Geospatial Strategic Plan Abbreviated Version

Transcription

1 Geospatial Strategic Plan Abbreviated Version Prepared on behalf of the City of Penticton by 1410 Columbia Ave., Castlegar BC

2 1 EXECUTIVE SUMMARY The City of Penticton understands the critical importance and value of geospatial data and technologies in City management and operations and recognizes that a vision and plan for their ongoing management and future use is essential. In spring 2017, the City set out to develop a five year geospatial strategic plan encompassing resourcing, governance, training and education, infrastructure, software and public access. This strategy was developed through: A survey of all City staff on their needs and current use of geospatial data and technologies Departmental workshops Individual interviews A survey of other similar sized local governments in British Columbia While the City has undertaken extensive work over the last two years in establishing an enterprise wide geographical information system (GIS), these efforts have focused on departmental level needs and objectives. The Geospatial Strategic Plan focuses on the collective needs and goals of departments and the City in a coordinated fashion. Investing in resources necessary to maintain current investments while establishing a sound governance system and change management process able to respond to shifting needs and priorities is critical. Key resourcing and management recommendations include: Increasing the number of core GIS support personnel over the next 3 to 5 years from a single individual to a team of 4 consisting of three (3) technical support resources and one (1) coordinator. Establishing a governance system consisting of a steering committee and a technical working group Establish clear lines for responsibility for the geospatial program. Developing a process to prioritize, resource and manage workloads and projects related to geospatial initiatives. There is a clear need to ensure staff and other users of geospatial tools and data - City Council, and the public - are trained, educated and supported in the use and value of geospatial data and tools. This strategy identifies training and awareness approaches that will ultimately help the City grow and better utilize technology and data. Also of concern is the provision of on-going support to Council, staff and the public on geospatial data and technologies investments. Strategies to meet these challenges include: Identifying training and skills required for development by the core support team. Building and training key departmental users in the use of geospatial data and technologies. Fundamental training for all staff along with specified training streams within departments. Page i

3 Establishing a users group of key staff members. Gathering input on geospatial systems and data. Identifying communication strategies and methods to be undertaken for City Council, the public and city staff at large. The strategy recommends the City continue to build a centralized, enterprise wide repository of authoritative and well managed information on assets, plans and regulations while creating tools to provide staff and external stakeholders access to that information. This includes the following key tasks: Migrating all geospatial information from existing sources while developing databases to capture required information going forward. Establishing procedures and workflows to ensure that systems and data are well-managed, and efforts are efficient and coordinated. Establishing tools that provide access to the data to meet the needs of individual departments and the public. It is recognized that beyond staff resources required to support the geospatial program, management of data and systems require robust technology infrastructure and sustainable software. The strategy recommends the following actions related to software and infrastructure: Look to web based technologies for information delivery and data access for the bulk of users at the City. Develop a platform that supports mobile access and use of geospatial data and tools. Continue to leverage esri enterprise software agreement for GIS applications. Ensure that Geographical Information System needs are included in the information technology strategic planning process. Activity Timing and Costs Key resourcing, organizational and management changes will occur in years one and two of the five-year strategic plan: Year Tasks 2018 Hire GIS Coordinator. Establish GIS Analyst for Infrastructure. Establish steering committees and working groups for governance. Page ii

4 Establish required policies, standards and work procedures to effectively manage the geospatial program Hire GIS Developer. Continue to develop required policies, standards and work procedures to effectively manage the geospatial program. The estimated operating costs for the next five years for staff, software licensing, regular data acquisition and staff training and professional development are as follows: $347,650 $479,280 $471,780 $509,280 $471,780 The following estimated costs for third party support during the City s transitions for developer and specialist skill related to electrical GIS: 2018 for developer and ArcFM electric support $108, for ArcFM electric support $20,000 The following are the key projects by year and the estimated costs for all projects in that year: Year Key Projects Estimated Costs 2018 Workflow management and quality control improvements. $349,600 Address management. Survey parcel and other cadastral management. Implement Portal solution. Mobile viewing application into production and training. Establish GIS Analyst roles and transition resources to role. Integration between GIS and Tempest Finish migration of Parks Infrastructure information into the GIS. $287,200 Integrate between GIS and the customer information system (CIS). Page iii

5 Incorporation of third party utility information into the GIS and mobile applications. Integration between asset management systems and GIS. Changes to the electrical system to map services and manage transformers in the GIS. Develop a web mapping application specifically for the infrastructure group. Migrate all emergency related layers into GIS and develop applications. Develop mobile data collection applications for operations. Acquire necessary mobile devices and GPS equipment for field staff Integration between records management and GIS. $179,000 Development of an Open Data portal and other public focused applications. Establish a GIS dataset for emergency management. Complete decommissioning of all legacy GIS applications. Preparing users and training in the new version of ArcFM for upgrade in Adding additional field data collection capabilities and reducing paper based form usage Upgrading the ArcGIS platform from ArcMap to ArcGIS Pro. $151,000 Upgrading ArcFM to the latest version at the Electric Utility. Integration between GIS and CIS for water metering information. Integration between FDM and GIS for access to fire department records. Development of a public mapping application for notification of service interruptions. Adding additional field data collection capabilities and reducing paper based form usage Mobile field data collection forms $15,000 Page iv

6 2 TABLE OF CONTENTS 1 Executive Summary... i 2 Table of Contents... v 3 Document Control... vi 4 Background Introduction Process Overview Current State Needs Analysis SWOT Analysis City Staff Survey Survey of Municipalities Section 3 Strategic Plan Vision, Goals and Objectives Specific Departmental Goals Governance Training, Education and Knowledge Transfer Procedures, Workflow and Integration Data and information Conceptual future architecture GIS Software and applications Geospatial Infrastructure Implementation Plan Estimated regular operating requirements and costs Annual project and strategy implementation Appendix A: Steering Committee Terms of Reference Appendix B: Sample Project Definition Appendix C: Project Prioritization Criteria Appendix D: Project Tracking Template Appendix E: Summary of Municipal Government Survey Page v

7 3 DOCUMENT CONTROL Ver. Date Person Change J. Hart (HARTerra) Minor adjustments to formatting J. Hart (HARTerra) Minor modifications from Steering Committee J. Hart (HARTerra) Adjustment to org chart and mobile application from working group J. Hart (HARTerra) Removed names from disagrams This document is an abbreviated version of the overall strategy and focuses on the recommendations and plan. For further details and background, please refer to the full strategic plan document. Page vi

8 4 BACKGROUND 4.1 Introduction The City recognizes that a common, enterprise wide approach to managing, implementing and supporting GIS is required to effectively utilize resources for the organization. This synopsis is a shortened version focusing on the recommendations and implementation plan. The full GIS Strategy contains more details on the current situation, survey and interviews and more background on the recommendations. 4.2 Process Overview The strategic planning process was initiated in June 2017 and included the following activities: An online survey to all City Staff Departmental meetings to identify needs, strengths, weaknesses, opportunities and threats Small group and individual interviews with key stakeholders and influencers at the City Interviews with GIS personnel from similarly sized BC municipalities 4.3 Current State Key Initiatives and Projects Beginning in 2015, the City has undertaken several major projects related to building a reliable and dependable GIS, including: 1. Acquiring an enterprise GIS license from esri Canada to provide access to most of their tools. 2. Implementing esri based tools and migrating existing CAD and other data for management of complex electric utility information; this included the ArcFM electric utility specific extension from Schneider Electric. 3. Development of an enterprise GIS database and workflows containing information on water and waste water assets; this included the migration of CAD and other data. 4. Implementation of esri Roads & Highways desktop and server tools for managing road related and pedestrian walkway infrastructure. 5. Development of new esri based web applications for internal and external (public) viewing of the City s GIS data sources and information. Several other significant GIS initiatives have been identified as being important next steps: 1. Migration of all infrastructure information into the GIS. 2. Migration of all Planning and Development Services data into GIS. Page 1

9 3. Replacing the legacy MapGuide application. 4. Implementation of a survey parcel and cadastral GIS. 5. Linking GIS and the Tempest system Ad Hoc Projects No formal process exists for making requests or for prioritization, tracking and resourcing. or verbal requests are made directly to the GIS Analyst, who, together with the IT Manager, are left to prioritize, resource and execute on said requests Guidance / Governance There is limited formalized governance in place at the City in relation to GIS and geospatial technologies and data. Projects have generally been department focused, and in many cases, reactionary to the needs of the moment Steering committees and Working groups At present, there are two main groups directly related to the governance of GIS; however, both are primarily focused on departmental needs and objectives: 1. Infrastructure GIS Working Group: focused on Engineering related GIS projects including Electrical, Water, Sewer, Roads, Public Works, Engineering, and Parks and Facilities. This group has been instrumental in moving GIS projects forward and is largely responsible for the most recent investments in GIS at the City. 2. Planning GIS Working Group: focused on the needs of Development Services and Lands Current GIS Staffing and Users There are currently four types of GIS users at the City of Penticton: 1. GIS Experts who are specifically trained and certified in GIS who support and maintain the system. 2. Data Edit Users who use GIS to maintain data, typically with Desktop GIS applications or advanced web based editing applications. 3. Advanced View and Query Users who use desktop GIS tools to perform advanced querying, creation of custom maps and reports and basic analysis. 4. Basic View and Query Users who typically use web based GIS tools to view and find information and perform basic querying. There is only a single GIS Expert the GIS Analyst at the City of Penticton whose role it is to support and perform GIS Services. The GIS Analyst reports to the Manager of Information Technology and has an extensive set of duties: Data integrity and quality control of GIS system Page 2

10 Data management of existing and new data sources Developing standards and procedures Working with external groups such as consultants as well as federal, provincial and other local governments Making recommendations on GIS infrastructure Supporting users and providing training Supporting and working with other IT resources on GIS infrastructure change management Providing ad hoc analysis and mapping support to all departments The GIS Analyst is a vitally critical resource in the success of the GIS at the City. It is important to note that there is no redundancy for this position, putting the City at risk in its deployment of GIS across its business units Current GIS architecture Page 3

11 5 NEEDS ANALYSIS 5.1 SWOT Analysis During interviews and department meetings, a key objective was used to access and brainstorm the City s strengths and weakness along with external opportunities and threats: Improve the effectiveness and success of geospatial (GIS) technologies and data for meeting the business needs of the City of Penticton. 5.2 City Staff Survey At the beginning of the project, a survey was sent to all City staff with over 53% of staff participating. Survey results indicated one thing clearly: geospatial data and technology are important to staff. 80% of respondents indicated they use geospatial data or technologies in their work with the majority of these 80% using it daily or multiple times during the week. The survey focused on five core areas: Governance. System usage and infrastructure. Data and data usage. External stakeholder and public usage. Training, education, knowledge transfer and support. The most significant findings of the survey were that there needs to be enhanced or increased: Educational opportunities - training, knowledge transfer and support are lacking for geospatial data and technologies. Streamlining - The City must work towards a reduction in the duplicated systems and datasets Centralization of information - consensus on what system or data is authoritative. Organizational clarity define lines of responsibility. Governance - prioritization of geospatial data and technology projects and resources. Communication - effective collaboration between departments. Team work - support resources to ensure sustainability. The critical limiting factor noted by users was a lack of training and knowledge relating to geospatial tools and data. Staff noted their interest and need to access and utilize geospatial data and technologies through the following key methods: Page 4

12 Web maps for accessing geospatial tools and data (noted by respondents as the most effective delivery method) Mobile devices and tools in the field. Creating maps and reports for Individual needs The most common public and external stakeholder geospatial information requests received by the City daily or weekly are typically provided in hardcopy, PDF or AutoCAD for: Address information Aerial / orthophotos Infrastructure (water, sanitary sewer and storm sewer) Zoning Legal Survey Parcels Roads 5.3 Survey of Municipalities Thirteen municipalities with population sizes similar to the City of Penticton, and one Regional District (see Appendix E), were contacted to participate in a survey on current GIS staffing, organizational structure, governance, and tools and applications they use and support through GIS. Ultimately, GIS Leads from seven of the contacted organizations were interviewed. Others contacted either declined to participate in the survey or did not respond to the request. The key findings of the survey included: The average number of GIS staff with formal education and experience is approximately 2 or 3 but varies. The number of resources increases at organizations with more sophisticated GIS systems that are integrated with other business systems. Often there are other IT support personnel that dedicate large portions of time to supporting GIS such as dedicated database administration staff with training in narrow aspects of GIS. Most feel they have insufficient personnel, time and financial resources to meet the demands placed on the GIS system and existing resources. None had a strategic plan, steering committee or working groups, but felt that they are necessary. 6 STRATEGIC PLAN 6.1 Vision, Goals and Objectives Page 5

