AOC Information Technology Strategic Plan · TABLE OF CONTENTS . 1.0 IT Plan Scope and Purpose ...............................................................................1 1.1

ADMINISTRATIVE OFFICE OF THE COURTS

INFORMATION TECHNOLOGY

STRATEGIC INFORMATION TECHNOLOGY PLAN FISCAL YEARS 2012 - 2013

PUBLISHED: NOVEMBER 2012

Strategic IT Plan 11-9-12

TABLE OF CONTENTS

1.0 IT Plan Scope and Purpose ............................................................................... 1

1.1 Purpose ................................................................................................................ 1

1.2 Periodic Publication .............................................................................................. 1

2.0 Judicial Branch Overview.................................................................................. 1

2.1 Mission ................................................................................................................. 1

2.2 Structure and Reporting ....................................................................................... 1

2.3 Organizational Structure Chart ............................................................................. 2

2.4 Administrative Office of the Courts (AOC) Overview ............................................ 3 2.4.1 AOC .............................................................................................................................................3

2.4.1.1 Organizational Structure Chart.................................................................................................3

3.0 Information Technology (IT) .............................................................................. 4

3.1 Mission Statement ................................................................................................ 4

3.2 Scope of Services................................................................................................. 4 3.2.1 Support Services (Operations) ................................................................................................4 3.2.2 Development Services.................................................................................................................4 3.2.3 Business Analysis Services .........................................................................................................4 3.2.4 Management Services .................................................................................................................4

3.3 Staff ...................................................................................................................... 5 3.3.2 Current Operations Positions.......................................................................................................6 3.3.3 Future Positions Expectation FY14-15 ........................................................................................6 3.3.3 Senior IT Managers .....................................................................................................................6 3.3.4 Succession Plan ..........................................................................................................................6 3.3.5 IT Staff Assignment. ....................................................................................................................7 3.3.6 Consultants/Temporary Staff .......................................................................................................7 3.3.7 Other Staff....................................................................................................................................7

3.4 Support Desk........................................................................................................ 7 3.4.1 Staff..............................................................................................................................................7 3.4.2 Ticket Volume: .............................................................................................................................8 3.4.3 Ticket Metrics...............................................................................................................................8 3.4.4 Performance: ...............................................................................................................................8 3.4.5 Other services:.............................................................................................................................9

3.5 Network/Server Support ....................................................................................... 9

3.6 Applications Development .................................................................................... 9

3.7 Forms Development ............................................................................................. 9

3.8 Standard Operating Practices............................................................................. 10

3.9 Management/Approach ...................................................................................... 10 3.9.1 Overview....................................................................................................................................10

3.10 IT Training .......................................................................................................... 10 3.10.1 IT Training for IT staff: ...........................................................................................................10 3.10.2 IT Training for Court Users....................................................................................................10

3.11 FY10-11 Audits, Inventory and Licensing Compliance ....................................... 11 3.11.1 Audits.....................................................................................................................................11

4.0 Workload Status ............................................................................................... 12

4.1 Primary Projects List........................................................................................... 12

4.2 Software Development ....................................................................................... 13 4.2.1 Information Technology Development Custom-Built Applications Inventory.................................13 4.2.2 Vendor Supported Applications .....................................................................................................14

4.3 Infrastructure and Operating Platforms............................................................... 15

4.4 IT Equipment Upgrade Cycle ............................................................................. 15

5.0 Biennium FY 12-13: July 1, 2011 – June 30, 2013 .......................................... 16

5.1 Major Strategic Projects and Plans..................................................................... 16 5.1.1 Call Centers...........................................................................................................................16 5.1.2 Cloud Computing .......................................................................................................................16 5.1.3 Collaboration Software ..............................................................................................................16 5.1.4 Wireless Computing Access......................................................................................................16 5.1.5 Network Bandwidth and Router Upgrade ..................................................................................16 5.1.6 Instant Messaging......................................................................................................................16 5.1.7 Microsoft Exchange Implementation .........................................................................................17 5.1.8 Personal Device Use .................................................................................................................17 5.1.9 Interactive Voice Software Use..................................................................................................17 5.1.10 NH e-Court ............................................................................................................................17 5.1.11 Administrative Systems Replacement Project (ASAP) .........................................................17 5.1.12 Court Recordings ..................................................................................................................17 5.1.13 Video .....................................................................................................................................17 5.1.14 Transcripts.............................................................................................................................17 5.1.15 Interpreters ............................................................................................................................18 5.1.16 Jury Management..................................................................................................................18 5.1.17 Copier, Telephone, Data Lines and Fax Support and Management.....................................18 5.1.18 Open Source Software ..........................................................................................................18 5.1.19 Data Warehouse ...................................................................................................................18 5.1.20 VoIP.......................................................................................................................................18

5.2 Secondary Projects and Plans............................................................................ 18 5.2.1 New Software Application Systems and Major Upgrades Planned...........................................18

5.2.2 Organizational Changes ............................................................................................................19 5.2.3 Standards/Policy........................................................................................................................20

6.0 Biennium FY 14-15: July 1, 2013 – June 30, 2015 .......................................... 20

6.1 New Software Application Systems and Major Upgrades................................... 20

6.2 Infrastructure ...................................................................................................... 20

7.0 Past Biennium Projects/Accomplishments – See Appendix E..................... 20

8.0 Budget ............................................................................................................... 20

8.1 Operating Budget ............................................................................................... 20

8.2 Capital Budget .................................................................................................... 20

8.3 Dedicated Fund .................................................................................................. 21 8.3.1 Origin and Purpose:...................................................................................................................21 8.3.2 Historical Budget Overview:.......................................................................................................21

APPENDICES............................................................................................................... 22

1.0 IT Plan Scope and Purpose

1.1 Purpose

This plan is an overview of New Hampshire Judicial Branch information technology. It outlines IT staff, budget, projects, strategic plans and issues of the information technology-operating environment. More specifically, the plan covers the following scope:

IT management vision and culture IT organizational structure IT staff review and training plan Software applications inventory Infrastructure overview Alliances and business partners Budget overview Standards and methodologies Workload and backlog status Goals for fiscal years 2012-2015, focused more on FY12-13 Accomplishments of the two most recent biennium’s Review of primary issues, obstacles and risks

1.2 Periodic Publication This plan is updated every two years, ideally before the biennial budget is developed. In this case, the plan covers the period of July 1, 2011 (FY12) – June 30, 2013 (FY13). The plan focuses largely on this upcoming two-year period with an eye toward the four-year term, in this case July 1, 2011 (FY12) – June 30, 2015 (FY15). The most recent IT Plan was published in 2010 for the period July 1, 2009 (FY10) – June 30, 2011 (FY11).

2.0 Judicial Branch Overview

2.1 Mission To preserve the rule of law and to protect the rights and liberties guaranteed by the United States and New Hampshire Constitutions, the Court will provide accessible, prompt, and efficient forums for the fair and independent administration of justice, with respect for the dignity of all we serve.

2.2 Structure and Reporting

The Chief Justice of the Supreme Court is the administrative head of the

New Hampshire courts which consists of the Supreme Court, Superior Court, and Circuit Court in a unified court system. The Circuit Court manages three divisions: District Division, Family Division and the Probate

Strategic IT Plan Page 1 11/13/2012

The organization is made up of approximately 600 full and part-time non-judicial employees working in 40 court facilities and 2 administrative buildings.

The organization processes between approximately 175,000 trial court and 600-800 appellate cases annually. Approximately 100,000 cases are active at any given time.

The Administrative Council promotes communication and coordination among the administrative units. It consists of the Administrative Judges of the Superior and Circuit Court, and the Director of the AOC. The Chief Justice of the Supreme Court attends Council meetings.

