Planning Department Geographic Information Systems · Planning, Engineering & Facilities Management, Highway, and the Supervisor’s Office. The intent of the Committee is to identify

Town of Clarkstown

Planning Department

Geographic Information Systems 2020-2025 Strategic Plan

GIS Strategic Plan Committee

Engineering & Facilities Management: Dennis Letson

Highway: Frank DiZenzo, Kim Termini

Planning: Jose Simoes, William Withington

Supervisor’s Office: Robert Alberty

Prepared by the Town of Clarkstown, Department of Planning, GIS

Town of Clarkstown GIS Strategic Plan 2020-2025

Table of Contents 1. Executive Summary .......................................................................................... 1 2. Introduction ..................................................................................................... 3 3. Program Overview ............................................................................................ 4

A. Mission Statement ........................................................................................ 4 B. Benefits of a GIS Program to Local Government .......................................... 4 C. Program Standards ....................................................................................... 5

4. Goals ................................................................................................................ 6 A. GIS Program Goals ........................................................................................ 6 B. Relationship to Town’s Comprehensive Plan ............................................... 6

5. GIS History ........................................................................................................ 8 A. Phase I ........................................................................................................... 8 B. Phase II .......................................................................................................... 8 C. Phase III ......................................................................................................... 8

6. Current State .................................................................................................... 9 A. Program Responsibilities & Duties ............................................................... 9 B. Guidance ....................................................................................................... 10 C. Resources & Personnel ................................................................................. 11

7. Organizational Evaluation ................................................................................. 16 A. GIS Capability Maturity Model ..................................................................... 16 B. SWOT (Strengths/Weaknesses/Opportunities/Threats) Analysis ................ 17 C. Challenges ..................................................................................................... 21

8. Strategic Opportunities Analysis ....................................................................... 23 A. Needs Gathering ........................................................................................... 23 B. Consolidating Projects .................................................................................. 24 C. Shared Solutions ........................................................................................... 24 D. Return on Investment (ROI) .......................................................................... 24 E. Prioritizing Projects ....................................................................................... 25

9. Strategic Plan Implementation .......................................................................... 27 A. Governance ................................................................................................... 27 B. Work Plan & Schedule .................................................................................. 28 C. Budget ........................................................................................................... 30

Appendix 5.1 Applications Detail Matrix 5.2 Data Detail Matrix 6.1 GIS Capability Maturity Model – Description 6.2 GIS Capability Maturity Model – Town of Clarkstown 6.3 GIS Capability Maturity Model – Comparison 7.1 Department Interview Reports Assessor


Town Attorney Building Department Department of Engineering & Facilities Management Highway Department Office of Insurance & Claims Police – 911 Communications Group Police – Emergency Management Planning Recreation & Parks Supervisor Town Clerk/Receiver of Taxes 7.2 Stakeholder Survey Form & Survey Results 7.3 GIS Strategic Plan Departmental Interview Results 7.4 Needs & Shared Solutions Matrix 7.4.1 Shared Solutions Matrix Table 7.5 Needs & Return on Investment Matrix 7.5.1 Return on Investment Matrix Table Tables

Table 5.1 Software Licensing ............................................................................ 12 Table 7.1 Department Survey Results ............................................................... 23

Figures

Figure 5.1 GIS Network ..................................................................................... 13 Figure 7.1 Return on Investment Ranking ........................................................ 26


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Executive Summary

The Town of Clarkstown’s initial embrace of Geographic Information Systems (GIS) technology was ahead of its time for a town government when it was established in 2008. Since, the Town has utilized GIS to accomplish a number of goals, including the implementation of a request and complaint management system; the implementation of a parts, fleet, and maintenance system; web-based mapping applications; and digital versions of the Town’s Zoning and Official maps.

Over the past decade, GIS has become commonplace for town and county governments. The adoption of GIS has expanded efficiencies, cut costs, and made critical information readily and quickly available for public safety, town employees, and the general public. Government entities including Rockland County, Westchester County, the City of Manhattan, and Stamford, CT have invested in GIS technology to great effect. Although varied in many ways, similarities exist between Clarkstown and these entities and some useful lessons can be gleaned from their efforts. Notably, the incorporation of records and asset management into public safety and day-to-day operations should be a primary goal. Also critical is a continued commitment to support GIS technology - allowing Clarkstown to keep pace with government norms while preventing existing gains from diminishing.

With this in mind, the GIS Strategic Plan Committee, consisting of members from Engineering and Facilities Management, Highway, Planning, and the Supervisor’s Office began the process of creating a long-term work plan in September, 2017. Surveys and department interviews generated a broad operational picture of department needs, many of which overlapped. Thus, a picture began to emerge of how department needs could be applied to satisfy the Town’s larger mandates.

Historically, Clarkstown has maintained records in a paper environment, and much information is retained by individuals as institutional knowledge. As personnel retire and records are boxed and stored, information and access to information diminishes. Now, technological advances have created opportunities to breathe new life into these underutilized documents. The speed at which information can be made available, the ease by which departments can share it, and the potential for deeper analysis and crisper decision making are all possible when information is put into an information system designed for such purposes.

Building on the results of the original Geographic Information System Needs Assessment and Implementation Plan, the GIS program looks to also support the development of the newly formed Department of Engineering and Facilities Management’s need for data and application development. Further, this plan seeks to address two important Town goals – to protect public safety and to reduce risk from man-made and natural disasters. To better align GIS resources and program objectives with Town needs, this Plan recommends five (5) primary projects involving data creation and access that will culminate into a complete Records and Asset Management Information System. This system will improve Clarkstown’s ability to serve


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the public, lower long-term maintenance costs, and protect public safety. The commitment to provide necessary resources would allow the following objectives to be achievable within the next three to five years:

Develop Asset Management Information System to support Department of Engineering and Facilities Management and Highway operations by creating location and maintenance information of Town maintained infrastructure.

Develop Records Management Information System to support Assessor, Building, and Planning operations by creating a searchable, geographically referenced, digital database of land records within Clarkstown.

Expand Executive, Public Safety, and Emergency Management awareness by providing access to the Records and Asset Management Information System via mobile technology.

Provide analytical support for infrastructure capital improvement and maintenance plans.

Provide ongoing support and maintenance for all existing and future GIS-based systems.

The Clarkstown GIS program delivers GIS services throughout Town operations and to the public. At this time, the program is at a crossroads. Expanding information needs of other departments are outstripping the program’s capacity. A primary challenge facing Clarkstown GIS in achieving its goals is attaining the right resource mix to grow the system. The resource additions listed below are critical to support expanding GIS responsibilities.

The hiring of one (1) additional GIS staff member

Dedicated funds for training of Town employees across several departments

Dedicated funds for contractor services, as needed

Development and/or purchase new hardware, software, and data, as needed

The addition of a Records and Asset Management Information System is a large undertaking, but one that will put Clarkstown in a better position to serve and protect the health and wellbeing of the public, make informed decisions, and reduce costs. Incorporating this work into the Town’s existing Geographic Information System is a necessary evolution, and one that will continue to reap benefits many years into the future.


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1. Introduction

A functional and capable GIS is a valuable resource to the Town of Clarkstown. Rooted in geography, GIS is a technology platform for gathering, managing, and analyzing data. While GIS is often used for making maps, the true value of a robust GIS for municipal government is in its ability to organize land related data for management purposes and to analyze relationships between data layers to improve decision making. Properly managed, GIS becomes a tool for identifying problems, monitoring change, managing and responding to events, forecasting, setting priorities, and understanding trends.

The Town of Clarkstown’s GIS program main function is to manage the Town’s geospatial capabilities and tools: interactive mapping and spatial (map-based) analysis, and to support the components of the system—the data, applications, services, and hardware that keep everything running. Although this function is performed from within the Planning Department, GIS serves all Town operations and the general public as needed. Because the majority of Town function has a geographic component, the GIS program operates with the assertion that Town operations thrive when there is an understanding of how GIS can positively impact department operations. Such understanding improves service processes across operations and informs decisions at the highest levels of management.

The original GIS plan, the Geographic Information System (GIS) Needs Assessment and Implementation Plan, was written between 2005 and 2006 and led to the creation of the GIS Coordinator position, filled in 2008. Seeing the need for a document that plans for future GIS development, the GIS Coordinator formed the GIS Strategic Plan Committee (GISSPC) in 2017. The GISSPC represents high level Town staff from the departments most integrated with GIS—Planning, Engineering & Facilities Management, Highway, and the Supervisor’s Office.

The intent of the Committee is to identify the mission and high level goals for the GIS program, identify and prioritize a number of strategic opportunities, and modify the existing framework for program governance. The Plan should be updated every five years.

Process The GISSPC developed a survey to better understand the Town’s GIS needs. These needs focused the Committee as the Plan was developed. The committee met over a 20 month planning process from August, 2017 to April, 2019. To keep conversations manageable, meeting topics were focused on the following: 1) mission and goals; 2) needs gathering results; 3) identifying shared solutions, and valuing projects; 4) program evaluation; and 5) governance and budgeting.


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2. Program Overview

Clarkstown’s GIS program provides a mechanism for Town departments to provide services to residents while efficiently managing their resources. The GIS Coordinator is committed to providing those departments with usable technology and information, analysis services, insights into how to engage GIS technology, and support for the above.

A. Clarkstown GIS Mission Statement The mission of the Town of Clarkstown Planning Department, GIS is to support the activities of the Town and its citizens by using geographical data to (1) inform decisions, (2) improve service processes and systems, and (3) expand the use and utility of shared information.

B. Benefits of a GIS Program to Local Government Many GIS benefits are qualitative and Return on Investment can be difficult to measure. However, these efficiencies have a major impact on the Town’s financial bottom line through improved collaboration, streamlined service processes, and well informed decision making. The GIS program strives to support many aspects of Town function by standardizing approaches to issues that may be spatially similar—for example modeling flow direction, yet organizationally different—water flow v. traffic flow. In this way, Geographic Systems provide services that allow others to more efficiently work or gather and understand information. GIS benefits are categorized below under three closely related general areas to begin understanding how GIS supports and adds value to Town operations:

1. Operational/Service Process Efficiency

Within the structure of a GIS is the ability to relate information from different systems into correlational location-based databases, applications, and layouts. Simply, GIS can find patterns in data that are not always apparent. For example, GIS-based asset management systems can store information on features such as catchbasins or lighting based on the feature’s location, rather than the closest address. These features can be displayed on a map, allowing management to view hundreds of records by location allowing for rapid and comprehensive assessments. Streetlight locations can contain information about service dates and bulb types, enabling management to target larger areas that may need to be inspected, rather than reacting to individual complaints about malfunctioning lights. Geo- and field-enabling documents, reports, complaints, permits, or inspections make the task of code enforcement or inspections more precise and more efficient. Using GIS is also an excellent way to standardize information and increase interdepartmental organization and collaboration—allowing questions to become conversations.

2. Decision Making and Policy Support

GIS creates unique geographic views of information and can inform decision making at all levels of Town government via spatial analysis: Where are crime hotspots? Which intersections have


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the greatest number of pedestrian accidents? When do those accidents occur? Which senior developments do not have easy access to shopping? GIS coalesces different types of information in ways that are not possible otherwise. GIS brings locational intelligence in the development of plans for infrastructure, economic growth, or public facility projects—such as developing long range capital improvement projects for storm water drainage or sewer. Likewise, GIS brings relevant information to bear during high level policy decision making such as understanding the impact of Transit Oriented Development projects on services and infrastructure.

3. Transparency and Public Information

GIS has the potential to increase visibility for Town initiatives and to act as a first line of response for public inquiries. Web-based mapping displays information in ways that are intuitive for public use. For example, the Planning Board’s Major Projects mapping application displays current and past project locations along with aerial imagery. This on-line interactive map viewer is simple, yet allows members of the residential and business communities to view project locations, project status, surrounding areas, and supporting documentation. By offering this service, the Planning Board can highlight projects and the public can easily find basic information through the Town’s website, freeing the Planning Department to focus on more pressing tasks. This same approach can be applied to most internal processes that have been integrated with the GIS.

C. Program Standards Over the past 10 years, the Town’s GIS program has been successful in positively impacting a number of Town functions. Clarkstown GIS has taken the lead on projects as diverse as initiating a complaint tracking system, subdivision and easement mapping, ensuring MS4 compliance with the New York State Department of Environmental Conservation, and e911 data and software support. This strategic plan focuses moving GIS products away from standalone projects and focusing on enterprise capabilities. It will be implemented in alignment with the following standards:

Return on Investment (ROI): Focus on GIS projects with the greatest possible organizational impact. Focus on economies of scale and long-term sustainability.

Innovation: Create more efficient GIS-based service practices and processes.

Aligned with Clarkstown’s Geography: Consider that Clarkstown is a semi-dense suburban community; recognizing the “interdependence between individuals and society, between our built systems and our natural environment”, as stated in the Town’s 2009 Final Comprehensive Plan & FGEIS.


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3. Goals

GIS program goals provide guidance and ensure that the program stays focused on its mission. Goals are divided into two main areas: (1) infrastructure—system resource development and analytical outputs; and (2) success factors—activities that ensure infrastructure is properly targeted and well used.

A. GIS Program Goals 1. GIS Infrastructure Goals

Data Development and Data Standards: Continue to ingest data that are usable and useful and ensure that each dataset is accurate and reliable. Spatial Analysis: Use resources in a manner that reveals information and provides solutions to complex problems. Application Development and Service Process Integration: Guide departments in using GIS technology to improve their work and service processes. Interdepartmental Collaboration and Coordination: Develop resources that allow departments to work together through information and idea sharing.

2. Success Factor Goals Promote GIS Capabilities and Educate Decision Makers: Educate decision makers on the value and capabilities of GIS. Training and Technical Support: Provide technical support and staff training to maximize GIS capabilities. Available and Accessible Systems: Make Town GIS resources available and accessible for day-to-day use. External Partner Coordination (Regional/County/Utility/etc.): Sustain and improve existing partnerships in the region. Identify new partnership opportunities. Support for Emergency Management: Make GIS resources accessible in emergency situations.

B. Relationship to Town’s Comprehensive Plan As GIS supports Town function, the Strategic Plan should support the goals and objectives of the Town’s Comprehensive Plan, which is a template for development and management within Town boundaries. Elements of direct GIS support can be found in each of the Comprehensive Plan’s central topics:

Economic Development

Environmental Resources

Health, Safety, and Welfare

Historic and Cultural Resources

Housing


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Recreation, Parks, and Open Space

Transportation

As the Town has implemented aspects of each topic, GIS has been prepared with raw data and analytical tools to develop information beneficial in assisting Town staff and elected and appointed officials make informed decisions. Now, as the Town prepares to update the current Comprehensive Plan, Clarkstown GIS must be prepared to meet the challenges that will arise with the development and implementation of the updated Plan.