13 Geospatial Vision for the City of Penticton The City of Penticton envisions a well governed and sustainable city wide geospatial data and technology solutions that support all the various aspects of the organization and aid in the coordination between business units while meeting the interests of the council and public. Geospatial Goals for the City of Penticton Goal #1 Goal #2 Goal #3 Goal #4 Goal #5 Goal #6 Ensure investments are Engage public, external Ensure appropriate Support good decisions Expand and grow the Make geospatial coordinated amongst all stakeholders, Council resourcing to ensure based on quality data knowledge and capability applications and data interest groups and and City staff to foster long-term sustainability and information of staff accessible departments buy-in Geospatial Objectives for the City of Penticton Develop a governance Create an external web Create additional GIS Establish workflows and Establish methods to Integrate GIS with other model to support decision application to give Analyst and Developer procedures for maintain communicate and train City business systems making citizens access to City positions data and systems and educate all users geospatial information and stakeholders Develop a process to Provide data to the public Ensure there is some Create a centralize Develop training plans Provide tools for all users prioritize geospatial through an open data redundancy and cross repository of all and resource them to access information projects initiative and establish an over between GIS geospatial data appropriately Open Data Portal specialists Hire a GIS Coordinator Implement a plan to train, Implement an IT Remove duplication in Establish a users group Support a mobile educate and transfer infrastructure to support applications and data of key users workforce by knowledge GIS implementing mobile GIS tools and infrastructure Implement the GIS Look at opportunities for Ensure sufficient qualified Develop focused Strategy and update it collaboration and shared staff are in place to applications to meet regularly services between other support the management of information and Page 6

14 local government in the South Okanagan support analysis and related needs of the user community department needs for general users Establish a steering committee Ensure quality control is part of duties and workflows and is completed Focus on delivery of service and web based data and applications Establish technical working groups Require all geospatial projects be coordinated and prioritized organization wide Page 7

15 6.2 Specific Departmental Goals Public Works Goals Priority Effort Have access to mobile GIS viewing, inspection and data collection capabilities High Moderate Can access third party buried asset information High Low Have all infrastructure information accessible through GIS High High Have training on the effective use of GIS tools High Low Reduce the amount of paper and move towards electronic forms High Moderate Parks Goals Priority Effort Have access to mobile GIS viewing, inspection and data collection capabilities High Moderate Simple tools to mark-up maps for park design Moderate moderate Centralize all parks information into a single consolidated system High High Engineering Goals Priority Effort Have all infrastructure data managed in ArcGIS High Moderate Ensure that data being entered is entered correctly and reviewed to ensure the integrity of the system High Low to Moderate Have an integrated solution for supporting asset management High High Planning Goals Priority Effort Integration between GIS and Tempest High Moderate Page 8

16 Ability to generate a reliable listing of property owners for notifications in a simple, straight forward fashion High Low Have support for various mapping and analysis projects High Low Training and education on the tools Moderate Low Access to other sources of information required for decision making such as documents and information contained in other business systems through GIS Moderate Moderate Finance Goals Priority Effort Creation of an annual report of tangible assets re. infrastructure installations and retirements High Low Have a consistent asset identification system Moderate Moderate Electrical Utility Goals Priority Effort Have a mobile viewing application for all users High Moderate Manage transformer units in GIS High Moderate Manage fiber assets in GIS Moderate High Information Technology Goals Priority Effort Well managed, accessible and supported systems and infrastructure High Moderate Ensuring that workloads and projects are manageable and reasonable High Moderate Integration and reduction of duplication between systems High High Page 9

17 Fire Department and Emergency Operation Center Goals Priority Effort Training of staff on using GIS tools and data High Low Integration of GIS into the emergency operations center High Moderate Move all emergency mapping data into the GIS High High 6.3 Governance Enterprise-wide geospatial systems take on one of three organizational structures: 1. Decentralized: GIS resources are owned and managed at the departmental level. 2. Centralized: A single GIS department exists that handles all GIS related tasks. 3. Hybrid of Centralized and Decentralized: GIS users are at a departmental level with dual accountability, but management and coordination are handled centrally. Recommended Actions: Increase the number of GIS specialists in the organization: o Create a GIS Coordinator position o Create an additional GIS Analyst position o Create a GIS Developer position Establish a Hybrid GIS organizational structure, including a o GIS Steering Committee o GIS Technical Working Group o Cross Departmental User Group o Core Support Group (GIS specialists) Geospatial project prioritization and planning process: o Establish a listing of projects o Develop processes to classify, manage and prioritize projects o Develop a system to record and manage requests for GIS services Survey users annually to gauge the effectiveness of the strategic plan Update and maintain the strategic plan annually Increase the number of GIS specialists in the organization The City of Penticton requires additional GIS human resources to support GIS infrastructure and business unit needs. At present, there is no redundancy in the organization as it relates to GIS Page 10

18 Specialists. The recommendation is to expand to four (4) GIS focused roles in the organization from the current single role, including: 1. GIS Coordinator (Priority 1): Responsible for the overall success and management of GIS at the City; includes supervision of the other three GIS Specialist positions. 2. GIS Analyst to support Infrastructure (Priority 2): Provide GIS expertise and support with a focus on the infrastructure groups - Engineering, Public Works, Electrical and Parks departments. 3. GIS Analyst to support Development Services, Corporate Services and Emergency Operations (Priority 3): Provide GIS expertise and support with a focus on Planning Services, Bylaw Services, Regulatory, Emergency Operations, and the needs of corporate officers and Council. 4. GIS Developer (Priority 4): Responsible for administration and change management of the GIS technology infrastructure along with supporting the GIS Analysts. While GIS Analysts are integrated within respective departments, maintaining close connection with other GIS team members is critical to success. This will be achieved by having the Analysts report to the GIS Coordinator, rather than through the individual departments they serve. GIS Analysts and the GIS Developer will take direction from the GIS Coordinator on priorities and standard workflows: quality control, ad hoc support to business areas, and project work. In other words, the GIS Analysts will be physically sitting in the functional areas they serve, but will operate as an organizational unit unto themselves under the IT department. The exception to this will be the GIS Analyst supporting Infrastructure, who will report into the infrastructure group and the Core GIS Team to support various engineering technologist work as agreed to between the GIS Coordinator and General Manager of Infrastructure. Departments will be required to assign representation to GIS technical working groups and must ensure that any geospatial projects are vetted and brought up through the GIS Steering Committee GIS Organizational Structure It is recommended that a hybrid GIS organizational structure be created having the features of a centralized GIS structure to organize and prioritize the needs of the entire organization with the agility of a decentralized model to meet the needs of individual departments. Page 11

19 Figure 1 - Recommended Organization Structure Establish a GIS Steering Committee A GIS Steering Committee should be established to provide overarching management oversight to the GIS and geospatial investments. This committee should be comprised of upper management representatives from key areas of the organization to act as GIS champions within the City and their departments. They will have a critical responsibility to support investment in GIS and the prioritization of projects. The recommended membership is as follows: General Manager of Infrastructure Director of Development Services Fire Chief Chief Financial Officer IT Manager Newly recommended GIS Coordinator role The GIS coordinator will be responsible for carrying out the decisions and directions of the Steering Committee. Page 12

20 6.3.4 Create a new GIS Coordinator Position The complexity, level of investment and scope of geospatial data and technology usage at the City warrants a dedicated individual tasked with ensuring an effective geospatial program. Hiring a GIS Coordinator is a critical priority for the City and should be the first organizational change that is made. Despite standard management reporting structures in the organization, the GIS Coordinator ultimately reports to the GIS Steering Committee at a functional level, and is accountable to execute the decisions and directions of the committee. Technical work is not the focus of the role. Delivering on system changes, ad hoc analysis, mapping requests and other technical support items must take a lower priority - such work should be directed to GIS Analysts and Technicians or to consulting resources. Because the GIS Coordinator should function to serve City interests and priorities versus those of individual departments, it is recommended that the GIS Coordinator be situated in the IT Department and supervised by the Manager of IT GIS Analyst role to support infrastructure related departments Management of infrastructure assets is critical to the organization and a significant number of infrastructure related geospatial projects have been completed that require support; this warrants a dedicated GIS Analyst resource. This would be dual role with a recommended direct reporting relationship to the GIS Coordinator, but with integration into the Engineering department from a daily functional perspective. It is recommended that the GIS Analyst participate in Public Works, Engineering and Electrical department meetings and projects where geospatial support is required. It is recommended that this position operate out of the City Works yards to be near infrastructure users. This GIS Analyst will be required to gain specific knowledge with respect to electrical distribution, and geospatial technology related to electrical utilities to effectively support managing the utility. This is a unique skill, and it is generally difficult to find personnel with this specific knowledge base and skills set. As an implementation recommendation, The City should look to train this Analyst specifically in the use of ArcFM and configuration of ArcFM GIS Analyst role to support development services, corporate administration and emergency operations It is recommended that a dedicated GIS Analyst resource be established to focus on Development Services, Corporate Administration and Emergency Services. It is important that the resource understand how GIS and mapping support can inform municipal planning and development processes along with regulatory responsibilities and the enforcement of by-laws and which GIS products and tools are required for these activities. Page 13

21 The role of the GIS Analyst for Development Services, Corporate Administration and Emergency Operations must include: This would be a dual role with a recommended direct reporting relationship to the GIS Coordinator while being integrated into Development Services, Corporate Administration and Emergency Operations from a daily functional perspective. It is recommended that the GIS Analyst participate in functional area meetings where geospatial support is required. It is recommended that this role operate out of the City Hall and the Emergency Operations Center to be near users GIS developer role to focus on support for geospatial technology and infrastructure As the City`s use of and dependency on geospatial technologies grows, it is imperative that the City s information technology and infrastructure is well supported to reinforce the success of the GIS across all departments and ensure the success of the Analysts in their work with users. The core responsibilities and activities of this role would need to include: Existing job alignment and desirable qualifications for new hires For existing business focused GIS Super Users such as the Engineering Technologist and Planning Technologists it is recommended that job duties and qualifications for future personnel include language describing requirements for GIS in their daily duties. When filling these roles, it is recommended that consideration of GIS skills and experience be included and evaluated during the hiring process. Specifically, it would benefit the roles and the City if candidates have experience with esri GIS tools. In addition to the Super Users, it is recommended that supervisors and managers of key business areas for planning, engineering, electric, public works, lands, and others identified in the Technical Working Group have their job duties modified to include: Ensuring changes in information, such as new as builts, or changes to bylaw related information that require updates to the GIS database are carried out by technical staff according to agreed upon workflows in a timely fashion. Participation in the Technical Working Group Establish a GIS Technical Working Group A GIS Technical Working group should be established that brings together management representatives and subject matter experts for business areas that have a significant GIS support need or who want to undertake a major geospatial project that requires GIS resources. Page 14

22 The goal of the GIS Technical Working Group, in collaboration with the GIS Coordinator, is the development of clear recommendations through well-formed project proposals to the GIS Steering Committee for consideration. Members should include the following: GIS Coordinator GIS Analysts Development Engineering Representative Planning Services Representative Bylaw Representative Regulatory Representative Lands Representative Finance Representative Revenue Representative Emergency Services / Fire Department Representative Parks Representative Facilities Representative Public Works Representative Engineering Representative Electrical Utility Representative Corporate Communications, Corporate Administration and Economic Development Representative It is recommended that the Working Group meet monthly to review the status of projects, discuss new needs and address challenges that they are facing Establish a GIS User Group There are several critical GIS users at the City who participate in GIS projects and test system changes to the GIS and that number is anticipated to grow as geospatial technologies expand across business units. As a best practice, it is recommended that a GIS User Group be established to bring those advanced users together. The GIS User Group is not about governance but is a forum for collaboration and knowledge transfer. The GIS User group should include: Engineering Technologists GIS Analysts Planning Technologists and Clerks Parks Technologists Managers who utilize GIS regularly It is recommended that this group meet regularly Project prioritization and planning process Project coordination is critical to ensure limited resources are maximized, duplication in effort is avoided and that the higher objectives of the organization are met. There are three general categories of workloads associated to GIS: 1) Regular GIS tasks are based on documented and well-established processes and workflows and typically do not require any direct oversight as the priority and timing of the work would be established as part of the workflow. A pre-established method for tracking Page 15

23 and ensuring completion of this work has been determined and records management requirements are well understood and fulfilled as part of the process. 2) Ad Hoc GIS tasks typically only occur once, or very infrequently, to provide the same deliverable. Currently there are no established workflows, quality control methods, communication or tracking processes in place to guide ad hoc activities. 3) A Geospatial Project would be any request that spans multiple weeks of internal effort, requires additional budget, requires external resources to complete, impacts multiple departments, or has major impacts or requirements on systems or infrastructure. It is recommended that ad hoc support requests be made to the GIS Coordinator and that these requests are prioritized and assigned to Analysts accordingly. It is recommended that the Steering Committed establish criteria to define what constitutes a Geospatial Project. Identifying projects based on criteria provided by the Steering Committee and developing the project definition is the responsibility of the GIS Coordinator. It is the GIS Coordinator s responsibility to seek input and involve the members of the GIS Technical Working Group in the creation of a project definition. Once a project definition has been created, projects should be prioritized by the GIS Coordinator in concert with the GIS Steering Committee to determine when a project would occur Develop Geospatial Project Listing, Prioritization Process and Criteria It is recommended that the City establish and maintain a listing of all geospatial projects. All projects identified should be prioritized by the GIS Coordinator and Steering Committee based on benefit and value to the City and risk of undertaking the proposed project (see Appendix C: Project Prioritization Criteria). The GIS Steering Committee should create a prioritization criteria and evaluation matrix to use in evaluating all projects. Page 16

