 $152,278 $135,384 $135,500 $123,546 $114,893 $150,635 $190,547 $147,287 $165,623 $179,413
TechnologyFeeRevenue $8,842 $10,063 $8,164 $7,497 $7,284 $6,322 $6,496 $10,834 $9,331 $8,249 $8,907 $9,598
ServicesRevenue $156,422 $183,432 $144,114 $127,887 $128,216 $117,224 $108,397 $139,801 $181,216 $139,038 $156,716 $169,815
YTDTotalRevenue $923,551 $1,117,047 $1,269,324 $1,404,708 $1,540,208 $1,663,754 $1,778,648 $150,635 $341,707 $488,994 $654,617 $834,030
PreviousYTDTotalRevenue $647,557 $748,970 $867,556 $981,664 $1,093,499 $1,175,555 $1,266,890 $107,064 $247,559 $391,880 $584,885 $758,287
%ChangeTotalRevenue 42.6% 49.1% 46.3% 43.1% 40.9% 41.5% 40.4% 40.7% 38.0% 24.8% 11.9% 10.0%
YTDTechFeeRevenue $51,363 $61,426 $69,590 $77,088 $84,372 $90,694 $97,190 $10,834 $20,164 $28,413 $37,320 $46,919
PrevYTDTechFeeRevenue $40,215 $46,429 $53,167 $59,715 $66,469 $71,083 $75,932 $10,349 $17,011 $24,534 $33,960 $42,521
%ChangeTechFeeRevenue 27.7% 32.3% 30.9% 29.1% 26.9% 27.6% 28.0% 4.7% 18.5% 15.8% 9.9% 10.3%

MonthlyRevenue:TechnologyFee+Service Comparison
Revenue(TotalRevenue) YearToDateTotalRevenue
$250,000 vs
PreviousYearToDateTotalRevenue
$200,000
$2,000

Thousands
$150,000
$1,500

$100,000 $1,000

$50,000 $500

$ $

TechnologyFeeRevenue ServicesRevenue YTDTotalRevenue PreviousYTDTotalRevenue

E-2
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

OnlineServiceCostandTechnologyFee OnlineServiceCostandTotalOnlineRevenue
Revenue $1,800,000
$300,000 $1,600,000
$1,400,000
$250,000
$1,200,000
$200,000
$1,000,000
$150,000 $800,000
$600,000
$100,000
$400,000
$50,000
$200,000
$ $
2007 2008 2009 2010 2011 2012 2013 2014 2015 2007 2008 2009 2010 2011 2012 2013 2014 2015

Cost TechnologyFeeRevenue NetCostofServices NetCostofServices ServicesRevenue

E-3
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Inventory of Ottawa County Online Services and Revenue
E-
Commerce
Staff Citizen Revenue
Online Service Date Productivity Efficiency 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 $119,281 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 Management 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 $97,911 Search outstanding balances for juveniles and parents; make payment with credit card.
Circuit Court Payments Oct-06 X X $506,883 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 $166,619 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 $425,442 Ability to make real-time park reservations online.

E-4
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

E-
Commerce
Staff Citizen Revenue
Online Service Date Productivity Efficiency To Date Description of Service
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 $2,825,240 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 $775,408 Ability to create map in GIS & integrate with permitting application. Manage all workflow for EH Permits.
Court Record Search (Circuit) Apr-08 X X $159,519 Search court records with access to Register of Action and final judgments.
Online Payment Center Jun-08 X X $197.797 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 $194,643 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 $677,026 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 Pilot project to allow 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 $382,482 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. Email/text reminders.

E-5
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

E-
Commerce
Staff Citizen Revenue
Online Service Date Productivity Efficiency To Date Description of Service
Committee/Board/Intern Service Application Jun-10 X Self-publishing of vacancies; apply online. 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.
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 Ability for residents to pay 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 vaccination period.
Community Alerts Admin for Blackberry Feb-11 X Ability 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 vaccination.
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 $5,766 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 $6,812 Joint project for Ottawa, Allegan, Muskegon Counties. 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 Ability for depts. to post surplus and needed items on internal site, providing for efficient surplus mgmt.
Jury Duty Jul-13 X X Ability to complete jury duty questionnaire online. Workflow within OnBase.