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4. GIS History

A. Phase I – Program Initiation Clarkstown’s GIS program began in 2008 within the Data Processing Department. Because Clarkstown GIS works with many Town departments to varying degrees, its organizational location was an issue of debate at the onset. It was decided that Data Processing would be a neutral location, as it would not place weighted project pressures on the new program in relation to other departmental needs. During this time the basic infrastructure of the GIS was developed and implemented and database structures were defined and created. At this time, GIS information was largely decentralized. Departments were stewards of their own data, performing routine maintenance and sharing with other departments. The GIS Coordinator maintained base data, managed the system, and addressed other Town GIS needs on an ad hoc basis.

B. Phase II – Consolidation As the information system became more developed, the decentralized approach became less effective—leading to data duplication, data gaps, and data unreliability. The need to centralize data ownership became primary, as the need for data reliability increased and GIS projects became more prevalent. By moving data responsibilities away from departmental users, the GIS Coordinator was able to ensure data integrity, access, and universality. As such, a new geospatial infrastructure began to develop. The new goal was to generate data that would be reliable, relevant to municipal uses, up to date, and accessible, providing GIS users data with a high level of confidence. Outside of data development and maintenance, GIS activities focused on training, map creation, and basic analysis. At this time, the GIS Coordinator began releasing web-based map viewing software and began to investigate GIS-based software that could be integrated into various departmental service processes.

C. Phase III – Development During this phase it became clear that Clarkstown GIS would need to further centralize the Town’s enterprise data. Accordingly, Clarkstown GIS took the lead on assisting departments in the acquisition of GIS-related software for resident complaint and work order tracking. As a result, the number of indirect consumers of GIS grew, and system management requests became increasingly complex and wide-ranging. GIS activities outside of software and data maintenance and management focused on training and ad hoc and project specific map creation and analysis. Further, the GIS core database had matured to a point where it could meet a greater range of needs. In 2015, the GIS Coordinator was administratively moved to the Planning Department, but continued to assist all other Town departments as needed.


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5. Current State

Clarkstown GIS operates under the organizational model described in GIS History, Phase III – Development. As GIS technology and departmental needs evolve, the GIS Coordinator must continue to expand his knowledge and skill sets. This proactive approach has helped to increase knowledge of the usefulness of GIS for Town employees and residents and, as a result, has raised the level of expectation for the GIS Coordinator.

A. Program Responsibilities and Duties GIS responsibilities and duties are divided into three main areas: Operations (maintaining the system), Development (improving the system), and Ad Hoc Projects (unplanned needs). Currently, Clarkstown GIS resource planning is divided between Operations and Development. Ad Hoc Projects are variable and cause the largest management challenge for prioritization and merger to the main GIS program within a reasonable time frame.

Operations

Operations refers to ongoing processes and tasks. These tasks often grow as Clarkstown GIS implements new projects, including data maintenance, software updates, application maintenance, maintaining standard map products, or analysis projects. Naturally, this also includes unplanned tasks such as troubleshooting system breakdowns and providing technical support.

Over the last several years, Clarkstown GIS has seen a reduction in the amount of time available to dedicate to data, application, and map maintenance. These reductions are mainly due to an increase in the number of, and complexity of, data layers, GIS products, and ongoing projects. This decrease in available time has not yet impacted the integrity of GIS as a service, but will in the future as staff levels remain minimal while workloads and expectations naturally increase, and as Clarkstown GIS personnel capacity is not augmented by contractor services. In addition to the complexity of data layers, GIS products, and ongoing projects, the number of supported applications has grown. As such, the maintenance of the GIS as a system has become more complex. New projects will continue to arise and Operations workload will continue to expand. Several options, listed in the Shared Solutions section attempt to streamline or standardize common tasks or products and provide a solution to maintaining the integrity of Clarkstown GIS while ensuring adequate time for GIS development.

Development

Development is characterized by new data, application implementations, system modifications, development of additional capabilities, or a significant but unique project need. The amount of work varies from year to year depending on availability of additional funding for GIS. The Town’s GIS software provider is in the process of changing their software architecture and delivery method. As such, much of the development for the GIS program in 2019 will be in the


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form of network, software, and database upgrades. Training is a critical component of mission success. However, the lack of a training budget may hamper the success of this undertaking.

Unplanned development is common. These unforeseen events often monopolize staff time that would have otherwise been spent on other initiatives. These events can be minimized in the future through better identification of development needs. To this end, the needs for GIS development should be understood early in a process, leading to successful project implementation and more significant ROI from the GIS program.

Ad Hoc Projects

Projects often arise that are unrelated to operations or development, but represent an urgent need to assist a pending decision, recommendation, or other time sensitive event. They can be data collection, mapping, system repair, or analysis projects. Although they are usually short term in nature, they quickly consume limited staff resources. These projects are evaluated and prioritized by the GIS Coordinator. Although a method of project evaluation does not formally exist, the following is a set of standards that are generally applied to the decision-making process:

Cost-benefit: The main cost of many ad hoc projects is staff time. Projects requiring less than 8 hours of staff time are often accepted.

Organizational value of the project: Identifying project importance to the Town often dictates priority.

Ability to address the need: Some potentially beneficial projects require more resources than can be reasonably allocated and are rejected on this basis.

Future value to the program: Projects that allow Clarkstown GIS to improve its overall infrastructure may receive greater consideration.

The GIS Coordinator has made a concerted effort over the last several years to reduce the number of ad hoc project requests by creating or improving existing GIS services to allow users to satisfy their own GIS needs. These have been in the form of custom web-based applications, analysis tools, and map templates. In order to remain effective in the future, the GIS program must continue to supply Clarkstown’s GIS user community with relevant tools that will make users more self-reliant. Technological advancements and the need for continued GIS development is critical to this GIS service.

B. Guidance

Guidance is the mechanism that determines GIS program direction. Initially, the GIS program was focused on growing the new system and needs were clearly defined. Advancing a mature GIS program is much more complex. This section of the Plan looks at the current structure, while the Strategic Plan Implementation section discusses changes to the governance model.


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GIS Steering Committee

GIS Steering Committee (GISSC) membership has expanded and contracted over the years. Currently, core GISSC membership is made up of those departments that most use GIS. These departments are the Highway Department, Department of Engineering & Facilities Management, and the Planning Department. Committee meetings are typically three to four times annually, occasionally meeting more frequently as project needs dictate. Other departments are included in meetings as appropriate. Meeting agenda topics include general discussion, progress reports, project planning, and information sharing.

The GISSC began at the end of 2011 after the bulk of GIS Initiation and Consolidation was completed. The goal of the Committee was to increase the use of GIS within Town departments and to guide GIS development in order to make it a more robust and capable system. Although successful in this regard, the Committee continues to work on an ad hoc project basis. Because the Committee is made up of departmental leadership, the members are able to fully represent their departments in terms of resources available to fulfill commitments. Thus, the GISSC should ultimately be a venue to organize and follow through on long-term projects.

Departmental Guidance

It is impossible to anticipate all departmental needs at one time and projects that require GIS resources do arise at various points throughout the year. As such, the requesting department offers project guidance when necessary.

C. Resources and Personnel The most important part of any GIS program is the staff that is dedicated to it – their depth of knowledge and capabilities dictate its impact. GIS staff must understand social and physical geographic and spatial concepts in order to accomplish an array of specialized tasks. Staff must also understand all relevant department needs in order to develop appropriate solutions to the usually uncharted tasks at hand.

Currently, Clarkstown’s GIS staff consists solely of the GIS Coordinator. As projects have continued to grow in number and complexity, there is a need for more personnel. Locally competitive salaries for staff, a full range of industry standard classifications, and the development of a professional career ladder are critical to the long-term success of the GIS program. While gaining new staff is initially costly, developing an internal structure for encouraging and rewarding professional growth can produce a very high return in improved capabilities for the Town at a reasonable cost.

System Resources

Since 2008, Clarkstown GIS has evolved from a handful of users with desktop licenses using locally stored data to an enterprise level virtual environment hosting licensing, data, intranet applications, and internet applications. This infrastructure supports many Town operations in


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the intranet, internet, and desktop environments. Today with the support of the Data Processing department (IT), Clarkstown GIS maintains 6 servers. Within Town Hall, Clarkstown GIS supports or maintains 5 GIS desktop applications, 7 web-based applications, and an ever-growing data library consisting of 111 separate features constituting roughly 2 Terabytes of data (see Appendix 5.2). Clarkstown GIS also works with the Clarkstown Police Department, Data Processing Division and Emergency Management to support 2 Police Department servers, 1 desktop application, and 2 web-based applications. Clarkstown’s GIS program is an ESRI-based operation that maintains the following ESRI Enterprise for Small Government licenses shown below in Table 5.1.

Table 5.1

Application Deployment Use

ArcGIS Desktop Advanced Enterprise Desktop - Power Users

High end analysis, complex data development and management, map production

ArcGIS Desktop Standard Enterprise Desktop - High level users and Interns

End-user software; focus on multi-user enterprise geodatabase editing capabilities

ArcGIS Desktop Basic Enterprise Desktop - Beginner users

End-user software; basic analysis and map production, editing personal databases

Network Analyst Desktop Extension - Any user, as needed

Development of complex routing and service area analysis

Spatial Analyst Desktop Extension - Any user, as needed

Raster-based spatial analysis, development of surface models, site suitability studies

3D Analyst Desktop Extension - Any user, as needed

Analysis and visualization of data, development of perspectives, animations

Geostatistical Analyst Desktop Extension - Any user, as needed

Generate surfaces from data and evaluate predictions

ArcGIS Server Enterprise Advanced Server - All Town staff

Management of enterprise GIS databases, development and deployment of web-based GIS services and applications

The GIS architecture, represented below in Figure 5.1, is a system of servers, applications, and data that centralizes the maintenance and Town-wide distribution of geographic information, ensuring that data are accessible, accurate, and up to date. As Clarkstown GIS continues to evolve and as industry technologies change, maintaining system architecture will be an important consideration. Time, personnel, and GIS educational development are critical components of this effort.


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Figure 5.1

Applications

GIS applications provide Town staff at all levels ways to easily view and interact with location-based information. These applications are mostly seen as interactive mapping, but a GIS application is not always visible to the user. Some applications sit behind the scenes, supplying information for desktop software. Some are tools embedded within other applications, and some have multiple hardware and software components. A list of current applications is found in Appendix 5.1.

Clarkstown GIS supports three general categories of applications:

Commercial off-the-shelf (COTS) GIS Integrations: COTS applications integrate into existing data and applications that make up the GIS enterprise. These tend to be department specific and are put in place to manage a specific set of workflows. Examples include Lucity for asset management, PAS for property assessment, and Computer Aided Dispatch/Records Management for public safety.

Custom GIS Applications and Integrations: Some of the Town’s GIS applications are custom-built and maintained by GIS staff. These applications are either accessible to Town staff via the intranet, or to the public through the Town’s web page. Examples include the iMap application for general data viewing, the Zoning and Official Map applications for interactive viewing of those map products, and the Planning Board


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Major Projects application for public access to documents relating to ongoing Planning projects.

GIS Web Services: Clarkstown GIS develops and maintains GIS-based web services, which provide back end access to spatial data and functions without needing to provide a map or connect to a GIS. In this way, services can efficiently be made available to users and client applications.

Data

Clarkstown GIS is responsible for the design, development, maintenance, and storage of all GIS related data for the Town. This work includes management of several servers, databases, and datasets representing hundreds of thousands of individual features that include policy, environmental, emergency management, infrastructure, and imagery data. GIS data are centrally located in various ArcSDE geodatabases and distributed through scripts, services, and other processes to various internal and publically accessible locations. The following areas are some of the core functions and uses of GIS data:

Asset management: Currently, GIS is used by several Town departments for managing and visualizing resident complaints. Additionally, the Highway Department uses GIS to manage permits and work orders. Other assets that are managed by GIS in some way include tax parcels, easements, zoning boundaries, Official Map elements, stormwater and sewer conveyance systems, hydrants, etc.

Visualization: Visualization products such as orthophotography are vital data resources in the GIS inventory. Approximately every three years, Clarkstown GIS acquires high resolution imagery at no cost from the New York State Office of Information Technology Services, GIS Program Office that is then compiled into a single mosaic image of Rockland County. Clarkstown GIS now has an orthographic reference library that dates to 2000.

Map standards: Clarkstown GIS maintains several standardized mapping products for ESRI desktop users. These products allow users to quickly produce and disseminate maps in a variety of sizes both internally and to the general public. Maintenance of these products ensures that data are correct and properly cited, and that a professional and unified appearance is maintained.

Network data: A Network is a spatial data type designed to mimic connection and flow characteristics of linear systems. Clarkstown GIS makes the Rockland County Sewer District data available to the Department of Engineering & Facilities Management and other Town users. Additionally, Clarkstown GIS is in the process of developing a stormwater conveyance dataset, which serves to keep the Town in compliance with the New York State Department of Environmental Conservation’s MS4 requirement. An additional benefit will be the creation of a stormwater conveyance network dataset that will benefit the Clarkstown Department of Engineering & Facilities Management for long term infrastructure planning and Emergency Management for public safety purposes.


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Geocoded data: Along with internal GIS-based web applications, the Clarkstown Police Department e911 dispatch system relies on address information supplied by Rockland County Planning Department, GIS Division. Clarkstown GIS has developed several custom geocoding services that are designed to recognize many of the unique addressing styles within the Town.

County data: Clarkstown GIS works directly with Rockland County Planning Department, GIS Division to ensure that data received from, and sent to, the County have a high degree of confidence. Clarkstown GIS proactively shares GIS data with the County and neighboring municipalities in anticipation of and during emergency events.

State data: Clarkstown GIS is a member of the New York State GIS Association as well as the New York State GIS Cooperative, which give access to large amounts of federal, state, regional, county, and municipal data. When appropriate, such as with FEMA Flood Zones, data are integrated into Clarkstown GIS core databases and maintained as necessary.

Training

Since 2008, Clarkstown GIS has offered training to new and existing users on an as needed basis. Trainings have typically covered desktop software, web based applications, and department specific software. Prior to the creation of the Town GIS, some training was offered by Rockland County Planning Department, GIS Division. In recent years, training requests have decreased. It has become apparent that changes in technology and end user needs have resulted in the need for new training and will be an opportunity to refresh prior training and skills. Additionally, it is anticipated that ESRI will migrate away from their current desktop software platform in the near future. Significant training will need to be provided to, and by, the GIS Coordinator at that time.


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6. Organizational Evaluation

An important part of this assessment is to identify what does, and what does not work for Clarkstown GIS. Relying on past experience and interaction with involved departments and committee members, this section looks at the GIS Capability Maturity Model and critically examines the GIS program’s Strengths, Weaknesses, Opportunities, and Threats (SWOT) and discusses challenges and solutions.