2.3 Organizational Structure Chart

2.4 Administrative Office of the Courts (AOC) Overview

2.4.1 AOC The Administrative Office of the Courts was formed in 1984 upon the unification of all New Hampshire courts reporting to the Chief Justice of the Supreme Court. AOC employs approximately 47 staff that perform tasks that lend themselves to centralization and specialization including Human Resources, Accounting, Auditing, Fiscal Management, Information Technology and general administrative functions as a service organization to the Judicial Branch.

2.4.1.1 Organizational Structure Chart

Donald D. Goodnow, Esq.Director

Jason JordanhazyManager of Court

Security

Donna RaymondFiscal Manager

Peter CroteauChief Technology Officer

Jeffrey D. SmithManager of Operations

OPERATIONSHUMAN RESOURCES

FISCAL COURT SECURITY INFORMATION TECHNOLOGY


3.0 Information Technology (IT) 3.1 Mission Statement

To provide the Judicial Branch with timely, high quality technology, and professional support services through the implementation and maintenance of legacy and emerging technologies which add value and increase return on investment in our operating environment, while complying with IT best-practice audit and security principles and practices.

3.2 Scope of Services

3.2.1 Support Services (Operations) IT provides comprehensive Level I traditional help desk technical support services and ticket tracking at the first level of contact by users during the standard operating hours of 8:00am to 4:30pm. Requests are received by email or telephone. Level I technicians enter all telephone based help requests for assistance as tickets in the Footprints tracking system. Emailed tickets automatically generate a ticket. Tickets are automatically queued to Level I technicians by rotation. Higher level tickets are assigned by the Support Desk Supervisor to higher technical support services levels, Development (programming), or IT management, as necessary. Electronic notifications of ticket creation and closure are automatically sent to users. Level II and III technical support technicians are available for more complex tickets. Tickets are created for all requests except Development requests which are logged and tracked separately. IT has implemented two key processes to manage tickets: 1) each ticket is assigned a level of criticality from a pre-determined table which regulates the turnaround time ranging from 1 Critical to 6 Product Purchase or New System, with varying turnaround timeframe metrics; and 2) a table with a custom built aging system that facilitates tickets for management of overdue tasks. 3.2.2 Development Services IT provides Commercial Off-The-Shelf (COTS) software purchasing and support services as well as traditional in-house custom systems development services.

3.2.3 Business Analysis Services IT provides business process re-engineering services, business metrics analysis, and IT/court industry feasibility study analysis.

3.2.4 Management Services IT provides management related services such as Systems Development Methodology management, IT project meeting management, Intranet and internet based project status and marketing, management metric consulting, project plan consulting and strategic planning consulting services.


3.3 Staff

Information Technology employs 22 staff performing management, programming, server and network infrastructure, and help desk services. Nineteen staff are full-time state employees and three are full-time agency temporary staff in consulting roles. Two of these three agency temporary consultants are in project specific temporary management roles where the position is expected to lapse upon certain project completion milestones or budget restriction conditions.

Peter CroteauChief Technology Officer

VacantAccounting Specialist

InfrastructureNetwork/Servers

Tomacz JablonskiSenior Network Manager

Scott McLaughlinLAN Spec III

Anthony LevinLAN Spec III

Nancy MullenLAN Spec II

Development &Administrative Systems

Daniel G. MorinInformation Technology Manager

Patrice RascheSystems Analyst/Prog.

Bryan BerkebileSystems Analyst/Prog.

Mary MunsellSystems Analyst/Prog.

Case ManagementDevelopment

Sandy WentworthProject Manager

Cheryl BennettSystems Analyst/Prog.

Steve SullivanSystems Analyst/Prog.

J-ONE Project Mgr.Monica Kohli

Tammy PoitrasOdyssey Specialist

NH e-CourtDevelopment

Jackie GoonanSystems Analyst/Prog.

Sue PickardSystems Analyst/Prog.

SupportDesk

Sebastien ChampagneLAN Spec III

Chris AyerLAN Spec I

Tracey LauraLAN Spec I

Angela ThompsonLAN Spec 1


3.3.1 Current Applications Development Positions Two (2) Project Managers Two (2) Systems Analyst/Programmers – Odyssey Case Management

and e-Court System Analysts One (1) Odyssey support specialist Three (3) Systems Analysts/Programmers - Administrative Systems

3.3.2 Current Operations Positions One (1) LAN III (manager) and three (3) LAN I – Level I technical support,

Support Desk Staff Three (3) Technical Support Staff – Level II technical support One (1) Senior Network Manager – Level III technical support and security

officer One (1) Accounting Specialist – Accounts payable, inventory, software

licensing and miscellaneous accounting and IT research tasks

3.3.3 Future Positions Expectation FY14-15 Contract Manager Enterprise architect

3.3.3 Senior IT Managers The Chief Technology Officer (CTO) manages all aspects of IT including

resource management, approval of all IT policy, management of access to technology systems for IT staff, IT security policy and governance, IT budgeting, IT legislative activity and strategic IT planning.

The Senior Development Manager manages custom development and COTS projects and staff, some technical support areas as assigned, IT budget expense processing/management and acts in the role of the CTO when the CTO is absent.

3.3.4 Succession Plan 3.3.4.1 IT Staff Succession As of early 2012, the average age of IT staff is 46.7 years, up from 44.0 in 2011 and 42.4 in 2008. This is hardly an alarming trend, but something to note given the rapid trend of the aging population and baby boomer related retirement rates in the US.

3.3.4.2 Senior Management In 2008, the Chief Technology Officer named an official back-up to his role in his absence and to directly manage half of the IT staff. These responsibilities are assigned to the Senior Development Manager.

3.3.4.3 Odyssey/C-Track There is a possible looming retirement in the Odyssey Development lead Systems Analyst, for which a plan has been initiated for addition of Odyssey


trained resources to reduce risk of such a loss. The addition of resources here includes a part-time assignment of an Agency Temporary Systems Analyst to take over management of the Supreme Court Case Management System C-Track and combining the two CMS systems under the leadership of one senior IT resource.

3.3.4.4 Network Management Our succession plan calls for the development of one of our two LAN III positions to take some leadership responsibilities upon the absence of our Senior Network Manager. This party has not been identified as both have been filled for only a short time.

3.3.5 IT Staff Assignment. Staff assignment overview is provided in Appendix A. 3.3.6 Consultants/Temporary Staff The Judicial Branch has hired several staff in temporary roles for the e-Court Project. Temporary FY12-13 Capital Budget positions with varying projected end

dates are a Statutes/Rules Analyst, National Center of State Courts Analyst, e-Court Project Manager, BPR Management Consultants and Enterprise Architect consultant. As these consultants exit the project we expect the possible need for an Implementation Manager.

An Agency Temporary consultant has been hired to manage the Supreme Court CMS and to add depth to the Odyssey team.

3.3.7 Other Staff

Temporary FY12 positions for direct e-Court assignments and e-Court

backfill for existing IT staff assigned to e-Court include a LAN I, LAN III, Business Analyst Report Writer, DBA/Developer, and Project Manager. Funding was made permanent for these positions in the 2012 legislative session, albeit altered somewhat resulting in the following positions: LAN I (Chris Ayer hired), LAN III (Anthony Levin hired), B/A Report Writer (Steve Sullivan hired), e-Court Systems Analyst (Jackie Goonan hired), Accounting Specialist (open).

3.4 Support Desk

3.4.1 Staff The Support Desk is staffed by four full-time technicians, one of whom is a Supervisor. This staff is trained in a wide variety of tasks including various levels of software and hardware debugging, network issues, Electronic Registries


outages debugging and data entry back-up, inventory, assistance with level 2 hardware deployments, Odyssey table management and general usage inquiries.