E-6
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

E-
Commerce
Staff Citizen Revenue
Online Service Date Productivity Efficiency To Date Description of Service
Brick Fundraisers (Sheriff & Parks) Feb-13 X $10,050 Ability to 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 $1,240 Online registration & payment for various County functions.
Birth Records Jun-15 X INC Above Ability for public to order birth records online. Fulfillment through traditional mail.
Deeds Search (All documents) Sep-15 X $5,779 Ability for public to conduct free search and purchase any property document.
Net TOTAL $6,620,845 Revenue through November 2014, Includes monthly account subscription fees.
Non-Ecommerce Project Tech Fees $520,820
Ecommerce Project TOTAL: $7,141,665

E-7
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

Appendix F: Department & Enterprise Software

Owner T1CountyApplications Status Department(s)
SolidCircle MICA InProcess Multiple
Highland OnBase InUse Multiple
Tyler Munis InUse Multiple
Tyler TylerCashiering InUse Multiple
BS&A BS&AApplications InUse Equalization,Treasurers,WaterResource
Fidler AVID,Larado,Tapistry InUse Clerks/DeedsOffice
Dentrix HenryScheinPracticeSolutions InUse/Evaluating PublicHealth
NetSmart InSight InUse PublicHealth
NetSmart Avatar InUse CommunityMentalHealth
Bizstream Courtstream InUse JuvenileServices
Decade Envision InProcess EnvironmentalHealth
Ottawa AS400 PhasingOut Multiple TargetedRetirement2019
Lotus LotusNotesEmail InProcess Multiple ReplacementwithExchange/Outlook
Lotus LotusNotesApplications InProcess Multiple VariousOptions:CIPItems,Portal,etc.
ESRI GIS InUse Multiple LocalUnitsandDepartments
WebTecs CountyWebPage InUse Multiple CountyWebsite
BMC Footprints InUse Multiple ProjectTracking
UCView InUse/InProcess Courts/FacilitiesandMaintenance DigitalSignage
IyeTek ETicketing InUse Sheriff'sOffice/Courts ElectronicTicketWriting

Fully Operational
Implementing or Scheduled
Legacy System to be Replaced

F-1
 County
C of Ottaw
wa
Departm
D ment of Innovattion and
d Technoology
2016
2 An
nnual Reeport

App
pendix G: Technica
al Infrasttructure
Commputer Eq uipment S Statistics
Inventory of Acttive Devicess: 4119 -203 fro
om 2015
Deskktop/Tower Computers:
C 655 -147 fro
om 2015
Lapttop/Tablet Computers:
C 528 +12 fro
om 2015
Printters: 763 -40 from
m 2015

Mob bile Device es

Cell Phones: 214 (-12)
Counnty Owned Smartphones
S s & Blackbeerry Devices:: 62 (-8)
Dataa Cards (Lapptop Cellularr): 64 (+21)
Machine to Machine Data Device
D 1 (+1)
Persoonal Cell Ph
hones: 5 (-1)
Persoonal Smartpphones: 104 (+34)
Totaal Mobile Devices: 451 (+35)

AveraggeCosto
ofCompu
uterDevvices
$16,475

2014
2015
$10,7720

$6
689 $696 $98
86 $1,009

DESKTOP LAP
PTOP/TABLET SERVER

G-1
 County
C of Ottaw
wa
Departm
D ment of Innovattion and
d Technoology
2016
2 An
nnual Reeport