A. GIS Capability Maturity Model—Urban and Regional Information Systems Association Using the GIS Capability Maturity Model (Appendix 6.1), available through membership in the Urban and Regional Information Systems Association (URISA), the GIS Coordinator modeled the Town’s ability to accomplish a defined set of GIS tasks. This assessment was based on seven broad, but critical categories:

Figure 6.1

The model described above and detailed in Appendix 6.2 identifies strengths and weaknesses in the Town’s GIS program, the results of which have been incorporated into the SWOT Analysis below. Additionally, the model is compared to a larger municipality as a means to compare capabilities with other GIS programs. This comparison is found in Appendix 6.3. It is interesting to note that the Town’s GIS program is, in some ways on par with the comparison municipality which serves a larger overall population, and enjoys a larger budget and more staff. Although the ability exists within Clarkstown GIS, the overall program falls short in the areas of funding, staff development, training, and professional development. These shortcomings severely reduce the execution ability of the GIS program.

Geospatial Coordination

and Collaboration

Geospatial Data

Development

GIS Resource Discovery and

Access

Statewide Partnership Programs

Participation in Pertinent National

Partnership Programs and

Initiatives

Geospatial Policies,

Standards, Guidelines,

and Best Practices

Training, Education, and

Professional Networking

Activities


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B. SWOT Analysis Strengths

Interdepartmental sharing and collaboration

To date, the GIS program has introduced three intranet-based mapping applications to the Town. Rather than create a one-size-fits-all application, the Official Map, Zoning Map, and general map viewer have been created for employee use. These applications have not been made available to the general public. Data for these applications are taken from the core GIS databases for use as simple data viewers. Through their use, Town employees can access information that would otherwise not be immediately available. Thus, these applications serve as interactive reference materials that are used to answer questions and solve problems. As the GIS program continues, these applications will serve as the foundation for more robust tools that will incorporate departmental specific information and analytics.

Analytical expertise

The GIS program benefits from several high level users that are able to relate their field of expertise to GIS software and concepts. The result is a small, but highly technical group that is capable of performing deep analysis. As an example, this group has worked on projects ranging from the Town’s Comprehensive Plan to long term capital improvement projects. When brought together, this group combines its institutional knowledge and subject matter expertise to create meaningful analysis products.

Spatial data

The GIS program has invested a significant amount of time into making a reliable and accessible core database. Data was standardized and data silos were eliminated with the establishment of an enterprise GIS. These data are updated and attributed on a regular basis when need and personnel resources permit. All data is developed to meet its immediate need as well as anticipating unforeseen analytical needs, while feeding GIS COTS applications and basic mapping purposes.

Initial investments have paid off

Shortly after the GIS program was initiated, the decision was made to invest in an enterprise GIS. As a result, GIS is available to all users in the form of desktop and web-based applications. Further, the system has the ability to tie in to other departmental systems that are on a Microsoft SQL database platform. Examples of integrated systems include: e911, complaints, assessments, inventory, permitting, etc.

Weaknesses

Insufficient personnel resources

At odds with the original Geographic Information System (GIS) Needs Assessment and Implementation Plan, staff size has remained constant during the 10 years that the GIS program


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has existed. In addition to staff growth not keeping pace with the growth in obligations, the GIS program has been unable to develop a professional career ladder. Without a career ladder, GIS staff has no opportunity for advancement within the Town. This lack of advancement opportunities directly affects morale. Additionally, aside from staff salary and software licensing fees, there are limited resources available for professional development and no funds available for the hiring of additional permanent staff or outsourcing of project work. As a result, the GIS Coordinator is in a position where a level of program growth that would greatly benefit the Town is impossible. Significant cost-neutral benefits would be gained by the Town from the development of an additional full time GIS classification and a GIS career ladder.

Insufficient training resources

As budgets have tightened throughout Town departments, the training budget within the Planning Department has been eliminated. As one of the most technical positions within the Town, the GIS Coordinator must keep pace with constantly evolving GIS technology. Required training is a need that cannot be ignored without a negative impact to the Town’s use and administration of GIS. Without technical training funds allocated to the GIS program, the Town will lose advantages that have historically existed in a program that maintains up-to-date knowledge and skills.

Little direct coordination with users/public

Town employees: Although GIS has made great strides in educating Town employees in the function and uses of GIS, there is still a disconnect between many potential users and the technology. The creation of a technical, or user group, may help to solve this problem.

Civic engagement: There is no established model or defined expectation for providing GIS services to the public – currently, GIS provides no custom mapping or data analysis services. GIS has two highly specific web-based applications that are available through various departmental pages on the Town’s website. There is currently no dedicated location, or portal, that alerts residents to the existence of GIS resources within the Town. The creation of a GIS Portal site will create a public access point and increase availability.

Digital submission standards: The GIS Coordinator worked with the Code Revision Committee in 2014 to develop a set of digital submission standards for site or subdivision plan submittals. The main goal of the submission standards was to require applicants to provide digital information with their submission, reducing GIS staff time spent on data management. To date, this revision has not been codified, pending review by the Town Attorney.

Weak model for project follow-thru

Most new work is committed to by the GIS Coordinator and senior departmental management. However, if a project does not require additional financial resources, there is no obvious mechanism to ensure completion. Changes in leadership and priorities throughout the


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organization may impact those agreements, and projects can lose support. A re-tooling of the GIS Steering Committee may help to ensure that commitments to GIS initiatives are viewed as priorities.

Data is lacking

The GIS program maintains an extensive collection of spatial information. However, recent infrastructure acquisitions and ongoing management requirements have created major gaps in the spatial catalog. Specifically, the stormwater conveyance system is only partially mapped and above ground lighting within the Town is not mapped at all. With only part time seasonal staff to engage in data collection, it is anticipated that another 5-10 years will pass before these systems are fully mapped to the point where they are useful in an enterprise asset management system. This time line assumes that no other major data collection projects will arise within that timeframe.

Also, data exists in analog form that is simply waiting to be used in a more meaningful way. Much of this information exists in the form of site plans, meeting minutes, etc. Although many agree that this is valuable information and could be used more effectively, there is no push to engage this project. As a result, a wealth of information sits passively waiting to be used. This type of information is commonly converted to digital format when grant monies are available.

Data standards not fully developed

Data standards are not fully developed and need more definition and acceptance. Standards also need to be incorporated into scopes of work and Request for Proposals involving GIS, or location-based data. This would make system integration and use much simpler. Currently, not all departments consider GIS when they seek software vendors. The reality is that all departments use or create location-based information. Disregarding GIS integration during the planning stage will, in most cases, prohibit cost-effective GIS integration. As example, the Town’s decision to purchase and manage aboveground lighting did not include the purchase of the existing spatial databases. As a result, substantial GIS staff work will be needed to create the information which, mentioned above, will take years to generate. In the meantime, management of the newly acquired infrastructure will be hampered by the lack of information.

Opportunities

Unified Town operations

The Town Supervisor’s Office has advocated a collaborative work approach, or shared services, while seeking ways to reduce Town overhead. GIS should be a key component of promoting this goal. GIS establishes a platform for managing geographic resources across departments. It also standardizes processes that ensure they remain repeatable and defensible. Finally, GIS can be a potent platform for collaboration through information sharing, streamlining processes, and assisting in decision making without requiring active departmental participation in all processes.


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Identifying operational improvements at staff level

A number of Town employees have expressed the desire to participate more actively in identifying opportunities to use information more effectively. The GIS Steering Committee, or possibly a dedicated User Committee, could provide the platform for strategic discussions about the Town’s use of information.

External GIS efforts/partnerships (Emergency Management/ Engineering & Facilities Management focus)

There are several efforts underway from various organizations, including Rockland County Planning, GIS Division and the Rockland Stormwater Consortium. These entities provide opportunities to develop or coordinate data and application development at a larger scale than the Town could otherwise reasonably employ. It is the hope that Clarkstown can benefit from the economies of scale that come from working with other agencies and create high value projects. The GIS Coordinator has been leveraging his limited resources by participating in these projects and by taking an active role in defining them. These high value projects require significant GIS resources, but could not otherwise be completed with a positive ROI. For example, participation in the Stormwater Consortium has allowed Clarkstown GIS to develop mobile data collection tools for stormwater data collection. Additionally, grant monies from the Consortium has allowed the GIS Coordinator to recoup the costs of his involvement in the project.

Improved technology

As technology continues to evolve, opportunities to rethink use and purpose are prevalent. Previous barriers no longer exist and providing mapping data on many platforms and in real-time are now a reality. Mobile web-based mapping applications can now provide a cost-effective method of building solutions – getting them to the department, person, or public that need them. With COTS applications becoming more GIS-based (i.e. Lucity, ArcGISOnline, Public Stuff, e911, etc.) possibilities now exist for sharing information in the office, with the public, and in the field.

Threats

No resource capacity available for research and development

The relationships between geospatial applications, data, and processes within Clarkstown are unique to Clarkstown. GIS staff is currently well positioned to understand how these relationships interact. However, the GIS industry is rapidly evolving and it is critical that professional development become a core piece of the program. However, time spent staying current with trends is treated as a luxury, rather than a necessity. It is imperative that professional development become a key component of the program.

Pressure to support multiple GIS applications

There is pressure on the program to implement and support multiple custom or COTS GIS applications. Each of these applications presents its own set of unique challenges in terms of


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management and support. Necessarily, these applications need to be in place, but as the number of applications increases, the ability of the GIS Coordinator to support them decreases.

Piecemeal funding

Most project requests do not become part of a formalized work plan. This, coupled with the lack of an effective GIS budget, creates confusion in regards to funding. Often a department will wish to engage in a project, only to find out that there is no funding available. In these instances, GIS works with departments to find funding, but there is an unrealistic expectation that the GIS program will provide unlimited support, or time resources to the outside vendors contracted to complete the project. Two main problems are created by this piecemeal funding model:

Inefficient leveraging of GIS resources: GIS brings a significant amount of technical and data resources to projects. The use of these resources must be well planned, as their use creates dependencies within the GIS system. Often, projects are hastily prepared and create problems midstream within the project. For example, not fully anticipating future departmental data needs may create a situation where costly modification of a system may be necessary.

No economies of scale: As mentioned throughout the Plan, each project should meet a specific need as well as add to the overall value of the GIS. Many projects fail to do this, and often duplicate previous efforts.

C. Challenges Staying organized

GIS receives many requests that are not easily justified as standalone projects, but are expected to be available within an enterprise GIS. The GIS Coordinator views most projects as an opportunity to provide a high level of service for individual departments as well as to add to overall system resources – often working as a broker between departments allowing them to collaborate through their information or software platforms. Thus, as the GIS Coordinator seeks to organize small projects into larger solutions so too does he work to organize the GIS program into a system based on centralized capabilities and standardized methodologies.

Bridging Planning and Information Technology

Because GIS is a technology-heavy Planning function, most of the GIS physical infrastructure – the hardware and networks, are maintained by Data Processing. However, the maintenance and management of the Town’s enterprise GIS software, data, and network has consistently been the domain of the GIS program. As more GIS-centric COTS applications are being deployed throughout Town departments, there is an increased need for tighter integration and communication between GIS and Data Processing in the form of collaboration during the software vetting process to ensure that software meets business logic requirements for all involved departments. Without proper GIS staff involvement, there is a likelihood that Clarkstown’s GIS capabilities will not be fully utilized. GIS staff involvement throughout the


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procurement process, from needs gathering to implementation, will be necessary to ensure a successful GIS integration.

In addition to greater involvement in COTS purchases, departments should factor longer lead times on GIS projects and implementations, especially when data gathering or modifications to system architecture are required. This will guarantee that GIS products are well designed and sustainable.

Moving from “where” to “what if”

Reliable and usable information is at the core of the Town’s investment in GIS. The GIS program has strong analytical capabilities, but is not considered an essential part of many of the Town’s analytical activities. The degree to which the Town utilizes the decision making support capacity of the GIS will determine the effectiveness of the GIS in providing high value decision making and policy support.

In order to advocate the spatial analysis capabilities of the GIS, the program must better describe the benefits and the ROI to be gained. This can be accomplished by making a distinction between GIS visualization (mapping), and GIS analysis (modeling multiple variables and “what-if” scenarios); and by building analytical capabilities into GIS products.

Commercial Off-The-Shelf (COTS) software integration

COTS represent an efficient way of implementing large scale enterprise applications. They are standardized (i.e. not custom) and will often satisfy the needs of several departments. Regardless, they still require substantial implementation and integration efforts by many members of Town staff and require GIS resources for implementation and on-going support.

In the past, GIS integration often meant plotting a location on a map, or “Where is it?” Today, COTS systems can also improve reporting and analysis of system data and to improve application functionality.

The design of Clarkstown’s GIS is flexible and considers best practices for enterprise GIS while anticipating future trends in GIS and local government enterprise business systems. COTS tend to have their own unique system design rules and workflows and integration challenges can arise when these are not consistent with the design of the GIS. This often results in negative impacts on existing and stable workflows. Understanding how a specific COTS integrates with the GIS will dictate what changes must be made to the GIS system. Because of this, as stated above, the GIS program must be heavily involved in the entire software vetting process, and costs resulting from GIS system modification must be considered as part of COTS implementation.


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7. Strategic Opportunities Analysis This section explores how specific needs fit into broader operational needs, yielding greater organizational benefits. Additionally, this section looks at similar projects and consolidates them into high value opportunities, referred to as “Shared Solutions”.

A. Needs Gathering Needs gathering for this Plan was accomplished by supplying brief surveys to department heads to be distributed to appropriate staff, and through needs gathering discussions with each department head individually.

Survey

The GIS Coordinator developed a needs survey, distributing it to 12 departments and received 25 responses in total. The bulk of the survey asked respondents to identify specific GIS project ideas or needs, and rank several GIS program components based on importance to their work function. This ensured that respondents had a chance to present ideas and needs for consideration in the Plan. When combined with departmental interviews, 56 individual GIS projects or ideas were generated. Additional project ideas were added by the GIS Coordinator and the GISSPC. The survey also asked respondents about GIS program components to get a better idea of where general GIS efforts should be focused. Refer to the information is shown in Table 7.1 below and in Appendices 7.1 & 7.2 for more detail.

