Information Technology Services 201608 v1.5

Debra Gates, Chairman
Van Sturdivant, Vice Chairman
W. Aaron Hall, Secretary
Presented: August, 2016

Information Technologies Steering Committee
On 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 Responsibilities
With 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
2012
and prior
2013
2014
2015
Current
Timeline
- 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
Completio
n Date
IT Capital
Needed
CIP Funds
Expended
Other Funds
Expended
Sponsor Agency Lead ITS Lead
iCJIS -Offender Management System
Division of
Corrections
Delayed from Original
Date/New Date Set
9/14/2016 $1,105,504 $ 307,220 William Gupton Chanta Harris Ed Raper
iCJIS -Offender Management System County Sheriff
Date/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
Date/New Date Set
9/14/2016 $1,205,652 $ 947,491
Richard
DeSaussure
Ken Cole Ed Raper
Management System
General
Sessions Court
Clerk
Date/New Date Set
9/14/2016 $1,205,652 $ 947,491 Ed Stanton Kieth Shelton Ed Raper
Management System
Div. of
Community
Services
Date/New Date Set
9/14/2016 $1,205,652 $ 947,491 Martha Lott Lana Greer Ed Raper
iCJIS - Public Defender Case
Management System
County
Attorney
Date/New Date Set
9/14/2016 $ 728,522 $ 533,322 Stephen Bush Josh Spickler Ed Raper
Time & Attendance ITS
Date
12/31/2016 $1,570,745 $1,248,103 $ 122,970 John Halbert Eddie Gentry Martha Taylor
iCJIS - Integrated Criminal Justice Info
System
ITS
Date/New Date Set
9/14/2016 $1,507,659 $ 771,312
Richard
DeSaussure
Colleen Funk Ed Raper
Accounts Receivable Software County Trustee
Date
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
DeSaussure
Ken 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
ITS
On-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
*

*

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

CIO – ITS OVERVIEW
CIO – ITS OVERVIEW
18

ITS Division General Structure
19
CIO
Regional Geographic
Information Systems
(ReGIS)
ITS Department
Application
Support
Customer
Support
Infrastructure
Support
Telecommunications
Services
Administration
and
Management
PC Refresh
Services
Copier / Printer
Management
Services
Information Technology Services Funds

INFORMATION TECHOLOGY SERVICES
Information 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
SignificantAccomplishmentsTimeline

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 Summary
At 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 Summary
Metric Your Metric
Value
Your
Quartile
Rank
25th
Percentile
Median 75
th
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 Summary
At 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%!
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 amverysatisfiedwiththeservicethattheITSserviceprovide.Theyarevery
productiveinresolvingallneedsandwantsin a timelymanner.
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 always willing and able to assist
with any issues which may 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
AxisTitle
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
SavingsOverTimeMillions
SavingsThousands
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
September
November
January
March
May
July
October
December
February
April
June
August
October
December
February
April
June
August
October
December
February
April
June
NumberofWorkOrders
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 & Finance
5%
Community Services
1%
Corrections
2%
General Public
0%
Health Services
3%
IT Infrastructure Support
38%
ITS Adminstration Overhead
6%
ITS Paid Leave
14%
ITS Training
3%
Attorney General
0%
Civil Courts
2% Criminal Courts
6%
Jury Commission
0%
Juvenile Court
1%
Public Defender
1%
Outside Agencies
1%
Planning & Development
0%Public Works
2%
Register
0%
Assessor
0%
Commissioners
0%Sheriff
4%
Election Commission
1%
County Clerk
3%
Trustee
4%
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
46

47
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

Information Technology Services 201608 v1.5

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Editor's Notes