24 Collaboration and Shared Services with Other Local Organizations The City is working with other local governments such as the regional district on various geospatial projects (such as aerial photo and LiDAR acquisition) and other agencies such as the local School District on information technology related initiatives such as shared internet and telecom services. Overtime it is expected that there are other opportunities for the City to leverage shared services related to geospatial data and technology with other local organizations. It is recommended that the City look at opportunities for furthering shared services and collaboration related to geospatial data and technology after the City has established a solid geospatial foundation and the current shared services work has matured. This could include: Projects to acquire data or geospatial technologies. Development of common standards, policies and procedures. Training of GIS support resources and personnel. Co-location or shared hosting of geospatial application and database servers. 6.4 Training, Education and Knowledge Transfer Continual training, education and knowledge sharing are key to a successful geospatial strategy. From a user perspective, different groups and departments have different needs. Page 17

25 6.4.1 Strategies for Training, Education and Knowledge Transfer Recommendations for training and education are as follows: Create a regular newsletter / blog informing users about the geospatial projects and changes. Provide opportunities for general users to increase their knowledge of geospatial technologies and data through lunch and learn opportunities. Provide specific and targeted training for user groups. Ensure that the GIS Specialist stay current on GIS technologies and trends. Ensure IT support staff have a general understanding of GIS software and infrastructure requirements GIS Specialist Training and Knowledge Training for the GIS Specialist should be based on annual individual training plans developed and reviewed by the GIS Coordinator. It is critical that individual training plans focus on the following: Gaps in software or technical knowledge required for the position. Specific training in non-technical areas critical to the success of the personnel. Professional development to stay current on geospatial technology changes and trends. It is recommended that the GIS Specialist undertake a minimum of 2 to 3 weeks of professional development annually. Page 18

26 Training for Software Knowledge GIS Specialist users will have existing esri software knowledge and experience in desktop tools, so training should focus on areas that users may not have had exposure to such as: Versioning and versioned editing workflows Quality control and assessment using esri Data Reviewer ArcGIS Online for Administrators and Publishers Building Geodatabases Introduction to Python scripting Basic SQL Training and Knowledge Specific to GIS Specialist Role For the GIS Analyst for Infrastructure, it is recommended that they have training related to: Mobile Devices (Tablets and phones) and GNSS Solutions Asset management systems Esri geometric and utility network management Esri Roads and Highways event editor, desktop extension, and linear referencing relating to roads and sidewalk infrastructure ArcGIS Online for Administrators and Publishers Working with ArcFM for Electric and Configuring ArcFM Working with CAD Data in ArcGIS For the GIS Analyst for Development Services, Corporate Administration and Emergency Services, it is recommended that they have training in and maintain knowledge related to: ArcGIS Online for Administrators and Publishers Cartography and map production Python scripting for map automation and analysis Esri Web App builder configuration Open data portal ArcGIS Maps for Office For the GIS Developer it is recommended that they have training and maintain knowledge related to the following tools: Page 19

27 Administration and maintenance of enterprise multi-user geodatabases ArcGIS Server Configuration and Administration Working with ArcFM for Electric and Configuring ArcFM Web development using javascript and the ArcGIS API Python related to administration of enterprise geodatabases, portal and general use Microsoft SQL Server GIS System Architecture and Design Esri AppStudio Professional development for geospatial technology changes and trends Equally important for GIS Specialists is remaining current on geospatial technology trends and changes. As the City is mainly an esri focused environment, it is recommended that all core GIS specialists regularly (at least bi-annually) attend the esri International Users Conference or in the case of the GIS Developer role, attend the annual esri Developer Conference. It is also recommended all the members of the Core GIS group attend at least one esri Canada regional conference held frequently in the Okanagan Valley or annually in Vancouver and Victoria. In addition to esri conferences, it is recommended that City GIS staff participate in local and provincial municipal government special interest groups. In the Okanagan there is a loosely organized municipal GIS user group that GIS staff should attend to network with peers and learn from other municipalities Professional Associations and Certifications Two certifications that City GIS Specialists could undertake that would be beneficial and recommended are esri software certification and GISP certification. Esri certifications for Desktop, Developer and Enterprise users require users to pass exams to demonstrate an ability to perform tasks using the esri software platform. These include levels of demonstrated knowledge from entry, associate and professional levels in different versions of the ArcGIS platform. Geographical Information Systems Professional (GISP) certification through the GIS Certification Institute (GISCI) is a software agnostic program focused on helping GIS Specialists demonstrate professional and ethical competencies. In addition to these certifications, two associations worth considering participating in are the Geospatial Information and Technology Association (GITA) ( and Urban and Regional Information Systems Association (URISA) ( which both strive to educate and provide professional networking opportunities. They are both active in the GISP Page 20

28 certification through GISCI and support the certification and maintenance of GISP certifications of their members Other non-technical training It is recommended that GIS Specialists take occasional training on non-geospatial topics that are useful for the positions they hold at the City. It is recommended that these courses focus on: Delivery of training and include Train the Trainer courses focused on creation and delivery of business orientated training. This would be most useful for GIS Analysts. Project management methodology course work for all GIS specialists. Time management and prioritization. Workshop and information gathering facilitation. Business analysis methods and processes. These courses are immensely valuable to GIS Specialists and will increase the overall effectiveness and delivery of the core GIS group GIS Super Users Training and Knowledge Transfer GIS Super Users must be adequately supported and trained in the basics use of GIS desktop tools and more advanced web and ArcGIS Portal usage. These users will leverage ArcGIS on a regular basis (daily or, at a minimum, multiple times in a week) and will use the GIS for more than simple viewing and querying. Their training will vary by department. Super user regular meetings It is recommended that the GIS Coordinator, Analysts and Developer meet monthly with Super Users to review any GIS platform issues, provide short training sessions on new functionality or fill knowledge gaps, gather feedback on system usage and help grow users knowledge and understanding of geospatial technologies and data Super User Training It is recommended that all GIS Super Users have training in the basic use of esri Desktop tools such as ArcMap currently used by the Infrastructure group and ArcGIS Pro for the Development Services and Emergency Operations groups. As existing GIS systems transition from ArcMap to the ArcGIS Pro Environment Infrastructure users will require training in ArcGIS Pro. Infrastructure group users require additional training specific to their roles and this training has been delivered during implementation of the water, roads and sanitary GIS projects: Editing maintenance workflows of utility network data including working with versions Working with esri Roads and Highways Event editor and desktop extensions Using attribute assistant and the water network editing tools from esri Page 21

29 Courses that teach users specific workflows by organizational subject area experts are much more effective than stock courses. Such courses have been created as part of the original GIS implementation work completed by HARTerra Spatial Solutions covering: basic introduction to ArcGIS for the City editing and maintaining water and wastewater data editing and maintaining road and walkway information using esri Roads and Highways It is also recommended all the members of the Super Users attend at least one of the esri Canada regional conferences annually along with the Core GIS Group. These regional conferences are available in the Okanagan and Lower Mainland and are one day events Specific Training for Electric The Electric department utilizes ArcFM tools which provide advance functionality specific to the electrical industry. As it is expected that the ArcFM technology platform will change dramatically in the next few years, it is recommended that support for the ArcFM system be done by qualified and knowledgeable ArcFM contractors until ArcFM system changes warrant training users at which time the GIS Analyst for Infrastructure and the GIS Developer would be trained on tools and systems for electric specific applications such as ArcFM. In addition, some advanced operations staff such as Foremen have been trained informally on using ArcFM viewer. No additional training on ArcFM desktop is anticipated soon, rather it is anticipated that the remaining line staff will be trained on the new web/mobile mapping solution for tablets in the fall of GIS Viewer and Mobile User Training and Knowledge Transfer Key to buy-in is a general awareness and understanding of geospatial solutions as well as understanding the City s geospatial capacity and capabilities. It is recommended that the GIS Group do a few small things to promote geospatial technologies across the organization: 1. Regular articles on the staff intranet site highlighting a specific geospatial project or linking to articles on what other municipalities are doing with geospatial technologies. 2. A dedicated web page on the staff intranet site providing links to applications, standards, contacts, events for learning and training opportunities and project updates. 3. When there are learning opportunities, be sure to send out s to the user groups and staff and personally invite them. 4. Have a GIS specialist present on a project or idea in a short, non-technical way during a coffee break or lunch break where food and other incentives are provided. 5. Bring in software vendors to present on a hot topic and invite the masses. Page 22

30 The real strategy is to provide some simple, easy to digest opportunities that staff will find interesting and will help increase their geospatial awareness and understanding General training and education for all users There are four key areas the City of Penticton needs to focus on related to training and education for general users in the organization: 1. General communications on changes that occur related to geospatial systems, data and support. 2. Education on the basics of geospatial technologies and data to increase foundational awareness and the comfort level of the organization. 3. Training on how to use basic tools available to staff and the public for accessing and utilizing the City s geospatial resources. 4. On-going self-help support Basic Training for all Mobile and View/Query users All users, regardless of their role in the organization, should have basic training in the one of the web viewing applications. These applications are the tools most people at the City use on a regular basis. It is recommended that web application training be created and delivered annually for the following: 1. Development Services: Focused on the new parcel-viewer and data related to development services such as zoning and parcels and future tools for interacting with Tempest, finding detail on parcels, creation of property owner lists and other relevant functionality. 2. Infrastructure: Focused on infrastructure data and how to access details about roads, water, sanitary sewer, storm sewer and parks infrastructure. There are also tools that are specific to infrastructure such as tools for locating and viewing As Builts that should be addressed. 3. Emergency operations and EOC: Focused on emergency related datasets and tools for members of the EOC. 4. Electrical: Focused on using the application for searching for electrical information such as switch numbers, facility ids, meters, and customers as well as functionality specific to electrical users such as generating a customer list, looking at transformer loads or other functionality specific to electrical users Mobile Viewers and Inspectors In the case of mobile based users there are additional education considerations. First is basic use of GPS in conjunction with mobile applications. They must understand the basics of how GPS works and what factors can influence the accuracy of the technology for locating items in the Page 23

31 field, navigation and collection of spatial data. A general training package should be developed for all mobile viewing users by the GIS staff that can be offered regularly covering: Basic usage of mobile device usage such as logging onto devices, networks and VPN Opening and logging on to the correct portal or ArcGIS online site Basic navigation (Zooming, panning) Basic searching Using and navigating using GPS Changing maps and base maps Support It is recommended that a basic support call escalation process be established between the IT and GIS groups to determine who is best suited to respond to a support call. It is also imperative that a GIS support resource is available during normal working hours and that this be a shared responsibility between the GIS Analysts and Developer despite their areas of focus. It is recommended that support calls are logged in the IT service desk software and reviewed by the GIS Coordinator to see if there are common problems or training issues that need to be addressed Information Technology Professionals Training and Knowledge Transfer Despite the GIS Core group being rooted within the Information Technology group, it is important to consider the needs of other IT personnel in supporting GIS infrastructure. It is recommended that specific training sessions be put on twice a year with the entire IT group to help build understanding in the following areas: The City s GIS Architecture and system configurations Training on the basic web applications and their usage by departments General GIS introduction on data, systems and architectures Overview of the esri platform and it s components for desktop, server, web and mobile It is also recommended that the GIS Coordinator and the GIS Developer participate in regular IT meetings to represent the interests of the GIS with GIS Analysts attending as required Public and External Users Training and Knowledge Transfer For the public, training and awareness will consist of training videos and instructions associated with applications that allow them to access online web maps or download GIS information from the City. It is recommended that all public facing applications have detailed user instructions as well as a contact address for assistance or feedback that is monitored regularly. Page 24

32 6.5 Procedures, Workflow and Integration Currently the City of Penticton has established and documented workflows for the update and maintenance of GIS records for water, storm, and sanitary with workflows being created for the update of road and walkway information established as part of the implementation of those systems into the GIS. In addition, there are other semi-formalized or non-formalized workflows that occur that may or may have been documented such as the workflows and procedures for updating cadastral or zoning information General Policies Recommendations There are key policies that the City of Penticton should establish: 1. A policy that outlines governance processes and procedures. Specifically, it should ensure all geospatial requests for services or projects be made in the correct manner, including the creation of project definitions and steering committees and technical working group s roles. 2. A geospatial data sharing policy to provide guidance on what information can and will be shared with external agencies and the public, the way information requests should be made, how that information will be made available and under what terms (see section Data Sharing, Licensing and Open Data for further information) Data Sharing, Licensing and Open Data The City receives regular requests to provide geospatial data to external organizations and the public. It is recommended that a data sharing policy be established which includes: Gatekeepers - who in the organization decides what information can be released. Considerations that ensure sharing of information is consistent with privacy policies and procedures at the City and Privacy Laws in British Columbia and Canada. Protects City of Penticton interests and against liability. Maintains the City of Penticton ownership of data. Limits or defines how external users may use data or distribute it. Provides details on the costs of providing data. Open Data and Open Government policies are rapidly becoming a standard across British Columbia and Canada. The provincial government ( and federal government ( and many local governments in BC have been adopting these types of Open Data policies specifically around geospatial data assets It is becoming common for municipalities to have web based Open Data portals that allow citizens and other external organizations to download data without costs. It is recommended that the City review and consider establishing an Open Data policy for making certain information publicly Page 25