Table 7.1

Rank 1-5 what you think are the most critical issues facing Clarkstown's GIS Most/More Critical Critical Less/Least Critical

Not enough standard maps 4.55% 27.27% 68.18%

Not enough data in the system 40.91% 27.27% 31.82%

Not enough analytical information available 50.00% 0.00% 50.00%

Not enough GIS training available 68.18% 9.09% 22.73%

Not integrated with my primary business software application 28.57% 19.05% 52.38%

Departmental Interviews

The GIS Coordinator conducted 12 meetings. The goal of these meetings was to update existing departmental information and expand upon the survey results. The meetings, however, tended to be a mix of educating participants on GIS possibilities, as well as gathering ideas. These meetings produced ideas that ranged from document storage and retrieval to complex infrastructure planning and maintenance. The needs identified in this process should be viewed as representative and not comprehensive because of the amount of opportunity for GIS service and the limited time spent with each department. A more complete review should only be


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undertaken if there is a long-term commitment to the funding and implementation of that need. Responses from stakeholder meetings are listed in Appendix 7.3.

B. Consolidating Projects All projects and ideas collected from the survey and departmental interviews were consolidated into six project categories listed below. Five categories were based on ESRI’s Five Patterns of Business1. The sixth – System Integration and Support, was added to ensure special consideration was given to new system integrations.

Geographic Data Management: storing, managing, and maintaining accurate records

Operational Awareness: disseminating knowledge where and when it is needed

Planning and Analysis: transforming information into actionable intelligence

Stakeholder Engagement: sharing information with stakeholders

Field Mobility: getting information in and out of the field

System Integration and Support: integrating GIS data and processes with third party information systems

C. Shared Solutions Shared Solutions are not necessarily specific projects, but are Town-wide approaches to similar issues. It will be possible to accomplish more with fewer resources if projects are grouped by need, rather than by department. These needs were summarized into a series of similar broad-based approaches, or Shared Solutions, and assigned one of four categories:

Core Capabilities: creating and managing information

Information Sharing and Collaboration: sharing information across departments or to the public

Decision Making: using information for decision making purposes

Integration/Deployment: integrating information with new or existing systems

These approaches do not entirely stand alone, as most things in a GIS are interconnected. Thus, it is not necessary to isolate each approach. The matrix of project categories, Shared Solutions, and departmental needs are found in Appendix 7.4. A description of each Shared Solution can be found in Appendix 7.4.1.

D. Return on Investment (ROI) There are many benefits of using GIS in municipal applications, although it can be challenging to assign a strict monetary value to all of them. The goal is to translate these benefits into specific measurable terms that can be assigned a monetary value. Thus, the ROI process focuses primarily on things such as the value added with GIS, avoided costs, efficiency improvements, and additional revenue made. Appendix 7.5 seeks to pinpoint where value can be found for each project listed in Appendix 7.4. A description of each ROI can be found in Appendix 7.5.1.


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Further, Figure 7.1 graphically displays anticipated ROI for each project in relation to the others. A deeper dive into the monetary benefits of each would occur if the decision were made to formally engage a project.

E. Prioritizing Projects The GISSPC evaluated projects for their value to the Town, regardless of cost or level of effort to complete. Once departmental needs were evaluated, projects were prioritized based on intradepartmental gains. The five projects representing the greatest potential value are listed below, and are shown in Figure 7.1 as orange circles. Some projects were grouped together in this process, as each is tightly associated. Some projects were valued highly by members of the GISSPC irrespective of the ROI ranking depicted in Figure 7.1. As each project is reviewed, a determination must be made as to whether costs will realistically fall within budget parameters.

1-14: Data schema & library of all Town maintained infrastructure

2-1/2-2/6-7: Mobile technology for accessing Town GIS information in the field/Collection of geographic information in the field via mobile devices/GIS support for integration of departmental software and/or systems into/with GIS

4-3/4-4/6-6: GIS based interface to store and retrieve documents and photos/

Geographically organized information from land use regulations and plans/GIS support for integration of departmental hardcopy information (site plans, as builts, permits, violations, etc.) into GIS accessible digital database

3-1: Analytical support for infrastructure capital improvement and maintenance plans

6-2: Lucity: GIS support and maintenance of infrastructure, complaint, work order, and permit system

“Follow the Five Patterns of Business to a Successful GIS” Adam Carnow. January 20, 2015. Accessed at: https://blogs.esri.com/esri/esri-insider/2015/01/20/follow-the-five-patterns-of-business-to-a-successful-gis/

https://blogs.esri.com/esri/esri-insider/2015/01/20/follow-the-five-patterns-of-business-to-a-successful-gis/


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Figure 7.1

Return on Investment (ROI) values were calculated as follows: Primary ROI (P) was assigned a value of 5, Secondary ROI (S) was assigned a value of 1, and each vote (V) was assigned a value of 1. Thus, P+S+V = ROI. GISSPC project selections

are highlighted in orange.


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GIS Users Group

GIS Steering Committee

GIS Program

8. Strategic Plan Implementation The projects identified in the previous section will need to be developed into a Work Plan. This section outlines a new governance structure, a phased approach to the Work Plan, and budget considerations.

A. Governance Structure

Management will be coordinated through the following groups. These groups focus on specific areas of the GIS Program and are not based on a hierarchy. The GIS Program will focus on program management; the GIS Steering Committee will focus on vetting major initiatives and implementing work plans; and the GIS Users Group will identify areas where improvements can be made to GIS products or department workflows.

GIS Program—Managed by the GIS Coordinator

Role: Management of GIS operations and Chair of the GIS Steering Committee on technical and functional improvement projects.

Expertise: Thorough understanding of internal GIS infrastructure and how geography can inform decisions and processes.

Members: Professional GIS staff working in the GIS Program.

GIS Steering Committee (GISSC)—Chaired by GIS Coordinator

Role: Determining and prioritizing high level projects as described herein or as presented on an ad hoc basis by members of the Committee. In the future this group may research and create work plans in regards to inputs, budgets, and timing. Work plan implementation may formalize into the creation of an annual Work Plan which cannot be altered without the agreement of the Committee.

Expertise: Understanding of the Town’s high level decision making and analytical needs, resources, and budgeting constraints and opportunities.

Members: Represented below in Table 8.1.


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Table 8.1

Title Function

Director of Engineering & Facilities Management Department of Engineering & Facilities Management

Superintendent of Highways Highway Department

Principal Town Planner Planning

Director of Finance/Chief of Staff Supervisor's Office

Director of Automated Services Data Processing

GIS User Group (GISUG)—Chaired by GIS Coordinator

Role: Identification and execution of minor operational improvements and recommendations of new operational efficiencies.

Expertise: Working knowledge of department workflow and GIS.

Members: Open to any staff interested in improved use of information in operations.

Schedule

The GIS Steering Committee will meet three times annually and, out of necessity, will follow the budget cycle in working towards satisfying this, and subsequent, work plans. The GIS User Group will meet four times annually at regular intervals. Larger projects identified by the GIS User Group will be introduced to the GIS Steering Committee at the beginning of the budget process for consideration in the following year’s work projects.

B. Work Plan & Schedule Implementation Phases

Based on the projects listed in section 7-E and the Framework for Prioritizing Work Plans above, a phased implementation strategy for the continued development of the Town’s Geographic Information System is recommended. A phased approach will allow the Town to build on successes of the previous phases:

Phase 1: Develop Work Plan

Phase 2: Software Integration

Phase 3: Data Development

Implementation Schedule


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The three phases of this implementation plan are intended to be completed sequentially. Each of these phases requires a minimum amount of time for completion. The actual duration of each phase and the time between phases will depend on the following:

The speed at which the GIS Steering Committee implements the plan

The commitment by the individual departments

The ability to hire an additional GIS staff member and his/her ability to become familiar with the situation and stay on schedule

The availability of adequate resources (i.e. funding) for software purchases and consultants for system integration

The following lists the anticipated steps associated with this phased approach based on the above Framework for Prioritizing Work Plans and the anticipated amount of time needed to reasonably complete each Work will be undertaken by the GIS Coordinator and the GIS Steering Committee:

Phase 1: Work Plan Initiation

Duration: February-April 2020

Introduce Work Plan to GIS Steering Committee for consensus.

Work with interested departments to develop a long range view of department COTS (Commercial off the Shelf) applications, and business process needs.

Establish expectations of responsibilities between the GIS program and departments; which functions are the responsibilities of the GIS program and which are the responsibilities of the departments with GIS support.

Research time, budget, and implementation consequences of the proposed Strategic Plan project recommendations outlined in section 7-E.

Prioritize proposed Strategic Plan project recommendations outlined in section 7-E.

Work with appropriate groups to create and finalize an approved GIS career ladder.

Develop a policy for resources to be directed at training and professional development.

Create GIS Assistant or GIS Analyst position within the Town for support of Phases 2 & 3, future Work Plans, and day-to-day operations.

Develop method to estimate pre-project ROI.

Develop method for estimating post-project ROI.

Identify ways to tie new GIS initiatives to the Clarkstown Comprehensive Plan.

Secure funding for Phases 2 and 3.

Phase 2: Software Integration

Duration: May 2020 – May 2023

Hire GIS Assistant or GIS Analyst for support of Phases 2 & 3, future Work Plans, and day-to-day operations.

Determine vendor(s) for infrastructure management, request & work order, and permit software.


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Consolidate and integrate new and existing software related to the above as needed in relation to the GIS.

Integrate mobile data collection into participating department workflows.

Training for new and existing users.

Phase 3: Data Development

Duration: November 2020 – December 2025

Define data schema and library of all Town maintained infrastructure.

Collect location and attributes of Town maintained infrastructure for inclusion into core GIS databases.

Integrate Town infrastructure data into GIS business process and applications.

Identify paper records for inclusion into core GIS databases.

Develop GIS based interface to store and retrieve documents and photos.

Scan and catalog paper records and photos into core GIS databases.

Integrate records and photos into GIS business process and applications.

Training for new and existing users.

C. Budget The Plan establishes many expectations and opportunities for the GIS program. As discussed throughout, sufficient resources are required for the GIS program to accomplish the work necessary to support Town operations. At current staffing levels, the GIS Coordinator will not be able to meaningfully address the projects identified by the GIS Strategic Plan Committee in Section 7. With the addition of a full time employee as proposed below, it is anticipated that GIS could support current operational needs, expand COTS development, and implement the five major projects outlined in Section 7 during the next 5 years.

The next steps for the GIS Steering Committee will be to prioritize efforts by determining the component parts of identified projects and to understand the inputs, implementation time frames, and costs associated with each. Given their broad scope, it is not possible to fully estimate true costs or return on investment here. However, the following is an effort to gauge some initial costs while offering actual examples of how GIS has generated long-term returns for the Town.

Outside of the Planning Department’s budget for the GIS program staff salary, ESRI software maintenance costs and plotter maintenance and supplies; GIS capital costs are generally applied to hardware and software that comprise the information system and network and are funded through Data Processing, Department of Engineering & Facilities Management, and the Highway Department on an ongoing basis. The budget estimates listed below are independent of existing costs.

Budget Estimates

Phase 1


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At this time, other than the time spent by the GIS Coordinator and the Work Plan Committee, no additional costs are expected to be incurred with Phase 1.

Estimated Total Costs – Null

Phase 2

Hire Staff – $35,000-55,000

Consolidate existing software – $25,000-50,000

Purchase new software – $500,000-2,000,000

Integrate mobile technology to workflows – TBD

Estimated Total Costs – $560,000-$2,105,000

Phase 3

Collect infrastructure data – $100,000-300,000

Integrate infrastructure data – $50,000-100,000

Develop document storage and retrieval – $50,000-100,000

Scan and catalog paper records – $50,000-150,000

Integrate scanned documents – $25,000-50,000

Estimated Total Costs – $275,000-$700,000

Return on Investment

As stated earlier, specific return on GIS investments are difficult to identify, as GIS plays a critical role in increasing qualitative efficiencies such as management decisions and business process. Nonetheless, reasonable assumptions can be made to demonstrate returns gained from GIS investment. As illustrated in the Needs and ROI Matrix (Appendix 7.5), ROI for these projects will be increased analytic capacity, design and planning capacity, interdepartmental communication, and time savings; risk reduction and reduced departmental costs; and improved resource and asset management, to name a few. Some specific ROI examples are noted below.

Example: Infrastructure Development

The Town has been studying long and short term potential impacts from a proposed Transit Oriented Development project. The need for new facilities and infrastructure are mainly dictated by future land use, transportation, and demographics. GIS staff can bring insight not otherwise available to ensure that the most informed decisions are being made about where and when to locate facilities.

Example: Infrastructure Management

The GIS Coordinator, in tandem with the Department of Engineering & Facilities Management, collects stormwater drainage data for the GIS. This project keeps the Town in compliance with the New York State Department of Environmental Conservation’s MS4 requirements and provides information

that is critical to Engineering & Facilities Management and Emergency Management. The project is conducted during summer months at the direction of the GIS Coordinator working with the Rockland


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Conservation Service Corps and represents a good value based on costs. These data are used for project planning, infrastructure management, public safety, and long range capital improvement projects. Additionally, the GIS Coordinator works with the Rockland County Stormwater Consortium to generate grant monies that reimburse the GIS program for time spent working on this project – 2018 saw a reimbursement of roughly $23,000. Opportunities exist for other long-term data development projects, which will have an immeasurable positive impact on Town operations.

Example: Time Management

Quick access to digital information allows employees to be more efficient on a daily basis. The creation of an easement database has allowed departments to quickly access information that was previously in paper format only. Engineering & Facilities Management has estimated that having easements in a digital format saves approximately 2-3 hours of research time per week. This equates to roughly 156 hours, or 22 work days per year. Similarly, the Highway department estimates that having easements in a digital format saves approximately 4 hours of research per request, at a conservative estimate of 200 requests per year. This equates to roughly 800 hours, or 114 work days per year.

Example: Public Safety

During emergencies, accurate route and preplan data saves lives and protects property. GIS helps reduce total response time and facilitates decision-making in the field. This time savings directly translates into saving lives and property. Preplanning reduces risk and improves first responders’ initial plan of action. Additionally, GIS data collected during events makes the post-event process of recouping funds, for example FEMA reimbursement, more efficient and timely.

Example: Complaint Tracking

In March, 2015 The GIS Coordinator implemented a citizen request portal as a way to receive and manage resident complaints via an internet application. Residents could enter complaints online and departments could respond to and notify complainants accordingly. The following benefits were noted by the end of the year: quick access to digital information, reduction of data redundancy among departments, improved accuracy of existing information, and increased reporting abilities. A first year assessment concluded that, at current request levels, 3,140 work hours, or 448 work days per year, would be saved annually between Engineering & Facilities Management and the Highway Department without an increase in staff. Although this is most likely an overestimate, it is clear that a significant time savings had occurred in the first year of implementation.