3.4.2 Ticket Volume: The Support Desk staff processes approximately 1000 calls per month, which represents a 100% increase since 2006. The ticket queue for the Support Desk, which averaged 125-150 in 2008, now has an average daily backlog of 25-40 received/active tickets. See the ticket volume trend represented in chart form below:

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Q1‐2012

IT Support Desk Call Volume 1/06 to 6/12

3.4.3 Ticket Metrics. Software tickets make up 86.9% of all tickets with other tickets largely for hardware issues, account set-up and equipment moves. In the average month, call volume is dominated by:

1. Odyssey CMS tickets - 53.8% 2. Software, Technical - 13.3% 3. Software, Non-CMS - 13.2% 4. Account Access - 8.6% 5. Hardware - 5.3% 3.4.4 Performance: The Support Desk has implemented structured hours; formal, written, centralized documentation; increased cross training; disciplined ticket entry; ticket volume/backlog metrics; structured decision tree forwarding of senior level tickets; and a more disciplined management focus to increase productivity. In addition, Support Desk performance has improved annually according to our customers’ ratings depicted in the chart below:


IT Support Desk Satisfaction Survey

2.6

3.63.7

3.4

2.9

4.14

4.3

3.1

3.9 3.9

4.6

3

4.34.5

4.7

3

4.44.3

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4.7

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4.9

4.54.7

4.27 4.29

3.99

4.4

4.7

4.14.2

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5

Frequency "live" person

answers your original call

Quality of IT Support Desk

answers to Odyssey

questions

Quality Support Desk

solutions to

hardware/software issues

Overall professionalism of

IT Staff

IT response time to solve

your issue (New Question

2011)

Communication of the status

of your requests (New

Question 2011)

Interest in an option to

submit your requests to IT

via a screen on your PC vs.

the current model (New

Question 2011)

Survey Questions

Average User Rating (5 is highest)

Jul‐08 Nov‐08 May‐09 Nov‐09 Mar‐10 Sep‐10 Apr‐11 11‐Nov

3.4.5 Other services: The Support Desk provides other services such as PC imaging, laptop assistance, hardware/software inventory management, software licensing compliance, Footprints call management usage services, purchasing quotes, presentation room set-up and branch wide outage notification delivery.

3.5 Network/Server Support All networking and server hardware and software is planned for, installed, and maintained by Levels II and III of Technical Support Services. The Department of Information Technology is a business partner providing centralized Internet bandwidth service, data center services for certain AOC servers, and certain AOC router management.

3.6 Applications Development Applications development is accomplished via a combination of custom built applications and COTS and is implemented and maintained using a combination of published waterfall and non-written Agile methodologies. Each methodology uses strict structured templates for consistency, ease of IT and user staff training, efficiency of use and ease of management. Agile projects utilize Microsoft Team Foundation for documentation and project management.

3.7 Forms Development Forms development and management for the trial court flagship case management system Odyssey is managed by IT with forms maintenance assistance from a circuit court forms specialist.


3.8 Standard Operating Practices Policy and Procedure - IT posts its’ various policies, practices, procedures,

processes and forms on the Judicial Information Bulletin Board (JIBB) Intranet.

Management Metrics – Metrics are the centerpiece for tracking incoming requests and workload trends to the Support Desk. Satisfaction surveys are sent out twice yearly to gage user satisfaction of IT as a means of process and service improvement.

Lean Management – In 2011, an IT systems analyst was sent to a Lean training class at the Executive Branch and another training class at Boston University. This training is a good addition to the training and experience Business and Systems Analysts employ in their daily roles in documenting existing work flow and designing new, improved work flow.

Project Management – A published standard for project management is available and includes the standard for use of Microsoft Project and certain column headings for efficient project tracking.

Meeting Management – The project management standard contains directives to hold weekly project status meetings, produce agendas and issues lists and to keep meetings focused to increase the sense of urgency and probability for project success.

3.9 Management/Approach

3.9.1 Overview

IT is managed through a very structured management approach driven by a customer centric service theme supported by the promotion of professional attitudes and service orientation. It is further supported by disciplined user request ticket entry and management, and structured policy development.

3.10 IT Training

3.10.1 IT Training for IT staff: The IT training budget was established in fiscal year 2009 at $10,000 as part of the JBEC education fund. JBEC is the Judicial Branch Education Committee charged at that time for allocating $90,000 in annual education based funding. In fiscal 2010, the Chief Technology Officer was granted approval to extend the IT education funding to $15,000. In 2011, the funding was again $15,000. In FY 2012, it was reduced to $10,000 due to a sizable reduction in overall JBEC funding available. A detailed account of historic and future projected training is listed in the annual plan attached as Appendix B.

3.10.2 IT Training for Court Users IT introduced training on a full suite of Microsoft computer based training software products in early FY12. The classes can be taken online, discontinued and restarted, taken multiple times and licenses can be reused by a new users each year after the annual license renewal date.



3.11 FY10-11 Audits, Inventory and Licensing Compliance

3.11.1 Audits 3.11.1.1 National Center For State Courts (NCSC) IT Audit As part of the Innovation Commission goal of ensuring or increasing efficiency in the AOC, an audit of IT was conducted by the NCSC in the early summer of 2011. The results were positive. Their detailed report is attached as Appendix C.

3.11.1.2 Inventory A computer hardware inventory was conducted in 2011 by the AOC Accounting staff aided by IT. IT had conducted the inventory in 2010 and 2009.

3.11.1.3 Software Licensing A software licensing compliance audit assigned to the IT Support Desk Manager was completed in FY2012. It is attached as Appendix D Software Compliance Summary.

4.0 Workload Status 4.1 Primary Projects List

RANK PROJECT COMMENTS REQ. DESIGN DEV. TEST IMPL. RESOURCES Peter Dan Sandy Sue P. TJ

1 NH e-Court Phase 1 All Courts Req./Small Claims Phase 1 PC, SP, JG 2 Enterprise Resource Planning (ERP) HR-Payroll Executive Branch interface PR, DM 3 New Jury Management System Innovation Commission initiative PC,DM,CB 4 Admininistrative Systems Advancement Project Administrative Systems replacement DM, BB, PR, MM 5 Video Conferencing for Arraignments Capital Budget funded DM, NM 6 Cloud Computing Feasibility Finalizing for Chief Review SP, TJ 7 Superior Court Call Center Requested First Implementation March 13 SP,TJ, PC 8 Upgrade MS-Office 2003 to 2010 Required for Q1, 2013 Odyssey Upgrade TJ, SW 9 MS Windows Server 2003 to 2008 Required for Q1, 2013 Odyssey Upgrade TJ, SW 10 Central Server Upgrade/Virtualization Email/Admin Systems infrastructure TJ 11 Microsoft Exchange Software for Email Shared calendars, Email, distribution lists TJ,DM 12 Router/Data Line Upgrade Contingent for Statewide VoIP - 10/12 TJ 13 Odyssey 2013 Software Upgrade Release January, 2013 Implementation SW, CB, SP, TP 14 Scanning- Supreme Court Cases Space conservation effort due 1/1/13 JG 15 VoIP Courtwide Rollout Executive Branch Project - No schedule PC, TJ 16 New/Enhanced Supreme Court CMS Project in 5-year IT plan DM 17 Administrative Password Redesign Critical IT security and audit issue PC, DM, TJ 18 Report Writing Platform Feasibility Evaluate Crystal/SSRS Reporting Platform DM,CB,SP, PC 19 e-Citation Phase I:DOS Disposition Report Awaiting DOS Direction SP, SW, PC 20 New Interpreters Contract Contract lapsed DM 21 Personal Device Access to Court Network Need MS-Exchange Installed TJ, PC 22 FTR Court Recordings Deployment Upgrades to Digital/New Software Version SP, NM 23 Mgmt Rpts Ph IV: Courtools Automation Clearance Rate/Time To Disp/Age Active SP, DM, JB,CB 24 J-ONE: County Atty Complaints to Superior Ct March/April 2012 Implementation SW 25 J-ONE: Criminal Complaints/Dispositions April/May, 2012 Implementation SW, PC 26 IT Environment Security Review Prevent intrusions/threats from hackers TJ, DM, PC 27 Mgmt Reports Ph VI: Weighted Caseload Weighted Caseload CB, DM 28 Mgmt Reports Ph VIII: Fine Collection Reports Fine Aging: Next DW Release CB, DM 29 Mgmt Reports Ph IX: Fee Schedule Reports Next DW Release CB, DM 30 Mgmt Reports Ph X: Receivables Reports Fees/fines due: Next DW Release CB, DM 31 J-ONE: Protective Orders On Hold SW, PC