110Mbps
MeritISP

100Mbps
CharterISP
ViaOAISD

G-2
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Server Summary

Windows Servers
Windows Virtual Servers
Physical
Call Pilot (2)
DNS
Winscribe
OnBase DB
Vranger 2
BU Server3
Metasys
MiWorks
SLT 4 physical 3 virtual @ SLT
7 blades in WO and 3 physical in GH
Total 26 109
AS400 Servers
AS400 Physical Virtual
WO 1 3
GH 2 0
Total: 3 3
Total Environments: 5

Combined Server Counts

Physical Virtual
29 112

Storage Capacity for Virtual Server Infrastructure

2014Total 2015Total 2016Total

Used 35TB 43TB 64TB
Free 29TB 40TB 30TB
Total 66TB 83TB 94TB

G-3
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Security Infrastructure
The County applies security in layers by protecting the network through Firewalls, Web Filtering and E-mail
Filtering. Security at the device is provided by Sophos End Point Protection. Active Directory authentication is
used to manage access to IT resources from the desktop, and specific systems are administered to limit access
based on department authorization. User account audits are conducted semi-annually. Public Key
Infrastructure Certificates are use to provide end-to-end (data in transit) encryption.

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). You will note the large number of attempts to send E-mail to the County and the relatively small
number of E-mails allowed to enter the Countys network. Out of 15,990,604 attempts to send E-mail to the
County, only 2,146,977 or 13% were allowed. Considering the growing volume of information and
connectivity, these numbers provide a solid justification for continued investment in technical countermeasures.
Regardless of the security we implement, there is always a significant threat which will result in some type of
cyber security incident. When those incidents occur, the IT staff takes action to minimize the impact and
restore systems. The Merit Cyber Range Exercise hosted by the County provided valuable Incident Response
training and plan development and testing for the County and our FOG-Net partners. Fortunately, in the past
year, there have been no significant events which required activation of a team to scan and clean computers and
servers. Incidents reported were quickly isolated and contained. A total of 47 incidents were reported in the
past year requiring 100 hours of staff time. That is approximately 50% lower than the previous year. Between
August 1, 2015 and May 31, 2016, the Countys E-mail filtering system identified and blocked 1,127 e-mails
containing a virus. The significance of the countermeasures to address these threats is illustrated in the
following annual statistics of the amount of malicious content that is blocked. During the past year, the IT
Department upgraded the Countys firewalls to include an Intrusion Prevention Service (IPS) capability.

G-4
 Counnty of Otta
awa
Depa
artment off Innovatio
on and Teechnology
2016
6 Annual Report
R

Incom
mingEMailSummarryJune20115 May2
2016

Jun15 Jul15 Aug15 Sep15 Oct15 Nov15 Dec15 Jan16 Feb16 Mar16 Apr16 May16
Clean 166,921 164,063 163,370 165,848 180,994 169,399 179,110 173,410 182,278 204,112 196,276 201,196
S/MIMEVerrification/DecryptionFailed 0 0 0 0 0 0 0 0 0 0
StoppedbyDMARC 0 0 0 0 0 0 0 0 0 0
Messagesw
withMaliciousURL's 0 0 0 0 0 0 0 0 0 0
DetectedbyyAdvancedMalwarePrrotection 0 0 0 0 0 0 0 0 0 0
StoppedbyContentFilter 0 0 1 0 0 0 0 0 0 0 0 0
VirusDetectted 169 90 26 40 72 45 51 61 42 62 22 64
SpamDeteccted 132,704 147,711 158,415 101,484 101,439 113,965 84,473 86,645 153,057 162,048 129,946 148,285
StoppedasIInvalidRecipients 57 53 45 6 28 18 1 127 4 38 20 15
StoppedbyReputationFilter 1,026,357 1,248,204
1 1,318,572 840,318 675,053 642,277 678,287 833,165 1,107,077 11,430,266 1,221,702 11,301,020