Appendix


Appendix 5.1: Applications Detail Matrix


Application Partner Type Data Custom Server Desktop Description

AutoCAD DEFM COTS X X X Commercial computer-aided design (CAD) and drafting software application

BAS Building COTS X Property management database system

Catchbasin Data

Collector (TBD)

Stormwater

Consortium Custom GIS X X X Web-based application for mobile collection of storm water infrastructure data

ESRI Staff COTS X X X

ArcGIS provides contextual tools for mapping and spatial reasoning so you can

explore data and share location-based insights

Everbridge

Emergency

Management COTS X Web-based emergency callout system

iMap Staff COTS X X X

Interactive intranet-based viewer of selected features This is meant to be the

defacto GIS resource for non-GIS users

Lucity DEFM, HighwayCOTS X X X

LucityAM is a comprehensive suite of integrated COTS software solutions for Public

Works that enables agencies to meet their demands for management of assets,

customer requests and work orders, preventive maintenance, resources and

inventory, best practices and regulatory compliance

New World Systems Police COTS X X X

Manages single or multi-jurisdictional dispatching activities for law enforcement, fire

and EMS

Official Map Viewer Staff COTS X X X

Interactive intranet-based Official Map Viewer of Town maintained properties,

roads, drainage infrasturcture, and water features

PAS32 Assessor COTS X X X Comprehensive tax assessment system

Pictometry County COTS X X X

Provides access to orthogonal and oblique aerial imagery, 3D models, interior

mapping solution, and measurement and analytical tools

Planning Board Major

Projects Viewer Planning COTS X X X

Interactive web-based Planning Board projects viewer. Residents can view project

status, associated documents, and aerial imagery

PublicStuff

Data

Processing COTS X Web-based mobile Citizen complaint application

Ward Map Viewer Planning COTS X X X

Interactive web-based Ward District viewer. Residents can find Ward District

information based on address search

Zoning Map Viewer Staff COTS X X X Interactive intranet-based Zoning Map Viewer

COTS = Commercial off-the-shelf


Appendix 5.2: Data Detail Matrix


The following is a list of the core data holdings that are available for use.

Ownership is indicated by lettering in parentheses:

(C)= Clarkstown

(FED)= Federal

(NYS)= New York State

(R)= Rockland County

Data is itemized generally by data type

DISTRICTS

Assembly Districts (R)

Census Blocks (R)

Census Tracts (R)

Congressional Districts (R)

Election Districts (R)

Highway Deputy (C)

Legislative Districts (R)

Highway Yard Waste (C)

Postal Boundary (NYS)

School (R)

Ward (C)

Zoning (C)

EMERGENCY SERVICES

Ambulance (R)

Fire Houses (R)

Police Stations (R)

ENVIRONMENT

Federal Flood Zones (FED)

Federal Wetlands (FED)

Hydro Network (C)

Hydro Network (R)

Hudson River (R)

Lakes (R)

Soils (C)

Streams (R)

Sub Watersheds (R)

Watersheds (R)

Wetlands (NYS)

Wetlands (FED)

INFRASTRUCTURE

Bus Shelters (R)


Catchbasins (R)

Cell Towers (C)

Crosswalks (C)

Drainage (R)

Fences (R)

Hydrants (R)

Lighting – Hamlet Center (C)

Manholes (R)

MS4 – Catchbasins (C)

MS4 – Outfalls (C)

MS4 – Pipes (C)

Sewer – Manholes (R)

Sewer – Pipes (R)

Sewer – Pump Stations (R)

Sidewalks (C)

Signage (C)

Utility Poles (R)

Vehicle Detention Loops (C)

INSTITUTIONS

County Office Buildings (R)

Historic Cemeteries (C)

Historic Sites (C)

Historic Sites – National Register (FED)

Hospitals (R)

Libraries (R)

Museums (R)

Post Offices (R)

Town Halls (R)

Village Halls (R)

MUNICIPAL

Boundaries, Municipal – Town, Village, County (R)

Boundaries – State (NYS)

Hamlet Centers (C)

Historic Areas (C)

Historic Roads (C)

Municipal Properties (C)

Open Space (C, R)

Parks (C, R, NYS)

General Municipal Law (GML) (R)

PARCELS

Land Use (R)


Subdivisions (C)

Tax Parcels - Current (R)

Tax Parcels – Historic (C)

PLANIMETRIC

Building Footprints (R)

Driveway Outlines (R)

Parking Outlines (R)

Road Outlines (R)

Sidewalk Outlines (R)

RASTER

2000 Imagery (NYS)

2004 Imagery (NYS)

2007 Imagery (NYS)

2010 Imagery (NYS)

2013 Imagery (NYS)

2016 Imagery (NYS)

Bathymetry – Hudson River (NYS)

Comprehensive Drainage Plan (C)

Elevations (DEM) (C)

Flood Inundation Limits for Congers Lake (C)

Flood Inundation Limits for Lake De Forest (R)

Flood Inundation Limits for Lake Lucille (C)

Hillshades (C)

Land Cover (C)

O & R Lighting Maps (C)

Sewer Districts – Limited (C)

Slope (C)

SCHOOLS

Day Care Centers (C)

Private Schools (R)

Public Schools (C)

SURVEY

Geodetic Control (R)

TOPOGRAPHY

2ft Elevation Contours (R)

50ft Elevation Contours (R)

TRAILS

Congers Lake Trail (C)


County Trails (R)

Greenway Trail (R)

Long Path (R)

Rockland Lake Trail (NYS)

Treason Trail (C)

West Hook Mountain Trail (C)

TRANSPORTATION

Brush and Plow Routes (R)

Commuter Lots (C)

Mini Trans Routes (A-E) (R)

Rail Lines (R)

Roads (R)

Train Stations (C)

Turnarounds (C)


GIS Strategic Plan 2017-2022

Appendix 6.1: GIS Capability Maturity Model – Description

© 2013 Urban and Regional Information Systems Association

GIS MANAGEMENT INSTITUTE®

GIS CAPABILITY MATURITY MODEL

SEPTEMBER 2013

Introduction

The URISA GIS Capability Maturity Model is a key component of the GIS Management Institute®. Its primary purpose is to provide a theoretical model of a capable and mature enterprise GIS operation within a designated organization.

Many entities – primarily government agencies, but increasingly also private business and industry – utilize an enterprise geographic information system (GIS) to enhance the effectiveness of their operations and to provide a financial return on investment. URISA – the Urban and Regional Information Systems Association – has been at the forefront of the development of government and business applications of GIS for almost 50 years. Many new government and business services are only possible because of the use of geospatial technology. Recently, studies have shown that GIS use can also deliver significant return on investment (ROI) for agencies that deploy geospatial technology. Annual ROI rates of 10:1 or more have been documented.

But within the field of GIS management key questions remain. What are the characteristics of a capable enterprise GIS? What are the characteristics of a well-managed enterprise GIS? The URISA GIS Capability Maturity Model is designed to provide a framework for addressing these questions.

Intended uses:

The URISA GIS Capability Maturity Model will serve the GIS community as a stand-alone document to define the framework for an effective enterprise GIS. The Model was developed initially with a focus on local government agencies (cities, counties, regional agencies, and other similar entities) but it is intended for future use by any enterprise GIS. The initial local agency design is because of URISA’s primary focus on this community amongst its active membership. As a stand-alone document, the Model will facilitate discussion amongst GIS managers and the decision makers who deploy and fund GIS about the appropriate components of a capable enterprise GIS and the characteristics of a well-managed GIS that maximizes effectiveness and ROI from a given level of investment.

The URISA GIS Capability Maturity Model will be used within the GIS Management Institute (GMI) to provide unifying cohesion to other products and services (refer to attached Diagram A). These will include:

The GMI will identify individual components of the GIS Capability Maturity Model that require further research or clarification to provide effective guidance to GIS managers. It is anticipated that these individual Model components will be assigned to the GMI Professional Practices Division, URISA Labs program, to develop individual GIS management professional practices standards or GIS management best practices.

The cumulative body of standards and best practices will form the GMI GIS Management Body of Knowledge (GMBOK). Each individual best practice or standard will clarify the characteristics of a capable or mature GIS, as outlined within the model. It is anticipated that the GMBOK will be comprised of 25-40 individual best practices documents.

The URISA GIS Capability Maturity Model will also provide the framework for assessing and accrediting local agency enterprise GIS operations. This will be a key service provided to the global GIS community by the GMI Accreditation Division. Enterprise GIS assessments will be facilitated by the detailed descriptions of best practices within the GMBOK.

Each best practice within the GMBOK (and through them the URISA GIS Capability Maturity Model framework) will also identify the learning objectives for an advanced educational program focused on enterprise GIS management. The GMI Accreditation Division will use this framework and detail for a program to accredit technical, college, and university GIS management educational programs.

URISA GIS Management Institute® GIS Capability Maturity Model – September 2013

Page 2 © 2013 Urban and Regional Information Systems Association

The URISA GIS Capability Maturity Model was developed and will be maintained in coordination with the URISA Geospatial Management Competency Model (GMCM). The URISA GIS Capability Maturity Model, the GMCM, and the GMBOK provide a framework for the GMI Certification Division to develop the components of a program to certify the competence of professional GIS managers. It is anticipated that these components will be used by the GIS Certification Institute to administer a future GIS Manager certification program.

The URISA GIS Capability Maturity Model and the GMBOK will also identify learning objectives, educational requirements, and curriculum needs for effective professional GIS managers. The GMI Professional Practices Division will develop a comprehensive framework of GIS management educational requirements, along with recommendations for sources of such content, or where lacking, for development of URISA workshops, seminars, webinars, and other educational content. The Model and the GMBOK will allow the Professional Practices Division to develop a comprehensive URISA educational approach that focuses on meeting the educational needs of GIS managers. These requirements will be handed off to the URISA International Education Division for development of final content and its delivery via workshops, the URISA University, and the URISA GIS Leadership Academy.

Development Process

The original GIS Capability Maturity Model was developed in 2009 by Greg Babinski. It was administered that year on a self-assessment basis to city and county GIS operations within Washington State. The model and the results of the self-assessments were presented at a number of GIS Conferences in Washington, Oregon, and at the URISA Annual Conference in 2010. In 2010 the Model was adopted as a URISA initiative. The first major review of the Model occurred in May 2011, during the 2011 Washington GIS Conference in Lynnwood, Washington. At that event a task force of Washington and Oregon State GIS managers conducted a comprehensive day long review of the Model, along with development of the ‘Strawman Draft’ of the URISA Geospatial Management Competency Model (GMCM). Development of the GMCM was deemed critical to complete a revision to the Model, because of the connection between professional GIS management practices and the management of an enterprise GIS operation.

In July 2012 URISA announced development of the GIS Management Institute®, with both the GIS Capability Maturity Model and the Geospatial Management Competency Model as key components of this new program. In November 2012 the URISA GMI Committee began a comprehensive review and revision of the GIS Capability Maturity Model which culminated in February 2013. The GMI Committee then approved the following public peer review process:

Final internal GMI Committee review and comment period of this draft. Publication of the GISCMM for public review and comments was approved during the March 26,

2013 meeting of the GMI Committee. External public review period on the URISA website between April and June 2013, with extensive outreach to the GIS management community. Revised draft based on public review comments circulated for consensus agreement by the GMI Committee during July and August 2013. Publication of this final approved version.

Members of the 2011 Washington GIS Managers Taskforce and of the 2012-2013 GMI Review Committee are listed below.

Background

GIS development life cycle:

GIS development typically starts as an idea and progresses towards full maturity. However, the reality of enterprise GIS operations is that development is limited by available funds. Often GIS starts as a capital project with the system designed to create the ‘best GIS possible’ with the funds at hand. This development scenario leads to frequent compromise and deferral of many aspects of ideal GIS development in order to ‘go operational’ quickly and start delivering value for the agency’s investment. Even if a GIS implementation project is completed successfully, it does not mean that an agency has a mature GIS, or even a cost-effective GIS operation.

GIS professional staff often know that their operation could benefit from enhancement and refinement but funds, staff, or time for further development are very difficult to come by. Enhancements are often developed as part of GIS operations, but rarely on a systematic basis with a desired end state in mind.

What is a ‘Capability Maturity Model?

A ‘Capability Maturity Model’ is defined as a tool to assess an organization’s ability to accomplish a defined task or set of tasks. Typically a numeric rating system is used for a high-level comparison and analysis purposes. The concept of a capability maturity model originated with the Software Engineering Institute (SEI) as a means of assessing the capability of software contractors to complete large software design and development projects successfully. SEI published ‘Managing the Software Process’ in 1989 and



continues to refine the software capability maturity model. The Software CMM is ‘process focused’ in that it is based on how an organization performs the individual processes that are involved in software design and development.

Since the development of the SEI CMM, the capability maturity model concept has been applied in other areas, including: System engineering Project management Risk management Information technology services

The typical capability maturity model is based on an assessment of the subject organization’s maturity level based on the characteristics of the organization’s approach to individual defined processes. These processes are usually defined as:

Level 1 – Ad hoc (chaotic) processes - typically in reaction to a need to get something done. Level 2 – Repeatable processes – typically based on recalling and repeating how the process was done the last time.

Level 3 – Defined process – the process is written down (documented) and serves to guide consistent performance within the organization. Level 4 – Managed process – the documented process is measured when performed and the measurements are compiled for analysis. Changing system conditions are

managed by adapting the defined process to meet the conditions. Level 5 – Optimized processes – The defined and managed process is improved on an on-going basis by institutionalized process improvement planning and

implementation. Optimization may be tied to quantified performance goals.

The GIS Management Institute® chose to adopt the SEI maturity model assessment rating system for the Execution Ability portion of the GIS Capability Maturity Model.

GIS Maturity Assessments

In 2001 Gaudet, Annulis, and Carr published the ‘Workforce Development Model for Geospatial Technology.’ Although not an organizational maturity or capability assessment, it does provide a systematic approach to defining the core job functions (defined as roles) of a GIS organization and the competencies associated with each of the functions.

In 2007 the States of Georgia and Texas began collaborative development of a State GIS Maturity Assessment. This assessment focuses on a number of typical state GIS program and project related components. These components fall into seven broad categories:

Geospatial Coordination and Collaboration Geospatial Data Development GIS Resource Discovery and Access Statewide Partnership Programs Participation in Pertinent National Partnership Programs and Initiatives Geospatial Polices, Standards, Guidelines, and Best Practices Training, Education, and Professional Networking Activities

Within these seven categories, state GIS organizations assess their development in 56 specific detailed characteristics based on their current implementation of each characteristic:

1.00 pt – Fully Implemented

0.75 pt. – In progress with full resources available to complete implementation 0.50 pt. – In progress with partial resources available for implementation 0.25 pt. – Planned – with resources assigned 0.00 pt. – Not planned with no resources assigned

Because the State GIS Maturity Assessment seems focused on the typical coordination function of many state’s GIS, it seem unsuitable for municipal, county, and other agency types of GIS with an enterprise operations focus and business end-user responsibilities.