33 available for download. This is expected to address most requests for information. If the City does adopt an Open Data policy for geospatial data, the following should occur: Develop or adopt an Open Data license that all users must accept or agree to by downloading data. Determine what data/layers should be openly available. Establish an Open Data Portal / Catalog. Despite the benefits of Open Data and Open Data portals, it is expected that there will be other information and requests for information the City will not want to or be able (due to other licenses from vendors, as may be the case for orthophoto) to release under an Open Data License. For cases where information is not released under an Open Data License, it is recommended that a workflow for data sharing and a standard agreement be established. This agreement should be signed by those provided data to address the issues identified above Geospatial Data and Technology Standards There are key geospatial data technical standards that should be established by the City related to the technical nature of geospatial data and systems. These standards would be developed by the Core GIS Group and adhered to for all geospatial projects conducted internally and on behalf the City (ie by contractors). These standards include: Coordinated systems for storage and distribution of data. This should include both a horizontal and vertical system that ties to the British Columbia survey system as well as a requirement to have the project identified on all geospatial data products. Data design standards that cover the technical requirements related to formats, naming conventions, feature metadata and data structure to ensure consistency between datasets and staff developing datasets on behalf of the City of Penticton. Script, widget and application development standards including languages and libraries to be used, coding styles, and documentation. Metadata, data cataloging and documentation standards to ensure all data created by and for the City by contractors is properly documented so that it can be cataloged allowing data to be discovered and used. Orthophoto data acquisition standards that define specifications of the imagery product attached to all contracts. LiDAR data acquisition standards that define the specifications of LiDAR data products attached to all contracts. Digital data submission standards for Computer Aided Design (CAD) work to ensure data can easily be integrated in to the GIS and other systems quickly and easily. This should be consistent with Master Municipal Construction Document standards and guidelines. This should be required for all CAD work done under contract for the City of Penticton. The City Page 26

34 should look at opportunities to amend Subdivision and Development By-law to in sections 5.0 and Workflows As the City s GIS grows in complexity and becomes increasingly integral to business processes, the need for documented workflows becomes a necessity. Workflows should be established for all repeatable business practices. In addition to systems to manage workflows, it is recommended that workflows be established as data and business processes are moved to the enterprise GIS environment and that all projects include a component to review existing, modify or create workflows as needed and incorporate new workflows as part of training. Key workflows that the City should include: Data maintenance of GIS data. This will need to include specific workflows for key datasets such as infrastructure, zoning, cadastral updates. Mobile data collection, quality control and acceptance into the enterprise GIS database. Information and data requests from external individuals and organizations for dealing with and documenting requests by the GIS Group. Quality assurance measures conducted regularly on data repositories to ensure their overall integrity and quality to meet business needs. Database and other data store change management including communication, testing and approval steps. Application, configuration and tool change management process including version management, testing, release process, implementation, communication and approval steps. Geospatial data and systems support and issue handling and escalation process. Basic GIS support. Workflows that impact multiple departments should be reviewed and approved by the GIS Technical Working Group Procedures Repetitive work procedures should be documented and automated whenever possible and feasible. The esri suite of tools provide a variety of ways to automate workflows including development of geoprocessing tools and models. Where procedures must be done manually, specific steps must be documented and trained to. For procedures done by other users in the GIS, it is recommended that GIS Analysts conduct procedural training for users as, in most cases, commercial, off-the-shelf software training rarely ever provides business specific procedural training. Page 27

35 6.5.5 Key Business System Integrations Within the City of Penticton there are other enterprise and non-enterprise business information systems that are critical to City wide operations or department level operations. In addition, there are plans for additional systems particularly around asset management and records management. There are key systems that are critical to integrate with GIS, and other systems that would benefit from integration with the GIS over time. The systems that the GIS could be integrated with include: Tempest local government information system that contains land, revenue, bylaw, calls for service, application and permitting and by-law/ticketing information. Future asset management solution used to operate, maintain and plan infrastructure. Current Address File and Records Management System used to manage the documents and communications. Aggresso Enterprise Resource Planning (ERP) used for accounting, inventory management CIS Infinity Customer Information System for water and electric utility customer and billing information. GeoTab fleet tracking solution used to track and report on City owned vehicles and equipment including location. FDM emergency dispatching and management solution used by the Fire Department for dispatching and records management related to inspections. In the short term, it is recommended that the City focus on integrations with Tempest, future asset management solutions and records management as priorities. It is important to note that there is a key dependency that should be addressed before moving forward with integration of Tempest and GIS -- the survey parcel fabric management issue must be resolved first (see section Survey fabric for further information). One other key item is that the Tempest system will be upgraded in late 2017, early It is recommended that the integration between Tempest and GIS be done after this upgrade occurs. It is recommended that as changes occur within the records management system, geoenablement (making it searchable though geography) of that information be a key consideration and component of any records management project. It is critical that the GIS and asset management system(s) are integrated. As the City evolves and looks to purchase increasingly sophisticated systems for asset planning and reporting, the City must ensure that specific details on how future systems will integrate with GIS are addressed and should be included in the evaluation and selection of asset management solutions. This integration should be bi-directional, allowing GIS data to be used seamlessly in the asset management solution for planning, reporting and scheduling purposes while allowing the Page 28

36 information managed in the asset management solution to be accessed seamlessly in the GIS for analysis and visualization purposes. It is recommended that a detailed project plan and scope be prepared regarding changes to mapping customer locations and building secondary connections to the network and what is required to manage transformers units in the GIS. It is recommended that the City investigate linking water meter reading and customer information between the CIS and GIS in a similar fashion as electrical. It is recommended that the City investigate integration between GeoTab and esri GIS, but as a future, lower priority. The FDM application contains property information including fire inspections that provide another window onto City assets. Melding of the FDM with GIS should be reviewed further to determine the value and benefits of Integration. 6.6 Data and information As of the fall of 2017, the City has completed the following: Migration of all Electrical Utility information into a standard enterprise geodatabase and implementation of a fully configured ArcFM for electric application suite. Migration of water, sanitary and storm into an esri enterprise solution capable of multi-user editing based on the esri water network editing solution template and attribute assistant. Migration of the roads and sidewalks and walkways into the an esri enterprise solution based on an advanced linear referencing system that utilizes esri Roads & Highways ArcGIS desktop extension and web based Roads & Highways Event Editor solution. A key goal of the City is to have all geospatial data managed in the enterprise GIS database and accessible to all users. This will avoid duplicated data, provide a single source of truth for the data and ensure that information is well maintained going forward. In addition to managing the data in the enterprise geodatabase, each dataset must have a data custodian and workflow defined identifying who will maintain it and how it will be maintained. In the case of Electrical, water, sanitary, storm, roads and sidewalks and walkways, this goal is well underway for infrastructure data. Additional work for infrastructure data migration is still outstanding for parks, City owned facilities, parking, and lot services. In addition to infrastructure data, attention is required for Development Services data while very little information related to emergency operations is currently captured in GIS. In addition to business specific data for migration and maintenance in the GIS, there are datasets the City requires for a variety of uses and purposes that do not belong to an individual department such as orthophotography (aerial photos) and elevation information (LiDAR). Page 29

37 6.6.1 General recommendations for GIS data management It is recommended that all GIS data essential to City operations and requiring regular updates, is maintained by multiple users or is published out to mobile or web clients should be located in a centrally managed esri enterprise geodatabase or a centralized file storage location. Data stored outside of an enterprise geodatabase should be limited to raster data, LiDAR data and datasets created for ad hoc projects that have limited long-term value to the organization Infrastructure data migration and management in GIS While a significant amount of infrastructure data has been successfully migrated to the GIS, there are a few remaining items for migration and support including: Service Card and Service Utilities. Dedicated or public parks, public beaches and other lands used for public park and related infrastructure information Buildings and other City owned facilities Parking lots and associated infrastructure for parking Fiber telecom network It is recommended that service information be managed in the GIS and that the Service Utilities database be retired. Associated workflows for maintaining this information should be changed to avoid the duplication of data entry. It is recommended that all park related information be managed and maintained in the GIS and that all sources of park and park infrastructure information be consolidated into the enterprise geodatabase. It is recommended that the City have a building layer available and maintained in GIS. It is recommended that this include buildings > 10 square meters. This should be built from the most recent orthophoto and LiDAR information to create an initial buildings footprint layer. It is recommended that non-city owned buildings be adjusted regularly through change detection on orthophoto and LiDAR data. Building footprints for non-city owed facilities will support development of high quality base mapping and support analysis projects carried out by City departments and external groups. This should be done on a four-year cycle to match the collection of LiDAR data. Initial costs are estimated at $15,000 for the first year and approximately $7,500 to adjust every four years. It is recommended that the City review its fiber information and expand on the information contained in the GIS to include additional details on connections and equipment at buildings necessary to effectively manage the network. Page 30

38 6.6.3 Development services data migration and management in GIS There are various datasets required by the Development Services group to support their daily business. Key data that is the responsibility of Development Services includes: Zoning and site specific zoning Economic development areas Economic investment zones Official Community Plan Addressing Heritages Sites Future land use Development permits Land sue contracts Urban villages Parking lots, meters and related items Many of these datasets are currently managed in the esri Enterprise GIS but are not arranged to allow editing by multiple users or do not have archiving enabled to provide a history of changes over time. It is recommended that all datasets owned and managed by the Planning department are moved into a versioned and archived geodatabase used for maintenance. It is also recommended a update workflow be created and include: How changes are to be made to the zoning The timing and who is responsible for changes Ensuring quality control is done by the planning department after changes are made and before being released to the public It is recommended that the City review all options for processes, systems and approaches for management of addresses including GIS, Tempest or other solutions. Also, it would be prudent for the City to investigate what other similarly sized municipalities do for address management. It is also recommended that the City establish a geolocator on-top of the esri solution to allow for simple address searches, geocoding (converting address text information into a map coordinate) and reverse geocoding (converting locations into addresses) of address information for mapping purposes. This geolocator service should be integrated with mapping and non-mapping related applications Emergency operations and emergency operations center Currently there is limited information in GIS for emergency operations such as evacuation routes and wildfire hazard. The data is mainly contained in management plans, other documents and paper maps. It is recommended that all emergency related mapping information be incorporated into the enterprise GIS and that it be published for use during emergencies. This includes: Page 31

39 Trails and access beyond City roads and pathways Floodplains Topography Prevailing wind information Wildfire fuel density and fuel type Wildland-urban interface areas and fire hazard risk High hazard city location Evacuation routes and traffic management plans Staging locations and reception centers Guaranteed water supplies Schools Traffic management plans Mass pubic event management data Identification of critical infrastructure It is also recommended that the City develop a clear vision of what information is required for emergency operations and develop a plan to support the integration of that information in the GIS Survey fabric Typically, most municipalities in British Columbia manage their own survey parcel information and see cadastral updates and management as a significant function of their mapping departments. Survey parcels are extremely important across the entire organization and were identified in the staff survey as one of the most critical datasets for City users across departments. In addition, the parcels are used to manage a great deal of City information such as addresses or documents and is critical for linking system to system to spatially represent information, such as the Tempest system. Together, many other datasets are derived, share geometry or are based on the survey fabric - zoning being an example. It cannot be overstated how important this information is to day-to-day City operations and planning. Resolving how best to manage cadastral information in the GIS is required and should be a high priority for the City. Managing the survey fabric in AutoCAD and SQL database is no longer sustainable and very complex. The survey parcel information needs to be managed in the enterprise GIS. As part of this, a clear workflow for maintenance of the survey information should be established with the Planning and Lands Departments taking ownership of data on behalf of the City and ensure its integrity. Page 32