G-5
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
IncomingEMailFilteringData
Jun15 Jul15 Aug15 Sep15 Oct15 Nov15 Dec15 Jan16 Feb16 Mar16 Apr16 May16 Total
StoppedbyReputationFilter 1,026,357 1,248,204 1,318,572 840,318 675,053 642,277 678,287 833,165 1,107,077 1,430,266 1,221,702 1,301,020 12,322,298
StoppedasInvalidRecipients 57 53 45 6 28 18 1 127 4 38 20 15 412
SpamDetected 132,704 147,711 158,415 101,484 101,439 113,965 84,473 86,645 153,057 162,048 129,946 148,285 1,520,172
VirusDetected 169 90 26 40 72 45 51 61 42 62 22 64 744
StoppedbyContentFilter 0 0 1 0 0 0 0 0 0 0 0 0 1
DetectedbyAdvancedMalwareProtection 0 0 0 0 0 0 0 0 0 0
MessageswithMaliciousURL's 0 0 0 0 0 0 0 0 0 0
StoppedbyDMARC 0 0 0 0 0 0 0 0 0 0
S/MIMEVerification/DecryptionFailed 0 0 0 0 0 0 0 0 0 0
Clean 166,921 164,063 163,370 165,848 180,994 169,399 179,110 173,410 182,278 204,112 196,276 201,196 2,146,977
Total 1,326,208 1,560,121 1,640,429 1,107,696 957,586 925,704 941,922 1,093,408 1,442,458 1,796,526 1,547,966 1,650,580 15,990,604
%Clean 13% 11% 10% 15% 19% 18% 19% 16% 13% 11% 13% 12% 13%

CapabilityNotAvailable

G-6
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
EMailFilterVirusBlocks
TotalMonthsAVirusOccurred(VirusTypex#Months) 163
TotalSumofMessagesStoppedwithVirus 1127

JS/DwnLdrMON Troj/DocDlAFH Troj/JSDldrCX Troj/UpatreWJ Troj/ZbotKBW Troj/DocDlXJ
MonthsVirusOccurred 7 MonthsVirusOccurred 1 MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 128 SumofTotalMessages 8 SumofTotalMessages 3 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1
Mal/DrodZpA Troj/JavaBzABZ Troj/DocDlBFG Troj/DyrezaGF Troj/InjectBVV Mal/JSDldrB
MonthsVirusOccurred 9 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 126 SumofTotalMessages 8 SumofTotalMessages 3 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1
Mal/PhishA Troj/JavaAAW JS/DwnLdrNBN Troj/FareitUL Troj/MSILFTQ Troj/VBSFT
MonthsVirusOccurred 8 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 113 SumofTotalMessages 8 SumofTotalMessages 3 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1
Troj/JSDldrAF Troj/UpatreVO Troj/DocDlRB W32/MyDoomO Troj/DocDlBEQ Mal/VawtrakS
MonthsVirusOccurred 4 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 97 SumofTotalMessages 8 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/InvoZip Troj/AgentAPNO Mal/BayrobA Troj/DocDlYD Troj/MyDoomCnB Troj/ZbotKRA
MonthsVirusOccurred 4 MonthsVirusOccurred 1 MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 82 SumofTotalMessages 7 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
CXmail/OleDlA Troj/DocDlAHT Troj/DocDlACU JS/DwnLdrNKZ Mal/JavaJarA Mal/WontonBN
MonthsVirusOccurred 6 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 73 SumofTotalMessages 7 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/DocDlAYQ JS/DwnLdrNFP Mal/MSILOM Troj/DocDlAII Troj/PhishHL Troj/MSILDKF
MonthsVirusOccurred 2 MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 52 SumofTotalMessages 6 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Mal/UpatreS Troj/UpatreNR JS/DwnldrMYY Troj/AgentAPGB Mal/Behav421 VBS/InorAA
MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 46 SumofTotalMessages 5 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1