The GIS Management Institute® chose to adopt a modified form of GIS Maturity Assessment rating system for the Enabling Capability portion of the GIS Capability Maturity Model:

[ ] 1.00 Fully implemented

[ ] 0.80 In progress with full resources available to achieve the capability

[ ] 0.60 In progress but with only partial resources available to achieve the capability

[ ] 0.40 Planned and with resources available to achieve the capability

[ ] 0.20 Planned but with no resources available to achieve the capability

[ ] 0.00 This desired, but is not planned

[ ] Not Applicable (This is a non-numeric response that requires an explanation of why this component should not be considered in assessing the operation.)

Why develop an Enterprise GIS Capability Maturity Model?

GIS in an enterprise environment is a highly complex system. Indeed, many of the processes that have had the CMM approach applied to them in the past are themselves interdependent components of an enterprise GIS. Because of this complexity, it seems useful to think about the ideal capability of an enterprise GIS operation in theoretical terms and then analyze and measure individual GIS operations against this theoretical ideal state.

The purpose of this proposed model is to provide a means for any enterprise GIS operation to gauge its maturity against a variety of standards and/or measures, including: A theoretical ideal end state of GIS organizational development The maturity level of other peer GIS organizations, either individually or in aggregate The maturity level of the subject organization over time The maturity level of the organization against an agreed target state (perhaps set by organizational policy, budget limitations, etc.)

What is meant by ‘maturity’ in relation to enterprise GIS operations?

Maturity for the proposed model indicates progression of an organization towards GIS capability that maximizes the potential for the use of state of the art GIS technology, commonly recognized quality data, and organizational best practices appropriate for agency business use. The URISA GIS Capability Maturity Model assumes two broad areas of GIS operational development: enabling capability and execution ability.

To clarify, maturity does not indicate old age. Maturity also does not necessarily mean that an organization excels at every aspect of GIS operations. Just like a mature person may have well developed athletic and math abilities, but intermediate cooking ability, and poor mechanical abilities, a mature GIS operation may excel at some of the characteristics inherent in GIS operations, but be less developed in others. However, this model assumes that there is a developmental ideal for GIS operations that any agency strives to achieve. This is similar to the classic Greek ideal of striving to excel at all of the intellectual, mechanical, and physical aspects of life.

It is recognized that agencies vary by size, business focus, goals, strategy, financial resources, and many other characteristics. While the Model assumes progression towards a theoretical state of capability and maturity, it is recognized that other valid comparisons include against ‘best’ actual capability and practices and ‘average’ actual capability and practices.

What are the characteristics of enterprise GIS operations that are used to assess an agency’s maturity level?

As indicated above, the GIS Capability Maturity Model is based on an assessment of both enabling capability and execution ability. Briefly, enabling capability can be thought of as the technology, data, resources, and related infrastructure that can be bought, developed, or otherwise acquired to support typical enterprise GIS operations. Enabling capability includes GIS management and professional staff. However the ability (execution capability) of the staff to utilize the enabling technology at its disposal is subject to a separate assessment as part of the model.



The components of the GIS CMM and the assessment categories

The GIS Capability Maturity Model assumes that mature agencies have more well developed enabling technology and resources, and that their processes and practices maximize the effectiveness of their GIS infrastructure. Enabling capability includes technology components, data, professional GIS staff, an appropriate organizational structure, and other resources and infrastructure. Execution ability is the ability of the staff to maximize the use of the available capability, relative to a normative ideal.

In the following GIS CMM questionnaire, the questions are categorized by enabling capability and execution ability. For each question, the respondent is asked to self-assess their organization, provide comments, and describe documents and other evidence to support the initial self-assessment. Once the GMI accreditation program is fully operational, assessments will be subject to peer-review.

The enabling capability assessment scale is modeled after the State GIS Maturity Assessment. Because GIS enabling capability to some degree is dependent on resource availability, the modified State GIS Maturity Assessment Scale (with its resource-commitment focus) is well suited to indicating capability.

The execution ability assessment scale is modeled after the typical CMM process-based five-level scale. Because the execution ability of a mature GIS organization depends on how well it performs in key process areas, the typical CMM assessment scale (with its focus on process execution sophistication) is well suited to indicating ability.

The GIS CMM Questionnaire and the assessment process

Once agencies complete the questionnaire, they will have a benchmark resource for future self-assessments. Agencies are encouraged to be as objective as possible in their self-assessment. Small GIS operations should recognize that progression toward optimal capability and maturity may be difficult. But in any case an accurate assessment will identify weaknesses and development priority areas. Agencies that complete a self-assessment are encouraged to submit it to the URISA GIS Management Institute®. Once the questionnaires are compiled and analyzed, the analysis will provide information for each agency to compare itself with. The GIS Management Institute® will publish an annual report on GIS capability and maturity based on the surveys submitted.



Review and Development Committee Membership

2011 Washington GIS Managers Task Force:

Greg Babinski, GISP, King County (WA) GIS Center, Finance & Marketing Manager Steve Beimburn, City of Seattle (WA) GIS Manager Don Burdick, GISP, City of Bellingham (WA) GIS Manager Amy Esnard, GISP, Multnomah County (OR) GIS Manager George Horning, King County (WA) GIS Center Manager Tami Griffin, Thurston County (WA) GIS Manager Ian Von Essen, Spokane County (WA) GIS Manager

2012-2013 GMI Committee Members:

Greg Babinski (Chair) Jochen Albrecht, Professor, Hunter College Mohammed Al Zifin, City of Dubai (UAE) IT Director Carl Anderson, Spatial Focus, Senior GIS Consultant Penny Baldock, Department for Families & Communities

(South Australia) GIS Manager Eric Bohard, Clackamas County (OR) Technology Manager Keri Brennan, URISA Education Manager Clare Brown, New Orleans Regional Planning Commission Al Butler, City of Ocoee (FL) CIP Manager David DiBiase, Esri Education Director Peirce Eichelberger, gDBMS, GIS Manager

Dianne Haley, DMH GIS Consulting CEO Valrie Grant, GeoTechVision Enterprises, GIS Consultant Kevin Mickey, Indiana University, Geospatial Technologies

Education Director Nancy Obermeyer, Professor, Indiana University Hilary Perkins, City of Maryland Heights (MO), Planner Martin Roche, Geo Planning Services, CEO Cy Smith, State of Oregon GIO Rebecca Somers, GIS Management Consultant Dr. Chi Hong Sun, Taiwan GIS Center CEO Reed Tomlinson, Map Art Systems, CTO Wendy Nelson, URISA Executive Director

References

Babinski, Greg, ‘URISA Proposes a Local Government GIS Capability Maturity Model’ ArcNews, Winter 2010/2011.

Babinski, Greg, ‘Geospatial Society, the GIS Profession, and URISA's GIS Management Institute’ ArcNews, Fall 2012...

Capability Maturity Model, Wikipedia Article: http://en.wikipedia.org/wiki/Capability_Maturity_Model Accessed 8/3/2009).

Curtis, B., Hefley, W. E., and Miller, S. A.; People Capability Maturity Model (P-CMM), Software Engineering Institute, 2001.

Ford-Bey, M., PA Consulting Group, Proving the Business Benefits of GeoWeb Initiatives: An ROI-Driven Approach, GeoWeb Conference, 2008.

Gaudet, C., Annulis, H., and Carr, J., Workforce Development Models for Geospatial Technology, University of Southern Mississippi, 2001.

Jerry Simonoff, Director, IT Investment & Enterprise Solutions, Improving IT investment Management in the Commonwealth, Virginia Information Technology Agency, 2008.

Niessink, F. and van Vliet, H., Towards Mature IT Services, Faculty of Mathematics and Computer Science, Vrije Universiteit Amsterdam, ND.

Niessinka, F., Clerca, V., Tijdinka, T., and van Vlietb, H., The IT Service Capability Maturity Model, CIBIT Consultants | Educators, 2005

Selena Rezvani, M.S.W., An Introduction to Organizational Maturity Assessment: Measuring Organizational Capabilities, International Public Management Association Assessment Council, ND.

Urban and Regional Information Systems Association and U.S. Department of Labor (2012). Geospatial Management Competency Model. http://www.urisa.org/resources/geospatial-management-competency-model/.

Zachman Institute, About the Zachman Framework: http://zachman.com/about-the-zachman-framework Accessed September 2013.

http://en.wikipedia.org/wiki/Capability_Maturity_Model

http://www.urisa.org/resources/geospatial-management-competency-model/

http://zachman.com/about-the-zachman-framework



Enabling Capability Components For each question in the ‘Enabling Capability’ section, read the brief description. Check the implementation category

[ ] 1.00 Fully implemented

[ ] 0.80 In progress with full resources available to achieve the capability

[ ] 0.60 In progress but with only partial resources available to achieve the capability

[ ] 0.40 Planned and with resources available to achieve the capability

[ ] 0.20 Planned but with no resources available to achieve the capability

[ ] 0.00 This desired, but is not planned

[ ] Not Applicable (This is a non-numeric response that requires an explanation of why this component should not be considered in assessing the operation.)

Comments:

Enabling Capability (EC) Component

Characteristics URISA GMCM Competency Category Assessment, Comments, and Documentation

EC1. Framework GIS Data

Complete assessment for each data layer:

a. Geodetic Control

b. Cadastral c. Orthoimagery d. Elevation e. Hydrography f. Administrative

Units g. Transportation

Does the agency have access to adequate framework GIS data to meet its business needs? For the GISCMM, framework data corresponds to jurisdiction-wide common base layers as defined by the agency to meet its business needs.

For reference, refer to the NSDI framework data layers (see http://www.fgdc.gov/framework/).

See also EC2, below)

44. Apply QA/QC best practices

73. Recognize geospatial data as a

capital asset

74. Manage the asset lifecycle:

a. Establish and maintain an up-to-date asset inventory

b. Procure and upgrade assets

c. Implement and periodically audit security procedures for assets such as work spaces, equipment, computer networks, data, and software

d. Implement computer system back-ups and periodically test reliability of backup procedures

e. Implement sound data management procedures

Assessment [ ] 1.00 Fully implemented [ ] 0.80 In progress with full resources available to achieve the capability [ ] 0.60 In progress but with only partial resources available to achieve the capability [ ] 0.40 Planned and with resources available to achieve the capability [ ] 0.20 Planned but with no resources available to achieve the capability [ ] 0.00 This desired, but is not planned [ ] Not applicable (explanation required) Comments:

Does your agency use recognized professional standards for this component?’ Does your agency use a formal internal standard for this component?

Describe Documentation

EC2. Framework GIS Data Maintenance


a. Geodetic Control

b. Cadastral c. Orthoimagery d. Elevation e. Hydrography f. Administrative

Units g. Transportation

Are data stewards defined for each framework GIS data layer and the data is maintained (kept up to date) to meet business needs?

Refer to EC6 for description of the ideal data environment.

There could very likely be multiple stewards

The Enterprise GIS responsibility is that there are no gaps in coverage

In performing the assessment, every framework component should be covered


73. Recognize geospatial data as a capital asset










http://www.fgdc.gov/framework/





EC3. Business GIS Data


a. Example: situs address

b. Name: c. Name: d. Name: e. Name:

Does the agency have access to adequate business data (non-framework GIS data) to meet its business needs?

Need for data based on agency business needs, therefore this data will vary from agency to agency; specific business data layers will not be comparable from agency to agency

Agency completing the assessment should name at least 5 but no more than 10 business data types. These business data layers should also be assessed under EC4, below.



capital asset










EC4. Business GIS Data Maintenance


a. Example: situs address

b. Name: c. Name: d. Name: e. Name:

Does the agency have data stewards defined for each business GIS data layer and is the data is maintained (kept up to date) to meet business needs?

Also refer to EC3 above for business

Refer to EC7 below, for ideal data environment
















EC5. GIS Data Coordination

Is there an enterprise GIS data coordination function and/or committee to rationalize framework and business GIS data development, access, and maintenance?

This could be a function of a GIO (chief geographic information officer), a governance function, or an enterprise GIS office function, depending on desired level of formality or institutionalization.

44. Apply QA/QC best practices 73. Recognize geospatial data as a capital asset 74. Manage the asset lifecycle:









EC6. Metadata

Is metadata available and maintained for all framework and business data layers?

Is there a rationale for accepting any data without metadata?
















EC7. Spatial Data Warehouse

Is an enterprise spatial data infrastructure in place that includes a centralized production database environment available for GIS data stewards to compile the official version of framework and business spatial data?

Is a separate spatial data warehouse available for GIS users to access and download the official published version of the data for GIS applications?

Is there a consistent data structure and are there consistent practices for effective data maintenance, posting and processing?

Is the enterprise GIS the authoritative source of spatial data for the organization?

45. Ensure continuity of geospatial operations





EC8. Architectural Design

Does an architectural design exist that defines the current state and planned future development of the technical infrastructure? Does the architectural design guide the investment in GIS technical infrastructure?

Does the GIS Architectural design support the business architecture and all business activities, per the Zachman Framework (or similar)?

Does it align with agency IT standards and architecture?

Does the agency analyze architectural gaps and drive IT standards and architectural design criteria?

Note that architectural design(8) and Technical infrastructure (9) are interrelated

1. Keep up with technology trends and standards


71. Understand enterprise geospatial architecture

72. Ensure that geospatial technology infrastructure meets organization needs








EC9. Technical Infrastructure

Is there technical infrastructure in place to maintain and operate the GIS and to meet the agency business needs?

Meeting agency business needs should be defined against agreed performance criteria. Technical infrastructure includes hardware (servers, storage, desktops, input and output peripherals), network components, operating system, and GIS software.

Note that architectural design(8) and Technical infrastructure (9) are interrelated









EC10. Replacement Plan

Is there a plan in place and implemented to replace technical infrastructure components (hardware, network components, current imagery, and other procured data) that have a defined ‘end of useful life?












EC11. GIS Software Maintenance

Is GIS software available and adequate to meet agency business needs and is it under maintenance to ensure long term support and development?

If open-source’ GIS software is used, is alternate support and development capability available and are the real costs of operation and maintenance accounted for?









EC12. Data back-up and security

Is a computer back-up system in place to ensure the security of GIS data and applications?

Is the backup system is tested periodically by tests to restore sample data?

Is system security in place to control internal and external access to GIS data and applications as appropriate?

Is a GIS data archiving and preservation program in place?










EC13. GIS Application Portfolio

If required to meet the needs of agency GIS users/clients, is a portfolio of custom or off-the-shelf GIS or GIS enabled applications available?


48. Adopt a customer service orientation

52. Manage a portfolio of projects effectively








EC14. GIS Application Portfolio Management

Is the agency’s GIS application portfolio managed to a common design and development framework?






EC15. GIS Application Portfolio O&M

Is the agency’s GIS application portfolio kept viable via ongoing support and application maintenance?










EC16. Professional GIS Management

Is the agency GIS managed by a qualified manager with appropriate education, experience, and credentials?

