Awarded to: Michael Nofs - City of Battle Creek

Mike has been involved with Mi-GMIS for a number of years on various committees and on the Board which in itself would not warrant his nomination. What does is how he utilizes his passion to help others in our field to better themselves. I have watched him interact with members of Mi-GMIS and one of his own staff along with having a number of discussions about staff and people and I believe he has a deep desire to help others better themselves in the IT field above and beyond what would be expected from someone in a leadership role.

He works hard to interact with every member whenever possible, to grow our membership so that people can help each other and have available resources they cannot find anywhere else and grow his own staff so they can have more fulfilling careers and lives. He will bend over backward to make sure people have what they need to move forward which is not just appreciated but needed in this day and age.

His development of the mentorship program in Mi-GMIS shows his desire to create multiple ways for people to grow. He is a valuable asset to the Michigan public sector IT community, and he deserves to be recognized for his efforts in making our community a better place for all.

Awarded to: Alex King - State of Michigan DTMB

Since joining the DTMB Client Service Center as a contractor in October of 2023, Alex King has brought a positive attitude, fantastic technical skills and world class customer service. He graduated from Lansing Community College with Summa Cum Laude honors in science. Additionally, he obtained his CompTIA A+ and CompTIA Network+ certifications. Prior to starting as a contractor for the State of Michigan, Alex worked for Aston Technologies for a short time as a network engineer. His work success and desire to help others was apparent right from the start. It was not long before he started receiving recognition as a leader and IT professional. He was awarded employee of the week 3 separate times in 2024.

In November of 2024, his talents as a teacher were recognized and he was added to the Client Service Center’s training team. He does a fantastic job of keeping the new trainees engaged and teaches them how to balance technical and soft skills.

Clients know from his confidence that their issue will be taken care of. Alex ensures he uses his time effectively with each client, so they do not feel like he is rushing them to move to the next call. This is shown in his quality scores being “Exceeding Expectations” 4 of the first 6 months of 2025 for both First Call Resolution and the Customer Satisfaction Surveys. Out of 70 agents, Alex’s First Call Resolution scores were the highest in the CSC for 2 of those months, whereas 3 of those months he also had the highest Customer Satisfaction Survey scores. He truly gives the clients world class service every time.

In March of 2025, Alex was hired as a State of Michigan employee. As a result, he moved to another team within the client service center. He is very active in the team’s chat helping to assist his co-workers when they encounter an issue with a client that they are not able to resolve on their own. Not only on his current team but continues to stay active in his original team chat he was in as a contractor. In his 19 months of working at the helpdesk, he has been exceeding expectations in one or more stats, every single month since he started.

Mapping Our Urban Forest: Holland’s Tree Management Initiative

Project: Awarded to: City of Holland

This project lays the groundwork for future smart city and sustainability initiatives. The GIS-based platform allows Holland to manage its urban forest as a living infrastructure asset, just like roads or utilities. It supports data-driven planning, long-term canopy health tracking, and environmental equity analysis. As the city advances goals around climate resilience, stormwater management, and public engagement, this system provides a scalable, adaptable foundation that can integrate with other digital tools and citywide asset strategies.