G-7
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
Mal/UpatreV Troj/NivdortCZ Troj/UpatreRD Troj/DocDlAIT Troj/SymmiBA Troj/DocDlUC
MonthsVirusOccurred 1 MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 40 SumofTotalMessages 5 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Mal/BredoZpB Troj/JSDownBG Troj/JavaDLXO Troj/UpatreNP Troj/JavaBzACN Troj/DocDlUD
MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 32 SumofTotalMessages 5 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/DyrezaFV Troj/DocDlTD Troj/UpatreTY Troj/DocDlADK Troj/UpatreMP Troj/DocDlSI
MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 25 SumofTotalMessages 5 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/DloadrDXL Troj/MSILGWB Troj/JSAgentGN Troj/UpatreXA Troj/JavaBzZV Troj/DocDlOX
MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 20 SumofTotalMessages 4 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/DocDlRQ Troj/UpatreNL Mal/BayrobC Troj/DyrezaGH Troj/ZipMalFD Troj/DocDlAEG
MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 16 SumofTotalMessages 4 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Mal/MSILPL Troj/SpyAGX VBS/DwnLdrMYM Troj/DocDlACQ Troj/DocDlBMO JS/DloadrEAF
MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 15 SumofTotalMessages 4 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Mal/DrodAceA Troj/DocDlAFW Troj/DocDlBC Troj/DyrezaGR Troj/AgentAPPA Troj/DocDlDHF
MonthsVirusOccurred 6 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 15 SumofTotalMessages 4 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/DocDlAFL Troj/DocDlOY Mal/RarMalC Troj/DocDlAGB Troj/DocDlDGO Troj/AgentARBY
MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 14 SumofTotalMessages 4 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/JSDldrFU Troj/DyrezaFX Mal/UpatreAA Troj/DyrezaHC Troj/UpatreVQ Troj/AgentARGZ
MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 13 SumofTotalMessages 4 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/JSAgentGM Mal/VawtrakN Troj/FareitUT Troj/UpatreMV Troj/DyrezaHK Troj/UpatreOS

G-8
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report
MonthsVirusOccurred 2 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1 MonthsVirusOccurred 1
SumofTotalMessages 13 SumofTotalMessages 3 SumofTotalMessages 2 SumofTotalMessages 1 SumofTotalMessages 1 SumofTotalMessages 1
Troj/UpatreLD JS/DwnldrNNC
MonthsVirusOccurred 4 MonthsVirusOccurred 1
SumofTotalMessages 9 SumofTotalMessages 3

G-9
 County of Ottawa
Department of Innovation and Technology
2016 Annual Report

Telecommunications Infrastructure

G-10
 Ottawa County GIS
Existing Customer Survey (2015)
Summary of Survey Results
Ottawa County GIS Data

98% of respondents are Very Satisfied or Satisfied with GIS data

Nearly 95% of respondents are Very Satisfied or Satisfied with the Cost of GIS Data

Survey respondents provided several ideas for New GIS Data Layers:
Municipal water/sewer lines
Easements
Property sales data (e.g. sales of residential, commercial, agricultural property)
Mental health data layer

Specialized Mapping Applications

Over 95% of respondents report the Specialized Mapping Applications (i.e. applications that require a
username and password) to be Very Important or Important to accomplishing their daily work

100% of respondents are Very Satisfied or Satisfied with the Specialized Mapping Applications

100% of respondents are Very Satisfied or Satisfied with the Cost of Specialized Mapping Applications

Survey respondents provided several ideas for New Specialized Mapping Applications:
Traffic Application (e.g. traffic stops and traffic crash data)
Public Assets Application (e.g. street lights, banner poles, water and sewer)

GIS Training

44% of respondents are interested in learning more about how to use GIS data and/or Mapping
Applications, including the following:
What products are available or are in development
How to use the products that are available
How to use new products or enhancement to existing products

GIS Support Services

100% of respondents are Very Satisfied or Satisfied with GIS Support Services. Survey respondents
provided the following positive feedback:
GIS Department staff helpful and professional
The GIS Department does a great job developing and updating products

162 Survey Responses Obtained (30.2% response rate)

Responses to the Existing Customer Survey were obtained through email requests sent to existing customers of Ottawa
County GIS (i.e. county employees and employees of partner agencies and local units of government).

