Information Technology Services 201608 v1.5

Debra Gates, Chairman

Van Sturdivant, Vice Chairman

W. Aaron Hall, Secretary

Presented: Presented: Presented: Presented: August, 2016August, 2016August, 2016August, 2016

Information Technologies Steering CommitteeOn July 19, 2010 the Shelby County Board of Commissioners created the Information Technologies Steering Committee by resolution to:• Be the County’s IT executive oversight body providing IT guidance, recommendations, ,

policy, project prioritization and review.

• Provides asset and resource authorization according to known budgetary and resource constraints.

• Provide a long range vision for the utilization of information technology, and for the delivering technology resources to County citizens and

employees.

• Provide guidance and recommendations to the Mayor and County Commission regarding the overall strategic direction and priorities of Shelby County Government’s information technologies.

for inclusion of information technology projects in the Capital Improvement Program.

IT Steering Committee’s ResponsibilitiesWith respect to large Information Technology Projects and programs, consistent with the Commission guidelines, the committee shall:

Take responsibility for the projects feasibility, business plan and achievement outcomes.

• Ensure the project’s scope aligns with the requirements of the stakeholder groups and to represent stakeholder interests in project deliberations.

• Provide those directly involved in the project with guidance on business issues, especially issues which could compromise the success of the project.

• Ensure effort and expenditures are appropriate to stakeholder expectations.

• Assist in the evaluation of project risks and project risk management approaches

• Keep the project scope under control as emergent issues force changes to be considered

• For all other IT projects, the IT Steering Committee will work with Information Technology Services and the CIO to provide support, guidance and standards for their development in a consistent, repeatable manner.

• Reconcile differences in opinion and approach and resolve disputes arising from them.

• Make recommendations regarding the overall structure of IT in Shelby County Government.

• Work toward the consolidation of Shelby County information technology infrastructure and develop conditions favorable to that goal.

• Promote the use of commercial off-the-shelf software whenever possible

3

Post Implementation Guidelines Review

• Conduct a gap analysis

• Determine whether project goals were achieved

• Determine the satisfaction of stakeholders

• Determine the project’s costs and benefits

• Identify areas of further development

• Identify lessons learned

4

Members/Decision Makers of the IT Steering Committee include:

• Chief Administrative Officer • Criminal Court Clerk• Sheriff • General Sessions Court Clerk

• Assessor • Juvenile Court• County Clerk • Juvenile Court Clerk• Register • Probate Court Clerk• Trustee • Commission Chief Administrator

• Chancery Court Clerk • District Attorney• Circuit Court Clerk• Director of each Division of the Mayor’s

Administration

• Election Commission• 2-4 Private Sector Individuals with

technology credentials

5

2010 – Resolution Passed

2012and prior

2013

2014

2015

Current

Tim

elin

e

- 2011 - Bylaws- Project Approval Workflow- IT Infrastructure Partnership- PCI Sub-Committee- ICJIS was introduced

- 2012- CIO Hired; - ISLA Approved- By-Laws updated

- CIP Review Process enhanced; ICJIS RFP’s issued and reviewed- Time and Attendance system RPF Issued; CIP Project Review begins- Managed Output Initiated ; Voice over IP Initiated

- PC Replacement Fund Initiated; ICJIS System Underway- Trustee Tax System Contract; CIP Project Status presented- Acceptable Use Policy; SCG Network Security Policy- Internet Usage and Reporting Policy- SCG Outage Notification Policy- Computer Aided Dispatch (CAD) System

- Redaction Sub-committee - Guidelines for Project Approval and Implementation approved- Developed project portfolio monitoring- District Attorney and Election Commission joined the Committee

- Time and Attendance Sub-committee- Enterprise Content Management Sub-committee- Began project monitoring and reporting- Project Guidelines updated- Introduced IT training