40 A cursory review recommends that the City look to adopting the ParcelMap BC Fabric from the Land Title and Survey Authority (LTSA). However, before moving forward with ParcelMap BC, it is prudent for the City to undertake a detailed investigation to ensure the business needs will be met and that the implications of each option are fully understood. In addition to survey parcels, there is other cadastral related information that is not part of the ParcelMap BC datasets and that the City is currently updating. This includes City Easements and Rights-of-Way that will require continuing maintenance by the City. It is recommended this information be migrated into the GIS as a layer that can work with either City maintained survey parcels or ParcelMap BC. This information would need to be maintained and updated by either the Lands department directly or, more likely, by a GIS Analyst. Work procedures would need to change as this information is currently updated by the Engineering department in AutoCAD Orthophotography and LiDAR acquisition and management The City has acquired aerial and orthophotography since the mid 1990 s (1994, 1997, 2004, 2008, 2013 and 2017) and acquired LiDAR data in 2013 and The City will continue to collect orthophotography regularly as it as seen by most staff as one of the most critical and often used layers in the GIS. It is recommended that the City fly orthophotography every two years to capture changes (new construction) and provide a visual record of the City. LiDAR data is also becoming increasingly important to show a three-dimensional view of the City and view changes. It is recommended the City capture LiDAR data every four years due to cost considerations. Based on most recent costs it is expected that new orthophotos will be on the order of approximately $10,000 each year it is flown and approximately $30,000 for LiDAR each year it is flown Third party data There are other datasets that are utilized by the City regularly and are important to City business, but are maintained externally to the organization. These include: Buried utility data from FortisBC Gas, Telus and Shaw Agricultural Land Reserve Federal Airport Flight Path data Other utility data for FortisBC Gas, Telus and Shaw is available through the Integrated Cadastral Information (ICI) Society for download. It is recommended that the City create an automated tool to regularly download third party utility data and host the data in an enterprise geodatabase to allow information to be served to desktop, web and mobile applications at the City. This information changes often enough to warrant an automated routine to maintain data locally. In future, it may be possible for mapping services to be consumed directly into City owned applications from the ICI. Page 33

41 Agricultural Land Reserve (ALR) and Federal Flight Path data changes infrequently and does not warrant an automated update process. Instead, it is recommended that the Planning department be responsible to notify GIS Analysts to update data when changes occur as it is anticipated that they will be closely involved with changes to this information. 6.7 Conceptual future architecture The City s current architecture for GIS related systems, servers, applications and access methods is very complex and needs to be simplified (see section Current GIS architecture) to ensure the system is maintainable. Figure 2 - Conceptual GIS Architecture The Conceptual architecture has three GIS specific servers: 1. Geodatabase Server that will have the various enterprise geodatabases on a Microsoft SQL Server Instance. 1. Internal GIS Application Server not directly exposed outside of the City s network that will contain: a. ArcGIS Server (in future ArcGIS Enterprise) for publishing and serving REST services. This may become the future internal ArcGIS portal application if the City determines an internal ArcGIS portal is necessary (see section ArcGIS Online and Portal for further details). b. All internally accessed web applications including the internal parcel viewer web app builder application, Roads and Highways event editor app and any future internal applications. Page 34

42 2. External GIS Application Server exposed to the internet that will host services exposed through a reverse proxy back to the Internal ArcGIS Server. These exposed services then be made available on ArcGIS Online or in a publicly facing web application hosted on the same server. 3. ArcGIS Online would be used for all public Web Maps and content including an OpenData Portal for public access to download City geospatial datasets. Other key recommendations are: Reduce the number of Geodatabases and have a single production database server for all GIS related data. Keep editing databases which have versioning enabled (ArcFM and LGDM databases) separate from non-versioned data (Publish) geodatabases. Utilize mapping and imagery services for accessing data over direct connections for most users except for those that are editing data. Keep external applications and services on servers separate from internal applications and services. Provide mobile users access to internal applications as services through a VPN connection to keep internal data secure. All imagery and GIS files need to be moved from the CITYAPP5 physical server and placed on the City SAN file storage. Move all existing Geodatabase from the CITYSQL02 database server onto the GIS Database Server into existing geodatabase. Ensure data is properly secured. Keep the ArcFM Geodatabase as a separate database as it is on a different version than all the other databases. Finally, it is strongly recommended that the City have three environments for their GIS Server systems: Production (PRD) where all day-to-day operations occur by the end-users Testing/Training/Staging (TST) that mimics the production environment Development (DEV) for developing applications and system changes in isolation 6.8 GIS Software and applications The City of Penticton is in a state of transition, moving away from an AutoCAD/MapGuide solution for mapping and GIS, into a full stack esri enterprise GIS solution. The City is currently using esri ArcGIS desktop (ArcMap) solutions for data editing and analysis, ArcGIS Server for publishing of web services, esri Portal for consuming services and building web maps and esri Web App Builder for developing web applications. Page 35

43 It is recommended that when implementing GIS solutions, the City should lean to the future, towards web service and web apps over traditional client-server desktop solutions. Current GIS software related efforts at the City are well aligned with these trends Software licensing The City is currently accessing esri licenses and software under an small municipal enterprise license agreement (ELA). Given the expected cost difference between purchasing and paying annual maintenance versus the small municipal enterprise license agreement, it is recommended that the City continue participating in the esri small municipal enterprise license agreement program as it offers a cost savings as well as flexibility in managing application and software deployment. It is also recommended that the City continue to leverage esri products available to them under this agreement as much as possible to maximize benefits Technological change in the GIS platform Esri is slowly moving municipal clients away from ArcMap Desktop tools and ArcGIS server tools towards a new platform built around the ArcGIS Online cloud hosted solution, ArcGIS Enterprise on-premise web platform, ArcGIS Pro desktop, and web and mobile apps and app development tools such as Web App Builder. The big decision facing the City of Penticton will be when to move away from ArcMap tools on the desktop to ArcGIS Pro desktop tools for maintaining their data ArcGIS Pro As the esri platform evolves in the next two to five years, it is expected a transition will need to occur from ArcMap to ArcGIS Pro at the City of Penticton. The City should develop a plan for implementing ArcGIS Pro as a replacement for ArcMap in the next two to four years Despite the need to continue with ArcMap for some time yet, there are opportunities for The City to move towards ArcGIS Pro in smaller ways. Advanced viewer/query users who are not using functionality that requires ArcMap should use ArcGIS Pro. This would mainly include users in Development Services and the core GIS users group ArcGIS Online and Portal A key component in the new paradigm with esri software is a dependency on utilizing a portal application for sharing content between users and groups and making content available across the platform to web, desktop and mobile apps. The City must have a sound portal in-place, well managed and configured correctly, to meet the evolving needs of the organization. Not having such a portal limits the City s ability to develop web applications, deploy mobile solutions and leverage esri solutions. The two main options available to the City is either deploy an on-premise portal that is managed by the City or utilize their ArcGIS online organizational site as the main portal solution. Page 36

44 It is recommended that the City develop a project to implement ArcGIS Portal either onpremise or through ArcGIS online. Key considerations to be addressed in the project include the following: Determining if there is a need to have hosted and published content through ArcGIS Pro which should ultimately lead to a decision if the portal should be on-premise or on-line. Identification of key users and uses of portal. Determination of how security is to be configured and managed. Development of standards and policies related to use of the portal including: o o o o How long inactive content/users will remain on the site before being removed. Responsibilities of curators and content creators. Groups and folder structures and naming conventions. Service publishing expectations and methods between server manager and portal. Migration of content (Web Layers, Web Map) from ArcGIS Online organization account for Internal Web App (Parcel Viewer) Ensure users are trained Web application frameworks and tools It is recommended that the City utilize as many of these off-the-shelf applications from esri as possible such as Story Maps, Web App Builder for simple applications, ArcGIS Collector, and ArcGIS Explorer. The City should avoid developing full fledged custom applications in Java, or.net for the web, desktop or mobile environment if possible. It is recommended that when these business needs are identified the City focus on and support the use of tools that have configurable workflows (visual programming tools), add-ins and widget type functionality that are much simpler and easier to support and maintain. The new Web Apps for internal and external access are built on the Web App Builder for ArcGIS (developer edition) with applications hosted on City of Penticton Servers with this widget pattern.it is recommended the City continue to focus on Web App Builder for web applications if no additional factors support a change to Geocortex Essentials, such as lower costs to integrate Tempest and ArcGIS. However, it is recommended that the City evaluate the potential use and benefits of Geocortex Essentials as well as the their new Geocortex Workflow for Web App Builder Patches It is recommended that software patches are reviewed quarterly or bi-annually and those determined to be applicable, be installed on all instances of the software. This includes both esri Page 37

45 software ( and ArcFM extensions ( Upgrades It is recommended that the City upgrade to the latest version of ArcGIS at least every two years. When upgrading it is important to verify that all the applications, particularly ArcFM, can interoperate with the enterprise geodatabase and ArcGIS Server. It is generally recommended that all the desktop and server applications remain at the same version to avoid problems with publishing and other incompatibilities Business apps and tools Open data portal and public web mapping application It is recommended that the City establish a public facing Open Data portal through esri ArcGIS online to share the City s authoritative and public geospatial data. An Open Data portal provides citizens and businesses with self serve access to data. Given that there is no direct conversion support in ArcGIS Online or the Open Data portal for moving between a web service and specifically AutoCAD, the City will be required to regularly publish this data or develop tools to export this data to AutoCAD to meet the expected need for external surveyors and design firms that utilize AutoCAD. To remove MapGuide and modernize the web environment, the City requires a public facing web mapping application. It is recommended that the City look to provide smaller, more focused applications rather than adding complexity to existing applications. Currently there is a version of a public parcel viewing application that provides most of the functionality described above that needs to be reviewed, tested and implemented. It is recommended that this be a priority for completion in Web mapping application It is also recommended that an internal web application for staff in different departments be established. This includes a separate web mapping application for: The Electric Utility Infrastructure Group Development Services Work has started on a Web App Builder application for the Electric Utility with custom services and widgets to provide the described functionality above and is expected to be completed in Currently there is a Web App Builder for the ArcGIS application created for parcel-viewing as a replacement for the internal MapGuide application. Data required for the application has not been fully migrated and is not managed in the GIS, particularly the survey parcel and address information. Also, some key integrations between the GIS and other business systems, Page 38

46 particularly Tempest, have not been established. These two items make it difficult to build a final and complete application and require complex work-arounds to have the application function correctly including nightly migrations of AutoCAD data and convoluted processes to link survey data to the Tempest system Mobile query and viewing for field staff Now that infrastructure data is contained in the GIS, it opens opportunities to leverage this information not only in the office, but also by City workers in the field. By having mobile GIS in the field, workers will be able to look up information about infrastructure without having to return to the office. It will also help workers find buried infrastructure faster by providing access to GPS tools and electronic maps, and reduce the costs in creation and maintenance of paper based mapbooks and maps that are currently used. The City should establish and implement a framework for accessing GIS data in the field based on an esri Portal solution and using the ArcGIS Explorer application. Establishing a solid environment for viewing GIS data in the field is a recommended pre-cursor to collecting data in the field using GIS and GPS devices by field workers Mobile data collection A key goal of infrastructure departments at the City is to enable field staff to electronically collect data in the field for asset attributes, inspections of infrastructure and recording maintenance activities. This is a very common pattern in well established GIS systems at utility focused organizations. It is recommended that as a first step towards mobile data collection, that the City utilize ArcGIS Collector and ArcGIS Survey 123 for the collection of basic inspection and maintenance information in the field. The following is a listing of the items identified for field data collection: Water hydrant maintenance. Water valve inspections. Flushing of water, sanitary and storm system. Sanitary and storm flushing. Breaks, leaks and other testing of water, sanitary and storm mains. Wood pole inspections. Pothole and other road maintenance. Sidewalk inspection. Root control. Page 39

47 Tree watering and maintenance. Traffic signal and control equipment. As the complexity of data to be collected in the field grows past the capabilities of ArcGIS Collector, it is recommended that the City investigate other solutions such as AppStudio for ArcGIS, WorkForce for ArcGIS or solutions through asset management business tools. This requirement is not expected in the short term Utilities outage or service issues advisory public web map Another application the City should investigate in the near term is a utilities outage and events notification public web map that shows the public where work is planned or currently diminished due to service interruption or events. This was flagged as particularly important by the Electrical utility to show electrical outages. If the City considers going ahead with an outage web map solution, it must also consider the requirements of all utilities managed by the City such as water, sanitary, storm and roads to provide a similar mechanism to convey impacts to services. This would need to include items such as: water advisory notifications and orders road closures electrical outages water and sanitary interruptions public event impacts on traffic or closures of public spaces Emergency mapping applications The use of GIS in emergency planning was identified as a critical need by City staff. While in its infancy, a clear vision on the role of GIS data and technology in emergency management is needed. It is anticipated that specific applications will need to be established as the use of GIS grows in planning for and responding to emergency events. It is recommended that the City look to ArcGIS Online and/or portal to provide content management and web maps that can be shared out on the web to the public, internally within the organization and to workers in the field. It is recommended that the City look at the various solutions provided by esri for emergency management ( Management) and evaluate which solutions should be implemented to support emergency response and communications to the public Public mapping applications There were various opportunities identified by City staff for providing information to the public in focused mapping applications on very specific topics of public value, including: Page 40