Done Circuit Court Call Center Impl./Warranty Implementation Complete 6/27/12 SP,TJ, PC Done Hardware/Software Inventory Priority audit/controls project SC, PC Done Wireless Routers in All Courts For Internal Access Only- Complete TJ Done Transcripts Upgrade Automation Project April 2012 Implementation DM Done Switch Upgrades in all Courts Completed TJ 10 Drug/Mental Health Court Scope of court types undetermined SW, SP, CB

TBD Mgmt Reports Ph VII: Charge Reports CB, DM TBD Mgmt Reports Phase V: Mediation Stats Superior, Family ADR SP, DM,CB TBD Attorney Address Updates Automate with Bar Association DM, SW TBD Redesign AOC Computer Room Upgrade space, fire suppr., air cond. UPS PC, TJ TBD Business Continuity/Disaster Recovery Best-practice high priority project PC, DM, TJ TBD Public Access-Court Lobby: Court Pilots Salem Dist, Rock. Superior On Hold HB82 SW TBD Public Access Technical Infrastructure e-Court project feature TJ TBD Public Access Phase 2: Superior/District e-Court project feature SW, PC TBD Public Access Phase 3: via Internet e-Court project feature SW,PC TBD Public Access Phase 4: Supreme Court Lobby e-Court project feature SW,PC TBD Judges Key Dispositions from Bench e-Court Project feature PC, SP TBD Small Claims Mediation Payments TBD Odyssey Deployments Phase II: 2011 Keene, Jaffrey Family Courts SW, SP, CB, TJ TBD J-ONE Interface Bail Orders Not funded SW TBD Business Continuity Remote Access Work from home preparedness DM TBD Indigent Defendant Automation Automated Notification of Eligibility SP, PC TBD Appellate Mediation Rule 170 Scheduling Internet attorney case scheduling DM TBD Upgrade IP, VPN & Network, Initiate Monitoring Aged infrastructure req. upgrades TJ TBD e-Citation Phase II: Elec Disposition to DMV Create automated update to DMV PC, SP, SW

"All Hands on Deck" Priority Projects Complete Complete

Project Complete Started Started

Priority Projects Not Started Not Started

Lower PrioritiesPriority To Be Determined

INFORMATION TECHNOLOGYTOP 10 PRIORITY PROJECTS

Last updated: October 8, 2012

Strategic IT Plan FY12-15 Update 11-9-12.doc Page 12 11/13/2012

4.2 Software Development

4.2.1 Information Technology Development Custom-Built Applications Inventory

Program / Product Year Dvlpd.

Description Vendor Architecture and Platforms

Operating System Database Language(s) Comments and Support Notes

Jury Management Create and select viable jury pool, records attendance, and processes payments through the system.

Developed in-house

Windows Server 2003 Pervasive.SQL™ X, v11 (formerly Btrieve)

COBOL 1. Supported Components - Manual processing by I/T 2. Non-Supported Components - COBOL and Btrieve

Judicial Scheduling Automated method for judge scheduling and compensation.

Developed in-house

Windows Server 2003 SQL Server 2000 ASP Classic 1. Supported Components - SQL Server 2. Non-Supported Components -ASP

Human Resource and Accounting System

Enables systematic tracking personnel time, payroll, and accounting.

Developed in-house


COBOL 1. Supported Components - COBOL 2. Non-Supported Components - Btrieve



4.2.2 Vendor Supported Applications

Program / Product

Year Dvlpd.

Description Vendor Architecture and Platforms Operating System Database Language(s) Comments and Support Notes

Odyssey Automated case management system used by trial courts.

Tyler Technologies

Accessible through one of the following: 1. n-Tier 2. Stateless Application Model

1. Application Services Tier - servers run Windows Server 2008/2003 and .NET services native to that operating system.

Relational data - SQL Server 2008 SP1/SP2 through OLE DB and ADO

All components supported

Sustain 1984 Automated case management system used by trial courts.

Sustain Technologies

Accessible through one of the following: 1. n-Tier 2. Client-server 3. Terminal services


1. Supported Components - COBOL. 2. Non-Supported Components - Btrieve

C-Track 1999 Automated case management system used by Supreme Court.

LTCourt Tech Accessible through one of the following: 1. Client-server and web browser 2. Open systems architecture; data may be transferred via Web Services (e.g. SOAP, RPC), Message Queuing (e.g. IBM MQ Series, Microsoft Message Queue), and File Transfer Protocol (FTP).

Windows Server 2000 SQL Server 2000 SP4 Java All components supported

Digital Court Recordings

2001 Digital recording technology that enables users to dynamically link notes taken during live meetings to specific points; allows the users to capture, index, access, and manage digital audio and video recordings across the enterprise.

For The Record (FTR), LtD. Melbourne IT Inc.

Accessible through one of the following: 1.Optical media 2. LAN

Windows XP N/A Hyperlink technology: ThinkLink®


Call Center Software

1996 Cisco Systems' intelligent contact routing, call treatment, network-to-desktop computer telephony integration (CTI), and multichannel contact management over an IP infrastructure.

ePlus and Cisco Systems

Not accessible Windows/Linux Informix Cisco proprietary


Footprints 1995 Enables IT support desk to track, manage, and create knowledge base for future resolution of issues.

BMC Software Accessible through one of the following: 1. Client-server 2. Terminal services

Windows 2003 R2 SQL 2008 SP2

4.3 Infrastructure and Operating Platforms The following list represents a high level inventory of the hardware and software infrastructure platform of the Judicial Branch.

100 Servers 884 desktop PC’s; 54 laptops Servers run NT 4.0, 2003, 2008, 2012 PC’s or Laptops run Windows XP and Windows 7 Databases are Microsoft SQL, MYSQL, MS Access, and B-Trieve. Application languages are COBOL, VB, and C# .net Use of Microsoft Access is discouraged and is not a standard

4.4 IT Equipment Upgrade Cycle In July, 2010 IT was allotted reoccurring revenue in a fund known as the IT Dedicated Fund. Lobbying efforts for the fund were based on a detailed inventory of IT equipment and best-practice research on customary IT equipment replacement periods industry wide. Private industry and some states upgrade all equipment every three or four years. Given our State economy and budget pressures at that time, IT settled on a more conservative cycle of five years on PC’s, monitors, printers and servers; and six or seven years on routers and switches. The chart below depicts the progress made in the first three years of the five and seven year cycle. The final column depicts the total units replaced as a percentage of total equipment units in inventory.

PERCENTAGE OF EQUIPMENT UPGRADED IN FIRST 3 YEARS OF 5 TO 7 YEAR CYCLE

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%

100.0%

Workstations Monitors ExternalServers

Internal VMServers

Routers Switches Wireless Total Units

EQUIPMENT TYPE

PE

RC

EN

T U

PG

RA

DE

D I

N C

YC

LE


5.0 Biennium FY 12-13: July 1, 2011 – June 30, 2013

5.1 Major Strategic Projects and Plans

5.1.1 Call Centers Call Center projects have been implemented in the Circuit Court, the IT Support Desk, and AOC Accounting. The Superior Court Call Center and AOC Human Resources are planned for implementation in FY13. 5.1.2 Cloud Computing Cloud computing leverages remote data center computer resources and services provided by third party vendors. Judicial Branch leaders are working with IT to evaluate and plan cloud usage in our IT strategy. Planning and feasibility began in late 2011 driven by the NH e-Court Project and user demand for better file sharing. 5.1.3 Collaboration Software IT has purchased Microsoft Sharepoint for managing project files and communication. Collaboration software can provide a more user-friendly and secure file sharing environment to users wishing to share files for restricted groups of project users. IT does not currently endorse use of immature file sharing web based sites such as Drop Box and other competitors. 5.1.4 Wireless Computing Access A project for allowing wireless computing access in courts is being rolled out between February and August, 2012 for all court locations for internal user access. The infrastructure for case party and public use in courthouses was implemented during this period. Full implementation to these users is on hold pending policy and security design currently unscheduled. 5.1.5 Network Bandwidth and Router Upgrade The Networking team is planning an upgrade to all network lines which connect courts to the central email, Internet, and Case Management Systems. The upgrade is to new Fairpoint’s Carrier Ethernet technology expected to increase quality and bandwidth to improve Case Management System response time and stage us for expanded video use and other future bandwidth intensive applications. 5.1.6 Instant Messaging Instant messaging is visualized as a possibility for court users pending a feasibility study of practical use, security, audit trail, and network bandwidth implications.