Active Sub-Committees

Sub-Committee Chairperson

PCI Compliance Donna Russell

CIP Project Review Joy Touliatos

Time & Attendance Aaron Hall

Enterprise Content Management Tony Kizer

Technical Advisory Panel Maury Wessels

Criminal Justice IT Coordinating Council Richard DeSaussure

Civil Courts Van Sturdivant

Redaction Van Sturdivant

GIS Steve Cross

GEMS Colleen Funk

Courtroom Technology Joy Touliatos/Van Sturdivant

Executive Committee Debra Gates/Aaron Hall/Gordon Crisp/Van Sturdivant/John Halbert

Nominating Committee Debra Gates/Van Sturdivant/one person at large

IT Infrastructure VACANT

IT Partnership VACANT

IT Governance VACANT

7

Project Review Sub-committee

• Evaluated and prioritized IT oriented CIP requests using new criteria based on 33 different elements

• The criteria for prioritization included:

• Value to the County

• Value to the Requestor

• Project Readiness

• Project Feasibility (Risk)

• Cost/Benefit Analysis

• Collaboration

• Projects are ranked by average scores and then evaluated based on the funds available (A small project that scored slightly lower than a large project may move forward if funds are not available for the larger project)

8

Recommended IT CIP Projects The IT Steering Committee evaluated over $17 million of IT CIP requests for FYE 2017. $3.2 million were recommended.

Countywide Planimetric Digital Data 1,100,000.00$

Lodox State VE1 Whole Body Imaging System 441,585.00$

Security Incident and Event Management 250,000.00$

Enhanced Data Encription 200,000.00$

Out of Region Disaster Recovery Warm Site 500,000.00$

Single Sign on Management 350,000.00$

Electronic Medical Records 350,000.00$

3,191,585.00$

PCI Sub-Committee

Recognized the need to address Credit Card Fraud

More stringent standards released this year

Compliant Departments

Orgill Golf Course

Trustee

Health Department

Code Enforcement

Probate Court Clerk

County in process of segmenting network to achieve compliance

10

Active IT CIP Project Status (June 30, 2016)*Projects Agency Status

Completion Date

IT Capital Needed

CIP Funds Expended

Other FundsExpended

Sponsor Agency Lead ITS Lead

iCJIS -Offender Management SystemDivision of Corrections

Delayed from OriginalDate/New Date Set

9/14/2016 $1,105,504 $ 307,220 William Gupton Chanta Harris Ed Raper

iCJIS -Offender Management System County SheriffDelayed from OriginalDate/New Date Set

9/14/2016 $1,105,504 $ 307,220 Robert Moore Billie Bolden Ed Raper

iCJIS - Odyssey Court Case Management System

Criminal Court Clerk


9/14/2016 $1,205,652 $ 947,491 Richard

DeSaussureKen Cole Ed Raper


General Sessions Court Clerk


9/14/2016 $1,205,652 $ 947,491 Ed Stanton Kieth Shelton Ed Raper


Div. of Community Services


9/14/2016 $1,205,652 $ 947,491 Martha Lott Lana Greer Ed Raper

iCJIS - Public Defender Case Management System

County Attorney


9/14/2016 $ 728,522 $ 533,322 Stephen Bush Josh Spickler Ed Raper

Time & Attendance ITSDelayed from OriginalDate

12/31/2016 $1,570,745 $1,248,103 $ 122,970 John Halbert Eddie Gentry Martha Taylor

iCJIS - Integrated Criminal Justice Info System

ITSDelayed from OriginalDate/New Date Set

9/14/2016 $1,507,659 $ 771,312 Richard

DeSaussureColleen Funk Ed Raper

Accounts Receivable Software County Trustee Delayed from OriginalDate

6/15/2016 $3,174,000 $1,437,245 David Lenoir Debra Gates Raymond Tant

Network & Host Server Upgrade/Replacement

ITS On-track 12/31/2016 $ 715,000 $ 666,537 John Halbert Steve Solaas Leonard Tan

iCJIS (Morpho Track, SergeMD & DataWorks)