48 Providing the ability to locate and manage park benches that have been sponsored by members of the community. Accessing cemetery records and being able to locate burial sites of loved ones and to know what plots are available. Tourist and citizen recreation opportunities including beaches, parks, walkways, paths, trails and other recreation facilities. Once the core GIS and data are in-place, it is recommended that the City explore these opportunities to expose information to the public through the establishment of simple focused web mapping applications Decommissioning existing applications It is recommended that the City reduce the complexity of GIS related servers and applications and focus on building an enterprise GIS system focused on esri technologies. The following systems and tools should be decommissioned: Internal and external Mapguide once migration to a new survey parcel fabric or interim solution is accepted by users. Services Utilities Database once all service information is migrated and verified in GIS. LegInfo used to manage survey parcel attributes and addresses once migration to a new survey parcel fabric is complete and a new system for managing addresses is established and public and staff parcel viewer applications are hosted on Portal site All services currently published on CITYGIS01 should be moved to CITYGIS03 and the old 10.3 portal including all public and staff parcel viewers should be decommissioned. The usage of these applications is low and currently most of the services on CITYGIS01 point to legacy data for infrastructure and survey and tax parcel information that should no longer be used. 6.9 Geospatial Infrastructure It is recommended that the performance of the GIS server and systems be regularly monitored, and users surveyed annually to ensure systems are performing adequately. There are a few key recommendations related to necessary infrastructure to support geospatial systems at the City: Selection and implementation of standardized mobile devices for field staff. Establishing and deploying a solution for field workers to gain access to the City computer network. Purchasing better quality GPS equipment for field staff. Page 41

49 Establishing a GIS workstation and supporting equipment at the Emergency Operations Center. Creation of virtual machines separate from server environments to run scheduled tasks for ArcFM and ArcGIS that are currently run on physical desktops. Establishing a single database server for GIS geodatabases. Establishing a dedicated Development, Testing(staging) and production environments for all GIS server and applications GIS server environments Currently, the esri server environment consists of three virtual servers running on a single virtual machine host. These servers are used for development, testing/staging and production environments. Server Applications CPU Memory Geodatabase Server MS SQL Server 2012 with 2 instances: 2 Core 24GB o o Production Development/Testing(Staging) Internal GIS Web Application Server ArcGIS Server 10.4 for curated services ArcGIS Web Adaptor IIS hosting of internal web applications: 2 Core 8GB o o o o Internal Web App Builder parcel viewer production, test/staging, development application Esri Roads and Highways Event Editor production, test/staging, development application External Web App Builder public parcel viewer test/staging, development application Electric utility internal viewer production, test/staging, development application External GIS Web Application Server ArcGIS Server 10.3 federated with portal 10.3 providing legacy web maps for public and staff. Page 42

50 IIS hosting of external web applications: o o External Web App Builder public parcel production application external web services through reverse proxy to Internal GIS Application Server (single folder only) It is recommended that the City have separate virtual environments for development, testing/staging and production for the Geodatabase Server, Internal GIS Web Application Server and the External GIS Web Application Server. It is recommended that at minimum the development and testing/staging environments be on separate virtual machines to isolate the production environment. In addition, it is recommended that the existing two physical GIS desktop environments (Window Pro) currently used for scheduled tasks and processes be virtualized with existing tools migrated from the physical machines Single geodatabase environment The City currently has geodatabases on two different SQL servers. Ideally the City should have three geodatabase environments: Versioned multi-user editing geodatabase with archiving to track all changes in time to the records for all datasets except for ArcFM. This should be used for all data that the City staff edit and maintain including City non-electrical infrastructure and other local government data. Non-versioned, non-editing geodatabase for third party data that is published only. Versioned multi-user editing geodatabase with archiving to track all changes in time to records for all ArcFM datasets. This should be used only for electric utility data given that currently the database versions are different. All existing geodatabases stored on CITYSQL02 should be migrated into the existing databases on CITYGIS02 and have security policies applied to allow users to edit data Mobile devices and gps for the field For GIS data to be deployed to the field, it is recommended that the City purchase and deploy a standard mobile device to field staff. Additionally, it is recommended that the City have better GPS equipment to support field staff using mobile devices to locate buried or other assets. Mobile device GPS, while always improving, still do not perform well in certain field conditions. The City would not require a device for each Page 43

51 field worker but having a few devices available would suffice for basic navigation. Training would be required for users of higher accuracy devices. 7 IMPLEMENTATION PLAN Based on the recommendations outlined in the strategy, key items have been identified that require investment by the City of Penticton. This implementation plan provides guidance to the City on actions and key items to achieve its vision for geospatial data and technologies in the next five years as well as provide estimates on investments to achieve this vision. This plan provides estimates on the annual operating costs that the City should expect. It also identifies key projects and estimates over the next five years as well as identifying when activities should occur. The City must look at the details required to implement these recommendations and action further as they build their annual workplans and budgets. 7.1 Estimated regular operating requirements and costs The regular on-going operation of the geospatial program includes items that require time investments on the part of staff and regular financial investments to sustain the geospatial systems and tools in-place required to meet business needs. The key operation costs items include the following: Core GIS staff: GIS Coordinator, 2 GIS Analysts and GIS Developer Sustaining the knowledge of the GIS staff and City staff through training, attending conferences Licensing and maintenance costs related to the software Regular acquisition of orthophoto and LiDAR data Item GIS Staff Costs 2 $291,760 $377,640 $377,640 $377,640 $377,640 Software Licensing and associated Fees $59,140 $59,140 $59,140 $59,140 $59,140 GIS Staff Professional Development and Training $23,750 $32,500 $35,000 $32,500 $35,000 1 This assumes GIS Developer is not hired until at least This includes estimated loaded labour costs of GIS staff members only Page 44

52 Regular data acquisition 3 $0 $10,000 $0 $40,000 $0 Total $374,650 $479,280 $471,780 $509,280 $471,780 In addition to the items that require a financial investment, there are substantial time investments by GIS support staff and IT staff to sustain the GIS. This sustainment includes: Time to maintain technical expertise within the GIS group. Maintaining and deliver training for users. Coordinating the Steering Committees and Working Groups. Developing more detailed project plans in the next 5 years. It is estimated supporting training, knowledge transfer and governance recommendations by the GIS Support Team will consume approximately 35% (approximately 2400 hours) of the total capacity of the recommended four members. This leaves approximately 4500 hours in a year for additional GIS support group work such as: Regular workflows for quality control, data maintenance, system management and deskside user support. Ad hoc requests by users and departments. Projects to keep the geospatial data and systems evolving and meeting business needs. Key projects and actions recommended by year, including rough estimates, are outlined by year in the following sections. 7.2 Annual project and strategy implementation Year 2017 There are a few projects wrapping up and being completed in These include the following: Finalization of roads and pedestrian walkway data migration along with implementation of esri s Roads and Highways. Completing migration of utility services and decommissioning the service utilities database. Implementing MapGuide replacement for external and internal with interim cadastral and tempest integration. Electric utility based web/mobile mapping. 3 This includes Orthophotography every two years and LiDAR every four years. Page 45

53 7.2.2 Year 2018 In 2018, the key projects identified are focused around building staff capacity and application and data infrastructure required for the City of Penticton to moving forward with its geospatial program. The key operational items related to establishing governance, training, workflows, policies and procedures includes: Hiring a GIS Coordinator. Establish a GIS Analyst for Infrastructure. Establish a Steering Committee and Working Group. Establishing a tracking system for ad hoc requests. Developing processes and procedures for handling support calls and escalation. Development of policies for governance and data sharing. Development of geospatial data and technology standards as recommended. Quality assurance workflows, standards and tools The amount of effort that these one-time items are estimated to require is approximately 850 hours of GIS staff hours will be a year of significant transition. As new GIS staff are hired and integrated into new roles, systems will still need to run and function. It is estimated that in 2018, GIS staff time required to carry out project based work alone will exceed 1750 hours; this does not include ad hoc support work, performing any regular work or focus on regular annual recommended actions for training or governance. In 2018, it is recommended that the City use contracted resources to support the following: ArcFM Electric Utility solution at roughly $20,000 per year. Without internal a GIS Developer resource in-place, it is recommended that a contractor support this role of roughly 40% to 60% of the Developer FTE to support management and change management of software and infrastructure. This is estimated to cost approximately $88,000 in Key project related work that should be undertaken in 2018 includes: Build project definitions and prioritize all 2018/19 projects. Workflow management and quality control improvements. Address management. Survey parcel and other cadastral management. Page 46

54 Implement Portal solution. Mobile viewing application into production and training. Establish GIS Analyst roles and transition resources to role. Integration between GIS and Tempest Year 2019 In 2019, the focus is to complete the migration of information into the GIS and complete the hiring of remaining GIS developer resources, allowing the City able to sustain their systems internally by the end of It is also focused on completing higher priority data migrations into the esri environment and building and deploying tools and applications for internal staff use in the field. The key operational items related to establishing governance, training, or workflows, policies and procedures includes: Hiring the GIS Developer. Developing processes for mobile data collection by field staff. Continuing the development of geospatial data and technology standards. It is expected that 3 rd party contract support for the ArcFM system will need to remain in-place in 2019 as the new GIS Developer is hired and transitions into supporting ArcFM. Support costs for ArcFM would remain at $20,000. The key projects in 2019 are expected to be: Build project definitions for and prioritize all 2020 projects. Finish migration of Parks Infrastructure information into the GIS. Page 47

55 Integration between GIS and the customer information system (CIS). Integration between asset management systems and GIS. Incorporation of third party utility information into the GIS and mobile applications. Changes to the electrical system to map services and manage transformers in the GIS. Develop a web mapping application specifically for the infrastructure group. Migrate all emergency related layers into GIS and develop applications. Develop mobile data collection applications for operations. Acquire necessary mobile devices and GPS equipment for field staff Year 2020 The key projects for the City in 2020 are focused around providing enhanced applications for the public, completion of any outstanding migrations of information currently not existing at the City into the GIS environment and integration of key business systems including: Integration between asset management systems and GIS. Investigate opportunities for shared services between other local governments in the South Okanagan. Integration between records management and GIS. Development of an Open Data portal and other public focused applications. Establish a GIS dataset for emergency management. Complete decommissioning of all legacy GIS applications. Preparing users and training in the new version of ArcFM for upgrade in Page 48

56 Adding additional field data collection capabilities and reducing paper based form usage Year is the final year of major planned enhancements to the GIS and is focused on upgrading technology and the linking of business systems not previously integrated with the City s GIS. Key projects will include: Upgrading the ArcGIS platform from ArcMap to ArcGIS Pro. Upgrading ArcFM to the latest version at the Electric Utility. Integration between GIS and CIS for water metering information. Integration between FDM and GIS for access to fire department records. Development of a public mapping application for notification of service interruptions. Adding additional field data collection capabilities and reducing paper based form usage Year 2022 By 2022, it is expected that most of the capital projects identified in this strategy will be complete and that the City is well on-its way to having an established and sustainable geospatial infrastructure to support the City s needs. It is expected that by this stage new opportunities will Page 49

57 have emerged for the City and that established governance will function to identify, prioritize and resource the new needs of the City moving forward. Key Items in 2022 will include developing additional mobile data collections tools. It is recommended that there be $15,000 budgeted to support this effort in Page 50

58 APPENDIX A: STEERING COMMITTEE TERMS OF REFERENCE

59 GIS Steering Committee Terms of Reference The GIS Steering committee is responsible and accountable to the overall success of the implementation and use of GIS, geospatial technologies, business processes and associate data at the City. They are responsible to ensure the projects undertaken align with the strategic priorities of council, approved budgets and acceptable business practices of the local government. To support the effective implementation and use of GIS and related geospatial technologies and data, the City of Penticton GIS Steering Committee will work collectively together to provide the following: Identify opportunities where GIS and geospatial solutions will improve business delivery. Secure project resources including assignment of resources and securing of funding. Review, prioritize and approve major GIS projects. Help identify and implement business change to promote and support the usage of GIS. Provide advice and feedback on the scope, schedules, and costs of GIS projects and related activities. Establish a project manager for each project who is responsible for the delivery of approved projects. Establish City staff resources and external resources that will participate as technical or subject matter experts for specific project teams. Review and provide ongoing oversight on projects to ensure they are on track to meet the overall needs of the City. Support issue resolution relating to GIS projects and GIS usage at the City. Facilitate communications between internal and external stakeholders. Participate in the regular committee meetings and working groups. Membership and representation The membership of the steering committee will consist of: Infrastructure, General Manager of Infrastructure (Mitch Moroziuk) Development Services, Director of Development Services (Anthony Haddad) Finance, Chief Financial Officer (Jim Bauer) Fire Services, Fire Chief (Larry Watkinson) Information Technology, Manager of Information Technology (Dave Polvere) GIS Coordinator (TBD) Version 1.3 April 20, 2016 Page 1