5.1.7 Microsoft Exchange Implementation The implementation of Exchange is expected early in FY13 allowing for shared calendars and other features to increase office productivity and software use. 5.1.8 Personal Device Use The use of personal devices on the Judicial Branch network is under review. The growth of personal device use and potential productivity gains on business networks has not gone unnoticed by IT. However, IT is moving cautiously to ensure the proper security of data, legal, and general use implications and associated written policies are considered by management. 5.1.9 Interactive Voice Software Use The Superior Court has embarked upon a trial use of the Dragon Naturally Speaking voice interactive software technology. Upon a successful trial, an expansion for judge use and an expansion into the Circuit Court in FY13 will be planned. 5.1.10 NH e-Court This project will revolutionize the transformation of paper based case filing and processing and certain integrated justice data interchanges into fully electronic processing. This project began in July of 2012 and has a 5-year implementation plan.

5.1.11 Administrative Systems Replacement Project (ASAP) This project replaces aged legacy applications that facilitate payroll and personnel processing. The project urgency is caused by vendor unsupported system software, aged COBOL code and the need for advanced automated functionality. The project began in March of 2011 and has a 41-month implementation schedule.

5.1.12 Court Recordings For The Record product upgrades are planned for replacing remaining analog devices with digital versions running on laptops. A software upgrade is also planned. These projects are not completely funded.

5.1.13 Video A project to automate arraignments via video connections from courtrooms to criminal justice partner locations began in 2011. The number of locations totals 58 including business partner locations. As of May 1, 2012, 25 sites were implemented, 19 are in process and 14 are in the planning stage. The capital budget for this activity is $541,000.

5.1.14 Transcripts An automated web-based court case transcript purchasing system was implemented in May of 2012, replacing a largely manual system.


5.1.15 Interpreters An upgraded system to improve courtroom interpreter processing and management has been initiated and is scheduled for implementation in FY13.

5.1.16 Jury Management A new Jury Management System is planned to upgrade a legacy 15-year-old system to modern feature sets and eliminate current aged COBOL application code and vendor unsupported system software risk. The project began in November 2011 with completion expected during the summer of 2013. A $500,000 budget has been requested from the Legislature.

5.1.17 Copier, Telephone, Data Lines and Fax Support and Management IT will take over telephone and data line ordering, maintenance and billing approval. IT will take a larger, yet undetermined role in ordering copiers and fax machines.

5.1.18 Open Source Software AOC IT supports and seeks the use of Open Source software where practical and only when the product has an existing life span, positive track record and reputation for quality technical support.

5.1.19 Data Warehouse The Odyssey Case Management System data warehouse was implemented in late 2010 and has had approximately two upgrades of fields and reports annually. Court managers are contemplating various financial and management metric projects.

5.1.20 VoIP Voice over IP technology was implemented in the Trial Court Center and Hillsborough-North in early 2012. The statewide implementation, led by the Executive Branch, is scheduled for implementation in FY13-14. Specifics of the schedule for the Judicial Branch have not been developed, but the Judicial Branch has been selected as a Proof-of-Concept entity for the project and is second on the master implementation list of Executive Branch agencies.

5.2 Secondary Projects and Plans

5.2.1 New Software Application Systems and Major Upgrades Planned Internet-based Microsoft Training Program Microsoft SharePoint Collaboration Footprints Ticket Management System Rollout to Human Resources CourTools Reports – management statistical metrics reports Administrative Systems Upgrade – Upgrade Payroll, Personnel systems

to a modern IT platform and interface with statewide ERP


Integrated justice interface - Criminal Complaints Integrated justice interface – Criminal Dispositions Integrated justice interface – e-Citation Dispositions Integrated justice interface – Protective Orders Jury Management System Upgrade Court Lobby Public Access to Supreme, Superior, District, Family Cases, Provide public access terminals at court location Provide remote electronic access to court case data via the Internet Enhance revenue collection through electronic online payments Complete 75% of courts with video capability to allow for video testimony Automated Centralized Court Case Transcripts Access Microsoft Exchange for shared calendar and other features e-Court Requirements, Design, Vendor Systems Procurement Software License Inventory/License Compliance Audit (by IT) NCSC Audit of IT Implemented VoIP and Call Center Software at the Circuit Court Planned the Implementation of the Call Center for Superior Court. 25 reports are planned against the data warehouse to report on Reopened

case counts, Placement to Permanency Time, Clearance Rates, Time to Disposition and various CIP reports; a second release is scheduled for 13 reports including Weighted Caseloads, Annulments, Fee/Fine Collection, Aging Receivables, Mediation Stats, ADR Reporting and annual NCSC Report

Domestic Violence/Permanence Planning Reports Upgraded all personal computer monitors to new 20” models Upgraded Registries Protective Order server and Right-Fax software to

modern platform and software version Windows Server 2012 upgrades 5.2.2 Organizational Changes

5.2.2.1 New IT Positions A request to add five new IT staff in permanent positions was approved increasing the IT staff to 21: LAN III – Network server ticket backlog LAN I – Support Desk roles Business Analyst – CourTools and other management reports Systems Analyst – e-Court Analyst Accounting Clerk – Purchasing, Inventory, Software Licensing 5.2.2.2 Positions Lost/Transferred Layoffs – In the spring of 2011, five of 22 IT positions were eliminated as

layoff contributions, leaving 17 staff.


Registries Transfer – On March 23, 2012, Electronic Registries processing and 1.6 IT FTE’s performing Electronic Registries transactions were transferred to the Circuit Court.

5.2.3 Standards/Policy Software License Compliance Audit Standard Created Support desk Ticket Critical Levels IT System Access Request Form/Policy

6.0 Biennium FY 14-15: July 1, 2013 – June 30, 2015

6.1 New Software Application Systems and Major Upgrades Drug Court Indigent Defense Case Eligibility Interface Schedule Mediation Case Management Fine/Fee Delinquency License Suspension with DMV e-Court Additional Case Types – electronic case filing, signatures,

payments, notices, public access, electronic judge case processing Supreme Court Case Management System Upgrade

6.2 Infrastructure

Remote Cloud Computing New Servers New Routers New Switches Upgraded Bandwidth – Carrier Ethernet Implemented Wireless

7.0 Past Biennium Projects/Accomplishments – See Appendix E. 8.0 Budget

8.1 Operating Budget The Operating Budget for IT consists of Class 010 salaries of $1,526,309 and Class 060 benefits of $571,679 in FY2012.

8.2 Capital Budget IT has a Capital appropriation of $1,951,000 in FY 12. IT has requested additional capital funding in FY 13 bringing this total to $6.9 million funding for the NH e-Court Project.