ITS Contracts Signed 9/14/2016 $ 119,600 $ 40,840 Richard

DeSaussureKen Cole Ed Raper

Voter Registration System Replacement (Consultant)

Election Commission

On-track 3/31/2016 $ 200,000 $ 143,288 Rob Myers Joe Young Eddie Gentry

ESM Voter Registration System Replacement

Election Commission

Not Scheduled 6/30/2016 $1,000,000 $ - Robert Myers Joe Young Eddie Gentry

Datacenter Infrastructure Improvements

ITSOn-track

6/30/2016 $1,363,000 $ 212,356 John Halbert Lee Wessels Steve Solaas

*Information Provided by Shelby County ITS

Internal Service Level Agreement (ISLA)

• Fourth Year of the ISLA

• Status

• 39 Administrative Departments out of 39 have signed

• 20 Elected Officials out of 20 have signed

• A “Service Catalog” can be found on the County’s intranet website. (https://my.shelbycountytn.gov/index.aspx?NID=376)

• The Catalog displays all of the services ITS offers using a “Drill down” approach and will eventually become interactive.

12

13*Information Provided by Shelby County ITS

*

*Information Provided by Shelby County ITS

*

Benefits

Countywide Participation

Communicate

Collaborate

Levels the playing field

Opportunity for ITS to hear end-user concerns

Long Range Vision

Surprising Survey Results

Business Intelligence

Data Warehousing

Data Analysis

15

Goals

• Reduce paper and document duplication

• Long term vision of IT for the County

• PCI Compliance

• Continued collaboration to encourage efficiencies countywide

16

Questions?

17

CIO – ITS OVERVIEWCIO – ITS OVERVIEW

18

ITS Division General Structure

19

CIO

Regional Geographic Information Systems

(ReGIS)

ITS Department

Application Support

Customer Support

Infrastructure Support

TelecommunicationsServices

Administration and

Management

PC Refresh Services

Copier / Printer Management Services

Information Technology Services Funds

INFORMATION TECHOLOGY SERVICESInformation Technology Services is responsible for the overall organization and administration of Information Technology for Shelby County Government.

Information Technology Services strives to apply the latest technologies to increase staff effectiveness, take advantage of economies of scale, and reduce redundancy of data, data entry, infrastructure and systems.

Primary Goals of Information Technology Services:• To provide excellent IT customer support and service to all of Shelby County Government and

her constituents• To develop, implement and administer county wide IT Standards and Best Practices• To deliver a secure and stable communications network and computers systems infrastructure• To provide professionally managed systems development and project management teams• To do this in the most efficient and cost effective manner possible

20

Information Technology Services partners with Shelby County Government organizations in realizing their strategic initiatives, goals and business objectives by providing effective and efficient technical services, utilizing enterprise best practices frameworks.

21

Mission Statement

Shelby County Government Department of Information Technology will be viewed by Shelby County Government departments, agencies and divisions as:• Adding value and efficiency to their delivery of services to the citizens and businesses of

Shelby County• Being an organization to have confidence in• Providing leadership and assistance to eliminate technical silos so that systems can be

appropriately integrated across departments • Important to include in their planning processes• Be an organization that other government entities want to partner with• Have implemented standard processes and tools that have reduced risks and gained

efficiencies in the delivery of IT services

Vision Statement

2012

• Created Mission Statement• Adopted ITIL for ITS • Began Project Management training • Reorganized department • Assigned permanent staff to East

Datacenter • Developed a uniform Internal

Service Level Agreement (ISLA) that all Shelby County departments and elected officials have signed