The survey responses are presented in aggregate, unless there is a significant difference between the responses provided
by county employees and partner agency employees.

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-1
 GIS Data

Satisfaction with GIS Data

98% of respondents are Very Satisfied or Satisfied.

Very Satisfied 40.8%

Satisfied 57.3%

Dissatisfied 1.9%

Satisfaction with Cost of GIS Data*

Nearly 95% of respondents are Very Satisfied or Satisfied.

Very Satisfied 32.2%

Satisfied 62.7%

Dissatisfied 3.4%

Very Dissatisfied 1.7%

Future Purchase of GIS Data*
45% of respondents plan to purchase GIS data.

Plans to purchase 45.0%

May purchase 31.5%

Does not plan to

23.4%
purchase

Frequency of GIS Data Usage

County employees use GIS data more frequently
than Partner Agency employees, with over 57%
of County employees using GIS data daily.
A few
times
Daily Weekly Monthly per year
County Employees 57.8% 15.6% 13.3% 13.3%

Partner Agency
32.1% 26.8% 14.3% 26.8%
Employees

* Since County employees do not pay for GIS data, these questions were only asked of Partner Local Unit and Agency employees.

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-2
 GIS Data

Software Used to Access GIS Data

County employees and Partner Agency employees differ
with respect to the type of software used to access GIS data.

County Employees Partner Agency Employees

Web-Based
63.6% Mapping 43.2%
Application
34.1% ArcMap 33.3%

2.3% BS&A 18.9%

0.0% AutoCAD 4.5%

Specialized Mapping Applications

Use of Specialized Mapping Applications Satisfaction with

Approximately 15% of respondents use Specialized Mapping Applications
a Specialized Mapping Application. 100% are Very Satisfied or Satisfied.

Uses Very
Application satisfied
(14.9%) Does Not (45.8%)
Use
Application
(85.1%) Satisfied
(54.2%)

Importance of Specialized Mapping Applications

Over 95% of respondents report the Specialized
Mapping Applications to be Very Important
or Important to accomplishing their daily work.

Very important 54.2%

Important 41.7%

Somewhat important 4.2%

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-3
 Specialized Mapping Applications

Specialized Mapping Applications Used*
Pictometry is the most popular.

Pictometry 54.2%

Owner Notification 33.3%

Sheriff's Incidents 25.0%

Drain Maintenance 16.7%

Utility Viewer 8.3%

Student Safety Zone

Frequency of Specialized Mapping Application Usage
8.3%
Over 60% of respondents use the Specialized Mapping
Registered Sex Offender 8.3% Applications at least once a week, with 20% using them daily.

Environmental Health 8.3% Daily 20.8%

Cemetery Editor 4.2% Weekly 41.7%

Monthly 29.2%

1-3 times per year 8.3%

Satisfaction with Cost of
Specialized Mapping Applications**
100% are Very Satisfied or Satisfied.

Very
satisfied
(29.4%)

Satisfied
(70.6%)

Future Purchase of Specialized Mapping Applications**

47% of respondents plan to purchase
Specialized Mapping Applications in the future.


Plans to purchase 47.1%

May purchase 35.3%

Does not plan to purchase 17.6%

* Survey respondents were asked to select all of the applications that they use.
** Since County employees do not pay to access the Specialized Mapping Applications, these questions were only asked of Partner
Local Unit and Agency employees.

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-4
 GIS Training

GIS Training
County employees received GIS training at
a higher rate than Partner Agency employees.

Received training Did not receive training
County Employees 41.3% 58.7%

Partner Agency Employees 21.1% 78.9%

Satisfaction with GIS Training

95% of respondents are Very Satisfied or Satisfied
with the GIS training they received.
Very Satisfied 48.8%

Satisfied 46.5%

Future GIS Training Dissatisfied 4.7%

44% of respondents are interested
in learning more about how to use
GIS data and/or Mapping Applications.