8.3 Dedicated Fund

8.3.1 Origin and Purpose: During a 2008 assessment of the operations of the new Chief Technology Officer determined that, given the degree of outdated infrastructure hardware and associated COTS “system” software such as operating systems and database software, it was advisable to fund for continual upgrades to hardware and software primarily in five to seven year cycles. Executive managers and legislative liaisons responded by developing a plan for a reliable stream of annual revenue to fund such a concept. The Judicial Branch Dedicated IT Fund was established during the 2009 Legislative Session to provide the Judicial Branch with existing software upgrade and maintenance funds, and upgrades to existing IT infrastructure hardware. It was modeled and approved largely on a 5-year cycle replacing an average of 20% of aged equipment each year. As noted in RSA 490:26h(b)IV, the IT Fund was established as follows: “Fourteen percent of each entry fee collected in the judicial branch family division and in the supreme, district, superior, and probate courts and 16.67 percent of the penalty assessment collected pursuant to RSA 188-F:31 shall be deposited in the judicial branch information technology fund.” 8.3.2 Historical Budget Overview: The expected annual fund amount was determined by case and fee counts from the 2008 case filing data. Given the fluctuating nature of annual filings it was understood that the revenue trend will fluctuate and the spending trend will fluctuate accordingly. The fund revenue and spend history are as follows:

BUDGET/SPEND HISTORY: 2010 2011 2012 2013 2014 IT Dedicated Fund: Original Need/Estimated Revenue $1,780,000 $1,780,000 $1,780,000 $1,780,000 $1,780,000IT Dedicated Fund: Actual Revenue $1,421,678 $1,579,593 $1,575,376 tbd tbd IT Dedicated Fund: Actual Spent $1,310,398 $1,459,543 $1,680,465 tbd tbd IT Dedicated Fund: % of Annual Revenue Spent – does not include rollover amounts 92.2% 92.4% 106.7% tbd tbd



APPENDICES

Appendix A: Staff Assignment Overview

No. Permanent Position Last Name Senior Project Bus. Anal. Help Desk Network Document. Finance Quality Admin Total

Manager Manager Syst. Anal. Cmp. Oper. Server Training Procuremnt Assurance Clerical

Prog./Web Prod. Ctl. Security Odyssey D/E Contracts Testing Other

DB/Wrhs. Desktop Syst. Prog.

1 Chief Technology Officer Croteau 75.00% 10.00% 5.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 100.00%

2 Sr. Development Mgr. Morin 10.00% 75.00% 5.00% 0.00% 0.00% 0.00% 10.00% 0.00% 0.00% 100.00%

3 Project Manager Wentworth 0.00% 20.00% 80.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

4 Systems Analyst/Prog. Bennett 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

5 e‐Court Systems Analyst Goonan 0.00% 10.00% 90.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

6 Systems Analyst/Prog. Pickard 0.00% 10.00% 90.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

7 Systems Analyst/Prog. Munsell 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

8 Systems Analyst/Prog. Rasche 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

9 Systems Analyst/Prog. Berkebile 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

10 Systems Analyst/Prog. Sullivan 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

11 Court System Clerk Poitras 0.00% 0.00% 10.00% 0.00% 0.00% 20.00% 0.00% 70.00% 0.00% 100.00%

12 Senior Network Manager Jablonski 0.00% 20.00% 0.00% 0.00% 80.00% 0.00% 0.00% 0.00% 0.00% 100.00%

13 LAN Specialist I Thompson 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

14 LAN Specialist I Ayer 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

15 LAN Specialist I Laura 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

16 LAN Specialist II Mullen 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 100.00%

17 LAN Specialist III McLaughlin 0.00% 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 100.00%

18 LAN Specialist III Champagne 0.00% 0.00% 0.00% 100.00% 0.00% 0.00% 0.00% 0.00% 0.00% 100.00%

19 LANIII Vacant 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

20 Business Analyst/Acct. Analy Vacant 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00%

Total FTE's: 0.85 1.45 7.80 4.00 2.80 0.20 0.20 0.70 0.00 18.00

% IT Assigned By Task Type: 4.7% 8.1% 43.3% 22.2% 15.6% 1.1% 1.1% 3.9% 0.0% 100%Industry Trend By IT Task Type: 12.0% 4.3% 37.5% 21.0% 18.0% 1.2% 1.0% 2.2% 2.3% 100%

Temporary Position21/NH e‐court & J‐ONE PM's Temporary positions ‐ not included in full time position analysis

AOC Information Technology Permanent Positions Analysis Fy12‐13September, 2012

Appendix B: IT Staff Training Plan 30-May-

12 IT Staff Training Plan for FY2010/2011/2012

CLASS FY2010 FY2010 FY2010 FY2011 FY2011 FY2011 FY2012 FY2012 FY2012 NAME CLASS DESCRIPTION COST TRAVEL CLASS TOTAL TRAVEL CLASS TOTAL TRAVEL CLASS TOTAL

Patrice R. Object-Oriented Analysis and Design Using UML (00-226) $2,500 $0 $0 $0 $300 $1,913 $2,213 $0 $0 $0

Business Objects XI 3.0 Admin. & Security $0 $0 $0 $0 $100 $1,375 $1,475 $0 $0 $0 SSIS Training $3,500 $500 $4,000 $4,500 $0 $0 $0 $0 $0 $0 Sue P. Intro to Basic Project Management $525 $0 $0 $0 $50 $545 $595 $0 $0 $0 Topics in Advanced Project Management $265 $0 $0 $0 $50 $275 $325 $0 $0 $0

Project Management for Managing Business Change $0 $0 $0 $0 $25 $235 $260 $0 $0 $0

Tyler Tokens $1,000 $0 $0 $0 $750 $1,000 $1,750 $0 $0 $0 Analyzing Workstyles and Communication $0 $0 $0 $0 $0 $0 $0 $20 $275 $295 Project Risk Management $0 $0 $0 $0 $0 $0 $0 $20 $275 $295 e-Court Conference $800 $500 $1,300 Crystal/BO $0 $0 $0 $0 $0 $0 $0 $50 $1,150 $1,200 Lean Green Belt -Boston University $0 $0 $0 $0 $0 $0 $0 $0 $1,395 $1,395 State Class $0 $0 $0 $0 $0 $0 $0 $0 $210 $210

Cheryl B. 6231 Maintaining a Microsoft SQL Server 2008 Database $2,495 $50 $2,545 $2,595 $0 $0 $0 $0 $0 $0

2778 Writing Queries w/ Microsoft SQL Server 2008 Transact 3 days $1,495 $0 $0 $0 $0 $0 $0 $50 $1,495 $1,545

SSIS Training $3,500 $0 $0 $0 $1,540 $2,500 $4,040 $0 $0 $0 Tyler Tokens $1,000 $0 $0 $0 $750 $1,000 $1,750 $0 $0 $0 Crystal/BO $0 $0 $0 $0 $0 $0 $0 $50 $1,150 $1,200 TJ Active Directory for Support Professionals $1,495 $50 $1,545 $1,595 $0 $0 $0 $0 $0 $0 Cisco Class $0 $0 $0 $0 $1,207 $0 $1,207 $0 $0 $0 Moe SQL Server 2008 DBA Skills $1,495 $50 $1,545 $1,595 $0 $199 $199 $0 $0 $0 Dan M. Intro to Basic Project Management $525 $50 $575 $625 $0 $0 $0 $0 $0 $0 Topics in Advanced Project Management $265 $50 $315 $365 $0 $0 $0 $0 $0 $0

Project Cost Management: Earned Value Management $0 $0 $0 $0 $25 $275 $300 $0 $0 $0

Project Cost Management: Advanced Financial Concepts $0 $0 $0 $0 $25 $275 $300 $0 $0 $0

Project Management for Managing Business Change $0 $0 $0 $0 $20 $275 $295 $0 $0 $0

Analyzing Workstyles and Communication $0 $0 $0 $0 $0 $0 $0 $20 $275 $295 Project Risk Management $0 $0 $0 $0 $0 $0 $0 $20 $275 $295 Peter/Dan e-File Conference $0 $0 $0 Chris LAN Support Desk Classes (Morgan 2011) $0 $0 $0 $0 $0 $1,500 $1,500 $0 $1,500 $1,500 Total: $20,060 $750 $10,525 $11,275 $4,842 $11,367 $16,209 $1,030 $8,500 $9,530 Budget: $15,000 $15,000 $10,000