• Consolidated the Health Dept. IT staff into ours – 5 positions

• Moved the Data Center to 12th Floor

2013

• Consolidation with Election Commission IT

• Upgraded the Voter Registration database

• Business Relationship Program (BRM) Program was implemented

• Expanded Service Desk hours • Security Officer hired• Developed an IT Strategic Plan• Assisted the Mayor’s Action Center to

implement CRM to better track and respond to issues from the public

• ReGIS under CIO umbrella

2014

• Enhanced the Business Relationship Program by defining roles in the ISLA

• IT Consolidation of Trustee – Phase I Complete – In Phase II

• Moved their computer systems from Assessor’s computer room to County’s East Datacenter

• Upgraded Assessor’s network and power protection to enable VOIP telephone installation

• Responded to Voice and Data RFP from Municipal and Shelby County School Districts

2015

• Upgraded County email system• Enhanced County security by

implementing 6 separate security systems.

• Completed consolidation and upgrade of the Juvenile Court network

• Upgraded Early Voting network connections at a 70% cost savings

• Sustained PCI compliance, began 3rd year of compliance

• Implemented On-Demand Decals for County Clerk using thermal-printing capabilities

Significant Accomplishments Timeline

0

5

10

15

20

25

Level of IT Services Provided (Agencies Not Fully Participating)

Consulting and Procurement Services

Infrastructure

Systems Operations

Application Support

Minimal Goal (20 out of 26 Services)

*Division or Department primarily supported by City of Memphis**Division or Department primarily supported

by Federal or State Funding

2016 Accomplishments

25

IT Infrastructure• Upgraded County email system, consisting of approximately 3,600 mailboxes, containing 12.8 million email messages, consuming approximately 1.95 terabytes of data storage.

• Enhanced County security with 6 separate security systems.• Completed consolidation and upgrade of the Juvenile Court network• Upgraded Early Voting network connections at a 70% cost savings, increasing security and improving

performance and reliability• 114 Servers Installed in support of installation or upgrade of 26 separate applications, saving $447,864 by utilizing virtualization technologies.

• Converted legacy telephone trunk lines to redundant SIP trunks, eliminating approximately $170,000 in circuit charges and long-distance costs

• Introduced new county-wide voicemail system with advanced Unified Communication features, and transitioned approximately 3,800 employees to VoIP telephone services

• Increased Bandwidth for Internet/Fiber• Continued the introduction of Managed Print Services, transferring laser-printed materials to metered

multi-function devices at a 40% cost-per-page (cpp) reduction saving $250,000 per year. • Introduced a PC Refresh program, enabling participating entities to maintain a flat budget while

establishing common desktop standards and benefitting from bulk purchase pricing.• Updated 101 network closets with new power protection, and advanced VoIP connectivity, saving the

taxpayers $122,488 over standard government discounts through negotiation. •

County Agencies IT initiatives • Upgraded Juvenile Court server • Assessor

• Improved Assessor email connections • Replaced Assessor’s anti-virus software

• Continue to participate in Sheriff and County Fire CAD-911 interim system deployment • Build out of Server Room at Arlington Precinct • Setup Servers and Nimble SAN

• Upgraded General Sessions system hardware • Trustee

• Continue to provide assistance with system improvements, upgrades, and continued collaboration efforts

• Provided solutions to the database issues that the Trustee had previously experienced during peak tax season

• Stabilized Trustee payment kiosk services by installing low-heat generating micro PCs and implementing proactive maintenance services

• Upgraded Debt Manager from 3.8 to 9.71• Staged Server for new Great Plains Instance• Provide monthly vulnerability scanning and quarterly ASV Scans• Provide File Integrity Monitoring for PCI DSS In-scope Devices• Continue to meet bi-monthly to discuss ongoing projects


County Agencies IT initiatives (Continued)• Board of Equalization

• Implemented Board of Equalizations Appeals Tracking system. Appeals can be filed online now.• eFiling Website• Standalone application to schedule appeals