Interested
in Training
(44.0%) Type of GIS Training Received
Not

Over 50% of respondents received training for Pictometry.
Interested
in Training Pictometry 53.5%

(56.0%)

ArcMap 37.2%

Property Mapping 9.3%

Environmental Health 9.3%

Cemetery Mapping 4.7%

Owner Notification 4.7%

Utility Mapping 4.7%

Sheriff's Incidents 2.3%

Slow No Wake 2.3%

Tree Locator 2.3%

Unsure 2.3%

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-5


GIS Support Services

Satisfaction with GIS Support Services

100% of respondents are Very Satisfied or Satisfied.
A higher percent of County employees are Very
Satisfied compared to Partner Agency employees.

Very Satisfied Satisfied

County Employees 58.7% 41.3%

Partner Agency Employees 40.4% 59.6%

Survey Respondents

Survey Respondents

Local Units of Government 45.1%

Ottawa County Employees

28.4%

Engineering/Surveying Firms 11.1%

Public Works/Road Commission 6.2%

State/Other County Employees 4.3%

Realtors 2.5%

Educational Organizations 1.2%

Other 1.2%

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-6
 Ottawa County GIS
Free Public Mapping Portal Survey (2015)
Summary of Survey Results

Public Mapping Portal

95% of respondents are Very Satisfied or Satisfied with the Public Mapping Portal

65% of respondents use the Public Mapping Portal for work

The Basic and Advanced Property Mapping applications are the most popular

Over 50% of respondents use the Public Mapping Portal at least once a week, with over 20% using it
every day

Nearly 70% of respondents access the Public Mapping Portal with a Desktop computer

The majority of respondents use either Internet Explorer or Google Chrome to access the Public
Mapping Portal

Survey respondents provided several ideas for New Information to add to the Public
Mapping Portal:

Floodplain information

County Drain information

Environmental Health information (e.g. septic records, permits)

Enhanced Property information (e.g. easements, legal descriptions)

Parks and Natural Features information (e.g. park rules and regulations, topography)

442 Survey Responses Obtained.

Responses to the Free Public Mapping Portal Survey were obtained through email requests sent to existing customers of
Ottawa County GIS (i.e. county employees, partner local units of government, partner agencies) and prospective GIS
partner agencies (e.g. engineering firms, schools). In addition, requests to complete the survey were posted on the GIS
Department website via pop-up windows that appeared when users accessed the Public Mapping Portal.

23.8% of responses (105) were obtained from email requests sent to existing customers, 8.8% (39) were obtained from
email requests sent to prospective partner agencies, and 67.4% of responses (298) were obtained from the online Public
Mapping Portal.

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-7
 Public Mapping Portal

Satisfaction with Public Mapping Portal

95% of respondents are Very Satisfied or Satisfied.

Very Satisfied 34.2%

Satisfied 60.8%

Dissatisfied 4.8%

Very Dissatisfied 0.2%

Primary Reason for Using the Portal

65% of respondents indicate they use it for Work.

Work 65.2%

Personal/General Interest 28.7%

Research/Education 6.1%

Applications Used in the Portal*

The Property Mapping applications are the most popular.

Basic Property Mapping 72.6%

Advanced Property Mapping 59.5%

Property Sales 25.6%

Parks & Recreation 11.1%

Criminal Incidents 9.3%

Grand River Water Trails 3.8%

Cemetery Viewer 3.2%

Election Mapping 1.6%

* Survey respondents were asked to select all of the applications that they use.

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-8
 Public Mapping Portal

Frequency of Use
Over 50% of respondents use the Public Mapping Portal
at least once a week, with over 20% using it every day.

Daily 20.4%

Weekly 32.8%

Monthly 19.2%

Every 2-3 Months 11.8%

Device Used to Access Portal
Nearly 70% of respondents access the
1-3 Times a Year 15.8% Portal with a Desktop computer.