46. Monitor stakeholder satisfaction


49. Apply project management knowledge and best practices

50. Understand and apply the geospatial technology components of projects (as outlined in the Department of Labor’s Geospatial Technology Competency Model) to accurately establish scope, resources, schedule and quality requirements for project success

51. Identify collaborative opportunities to achieve project

59. Prepare Statements of Work (SOW) defining project objectives and requirements




EC17. Professional GIS Operations Staff

Is the agency GIS operated and maintained by an adequate staff with appropriate professional qualifications?

For purposes of the GISCMM, adequate operational staffing is defined as meeting the ‘roles’ defined by the Geospatial Technology Competency Model – see: http://www.careeronestop.org/CompetencyModel/pyramid.aspx?GEO=Y.

5. Develop a geospatial staffing plan to meet business needs

6. Recruit and hire competent geospatial and support staff

7. Define geospatial work functions and assign appropriate staff






EC18. GIS Staff Training and Professional Development

Do the agency GIS manager and other professional staff have access to on-going training to maintain and develop their technical and operational knowledge, skills, and abilities?

48. Adopt a customer service orientation Assessment [ ] 1.00 Fully implemented [ ] 0.80 In progress with full resources available to achieve the capability [ ] 0.60 In progress but with only partial resources available to achieve the capability [ ] 0.40 Planned and with resources available to achieve the capability [ ] 0.20 Planned but with no resources available to achieve the capability [ ] 0.00 This desired, but is not planned [ ] Not applicable (explanation required) Comments:



http://www.careeronestop.org/CompetencyModel/pyramid.aspx?GEO=Y







EC19. GIS Governance Structure

Does the agency have a formal GIS governance structure that links the GIS operation both to users and to key decision makers?

For some agencies (very small or with well-oiled enterprise GIS) a formal committee structure may not be required. A formal committee is a traditional practice, but in everyday practice, many agencies proceed without such a formal committee structure.

Does the agency’s governance address:

Long-range planning Stakeholder satisfaction Ability for business

stakeholders to leverage initiatives


54. Pursue goals tactfully in context of particular organizational cultures and governance structures




EC20. GIS is Linked to Agency Strategic Goals

Does the GIS as it exists have a defined responsibility and a clearly defined role in supporting the strategic goals of the agency?

17. Communicate the value of geospatial technology to decision makers and stakeholders










EC21. GIS Budget

Does the GIS operation develop a comprehensive budget that includes (at a minimum) labor, hardware, software, data, consulting, and training costs?

This mean either a separate GIS budget or embedded budget components that the GIS manager has input on and can base planning and programs upon as the budget is expended.

Legal Affairs and Policy Management:

64. Prepare and document budgets




EC22. GIS Funding

Does the GIS organization have adequate funding for (at a minimum) labor, hardware, software, data, consulting, and training costs?

66. Identify funding sources and obtain funding, including collaborative opportunities








EC23. GIS Financial Plan

Does the GIS organization have a financial plan that includes a funding model (where the money is coming from) and that also projects future episodic costs for equipment, imagery, and other data replacement?

67. Develop and manage a long term financial plan Assessment [ ] 1.00 Fully implemented [ ] 0.80 In progress with full resources available to achieve the capability [ ] 0.60 In progress but with only partial resources available to achieve the capability [ ] 0.40 Planned and with resources available to achieve the capability [ ] 0.20 Planned but with no resources available to achieve the capability [ ] 0.00 This desired, but is not planned [ ] Not applicable (explanation required) Comments:





Execution Ability Components For each question in the ‘Execution Ability’ section, read the brief question and description. Check the implementation category that best describes your agency’s current status. Feel free to include any clarifying comments or questions.

[ ] Level Five: Optimized processes

[ ] Level Four: Managed and measured processes

[ ] Level Three: Defined processes

[ ] Level Two: Repeatable processes

[ ] Level One: Ad-hoc processes

Comments:

Execution Ability Component

Characteristics

URISA GMCM Competency Category Assessment, Comments, and Documentation

EA1. New Client Services Evaluation and Development

How does the GIS operation evaluate new agency business needs for GIS services and develop plans to respond to new client service requests?

This component should include a timeline/turn-around response focus.

Are new services evaluated against the agency strategic plan?

Are new services evaluated against ROI criteria…does it make financial sense?

Level 5 – optimized process – requires looking at existing services also and evaluating them to provide optimized services.




54. Pursue goals tactfully in context of particular organizational cultures and governance structures


63. Develop service level agreements

Assessment [ ] Level Five: Optimized processes [ ] Level Four: Managed and measured processes [ ] Level Three: Defined processes [ ] Level Two: Repeatable processes [ ] Level One: Ad-hoc processes Comments:

Does your agency use recognized professional best practices for this component?’ Does your agency use a formal internal practice or procedure for this component?


EA2. User Support, Help Desk, and End-User Training

How does the GIS operation support end users, including user guides, help documentation, training, and ad-hoc help-desk and/or on-site support?

This component should include a timeline/turn-around response focus

This should include a ‘train-the-trainer program.









Characteristics


EA3. Service Delivery Tracking and Oversight

How does the GIS unit monitor and evaluate client service delivery?

44. Apply QA/QC best practices Assessment [ ] Level Five: Optimized processes [ ] Level Four: Managed and measured processes [ ] Level Three: Defined processes [ ] Level Two: Repeatable processes [ ] Level One: Ad-hoc processes Comments:



EA4. Service Quality Assurance

How does the GIS operation ensure the quality of services provided to clients? This should also recognize the

quality that can be provided may be dependent upon the time available to meet the client’s needs






EA5. Application Development or Procurement Methodology

How does the GIS operation develop custom GIS applications?

Do GIS applications align with and support business needs?

How does the GIS Operation preform requirements development and development execution strategy, including build vs. buy decision?

How does the GIS Operation manage GIS application development when in-house programming is not included within the GIS operation?

This should also recognize the quality that can be provided may be dependent upon the time available to meet the client’s needs










Characteristics


EA6. Project Management Methodology

How does the GIS operation manage projects for which it is responsible?

Projects could be either executed in-house or by an outside contractor.

9. Maintain individual and organizational accountability







EA7. Quality Assurance and Quality Control

How does the GIS operation assure a reasonable and appropriate level of quality for projects and for ongoing GIS system operation, to meet defined business needs?

System operations include database maintenance and spatial data warehouse processes.

Data is a key enterprise GIS component for effective QA/QC.

Perhaps there are several processes against which this maturity component should be applied.

44. Apply QA/QC best practices Assessment [ ] Level Five: Optimized processes [ ] Level Four: Managed and measured processes [ ] Level Three: Defined processes [ ] Level Two: Repeatable processes [ ] Level One: Ad-hoc processes Comments:



EA8. GIS System Management

How does the GIS operation manage the core GIS systems that it is responsible for?

GIS system management includes system administration, database administration, network administration, system security, data backup, security, and restore processes, etc.

If these functions are managed within the GIS Operation, there should be defined procedures/best practices. But if the functions are provided outside the GIS operation, these procedures and best practices should form the basis for well-defined service level agreements.





capital asset










Execution Characteristics URISA GMCM Competency Category Assessment, Comments, and Documentation



Ability Component

EA9. Process Event Management

How does the GIS operation manage GIS system process events?

Typical process events include planned hardware and software upgrades, unplanned hardware failure and data loss and restore events.

This should include well defined change management best practices, for both routine/batch processes, and for significant system upgrades/modifications.





EA10. Contract and Supplier Management

How does the GIS operation manage its purchasing and contracting processes to ensure the best value for the supplies and services that it acquires?

58. Prepare, negotiate, monitor, administer, and remediate contracts


60. Prepare competitive solicitations including project rationale and objectives, existing geospatial technology assets, desired services, and final deliverables

61. Prepare proposals including understanding of need, technical approach and proposed technology, final deliverables, schedule, budget, and relevant qualifications

62. Prepare objective selection criteria and scoring mechanism to fairly evaluate proposals





EA11. Regional Collaboration

How does the GIS operation manage regional collaboration to ensure that opportunities to share in the development and operation of data, infrastructure, and applications are pursued, and that the agency’s GIS is leveraged to benefit other potential local partners?


51. Identify collaborative opportunities to achieve project goals

23. Develop and maintain relationships with other organizations to promote mutually advantageous partnerships and best practices







Characteristics


EA12. Staff Development

How does the GIS operation manage the process of hiring and developing its staff to ensure that individual staff member skills are developed appropriate to current and emerging technical and business needs?

How does the GIS operation ensure that its staff resources meet its operational requirements for individual GIS competencies, including back-up and succession planning?

A best practice would include a well-defined and effective performance management and appraisal system.

A key objective would be minimizing risk to the organization, while enhancing staff effectiveness and productivity.

Human Resources Management:

37. Prepare and implement a geospatial staff competency plan

38. Provide opportunities for continuing professional development

39. Encourage contributions to the profession







EA13. Operation Performance Management

How does the GIS operation manage performance of its operations as a whole?

This is the single key indicator of organizational process maturity and execution ability? Perhaps an organization’s rating in this area would serve as a ceiling for its overall rating.

Performance Management:

8. Establish clear performance expectations


10. Acknowledge and encourage exceptional achievement

11. Remediate performance shortfalls effectively

18. Foster an environment conducive to teamwork

19. Assemble, charge, and enable effective work teams








Characteristics


EA14. Individual GIS Staff Performance Management

How does the GIS operation manage individual employee staff performance?

Performance Management:

8. Establish clear performance expectations


10. Acknowledge and encourage exceptional achievement

11. Remediate performance shortfalls effectively

18. Foster an environment conducive to teamwork






EA15. Client Satisfaction Monitoring and Assurance

How does the GIS operation monitor, assess, and assure the satisfaction of its clients?

Ideally, clients should be surveyed to indicate their satisfaction with individual projects and with the enterprise GIS operation as a whole.

21. Develop and maintain long-term client relationships







EA16.

Resource Allocation Management

How does the GIS optimize use of its operational staff and of other resources at its disposal, both to minimize costs and to achieve maximum overall effectiveness for the enterprise?

This should include a global correlation between an organization’s resources and the services that it provides, both internal and external.


37. Prepare and implement a geospatial staff competency plan

38. Provide opportunities for continuing professional development

45. Ensure continuity of geospatial operations 49. Apply project management knowledge and best practices 59. Prepare Statements of Work (SOW) defining project objectives and requirements







Characteristics


EA17. GIS data sharing

Is GIS data sharable and is it shared? How does the GIS operation leverage shared and sharable GIS data to maintain effectiveness and minimize cost and redundant functions?

22. Develop and maintain collaborative relationships within the organization





EA18. GIS Software License Sharing

Are GIS software licenses sharable and are they shared?

How does the GIS operation leverage shared and sharable GIS software to maintain effectiveness and minimize cost and redundant services?

22. Develop and maintain collaborative relationships within the organization





EA19. GIS data inter-operability

Are agency framework and business geospatial data sources capable of being integrated and accessed in a technically appropriate and efficient manner?







Characteristics


EA20. Legal and policy affairs management

Are the GIS organization’s activities conducted to comply with appropriate legal and policy guidelines and requirements?

Does the GIS organization promote appropriate changes to the legal and policy framework to support effective enterprise GIS operations?




EA21. Balancing minimal privacy with maximum data usage

Does the GIS operation adhere to open data sharing principles to the maximum potential while minimizing administrative hurdles and roadblocks?

Does the GIS operation apply the maximum care to ensure the security of the minimum domain of restricted confidential data?

13. Comply with all relevant laws and regulations

14. Follow relevant professional

codes of ethics




EA22. Service to the community and to the profession

Does the GIS operation support the GIS Certification Institute‘s and the URISA GIS Code of Ethics ‘Contributions to the Profession’ guidelines?

Does the GIS operation support and encourage efforts by its staff members for appropriate professional outreach, educational, and community service activities related to GIS?

39. Encourage contributions to the profession. Assessment [ ] Level Five: Optimized processes [ ] Level Four: Managed and measured processes [ ] Level Three: Defined processes [ ] Level Two: Repeatable processes [ ] Level One: Ad-hoc processes Comments:





Appendix 6.2: GIS Capability Maturity Model—Town of Clarkstown

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Appendix 6.3: GIS Capability Maturity Model—Comparison

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Appendix 7.1: Departmental Interview Reports


ASSESSOR

Primary Contact: James Molinaro

Telephone: 639-2131

Interviewees: James Molinaro

Mission Statement:

The Assessor is responsible for producing the most accurate, equitable assessment/tax rolls for the Town in compliance with New York State Real Property Law on an annual basis.

Department Responsibilities:

Assist customers in developing parcel perimeters list.

Confirm data based on requests (e.g. garbage districts) from customers and other departments.

Maintain assessment/tax roll annually o Review Exemption applications. o Update address information. o Update ownership information from property sales. o Update parcels based on subdivisions and merges. o Update property inventory through field collected data. o Work to address grievances through annual process.

GIS Overview:

The Assessor has been using the PAS system by Software Consulting Association (SCA) to maintain tax roll data. The PAS system has the ability to view GIS data consistent with Rockland County and New York State GIS data formats. Presently, the PAS system makes use of some Rockland County GIS data-- primarily parcel boundaries.

The Department anticipates significant benefits by incorporating mobile technology to assist in carrying out departmental responsibilities. Efficiencies can be gained by using a mobile application to collect and update property inventory in the field. This would include the ability to link digital photos taken in the field to property information and reports. Also of importance is the use of GIS tools to assist in improving the integrity of the Assessor databases as well as utilizing analytical tools to compare assessments. Some of this effort may be more associated with creating a coordinated records management program to assemble parcel history into a central repository and the linking to a GIS parcel layer.

The Assessor also sees a need for change detection analysis in order to find discrepancies in the Town’s assessment role. This type of project has the potential to not only update the Assessor’s inventory database, but to generate increased tax revenue on properties that, for whatever reason, have been modified without the Assessor’s knowledge.


Exchange of information with other Town departments is primarily done in digital or paper formats (e.g. building permit and certificate of occupancy, etc.). There is an interest in the sharing of information and improving the efficiency of the Department where possible through the use of technology. Utilizing GIS, producing photos in digital format, and converting current hardcopy files to a digital format are all of interest.