• Assisted County Commission in replacement/upgrade of failing Commission Audio Systems• Assisted with transitioning the operations of the Forensic Center from FMMS to UT Health Services• Deployed Externally Accessible Remote Desktop Solution to accommodate inter-agency collaborative

initiatives (Family Safety, Ryan White, DAG, etc.)• County Clerk

• Implemented On-Demand Decals for County Clerk using thermal-printing technology• Automated the document indexing and electronic document transmission process between the

County Clerk’s office and the State of TN• Implemented COTS Solution for Marriage License, Notary and Business Tax System

• Implemented Search warrants workflow for General Sessions & Sheriff’s Office. This allows for electronic submission and approval for Search Warrants from the SCSO Shelby Drive location to the Judicial Commissioners in the Jail Annex

• Implemented electronic version of Vehicle log form which is routable from Code Enforcement to Finance

• .


Improved IT Security• Implemented Penetration Testing to verify and monitor security compliance• Doubled the Security Office manpower by hiring a Security Analyst II. (Security Office now has two full

time employees)• Participated in the MS-ISAC Cyber Security Awareness Month• Completed the FY15 HIPAA Risk Assessment• Initiated CIP Projects for the resolution of the identified risk gaps in the FY15 HIPAA Risk Assessment• Establishment of the online HIPAA training system• Completed the PCI DSS 3.1 (Payment Card Industry Data Security Standard) compliance review for

CY15. • Sustained PCI compliance, began 2nd year of compliance – deployed additional security solutions and

controls • Established the acceptable use policy (AUP) online training system and facilitated training of all County

email users.• Implemented Phishing Policy to conduct authorized Phishing on County Email users• Initiated regular phishing of up to 1,200 County email users to increase awareness and education on the

topic of email safety.


GIS• Centralizing management of GIS licenses, so opportunities for cost savings could be realized, such as

using concurrent licensing that can be shared among the county offices• Developed series of web based applications for the Shelby County Historical Commission, including

historic sites, a driving/riding ‘tour’ of historically significant sites in Shelby County• Redesigned Land Bank GIS site• Provided geospatial technical and data support for the Office of Preparedness during several EOC

‘activations’ during last winter’s weather events • Migrated geospatial data into a single shared ‘geodatabase’ to expand the usefulness and availability of

GIS technology to more County and ‘business partner’ agencies• Story map creation for LID sites for Storm Water Department• Office Place Finder to all Shelby County Buildings• Developing a Countywide Highly accurate GIS base map


Miscellaneous• Participated in Commission Ad Hoc Sub-committee meetings, including Diversity and

Purchasing• Completed generation and publication of the Information Technology Policy Manual• Invested in staff by providing IT Service Management classes to 15 staff members;

providing Help Desk Institute training to 13 staff members; and providing an array of other trainings to 16 staff members, such as GIS, SharePoint, Security, Telecommunications, Network Infrastructure and Leadership classes.

• Published the ITS Service Catalog which contains details on all the ITS Enterprise-level Services


Financial / Performance

32

Custom Benchmarking: Where We Get the Data

Comparing 4,000 participant companies with Shelby County Government using MeasureIT Survey

Executive SummaryAt a high level you appear to be underfunded compared to your peers. It is possible that you are either under-serving the business, or it is challenging to implement and maintain appropriate technology solutions. Review the metrics that follow in more detail to determine how you compare to your peers.

IT Budgeting Metrics- Measure IT Benchmarking Report

© Info-Tech Research Group 1997-2013. All rights reserved.33

Executive SummaryMetric Your Metric

ValueYour

Quartile Rank

25th Percentile

Median 75th

Percentile# of Peers

Operational Budget as a Percentage of Revenue

0.65% 1st 1.06% 1.73% 2.86% 40

Operational Budget to Staff $1,355.21 1st $2,166.67 $3,369.23 $5,555.56 40

Operational Budget to IT Staff $81,720.43 1st $113,720.34 $144,193.55 $174,384.26 40

Capital Budget as a Percentage of Revenue

0.31% 3rd 0.17% 0.28% 0.53% 40

Executive SummaryAt a high level you appear to be staffed in-line with your peers. There may be opportunities to better align staffing levels with business requirements in specific areas. Review the metrics that follow in more detail to determine how you compare to your peers.