Project: NICE CXone Implementation

Awarded to: State of Michigan, Client Service Center-DTMB

In the summer of 2024, a significant transformation took place at the DTMB Client Service Center. The team embarked on a journey to replace their aging Cisco Finesse phone system with the cutting-edge NICE CXone. Before this change, the agents and management were grappling with outdated technology that hampered their reporting capabilities, slowed down workflows, and made it difficult to support their clients effectively. After the launch, the results spoke for themselves. Our agents recognized the benefits almost immediately. Supervisors were thrilled with the real-time dashboards and advanced analytics, which empowered them to support their teams better and make informed, data-driven decisions. The new system's improved workflows and reporting capabilities led to noticeable gains in productivity and service quality. Two areas we saw major improvements in were Average Speed to Answer (ASA) and Average Handle Time (AHT). Six months prior to the switch the CSC’s ASA was at 1:56 (m:ss), 6 months after the switch the ASA dropped to an astonishing :45 seconds. In the same time period, the AHT was improved by almost 3 minutes. Both of these metrics have helped the CSC improve our customer experience. The Core CXone team emerged as key players in our success. These individuals, who quickly became proficient with the new platform, were eager to help their colleagues get comfortable with the system. They played a vital role in the transition, providing on-the-ground support and sharing their knowledge with others. Feedback loops were established to ensure that everyone’s voice was heard and acted upon. This continuous feedback process allowed us to make real-time adjustments and improvements, further enhancing the effectiveness of the new system. But the benefits didn't stop there. The expanded capabilities of NICE CXone opened up new opportunities for the department to evolve and scale its operations. The integration of a built-in feedback management tool allowed the team to gather and act on real-time insights from every customer interaction. Additionally, the Workforce Management (WFM) module within CXone optimized agent scheduling, further enhancing operational efficiency and boosting staff satisfaction. Perhaps the most exciting aspect of this project was the potential for future growth. The system's modular design meant that new features could be added easily, ensuring the service center remained robust and ready for whatever challenges lay ahead. Today, the NICE CXone system stands as a testament to what can be achieved through collaboration, communication, and a commitment to continuous improvement. It's a story of transformation—not just for the technology, but for the entire team. The journey was challenging, but the rewards were immense, demonstrating the power of resilience and innovation in overcoming obstacles and driving progress.

From the very beginning, collaboration was our guiding principle. We brought together a diverse team: managers, analysts, training specialists, and our vendor partners from NICE and the Michigan Enterprise Contact Center (MiECC). Each member brought unique skills and perspectives to the table, creating a rich tapestry of expertise and insight. Like any project, the CSC faced numerous challenges and obstacles on the path to switching their phone system. Data migration required meticulous planning to avoid losing valuable information. This was no small feat, as we had to ensure that every piece of data was accurately transferred without any disruptions to our ongoing operations. Training sessions had to be comprehensive yet flexible, accommodating both technical team members and those less familiar with new systems. Moments of uncertainty and hesitance were inevitable. Change is always daunting, and there were times when the enormity of the task at hand felt overwhelming. We dealt with obstacles such as system security plans and budget constraints, both of which required extensive documentation and careful planning. Ensuring the new system met all security requirements was critical, and this involved rigorous testing and validation processes. Budget management was another significant challenge, as we had to balance the costs of the new system with the need to maintain our existing operations. Despite these hurdles, our team’s determination turned obstacles into opportunities. When integration issues arose, we brainstormed solutions together, leveraging the collective intelligence of our diverse team. This collaborative approach not only helped us overcome technical challenges but also fostered a sense of unity and shared purpose. When staff expressed concerns, we listened and adapted our approach, ensuring that everyone felt heard and valued. This open communication was crucial in maintaining morale and building trust within the team. Without the support and buy-in of the entire Client Service Center, we would not have achieved the metrics and success with customers that we see today. The transition to NICE CXone was a monumental task, but it was made possible through the dedication and collaboration of our team. Today, our system stands as a testament to what can be achieved when we work together towards a common goal. It’s a story of resilience, innovation, and the power of teamwork.

Project: Building Security Standardization

Awarded to: Genesee County

In 2023 the IT department recognized a growing gap in our physical security systems. Departments across the County had sought out their own solutions for camera systems, building security monitoring, and badge access. Often, there was no clear line of ownership or responsibility and like many electronic devices it was considered an "IT thing" to take care of. In 2023 we adopted the stance that the County should have a standard across the board for our buildings. An RFP search gave the committee a clear winner who was selected to implement a modern, cloud-based security system. The reliability of services increased as the system was rolled out. Law enforcement could more easily share footage with legal teams. Access control schemes could be tied into central account management in Active Directory. Panic buttons could be easily monitored and regularly tested. Building wide lockdowns could be controlled from security desks. The system allowed us to remove unreliable equipment and years of Band-Aid fixes. Standardized platforms are a key to a wel-run organization and this solution has brought us there.