Desktop
and Mobile
(27.1%)
Desktop
(69.5%)

Mobile
(3.4%)

Web Browser Used

The majority of respondents use either Internet Explorer
or Google Chrome to access the Public Mapping Portal.
Internet Explorer 40.5%

Google Chrome 34.2%

Firefox 14.3%

Safari 7.9%

Unsure 1.8% Survey Respondents

Inquisitive Citizens 22.9%
Other 1.3%

Local Units of Government 21.3%

Engineering/Surveying Firms 13.6%

Realtors/Appraisers 11.3%

Ottawa County Employees 5.9%

Public Works/Road Commission 3.6%

Educational Organizations 3.2%

Title Company Employees 2.9%

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-9
 Ottawa County GIS
Prospective GIS Partner Agency Survey (2015)
Summary of Survey Results*

Prospective GIS Partner Agencies**

Nearly 82% of respondents Currently Use or Have Used an Ottawa County GIS Product(s)

93% of respondents Currently Use the Public Mapping Portal

Nearly 77% of respondents who have purchased Ottawa County GIS Data are Very Satisfied or Satisfied
with the Cost

37% of respondents are interested in learning more about how to use GIS Data and/or the GIS
Departments available Mapping Applications, including the following:

What products are available

How to use the products that are available

How the products could be beneficial for my organization

26% of respondents are interested in being contacted by a GIS staff member to learn how the Specialized
Mapping Applications could potentially benefit their organization

71% of respondents who are interested in learning more about the Specialized Mapping Applications are
affiliated with a school/university

* Answers to the Public Mapping Portal questions provided by Prospective GIS Partner Agencies are included in the Public
Mapping Portal Survey Results.

**GIS Partner Agencies pay for access to GIS data and/or Specialized Mapping Applications that require a username and password.

54 Survey Responses Obtained (31.7% response rate)

Responses to the Prospective GIS Partner Agency Survey were obtained through email requests sent to engineering
firms, surveying companies, realtors, economic development agencies, schools, and local units of government.

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-10
 Prospective GIS Partner Agencies

Utilization of GIS Products

82% of respondents currently use or have
used an Ottawa County GIS product(s).

Does Not
Use/Has
Not Used a
GIS

Uses/Has
Used a GIS Product
Product(s) (18.5%)
(81.5%) Type of GIS Products Utilized*
93% use the Public Mapping Portal.
Public Mapping
93.2%
Portal

GIS Data 29.5%

Custom Maps 6.8%

Satisfaction with Cost of GIS Data**

Nearly 77% of respondents are Very Satisfied or Satisfied.

Very Satisfied 15.4%

Satisfied 61.5%

Dissatisfied 15.4%
Future GIS Training

Very Dissatisfied
37% of respondents are interested
7.7%
in learning more about how to use
GIS data and/or Mapping Applications.

Interested
in Training
(37.0%) Not
Interested
in Training
(63.0%)

* Only includes survey respondents who use or have used an Ottawa County GIS Product(s). Survey respondents could select more
than one GIS Product.
**Based on 13 survey respondents who have purchased GIS data from Ottawa County.

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-11
 Prospective GIS Partner Agencies

Specialized Mapping Applications
26% of respondents are interested
in being contacted by a GIS staff

member to learn about the

Specialized Mapping Applications.

Interested
in Learning
More Not
(25.9%) Interested
in Learning
More
(74.1%)

Specialized Mapping Applications

71% of respondents who are interested in learning more
about the Specialized Mapping Applications are
affiliated with a school/university.
Schools/Universities 71.4%

Local Units of Government 7.1%

Economic Development 7.1%

Public Works 7.1%

Energy 7.1%

Survey Respondents

Schools 29.2%

Engineering Firms 18.7%

Local Units of Government 14.6%

Realtors 14.6%

Universities 10.4%

Economic Dev./Chambers 6.3%

Public Works/Energy 6.3%

Prepared by: Planning and Performance Improvement Department (1/19/16)

H-12