IT Staffing Metrics- Measure IT Benchmarking Report

© Info-Tech Research Group 1997-2013. All rights reserved.34

Metric Your Metric Value

Your Quartile Rank

25th Percentile

Median 75th Percentile

# of Peers

IT staff to all staff supported by IT

1.60% 2nd 1.46% 2.00% 3.15% 40

IT staff to all users

1.60% 2nd 1.55% 2.10% 3.00% 40

Annual gross revenue to IT staff

$12,911,111 3rd $6,261,944 $10,272,727 $14,923,076 40

Executive Summary

Changes Since 2009 Spark’s Study

• In 2009 105 CIT staff members were able to process 24,000 Work Orders a year

• In 2016 92 ITS staff members were able to process 38,662 Work Orders a year

• Increase in staff efficiency of 84%!Increase in staff efficiency of 84%!Increase in staff efficiency of 84%!Increase in staff efficiency of 84%!2009 2016

Percent Change

IT FTE's within ITS 105 92 -12%

Work Orders 24000 38662 61%

Total Servers Outside of ITS 140 95 -32%

Total Servers Within ITS 118 675 472%

Databases Not supported by ITS 160 105 -34%

Databases Supported by ITS 18 582 3133%

ITS Satisfaction Survey – 2016 (353 Respondents) Top Ten

Question

Agree

(Combined)

Disagree

(Combined)

The ITS Service Desk staff are courteous. 100.0% 0.0%

The ITS Service Desk staff are knowledgeable. 99.6% 0.4%

I understand the value that ITS services provide. 98.2% 1.8%

The technology problems my department reports to the ITS Service Desk are

resolved successfully.97.5% 2.5%

It’s easy to call or submit a problem ticket to the ITS Service Desk. 96.4% 3.6%

I am satisfied with the overall quality of services provided by ITS. 96.4% 3.6%

The services that ITS provide helps my department operate efficiently. 96.3% 3.7%

Copiers are available when my department needs them. 96.3% 3.7%

The ITS Service Desk daytime business hours of operation suit my department’s

work schedule.95.6% 4.4%

I am satisfied with the performance of the services ITS provides. 94.9% 5.1%

I am very satisfied with the service that the ITS service I am very satisfied with the service that the ITS service I am very satisfied with the service that the ITS service I am very satisfied with the service that the ITS service provide. They are very productive in resolving all needs and provide. They are very productive in resolving all needs and provide. They are very productive in resolving all needs and provide. They are very productive in resolving all needs and wants in a timely manner.wants in a timely manner.wants in a timely manner.wants in a timely manner.

Thank you for all the hard work that you

all do. Keep up the good work!

ITS does an awesome job responding to issues that have been reported in my office.

I am extremely limited technically. IT has been a huge help and benefit to me. Everyone I have encountered is kind, patient and knowledgeable.

I think they're doing a great job as a whole. Everyone is I think they're doing a great job as a whole. Everyone is I think they're doing a great job as a whole. Everyone is I think they're doing a great job as a whole. Everyone is always willing and able to assist with any issues which may always willing and able to assist with any issues which may always willing and able to assist with any issues which may always willing and able to assist with any issues which may arise. arise. arise. arise.

The Shelby County IT department does an outstanding job. No matter how big or small the question might be they are always right there to guide you.

IT is great, and address our concerns quickly.

Each time I call, I'm treated with professionalism

and courtesy. The help I receive is top-notch!

They have been very helpful to me because I have limited computer trouble shooting skill. They walk you through the step cautiously.

ITS has addressed every issues I have called and requested

assistance with in a prompt and courteous manner. The staff

are very professional and work hard to resolve all my issues.