Appendix C: IT Audit – National Center of State Courts New Hampshire IT Assessment January 3-7, 2011 The following observations and recommendations are the result of a visit by Tom Clarke and Paul Embley to the New Hampshire Administrative Office of the Courts. Discussions and interviews were held with IT staff, constituents, and managers. As a general observation, many areas are functioning quite well. The Case Management System is pretty much implemented; the reengineering planning process has been completed and areas of opportunity identified; the beginnings of a well thought out development process have started. As a result, the need for radical change is not present. Specific Observations and Findings

There are four areas of emphasis for our recommendations: The structure of the IT organization The development process Overall governance relating to IT projects Continuity of Operations

IT Structure

The New Hampshire technology environment has evolved over the past several years. The IT organization reflects some of those changes in its structure. For example, development is split into two groups – Odyssey Development, and what we’ll call All the Rest Development. There is an opportunity to better utilize resources by consolidating all developers into one group. Combining the groups and cross training also expands the resources available to work on issues and resolve problems. Another item that plagues almost all IT shops is equipment refresh. This is especially true in the government sector. The infrastructure is the most critical asset in any organization that relies on technology. Therefore all equipment should be on a standard refresh cycle. Typically this is 5-7 years for servers, switches, routers, etc., and 3-5 years for laptops and desktop computers. It is good to see that New Hampshire is committed to refreshing the infrastructure and is executing to plan. Recommendation: Consolidate all developers into one group, including any working on information exchange or liaising with other justice partners Recommendation: Move Helpdesk to Infrastructure group Observation: While NCSC has no specific recommendations, restructuring these groups may allow for thoughtful changes, consolidation and redistribution of responsibilities.

Development Process With all development consolidated into one group (see recommendation above), it is recommended that this group follow a rapid/agile development methodology. There are many models to choose from, and given the size and resources of the New Hampshire development group, what will work best will most likely be a hybrid. Great work already done in this area by Bill. This work should be continued, finalized, and utilized across all development projects including work done on purchased products such as Odyssey. Recommendation: continue to build upon the good work done by Bill and others and use the agile development methodology across all development projects. Governance

The current governance process is unclear to users. Many do not know how to access the process, who makes the decisions, how items are prioritized, which list might contain their request, and so on. Recommendation: establish a clear governance process that is well documented. While internal needs may dictate the need to have multiple processes, to constituents the process should be a single process that is clear and easy to navigate. Another concern heard many times are there are too many lists, different ways of submitting a request depending upon the product - SPIF’s vs. Reports vs. Bugs. Interestingly, there was one individual outside of IT who said the process is very clear and understandable. This person had worked quite closely with IT on the lists. It appears that familiarity with the process brings understanding, whereas someone with casual contact with the process cannot understand it immediately. Recommendation: consolidate all lists into one list with the ability to sort. Ideally the list would be electronic, available on a webpage or some other place accessible by constituents. Recommendation: Establish another tier of governance underneath the Administrative Council to prioritize all the combined issues. Three to five representatives would be selected to be part of this process. While all issues would be listed, only the top priority items would be ranked (NCSC suggests 50). To start, each representative would individually rank the combined list (only their top 50). Then the individual rankings would be combined and discussion had about those that are not obvious (if everyone ranks issue #12 as the second priority, no need to discuss). This will result in an initial list with the top 50 priorities. Recommendation: As an adjunct to the recommendation above, IT should provide for each issue a bracketed range of how long it will take to fix and approximate costs. This will give the representatives the ability to make some decisions based upon rough ROI. Where possible the IT group should also group those items that make sense to be done together.

Continuity of Operations The current situation will not allow for any serious shift to using technology, and will undermine attempts to rely on the digital record. In order for users to have confidence in their systems they need to have confidence in the ability for those systems to function no matter what forces may come to bear, whether those be man made issues (someone on a backhoe taking out a critical network line) or those that are “acts of nature” such as ice storms or floods. The critical computers currently do not have the required redundancy that ensures up time and accessibility. Recommendation: explore partnerships with Executive Branch agencies as well as Court organizations in other states and determine who might have space and capability to serve as a backup site, then follow the processes outlined in the Continuity of Court Operations guide found on the NCSC website http://www.ncsconline.org/D_Research/coop/index.html

http://www.ncsconline.org/D_Research/coop/index.html

Information Technology Assessment Section 1: Overview Scorecard

For: Judicial Branch – AOC Date: 08Aug11

Category Assessed Compliance Grade

A B C D F I Management Plans/Governance User Request In-Take Process/System Strategic IT Plan Published User Request In-Take Process Senior User Approval of Requests User Influenced Request Priority Process CTO Part of Senior Management Team Annual IT Staff Training Plan IT Management Structure IT Staff Reporting Structure Support Desk Request Backlog Aging Report Policies Password Use Policy Strict Administrative Password Control Internet/e-mail Policy Application/System Program Production Load Policy


A B C D F I Standards Systems Development Methodology (SDM) Computer Program Coding Standards User Sign-offs in SDM Process Audit Trails for Critical Automated Systems Published Hardware/Software Purchase Use Users Approve COTS Application Purchases Publication and Use of Data Exchange Standards (XML,NEIM) Computer Operations Operations Documentation Daily Off-Site Data Back-up Disaster Recovery Plan Disaster Recovery Cold Site Disaster Recovery Hot Site Adequate Computer Room Power Back-up Computer Room Fire Suppression Computer Room Air Control Network Monitoring Practice IT Help Desk Operating Procedure Budget/Inventory Management Documented Line Item Budget 5-7 Year Hardware/Software Recycle/Upgrade Plan Documented Inventory Process Standard


A B C D F I

Updated Hardware Inventory Updated Software Inventory Software License Compliance Security Physical Computer Room Security Physical Security/Conspicuous Location of Sensitive System Workstations Remote Network Access Security Policy and IT System Access Compliance Grade Key: A – Compliant - Excellent B – Compliant - Good C – Compliant - Adequate D – Compliant - Requires Improvement * F – Non-compliant - Requires Action * I – Incomplete - Not able to assess or action in plans only *

See “Recommended Action” details in Section 2.

Section 2: Comments and Recommended Actions

COMMENTS: For specific recommendations, see the New Hampshire IT Assessment. Those items where the ‘I’ is checked were unable to be verified during the assessment.

The most glaring issue on this assessment form is the lack of adequate Disaster Recovery/Continuity

of Operations (COOP). As New Hampshire realizes the benefits of their CMS, eFiling, and other technology driven processes, COOP becomes vital to the success of the courts and their operations. This should be addressed immediately.

Another area that needs to be explored is that of passwords. During the assessment it was

mentioned several times that this is a weak area. With all the threats that exist and are increasing each day, having strong password capability is crucial.