60 APPENDIX B: SAMPLE PROJECT DEFINITION

61 GIS Project Definition Creation Parks GIS Facilities Database and Migration of Existing Information Description and background: There are approximately 73 parks and numerous other green spaces maintained by the City Parks department, as well as extensive facilities related to parks. The City has various records in different formats (hardcopy, spreadsheets, shapefiles, CAD drawings, etc ) with information related to city owned or maintained parks and parks infrastructure. Information in various formats and systems is difficult to quickly find and access, limits the City s ability to make the information available to the public and external users, and restricts the ability to perform advanced workflows to meet business needs such as mobile data collection or inspections. This project will utilize existing esri GIS infrastructure to manage dedicated or public parks, public beaches and other lands used for public park and related infrastructure information. This project will require the creation of additional feature and object classes in the existing database to store parks information. It will also require minor modifications to existing water, sanitary, storm and electric data structures to store parks related information. Scope: In-scope Items: Selection or creation of a data model to support the management of dedicated or public parks or other lands used for public park and park infrastructure spatial and attribute information including: o General park information such as park boundary, type, names, park establishment date, and park use (such as off leash dog park). o City maintained boulevards and greenbelts. o Water systems within parks for irrigation including valves, sprinkler head, controllers and pipe; and for potable water such as drinking fountains. o Park trails and walkways including information such as surface material, allowable uses, name, and related information. o Signs in parks and along walkways. o Playground structures and playing fields/courts/tracks (soccer, bike parks, basketball, baseball, volleyball, tennis, running tracks, etc..). o Park buildings and structures such as gazebos, shelters, concessions, washrooms, changing facilities, plazas and other buildings. o Park benches and picnic tables including tracking of who donated the park bench and benches available to be sponsored. o Waste receptacles and pet stands in parks. o Fencing. o City owned or managed trees within parks and along streets and boulevards. o Electrical information such as lighting, bollards along pathways, secondary conductors, receptacles within parks. o Beach areas and swimming infrastructure including waterparks, docks, swim buoys, boat launches and other related features. o Simple tracking of maintenance and inspections completed on park facilities including who the maintenance was completed by, and when the maintenance was completed o Parking, grass and garden areas. Version 1.6 June 24, 2000 Page 1

62 o All assets will have information associated on installation/service date, age, replacement cost, service life, adjusted service life and condition Modifications to the data model to meet COP needs and minor changes to existing data models for water/wastewater, electrical and pathway network for supporting park related irrigation and electrical systems. Capture of existing paper and electronic records into the data model. o Update of parks information into newly created parks data model or existing water, sanitary, storm, or electric data model Configuration of a map document and feature template for editing of parks and parks infrastructure information in ArcGIS Desktop tools. Configuration of symbology and layering for displays and esri set up, including publishing a display as a web service on ArcGIS Server and including relevant layers in public and internal web maps and applications. Out-of-Scope Items: Development of workflow documentation on GIS updates and management of park information in the GIS. Training of Parks Technician on use of ArcGIS Desktop tools for ad hoc map creation, and support of ting making basic park designs directly in the GIS using markup and/or feature editing. Training of all parks staff to utilize mobile and web based mapping tools for finding information on parks and parks infrastructure. Constraints / Dependencies: There is a proposed project to implement building facilities into the City s GIS which may overlap as far as parks buildings and structures are concerned. It will be important to avoid duplicating information and effort for parks and facilities management during the implementation of each project. There are existing GIS databases and tools in place to manage water, sanitary, storm, road, pedestrian and electrical information that should be leveraged and enhanced to include infrastructure for parks rather than building a duplicated solution specific to parks. In some cases, existing solution may already include information required to be managed for parks as is the case for park walkway centerlines which can be found as part of the pedestrian network in the roads and highways solution deployed at the City. Mobile GIS usage and training require that the City of Penticton purchase and deploy mobile devices (Phones or Tablets) to field personnel. Assumptions: Existing software and computer hardware infrastructure is already in-place and the City of Penticton s existing capacity is sufficient to support this project. Infrastructure improvements required to support additional usage for building facility data will be addressed outside of this project. Data modelling will focus on selecting an existing data model such as the esri Local Government Information Model and making small adjustments to suit the City s needs rather than building a data model from scratch. System configurations will be minimal and only involve configuring symbology, layering and displays. Training and workflows will be completed outside of this project along with other training initiatives at the City. Deliverables / Outcomes: Enterprise esri geodatabase model, populated with existing City facility data. Page 2

63 All existing paper and electronic records migrated into the GIS. Trained internal staff capable of accurately maintaining parks infrastructure data in esri as proficient esri GIS users. Parks facility data maintained accurately in esri software by City staff. Timelines*/ Milestones / Major Steps: Kick-off project January 1, 20 Data modelling and information requirements Jan. 15 to Feb 15, 2018 Data Migration, system configurations, workflow documentation Feb 15 to May 15, 2018 Final testing and sign-off of solution May 15 to June 1, 2018 Training of users June 1 to June 30, 2018 Substantial project completion (system into production) July 1, 2018 *Timelines are subject to City and contracted resource availability, City approval and procurement timelines, and detailed project planning. Stakeholders / Project Team Roles: Project Manager To come from the contractor selected. Core Project Team Todd Whyte Parks Technician Ronnie Padda GIS/IT Support Contractor Data model creation and data migration Subject Matter Experts Parks Supervisor (Jeff Lynka) Development Services (Blake Laven) Water, wastewater, roads/pedestrian infrastructure (Tyler Figgitt) Electrical infrastructure (Shawn Filice) Budgetary Cost Estimate: Cost Item Est. COP Effort (hours) Est. GIS Contractor Effort (hours) Estimate Costs* Data modelling and analysis 0 0 $0 Migration of existing data 0 0 $0 Configuration, testing and deployment of symbology, 0 0 $0 services and maps Sub-Total 0 0 $0 Contingency (15%) 0 0 $0 Project Management (10%) 0 0 $0 Total Budget*** 0 0 $0 *Estimates do not include City of Penticton staff time and do not include applicable taxes ** Does not include the cost of software purchases *** includes expenses for one standard esri training course for one COP user Project Approvals: Mitch Moroziuk City of Penticton - General Manager of Infrastructure Dave Polvere City of Penticton - Information Technology Manager Page 3

64 APPENDIX C: PROJECT PRIORITIZATION CRITERIA

65 Criteria #3 - Public Does project help engage public or improve public preception Criteria #2 - Operational Need Does project help the operational needs of the organizations Criteria #1 - Strategic Fit / Alignment Does the project fit with the overall corporate, department and GIS strategic goals and objectives GIS Project Prioritization Scoring Score each criteria by filling Orange cells with the appropriate score based on the scoring guidelines for each criteria assessment item. Project Name Reviewer Benefit / Value Evaluation Criteria Assessment Item Scoring Guideline Score Guide Score City Initiatives and strategic priorities Aligns with many or all 10 Aligns with a few 5 Aligns with none 0 GIS Initiatives and strategic priorities Aligns with many or all 10 Aligns with a few 5 Aligns with none 0 Business area initiatives and strategic Aligns with many or all 10 priorities Aligns with a few 5 Aligns with none 0 IT Initiatives and strategic priorities Aligns with many or all 10 Aligns with a few 5 Aligns with none 0 Score Value / Sub-total (un-weighted) 40 0 Increase in efficiency expected Provides better information for decision making Improvements to delivery of services Improved or simplification of business process Significant efficiency gains 10 Moderate efficiency gains 5 Little or no efficiency gains 0 Significant 10 Moderate 5 Little or none 0 Significant increases in delivery performance 10 Moderate increases in delivery performance 5 Little or negative increases in delivery performance 0 Significant process improvement 10 Moderate process improvement 5 Little or no process improvement 0 Score Value / Sub-total (un-weighted) 40 0 Will provide tangible benefit to the public Postively 10 Indifferent 5 Negatively 0 Score Value / Sub-total (un-weighted) 10 0 Total Benefit Score (Un-weighted) Criteria Criteria #1 - Strategic Fit / Alignment Criteria #2 - Operational Need Criteria #3 -Public enagement Total Benefit Score (Weighted) 0 Weight Weighted Score

66 Criteria #5 - Complexity of proposed solution What is the risk associated to proposed solution due to how complex or how unproven. Criteria #4 - Complexity of change Complexity of Change in the organization Risk Evaluation Criteria Assessment Item Scoring Guideline Score Guide Score Magnitude of Change for the business Major Change 10 Moderate Change 5 Minor Change 0 Primary Target of Change Public 10 External users 5 Internal 0 Management Commitment No active Sponsorship 10 Actively sponsored by managers 5 Actively sponsored by directors 2 Actively sponsored by city council 0 Cross-departmental implications Affects many or all departments in the City 10 Affects multiple departments in the City 3 Confined to single department in the City 0 Knowledge of target solution Brand new product or service 5 Somewhat new / limited application 3 Very well-known / industry wide 0 Score Value / Sub-total (un-weighted) 45 0 Magnitude of change related to the solution Skillsets required to mange or undertake project that the organization already posesses Magnitude of technology change required to implement Number of other similar organizations with a similar solution Is solution reflective of old ways of doing things or new and innovative Major Change 10 Moderate Change 5 Minor Change 0 Inexperienced 10 Somewhat experienced 5 Experienced and capable 0 Major change to existing environment 5 Completely new technology (software / hardware) 3 Minor changes to existing environment 0 No other organizations similar to City of Penticton 10 Few other organizations 5 Many organizations 0 A legacy approach or tool 10 Innovative and modern 5 Neither legacy or modern 1 Score Value / Sub-total (un-weighted) 45 0 Total Risk Score (Un-weighted) Criteria Criteria #4 - Complexity of change Criteria #5 - Complexity of proposed solution Total Risk Score (Weighted) 0 Weight Weighted Score

67 APPENDIX D: PROJECT TRACKING TEMPLATE

68 City of Penticton GIS Budget Items and Projects Project / Recommendation GIS Strategy Section Strategy core component Frequency Strategy Main Year Rough of Activity Prioritization $47.00 $47.00 $47.00 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Estimated COP GIS Hours Estimated Estimated COP IT Hours COP Business hours Annual esri Enterprise GIS Licensing Software Annual HIGH N/A $43,000 $43,000 $43,987 Adjust existing position job descriptions Governance One-Time MOD 2018 X X X X $0 $0 $1,880 Create and Establish a project prioritization and planning process / Governance One-Time HIGH 2018 X X $0 $0 $9,400 Setup IT Service Desk Application for tracking Ad Hoc Requests Governance One-Time MOD 2018 X $0 $0 $3,760 Establish a on-going support agreement to deal with system change management Infrastructure One-Time HIGH 2018 X X X X X X $0 $88,000 $88,940 Training for ArcFM Users at Upgrade Training, Education and Knowledge Transfer One-time HIGH 2020 X X $20,000 $20,000 $34,100 Establish GIS Support protocols and processes Training, Education and Knowledge Transfer one-time HIGH 2018 X X X X $0 $0 $4,935 Contractor Support for ArcFM until upgrade and Internal GIS Analyst ready to supp6.4.4 Digital Data and Databases and Infrastructure One-Time HIGH 2018/2019 X X X X X X X X X X X $0 $52,800 $57,500 Develop governance policy Procedures, Workflows and Integrations One-time HIGH 2018 X X $0 $0 $6,580 Develop data sharing policy and agreements Procedures, Workflows and Integrations One-time HIGH 2018 X X $0 $0 $8,225 Geospatial data and technology standards Procedures, Workflows and Integrations One-time HIGH 2018 X X X X X X $0 $0 $9,400 Implementation of GIS Work Management Solution Procedures, Workflows and Integrations One-time HIGH 2018 X X X X X X $0 $22,000 $29,520 Mobile Data workflow Procedures, Workflows and Integrations One-time MOD 2019 X X X $0 $0 $13,630 Quality assurance workflows and tools Procedures, Workflows and Integrations One-time HIGH 2018 X X X X $0 $0 $14,100 System change management workflow Procedures, Workflows and Integrations One-time HIGH 2018 X X X X $0 $0 $7,050 Tempest / GIS Integration Procedures, Workflows and Integrations One-time HIGH 2018 X X X $10,000 $50,000 $65,275 Records management integration Procedures, Workflows and Integrations One-time HIGH 2020 X X X X $10,000 $50,000 $65,275 Asset management integration Procedures, Workflows and Integrations One-time HIGH 2019 X X X X X X X X $3,000 $75,000 $103,200 CIS Integration for ArcFM / Procedures, Workflows and Integrations One-time MOD 2019 X X $0 $0 $0 CIS Integration for Water Procedures, Workflows and Integrations One-time MOD 2021 X X X $2,000 $42,000 $51,400 AVL Integration Procedures, Workflows and Integrations One-time LOW 2021 X X X X $2,000 $22,000 $31,400 FDM Integration Procedures, Workflows and Integrations One-time MOD 2021 X X X X $2,000 $22,000 $31,400 Incorporation of Service Cards for Water and Sanitary Sewer into the GIS System Digital Data and Databases and infrastructure One-time HIGH 2017 X X $3,000 $75,000 $84,400 Map locations of electrical delivery and management of transformers in GIS Digital Data and Databases One-time MOD 2019? X X $0 $74,000 $95,150 Incorporation of Parks assets into GIS Digital Data and Databases One-time MOD 2019 X X X $0 $73,200 $85,561 Incorporation of Parking information into GIS One-time LOW 2020 X X $0 $20,000 $24,700 Incorporation of Facilities assets into GIS Digital Data and Databases One-time MOD 2020 X X $5,000 $39,000 $46,050 Fibre Network and equiptment into GIS Digital Data and Databases One-time LOW 2020 X X $1,000 $15,000 $18,995 Development Services Zoning Digital Data and Databases One-time HIGH 2018 X X $1,000 $25,000 $32,050 Official Community Plan into GIS Digital Data and Databases One-time HIGH 2018 X X $1,000 $25,000 $39,100 Addressing information into GIS Digital Data and Databases One-time HIGH 2018 X X X X $2,000 $42,000 $56,100 Emergency management information into GIS Digital Data and Databases One-time MOD 2020 X X X $0 $40,000 $49,400 Survey Fabric Digital Data and Databases One-time HIGH 2018 X X X X X $8,000 $100,000 $125,850 Third party utility data Digital Data and Databases One-Time HIGH 2019 X X $0 $0 $3,290 ICI Society Geoshare tools Digital Data and Databases One-Time LOW $0 $0 $5,640 ArcGIS Pro Implementation Software One-Time MOD 2021 X X X X $1,000 $25,000 $48,500 ArcFM Upgrade Software One-Time MOD 2021 X X X X $1,000 $25,000 $48,500 Portal Implementation Software One-Time HIGH 2018 X X $0 $20,000 $31,750 Regular Patches Software One-Time HIGH N/A X X X X X $0 $0 $11,750 Upgrades Software One-Time HIGH N/A X X X X $0 $0 $30,550 Open data portal Software One-Time LOW 2020 X X $0 $0 $8,930 Public web map app Software One-Time HIGH 2018 X X $0 $12,000 $19,050 Electric web map app Software One-Time HIGH 2017 X X $0 $12,000 $19,050 Infrastructure web map app Software One-Time MOD 2019 X X $0 $20,000 $27,050 Development Services web map app Software One-Time HIGH 2018 X X $0 $20,000 $27,050 Mobile query / view tool for field staff Software One-Time HIGH 2018 X X $0 $8,000 $13,640 Mobile data collection tools development in Software One-Time MOD 2019 X X $1,000 $15,000 $29,570 Mobile data collection tools development in Software One-Time MOD 2020 X X $1,000 $15,000 $29,570 Mobile data collection tools development in Software One-Time MOD 2021 X X $1,000 $15,000 $29,570 Mobile data collection tools development in Software One-Time MOD 2022 X X $1,000 $15,000 $29,570 Outage and service interruption web app Software One-Time MOD 2021 X X $0 $0 $8,460 Schedule Annual Estimated Effort Expenses Cost Item Annual Estimated Costs Estimated External Costs Total Estimated Costs