ITS staff have proven to be efficient and effective in resolving any IT related issue I have encountered. A good group of professionals.

ITS Satisfaction Survey – 2016 Positive Respondent Remarks

I am so happy with my new computer system ! It has changed my Life ! So much faster and easier to use.

ITS Satisfaction Survey – 2016 (353 Respondents) Bottom Ten

Question

Agree

(Combined)

Disagree

(Combined)

I am aware that Human Resources offers computer training for most Microsoft applications. 86.4% 13.6%

I know who is handling the resolution of my ITS Service Desk ticket. 84.7% 15.3%

All applications (computer programs) have all the substantive features and functions that my

department needs to do its job.83.6% 16.4%

Self-help options for addressing my own IT issues are easy to use. 82.4% 17.6%

I am aware that I can call the ITS Service Desk anytime day or night. 80.7% 19.3%

I’m asked to complete a survey with how my problem ticket was handled. 79.9% 20.1%

ITS involves users in the design of applications and application enhancements. 78.3% 21.7%

ITS proactively looks for ways to help my department’s staff do our jobs better. 75.9% 24.1%

The staff in my department know they can get a replacement computer quickly from ITS if

needed.75.4% 24.6%

I know how to submit a request to enhance the features and functions of our applications

(computer programs).74.1% 25.9%

your questionnaire is too long.

Printer & Copier should receive follow up maintenance services. IT Representative should schedule appointment time (range) and not just show up. Showing up is counterproductive.

I recommend that you place more comment boxes for rating other

than "strongly disagree". I would not have used that rating as

many times if I could have entered comments directly to a question

in other ratings. Waiting until the end which I didn't know this box

would be available) causes fewer direct or specific comments - I

think. People will have forgotten what they wanted to say. With

that - I know this overall rating may be lower than expected; but

in fact it was so I could write comments in certain sections. I

apologize if it skews the results.

Internet Explorer update or replacement. It crashes multiple times per day

Provide employees what software is available.

Can the IT department provide the Computer Access Form in the

Orientation Packet to alleviate our departments having to wait so

long for new employees to gain access to their computers.

IT could add an "I don't know" option on this questionnaire.

Our Microsoft Windows need updating.

I think everybody does a great job, but sometimes it seems processes

take a long time to complete.