RECOMMENDED ACTIONS:

AppendixDMarch, 2012 AOC IT Inventory

Program / Product NameManufacturer 1 Vendor Serial/Ke

yVersion Installed

DateExpired

DateLocation /

NameMapped to SHI

# Licenses

Deployed 2

Lexis Nexis Lexis Nexis Lexis Nexis

No Key 4.0 N/A N/A Web Application N 158

Monarch 5.00 - Workstation Monarch N/A 2

Adobe Photoshop CS3 Adobe Systems Inc

SHI N/A Brian Eddy 1

Adobe Photoshop CS5 Adobe Systems Inc

SHI N/A ? 1

Adobe Acrobat 9.0 Pro Adobe Systems I

SHI 1118-1001

9.0 N/A Meabh, Angela, B i T P

Y 0

Adobe Acrobat 9 Standard Adobe Systems I

Dell Multiple K

9.4.3 N/A multiple users N 21

Adobe Acrobat 5.0 Adobe Systems SHI No Key 5.1 N/A ? 1Adobe Photoshop CS Adobe Systems SHI N/A ? 1AutoCAD LT 2002 Autodesk SHI No Key N/A Gary Fowler 1AutoCAD LT 2011 - English Autodesk SHI 057C1 2011 N/A Gary Fowler 1BusinessObjects Enterprise XI Release 2 SAP SHI C120W7 2.0 N/A N/A Business Y 1Crystal Reports XI Release 2 Business Objects SHI B6W6001 2.0 N/A N/A Business Y 2RightFax 9.4 FP1 Service Release 3 Captaris No Key 9.4 N/A N/A Fax Server 3

RightFax 9.40 Feature Pack 1 Captaris No Key 9.4 N/A N/A Fax Server 4RightFax Product Suite - Client Captaris No Key 9.4 N/A N/A Fax Server 4Check Assist eSoftPay 2.0.19.185 Check Assist No Key 2.0.19.1 N/A N/A Claire H, Caitlin 4Dell Kace Agent Dell, Inc. Dell No Key N/A N/A N/A All Computers N 722Fusion Voice Player Dolbey Systems, SHI No Key 5/20/2011 N/A Part time Y 7

FTR Log Notes FTR PTY Ltd. K & S Multiple 5.0 N/A N/A Each Court N 5HumanConcepts OrgPlus 5 Human Concepts Lisa M, Jeff S, Y 3

IBM Record Now Sonic IBM No Key 5.1 On image N/A All Computers N 685

Ipswitch WS_FTP Professional 2007 Ipswitch SHI 2 748094 25.2002.02. 7/372007 2007 Sebastien, Y 15Macromedia Dreamweaver MX 2004 Macromedia SHI Multiple

K2004 MX Multple

i t llN/A Angela, Meabh,

T 2Y 5

McAfee Agent McAfee, Inc. SHI No Key 8.7.0i ? N/A 100% of computers

Y 72

McAfee Anti-Spyware Enterprise Module McAfee, Inc. SHI No Key 8.7.0i ? N/A 100% of

2

computersY 1

McAfee AntiSpyware Enterprise Module McAfee, Inc. SHI No Key 8.7.0i ? N/A 100% of computers

Y 60

McAfee ePolicy Orchestrator McAfee, Inc. SHI No Key 8.7.0i ? N/A 100% of

9

computersY 1

McAfee Rogue System Detection Sensor McAfee, Inc. SHI No Key 8.7.0i ? N/A 100% of computers

Y 3

McAfee Rogue System Detection Server McAfee, Inc. SHI No Key 8.7.0i ? N/A 100% of Y 1

McAfee Security Scan Plus McAfee, Inc. SHI No Key 8.7.0i ? N/A 100% of computers

Y 4

McAfee VirusScan Enterprise McAfee, Inc. SHI No Key 8.7.0i ? N/A 100% of computers

Y 72

Microsoft SQL Server 2000 Microsoft

3

CorporationSHI N/A 5

MSDN Library for Visual Studio 2005 Microsoft Corporation

SHI N/A 1

Microsoft FrontPage 2000 Microsoft Corporation

SHI SP3 2000 N/A David Peck Y 1

Microsoft Office 2000 Professional Microsoft Corporation

SHI Multiple Keys

2000 Pro 2000 N/A Y 10

Microsoft Office Professional Edition 2003 Microsoft Corporation

Dell 520 dfferent

2003/SP3

2009/2012 N/A 98% of all PC N 690

Microsoft Office Professional Plus 2010 Microsoft C ti

SHI 2010/SP1

1/21/2012 N/A Nancy M, Scott M D M

Y 10

Microsoft Office Project Professional 2007 Microsoft Corporation

SHI PM3DF- 2007 N/A Y 1

Microsoft Office Project Professional 2010 Microsoft Corporation

SHI N/A Y 2

Microsoft Office Project Standard 2007 Microsoft Corporation


Microsoft Office Project Standard 2010 Microsoft Corporation

SHI N/A Y 3

Microsoft Office Standard 2007 Microsoft Corporation

SHI VHYM7- 2007 Pro N/A N/A Y 4

Microsoft Office Visio Professional 2010 Microsoft Corporation

SHI N/A Y 7


SHI 44CYQ- Pro 2003 2003 N/A Y 1



Microsoft Office Visio Standard 2003 Microsoft Corporation

SHI N/A Y 6

Microsoft Office Visual Web Developer 2007

Microsoft Corporation


Microsoft Project 2000 Microsoft Corporation

SHI N/A Y 2

Microsoft Project Professional 2010 Microsoft Corporation

SHI N/A Y 2

Microsoft Project Standard 2010 Microsoft Corporation


Microsoft SQL Server 2005 Microsoft Corporation

SHI N/A Y 6

Microsoft SQL Server 2005 Backward Microsoft SHI N/A Y 1

Microsoft SQL Server 2005 Compact Microsoft SHI N/A Y 11

Microsoft SQL Server 2005 Express Edition Microsoft Corporation

SHI N/A Y 8

Microsoft SQL Server 2008 Microsoft Corporation

SHI N/A Y 9

Microsoft SQL Server 2008 R2 Microsoft Corporation

SHI N/A Y 3

Appendix E

Biennium FY 10-11: July 1, 2009 – June 30, 2011 Systems Implemented

Footprints Call Support Ticket Management for AOC Accounting

Completed Rollout of Odyssey Case Management System

SharePoint Collaboration Pilot

Developed New Odyssey Data Warehouse Innovation Commission IT Report

Microsoft Office 2003 and IE 7 Upgrade

35 reports against the Data Warehouse include but are not limited to statistics on various case event counts, percentages and timeframes such as Outcomes, Hearings, Orders, Dispositions, Filings, Petitions, Appeals, and Timeframes.

System Upgrade/Improvement

Odyssey Rollout to Remaining Trial Courts

Microsoft SSRS Reporting tool feasibility study

IT Hardware Inventory Standards/Policy Implemented

Developed Statewide VoIP Plan and Budget

Software License Inventory Compliance

Participated in Audit of AOC IT by NCSC

Shredded Original Jury Reports Older than Seven Years

Forms Management Procedure

Software/Hardware Procurement and Use Policy

Judicial Branch Standard Hardware and Software Policy

.Net Programming Standards

Employee Data Privacy

Data and Application Access Policy

IT Project User Sign-off document

Building Access Security Policy

Developed Systems Development Methodology

Production System Downtime Standard

IT Project Management Standard

Request for IT Systems Access Form Biennium FY 08-09: July 1, 2007 – June 30, 2009 Systems Implemented

Footprints Ticket Management System Rollout to IT Support Desk

Developed New Odyssey Data Warehouse System Upgrade/Improvement

IT Hardware Physical Inventory

CTO IT Assessment Organizational Changes

Reorganized Support Desk hours/coverage, ticket entry Hired new Support Desk Manager

Increased Support Desk staff from 2.5 to 4.0

Added Registries staff to address backlog

Standards/Policy Implemented

Developed Support Desk Ticket Queues, Routing, and Escalation Levels Support Desk ticket critical level standard Implemented Odyssey user survey for quality improvement

Support Desk Operating Procedures

IT Hardware Physical Inventory Standard

Developed FY 2010 through 2013 Strategic IT Plan

Created Project Management Standard

Created Electronic Registries Processing Standard

Court Local File Back-up Procedure/Policy

Third Party MOU for using Judicial Branch computer service

Software Evaluation Standard and Score Sheet

Computer Room Emergency Procedures and Call Numbers

Standard Hardware/Software Lists

Request for IT Services Form

Developed 5-Year infrastructure renewal budget

Developed Systems Development Methodology Standard

Business Requirements standard form

Support Desk survey for quality improvement

Support Desk management metrics

New IT development platform standard: Net/SQL

Documents

AOC Information Technology Strategic Plan · TABLE OF CONTENTS . 1.0 IT Plan Scope and Purpose ...............................................................................1 1.1