69 Project / Recommendation GIS Strategy Section Strategy core component Frequency Strategy Main Year Rough of Activity Prioritization Schedule $47.00 $47.00 $47.00 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Estimated COP GIS Hours Annual Estimated Effort Estimated Estimated COP IT Hours COP Business hours Expenses Cost Item Annual Estimated Costs Estimated External Costs Total Estimated Costs Emergency mapping applications Software One-Time HIGH 2019 X X $0 $0 $9,400 Other public focused applications Software One-Time MOD 2020 X X X X $0 $0 $30,550 Decommision of legacy applications Software One-Time MOD 2020 X X $0 $0 $1,645 Mobile network access 6.9 Infrastructure One-Time HIGH 2018 X X $0 $0 $5,170 Emergency Operations Center GIS Equiptment 6.9 Infrastructure One-Time MOD 2018 X X $20,000 $20,000 $21,880 Create DEV/TST/PRD enviornments Infrastructure One-Time HIGH 2018 X X $10,000 $0 $19,400 Creation of VMs for scheduled tasks for ArcFM and standard ArcGIS Infrastructure One-Time MOD 2019 X X $0 $0 $4,230 Establish a single database server for GIS Infrastructure One-Time HIGH 2018 X X $0 $5,600 $7,480 Accurate GPS equiptment Infrastructure One-Time MOD 2019 X $15,000 $15,000 $26,045 Total $164,000 $1,257,600 $1,885,603

70 APPENDIX E: SUMMARY OF MUNICIPAL GOVERNMENT SURVEY

71 1 MUNICIPAL SURVEY Thirteen municipalities with population sizes similar to that of the City of Penticton, and one Regional District, were contacted to participate in a survey. Ultimately, GIS Leads from seven of the contacted organizations were interviewed. Others contacting either declined to participate in the survey or did not respond to the request. The goal of the interview was to determine the state and direction of geospatial/gis systems within those organizations and use that information to inform and guide the strategic planning process at the City of Penticton. Table 1 shows which local governments were contacted and which ones were ultimately interviewed: Municipality Population Interviewed City of Courtenay 25,599 Yes City of Langley 25,888 No Municipality of North Cowichan 29,676 No City of Campbell River 32,588 Yes City of West Kelowna 32,655 Yes City of Port Moody 33,551 Yes City of Penticton 33,761 City of Langford 35,342 No District of Mission 38,833 Yes City of Vernon 40,116 Yes District of West Vancouver 42,473 No City of North Vancouver 52,898 No City of Port Coquitlam 58,612 No Page 1

72 Regional District of Okanagan-Similkameen 80,622 1 Yes Table 1 - Local governments contacted for survey GIS Staffing The municipalities surveyed have between one and three dedicated GIS Users those with a formal GIS education and experience that perform advanced analysis, create advanced mapping products, maintain databases and develop and maintain GIS applications. The job titles include: GIS Coordinator, GIS Analyst, GIS Developer, GIS Technician or Technologist and CAD Technician. The number of GIS Super Users such as those that use ArcMap to create custom maps, update GIS data, create reports and perform simple analysis ranged from zero to four. Job titles for Super Users include Planning Technician, Asset Management Technician and Labourer (field worker). It was found that between 15 and 35 people were considered Casual GIS Users, defined as those who use GIS to view data using a web viewer, print maps and run precompiled reports. Many of the GIS personnel surveyed believe that most of the staff are casual users of GIS, and most of them access their internal or external web viewer. Only two of the seven organizations, have a GIS Coordinator or manager, both of whom report to the IT Manager. Five of the seven GIS divisions are a part of the Information Technology departments, while two of the seven house their GIS personnel within their Engineering Departments Organizational Structure All the local governments surveyed do not have a formal organizational model but utilize a centralized GIS group which does work for all other departments. Those surveyed noted the following benefits of this model: all departments are potentially well-served provides a big picture view have control of data allows access to data quickly knowledge of all data and locations easier to track and maintain standards and communication One significant weakness noted was lack of sufficient staffing resources to meet the demands placed on the GIS system, which continues to increase at a rapid rate. 1 population includes the 33,761 residents of Penticton Page 2

73 Several of the GIS Leads expressed an interest in moving towards a hybrid organizational model where GIS resources are imbedded in other departments taking on department specific GIS requests while still reporting through a centrally focused reporting structure. A lack of time to undertake analysis determine an optimal organizational structure was also expressed. Many are simply keeping their heads above water, or maintaining the status quo Standard Operating Procedures and Work Flows Most of the organizations surveyed did not have Standard Operating Procedures or detailed documented work flows. They did, however, have an informal system in place for managing work flows. Some were developing work flow documents and beginning to implement and standardize procedures out of necessity as a time management technique due to ever increasing demands on their GIS One organization has a wiki with documentation and standards for GIS, which includes workflows for updating the cadastral, and has an IT change management process in place. One municipality provided their SOP document, which they cautioned was a high level procedural document, but find it works well, especially in the case of staff turnover. This document is reviewed annually by users and managers together. Their goal is to develop more detailed SOPs and work flows over time GIS Governance None of the organizations surveyed have a Strategic Plan for their GIS/geospatial system, though most expressed a desire to do so but felt they have not had the time or resources to undertake the work required. Similarly, none had a formal governance system in place such as a GIS Steering Committee or GIS User Group. Some have had such groups in the past, however issues such as staff turnover and lack of time precluded their continuation Data Access for External Users All the local governments but one either have, or are in the process of, creating an Open Data Portal to provide easy access to City information for the public; however, the quality of the data available varies greatly. All groups have a web map application exposed to the public and redirect many external user request to these applications. Most of the GIS personnel interviewed noted a significant shift in management attitudes regarding open data over the past several years. It has been recognized that fee for service models are not costeffective and that demand can never be met with this type of system hence, the current move towards open data. Page 3

74 City of West Kelowna District of Mission City of Port Moody City of Courtenay City of Campbell River City of Vernon Regional District of Okanagan-Similkameen There are still data sharing agreements in place for less easily distributed data or data with other concerns for (re)-distribution, such as agreements between vendors for orthophotos. In these cases, agreements are signed limiting the use and redistributed of data by external users. All surveyed participate in the Integrated Cadastal Information Society (ICI Society) and share survey parcels and utilities data with other ICI Society for members Geospatial Related Applications and integrations All of the municipalities surveyed utilize esri GIS software for their core GIS technology with a significant number using Geocortex Essentials for web mapping for internal and external users. A few use mobile viewing applications for viewing (ArcGIS Explorer and Geocortex Essentials) or collecting information in the field (ArcGIS Collector). The following table shows software currently used by each organization: Geospatial Applications Core GIS and Mapping Applications ArcGIS Desktop X X X X X X ArcGIS Server X X X X ArcGIS Online X X X X AutoCAD Esri Enterprise Geodatabase X X X X Web Mapping Solutions Geocortex Essentials X X X X X X ArcGIS Web App Builder X X X Page 4

75 District of Mission City of Port Moody City of Courtenay City of Campbell River City of Vernon ArcGIS Story Maps X Autodesk MapGuide X Mobile Mapping Applications ArcGIS Explorer X ArcGIS Collector App X X X Other geospatial applications Safe Feature Manipulation Engine (FME) X Table 2 - GIS solutions in use at other municipalities Asset Management Solutions and GIS Integration Five of the seven organizations interviewed use an asset management system. Cityworks and Infrastructure solutions are integrated into the GIS of two, with the other three not integrated or currently working on the integration. Those with the GIS and asset management solutions integrated found it greatly enhances their ability to have an effective asset management program. Asset management applications Cartegraph X CityWorks X WorkTech X X Infrastructure Studio X Table 3 - Asset management solutions Page 5

76 Tempest Vadim CityView Maize (financial) Local Government Management Solutions and GIS Integration The following chart outlines local government management solutions used to manage properties, licenses, and revenue currently being used by the organizations interviewed, and whether or not they are linked or integrated into the GIS. Most of the integrations were found to be between Tempest Local Government Management Solution and Geocortex Essentials using a plugin for Geocortex. This interface allows users to find properties associated with searches in the web map or to select properties in the map and see the records in Tempest. Any additional rich integration to be able to query, analyze or theme on data from Tempest required custom interactions using Geocortex Workflows. Local government City of West Kelowna No Partially Inprogress District of Mission No City of Port Moody Yes City of Courtenay Yes City of Campbell River Partially No City of Vernon Yes Regional District of Okanagan- Similkameen No Table 4 - Local government management and GIS integrations GIS Staff Professional Development The IT departments generally have a training budget that is sufficient to support workshops and conferences for dedicated GIS users. This most often entailed the annual Esri User Conference and additional training courses on an as needed or as requested basis. Many noted that having an excellent IT Manager that understood the nature of GIS and the rapid pace of change in the field was a key point in enabling this to happen. Page 6

77 Barriers to adequate training included a lack of time, and in one case, a lack of understanding from management on what is appropriate training for GIS personnel believing that a single GIS Technician can manage all GIS and engineering requests and assess and implement the required IT infrastructure What is Working Supportive and knowledgeable management is critical in enabling proper training, appropriate budgets and the move towards open data. There was consensus amongst all interviewed that a centralized repository and standards for all geospatial data managed by a GIS department, was beneficial in maintaining data and standards. Each department may be the actual custodian of their own data, being responsible for its content and use Challenges Many of the municipalities have only one or two dedicated GIS personnel and limited budgets for GIS initiatives. As a result, most feel that increasing demands on the GIS system always exceeds the ability to meet them. Meeting all departments needs in an integrated manner is also difficult. All expressed challenges in getting departments working together and creating and maintaining effective communication between each. Establishing working groups and keeping them functional over the long term has also proven exceedingly challenging. As a result, most municipalities are not able to develop an overarching vision for their geospatial data and technology. One of the biggest challenges for building the GIS in these organizations is finding the right software solutions that can be integrated in to the existing GIS for a reasonable price. Most notably are the costs to integrate GIS with the various asset management software packages Advice for the City of Penticton Several key points came to light when GIS personnel were asked what advice they would give to the City of Penticton for moving towards implementing their GIS/geospatial Strategy: ensure adequate staffing spend the time and money necessary to develop excellent base data; the added value can then be built from there; the ability to add value to source data is severely limited without good base data invest in the necessary infrastructure (hardware) data volumes have increased four-fold in seven years; app use and development are increasing exponentially inventory everything data, software, infrastructure to enable the measurement of progress in the years to come manage the cadastral in GIS as it is much simpler than CAD Insufficient personnel, time and financial resources to meet the demands placed on the GIS system, an increasing movement towards open data as well as web and mobile applications, and the essential element of communication between departments are themes that came to light. One person noted that Page 7

78 there is a paradigm shift taking place in the way that municipalities utilize geospatial systems for their business purposes. Having a well thought out plan will greatly increase the chances of success. Page 8

79 ` 1410 Columbia Ave., Castlegar BC