ITS Satisfaction Survey – 2016 Constructive Respondent Remarks

40

$6,867,345

$6,259,290

$7,131,381

$8,197,246

$8,606,042

$9,144,166 $9,246,707 $9,257,358

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

$10,000,000

FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017

Axi

s T

itle

ITS General Fund Expenditures

Expenditures

Consolidation

Expenditures

41

$218

$14

$124 $87

$17 $18 $29 $-

$63

$588

$46 $70

$4.51

$0

$1

$1

$2

$2

$3

$3

$4

$4

$5

$5

$-

$100

$200

$300

$400

$500

$600

$700

Sa

vin

gs

Ov

er

Tim

eM

illi

on

s

Sa

vin

gs

Th

ou

san

ds

Documented Savings/ Cost Avoidance FY13 -FY16

Savings / Cost

Avoidance FY16

Monthly Average

FY13-FY16

Total Cumulative

Savings FY13 -

FY16

1705

772

0

500

1000

1500

2000

2500

July

Se

pte

mb

er

No

vem

be

r

Jan

ua

ry

Ma

rch

Ma

y

July

Oct

ob

er

De

cem

be

r

Fe

bru

ary

Ap

ril

Jun

e

Au

gu

st

Oct

ob

er

De

cem

be

r

Fe

bru

ary

Ap

ril

Jun

e

Au

gu

st

Oct

ob

er

De

cem

be

r

Fe

bru

ary

Ap

ril

Jun

e

Nu

mb

er

of

Wo

rk O

rde

rs

Open Work Orders FY2013 - FY2016

New Work Orders FY13-FY16

Total Open FY13-FY16

FY2013 FY2014 FY2015 FY2016

(12 Out of 79 IT Positions Identified by 2009 Sparks Study have moved to ITS

Circuit Court, 1

Juvenile Court Judge,

1

Trustee, 5

Election Commission,

3

Health Department,

5

Number of IT Positions Moved to ITS

Department Name Moved from ITS

IT Internal Service 2

Health Department 1

Human Resources 1

Total 4

Deleted Positions

3

0

0

1

1

1

2

2

2

2

3

5

6

6

7

9

9

23

2

2

-

1

2

-

-

2

1

1

3

1

5

4

1

8

21

0 5 10 15 20 25

Attorney General*

Roads*

Chancery Court Clerk

Division of Corrections

Register

Circuit Court Clerk

Criminal Court Clerk

General Sessions, Civil and Criminal Court Clerk

Juvenile Court Clerk

Human Resources

Health Department

Division of Planning & Development

Juvenile Court

Community Services

Trustee

Assessor

Sheriff

54 "IT" Staff Still Outside ITS

Current "IT" Positions 2009 Sparks Identified Positions

* Agencies not identified in the Sparks study

Administration & Finance5%

Community Services1%

Corrections2%

General Public0%

Health Services3%

IT Infrastructure Support38%

ITS Adminstration Overhead6%

ITS Paid Leave14%

ITS Training3%

Attorney General0%

Civil Courts2% Criminal Courts

6%Jury Commission

0%

Juvenile Court1%

Public Defender1%

Outside Agencies1%

Planning & Development0%Public Works

2%

Register0%

Assessor 0%

Commissioners0%Sheriff

4%

Election Commission1%

County Clerk3%

Trustee4%

Cumulative ITS Allocation of Time

07/01/2015 - 6/30/2016

23%ITS Total

Note: Includes all employees

time over 37.50 a week.

44

Total Value $3,708,884.55 (Averaged Hourly Rates)

45

Jury Commission, 0, 0%

Commissioners, 0, 0%

Register, 0, 0%

Juvenile Court, 1.25, 0%

Public Defender, 1.5, 0%

Community Services, 2.75, 0%

Attorney General, 3.5, 0%

Planning & Development, 4.2,

0%

Assessor , 4.25, 0%General Public, 4.75, 0%

Outside Agencies, 10.5, 1%

Health Services, 11.22, 1%

ITS Training, 17, 1%

Civil Courts, 29.75, 2%

Election Commission, 42.8, 2%

Public Works, 43.35, 2%

Corrections, 63.25, 3%

Criminal Courts, 134.1, 7%County Clerk,

156.2, 8%

Administration & Finance,

160.19, 8%

Judicial,

170.1, 9%

IT Infrastructure Support,

308.96, 16%

Trustee, 351.2, 18%

Sheriff, 454.65, 23%

Cumulative After Business Hours

07/01/2015 -6/30/2016

Note: Includes all employees

time over 37.50 a week.

Shorter Term Goals• Review and improve existing automated workflows

• Increase the use of automated workflow systems

• Refresh County’s website using input from citizens as well as internal staff and officials

• Continue to integrate GIS in day-to-day business functions

• Provide Shelby County with a comprehensive, highly accurate GIS map base

• Reorganize ReGIS

• Continue to centralize and coordinate Printer and Copier Deployment

• Continue to expand PC refresh program

• Continue to work toward IT cooperative agreements with Shelby County Schools and others

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Longer Term Goals

• Expand the use of Enterprise Content Management throughout all county agencies

• Complete our comprehensive Disaster Recovery Plan for IT with an Out-of-Region Back-

up facility

• Expand succession planning

• Participate in the completion and update of the Business Resumption / Continuity Plan

for Shelby County Government

• Continue to use cooperative agreements and outsourcing alternatives where appropriate

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Questions?

Documents

Information Technology Services 201608 v1.5