Existing Resources:

Staff: 8 o 0 have GIS experience o 0 have AutoCAD experience

Digital Data: o Tax Roll

Acreage, address, deed, exemptions, frontage/depth, owner, parcel id, special districts

o Utilizing Rockland County GIS data (e.g. parcels, etc.) within the PAS system

Software: o Microsoft Office o PAS system

GIS &/or CAD Software: o iMap application o Pictometry

Internet/Intranet Access: Yes/Yes

Map Data Frequently Used: o Easements (D) o Parcels (D) o Tax Maps (H/D) o Tax Map Index (Old and New) (H)

Notes: H = Hardcopy, D = Digital

Non-Map Geographically Referenced Data: o Deeds – CD o Garbage collection confirmation o Grievances o Monthly Building Department reports – certificate of occupancy, building

permits, searches o Perimeter mailing lists o Photos – Digital o Property Cards o Subdivision maps

Data Flow Analysis:

Data Flow Process:


o 5217 Reports: Provides change in ownership, parcel id, address, and limited sales information.

o Addressing: Coordinated with Rockland County 911 office; update paper reports based on new address information.

o Building Permits & Certificate of Occupancy: Information initiated by Building Department; summary reports provided monthly.

o Exemptions (e.g. STAR): Application prepared by property owner; reviewed and entered by staff if approved.

o Grievances: Based on taxpayer; tax payer files with Assessor’s office; Assessor provides clerical functions for the Board of Assessment Review; edit assessment data in PAS as needed, based on comments from Board of Assessments Review; complaints recorded on paper, and sometimes later summarized in digital for reporting.

o Issue stickers for trash cans to residents based on valid address; verify eligibility for replacement stickers and changes in number of stickers; all based on valid resident address.

o Property Cards: NY State forms o Property Inventory: Field collected by staff and update computer file; digital

pictures taken and placed in file. o Property Ownership: CD provided on monthly basis from County Clerk; contains

deed information, entered into PAS system. o Subdivisions & Mergers: Based on subdivision maps provided by the Town

Planning Department and filed maps with the County Clerk. Mergers are based on written requests by property owners; coordinated with Rockland County Planning and Sewall Mapping.

o Tax Maps: Provided by Rockland County Planning Department annually in paper format; digital provided more frequently; coordinated with Rockland County and Sewall Mapping.

Data Flow Interaction with Other Departments: o Attorney o Board of Assessment Review o Building Department o County Agencies: Planning, Finance, Clerk, 911 o DEC o Planning o Police o Receiver of Taxes/Town Clerk o State Agencies: ORPS o Supervisor

Future:

Goals (listed in priority order):


o Conduct town-wide change detection analysis utilizing aerial photography and Pictometry software.

o Incorporate mobile data collection, including photographs, into inspection workflow and link to parcel file.

o Obtain software that allows digital sketch of floor plans onto property cards. o Access to parcel history into one centralized digital location thereby improving

accessibility and efficiency. Convert paper records to digital and have ability to organize by parcel and link for searching. Link photographs, plans, and other documents. Include: subdivision name, filing dates, approval dates, dedication dates, easement information, etc.

o Convert microfilm to digital and make searchable by parcel ID.

Listing of Proposed GIS Queries/Applications: o GIS Data Viewing & Mapping

General access to GIS data layers Increase use of Pictometry Digital sketch software

o Mobile Data Collection Field collection of data using mobile devices with wireless upload

capability

GIS Functionality Required: o Input o Edit o Analysis o Query o Output

Description of Priority Applications: o Access to existing parcel data (e.g. Building Permits, etc.) o Convert hardcopy records to digital for more efficient searching and cross-

referencing capabilities. This includes existing files (subdivisions, site plans, As Builts)

o Provide general access to GIS data o Provide training for Pictometry and iMap

Additional Data Required to be Converted to Digital: o Applications scanned and linked o Data to be joined to existing GIS parcel file o Land records need to be scanned and accessible o Link photographs to parcels o Special districts

Required GIS Data Layers or Digital Databases: o Administrative

Fire districts, schools districts, sewer districts, water districts, zip code, zoning districts

o Basemap


Municipal boundaries, orthophotography (historical and current), roads o Environmental

Flood zones, hydrography, water bodies o Land Records

Building permits, cadastral, centroids, certificate of occupancy, demolitions, easements, historical records, prior approvals, rights-of-way, subdivisions, tax parcels, variances, violations

o Planimetric Buildings, driveways, parking lots, road pavement, sidewalks

o Transportation & Land Use Generalized land use, parks/open space, street centerlines, street

jurisdictions, vacant land

Additional Comments:

Explore ways to have digital maps archived and accessible


TOWN ATTORNEY

Primary Contact: Lino Sciaretta

Telephone: 639-2065

Interviewees: Lino Sciaretta

Mission Statement:

The mission of the Town Attorney is to provide legal advice to Town officials and departments.


Advises the Town Board on legal issues.

Advises with respect to Special Districts such as: Water District, Sewer District, Sanitation District, and Ambulance District.

Defends the Town against lawsuits.

Defends the Town against Tax Certiorari lawsuits.

Handles Abandonments of Town Roads.

Handles Amendments to Official Map.

Liaison to Boards and Commissions of the Town.

Prepares Amendments to the Town Code.

Prepares and advises on proposed inter-municipal agreements with various State, County, Town and Villages, and municipal agreement with non-government entities for the benefit of the Town.

Prepares and advises regarding documents dealing with the sale or acquisition of personal and real property by the Town.

Prepares and reviews Adopt-a-Road program documents.

Prepares legal documents and advises with respect to Eminent Domain proceedings.

Prepares Local Laws.

Prepares resolutions concerning matters affecting the Town for Town Board meetings.

Prosecutes violators of the Town Code.

Reviews all documents and advises Boards, agencies and departments processing proposed documents on subdivision and site plans.

Reviews and prepares documents dealing with Amendments to the Zoning Local Law.

Reviews and prepares documents dealing with Special Permits.

Reviews and prepares documents dealing with Zone Changes.

Reviews bonding documents.


Reviews personnel matters and personnel contracts.

GIS Overview:

The Department envisions little benefit from incorporating GIS technology. The only applicable use would be to access tax parcel boundaries and aerial imagery.

Existing Resources:


Digital Data: o Various databases

Software: o Business Automation Services (BAS) Integrated Property System (IPS) software

system (no GIS integration) o Microsoft Office

GIS &/or CAD Software: o iMap application o PublicStuff complaint management software


Map Data Frequently Used: o As Built Drawings (H) o Easements (D) o GML Map (D) o Official Map (H/D) o Parcels (D) o Surveys (H) o Tax Maps (H/D) o Tax Map Index (Old and New) (H) o Zoning Map (H/D)

Notes: H = hardcopy, D = digital

Non-Map Geographically Referenced Data: o Building Permit applications o Complaint Reports o Field Correction Notice o Owner Cards o Search Report

Data Flow Analysis:

Data Flow Process:


o

Data Flow Interaction with Other Departments: o Assessor o Building Department o Comptroller o DEC o Highway o Insurance and Claims o Planning o Planning Board o Police o Supervisor o Town Board o Town Clerk o Zoning Board

Future:

Goals (listed in priority order): o Accessibility to current owner information

Listing of Proposed GIS Queries/Applications: o GIS Data Viewing and Mapping

iMap application

GIS Functionality Required: o Input o Output

Description of Priority Applications: o Provide general access to GIS data with iMap application.

Additional Data Required to be Converted to Digital: o None


Census districts, fire districts, GML buffers, schools districts, sewer districts, water districts, zip code, zoning districts

o Basemap Municipal boundaries, orthophotography (historical and current), roads

o Environmental Hazardous materials, hydrography, flood zones, water bodies, wetlands

o Land Records As-Builts, average density, building permits, cadastral, centroids,

certificate of occupancy, complaints, demolitions, easements, historical records, prior approvals, rights-of-way, site plans, subdivisions, tax parcels, variances, violations

o Planimetric


Buildings, driveways, parking lots, road pavement, sidewalks o Transportation & Land Use

Generalized land use, parks/open space, street centerlines, street jurisdictions, vacant land

o Utilities Catch basins, cell towers, fire hydrants, sanitary sewers, street lights,

water lines and mains, utility poles


BUILDING DEPARTMENT

Primary Contact: Erik Asheim

Telephone: 639-2090

Interviewees: Erik Asheim

Mission Statement:

The Building Department oversees the building permit and certificate of occupancy (C.O.) process. Inspectors are responsible for fire code, building code, and zoning code enforcement.


Architecture and Historic Review Board

Enforce Building Code

Issue Demolition Permits

Issue violations and summonses

Perform property searches and develop reports for customers

Receive, record, and respond to complaints

Receive, review, and issue building permit applications

Responsible for the overall code and zoning enforcement of the Town. This entails investigation and complaint resolution as it pertains to the building and zoning code. The focus is on quality of life, appearance, building and zoning matters, safety hazards, and nuisances. Emphasis is on voluntary compliance when possible.

GIS Overview:

Overall, the Building Department expresses great interest in trying to incorporate all existing data into the digital environment. Much of this effort may involve creating a coordinated records database, assembling parcel history into a central repository, and then linking to a GIS parcel layer.

Over the last several years, the Department has migrated from the previous Software Consulting Association (SCA) Building System software to the Business Automation Services (BAS) Integrated Property System (IPS) software system. This SQL-based software product has the ability to display information from Google Maps, but is not capable of displaying Town GIS information. The core parcel information is derived from the Assessor’s PAS database program which is licensed from SCA.

Exchange of information with other Town departments is primarily done in a paper or email format. Complaints are logged by, or directed to and from, the Department via complaint tracking software (PublicStuff).

Existing Resources:

Staff: 18


o 0 have GIS experience o 0 have AutoCAD experience

Digital Data: o Building Permit database. Basic GIS viewing tools utilizing Google Maps o Cell Tower database o Complaint database o Photographs o Registry of all Business for Code Enforcement. Used to issue Certificate of

Compliance.

Software: o Business Automation Services (BAS) Integrated Property System (IPS) software

system (no GIS integration) o Microsoft Office

GIS &/or CAD Software: o iMap application o PublicStuff complaint management software


Map Data Frequently Used: o As Built Drawings (H) o Condominium maps and unit numbers o GML Map (D) o Official Map (H/D) o Parcels (D) o Surveys (H ) o Tax Maps (H/D) o Tax Map Index (Old and New) (H) o Zoning Map (H/D)


Non-Map Geographically Referenced Data: o Building Permit applications o Complaint Reports o Field Correction Notice o Owner Cards o Property Cards (1954, mid-1970s, mid 1980s) o Search Report

Data Flow Analysis:

Data Flow Process (Building): o Boards (Town, Planning, etc.) – Folder submitted to Department for review. o Building Permits – applications prepared by customer o Certificate of Occupancy – Officer sign-off and prepared by clerical staff.


o Complaints – Receiving and responding to resident calls and/or walk-ins, and other department personnel. These departments are usually Highway, DEC, or the Supervisor’s office. Deputy Attorney references the Building Department logbook every day for complaints.

o Inspection Card – Inspectors record progress of inspections. o Search Report – prepared by staff by searching through existing hard copy data

(e.g. property cards from 3 separate time periods).

Data Flow Process (Code Enforcement): o Complaints – Receiving and responding to resident calls and/or walk-ins, and

other department personnel. These departments are usually Highway, DEC, or the Supervisor’s office. Deputy Attorney references the Building Department logbook every day for complaints. Complaints forwarded to Code Enforcer for investigation, enforcement actions if necessary, and/or resolution. Complaints prioritized. Interaction with other departments for status and resolution. Memos, faxes, emails, and letters generated. Follow-up with appropriate department(s) and then resident. Field data collected and update computer file. Digital photos taken and placed in file.

Data Flow Interaction with Other Departments: o Assessor o Attorney o County Agencies: Health, Highway, Drainage, Attorney o DEC o Highway o Planning o Planning Board o Police o State Agencies: DEC o Supervisor o Town Clerk o Zoning Board

Future:

Goals (listed in priority order): o Consolidate parcel history into digital database to make it more efficient for

property searches. Convert paper records to digital and have ability to organize by parcel and link for searching. Link digital photos and other documents including Site/Subdivision/As-Built plans. Include subdivision name, filing dates, approval dates, dedications dates, easement information, etc.

Listing of Proposed GIS Queries/Applications: o 3-D Analysis – Ability to view Site Plans in 3-D for accessibility and site distance

concerns with emergency vehicles, and the viewing of elevation and slope information


o Ability to view status of parcels (e.g. Building Permit, violations, etc.) via web-based mapping application

o Parcel History – (e.g. prior approvals, inspections, violations, variances, etc.)


Description of Priority Applications: o Convert hardcopy records to digital for more efficient searching and cross-

referencing capabilities

Additional Data Required to be Converted to Digital: o Land records to be scanned and accessible via parcel number o Land Use data to be joined to parcels


Census districts, fire districts, GML buffers, sewer districts, school districts, water districts, zip code, zoning districts

o Basemap Municipal boundaries, orthophotography (historical and current)

o Emergency Fire incidents, hazardous materials, truss locations

o Environmental Flood zones, hydrography, soils, water bodies, wetlands

o Land Records As-Builts, average density, building permits, cadastral, centroids,

certificate of occupancy, complaints, demolitions, easements, historical records, prior approvals, rights-of-way, site plans, subdivisions, tax parcels, variances, violations


o Topography Contours

o Transportation & Land Use Condos, dry cleaners, generalized land use, parks/open space,

restaurants, senior citizen facilities/nursing homes, service stations/garages, street centerlines, street jurisdictions, taverns/bars, vacant land

o Utilities Catch basins, cell towers, fire hydrants, sanitary sewers, street lights,

utility poles, water lines and mains


Additional Comments: o Work product is confidential in the event of enforcement action and is therefore

not subject to FOIL.


DEPARTMENT OF ENGINEERING & FACILITIES MANAGEMENT

Primary Contact: Dennis Letson

Telephone: 639-2111

Interviewees:

Dennis Letson, Director

Christopher Wagner, First Deputy Director – Engineering

Mission Statement:

The Department of Engineering & Facilities Management is responsible for the protection of the inhabitants against such activities that would impair, damage, destroy, or infringe upon the natural resources and environment.


Municipal engineering functions o Design, repair, and replacement of municipal infrastructure o Floodplain Administration o Erosion/sediment control o Infrastructure inventory, inspections, and improvements o Land disturbance o SEQRA Technical Staff o Technical reviews for subdivisions and site plans prior to development

Solid waste management o Garbage/bulk pickup o Maintenance/monitoring of Landfill o Recycling

Sanitary sewer maintenance

GIS Overview:

The Department of Engineering & Facilities Management has more staff members with digital mapping experience than any other department. Many have experience in AutoCAD, and numerous staff have GIS classroom and/or practical experience.

The Department is very enthusiastic about continuing to leverage existing GIS efficiencies by streamlining workflows and increasing data acquisition. Some of this effort may involve creating a coordinated records database, assembling parcel history into a central repository, and then linking to a GIS parcel layer.

The Department spends a great deal of time receiving and recording complaints. These are generally associated with solid waste and environmental issues. Complaints are recorded using a complaint management system (PublicStuff). This software unfortunately was not integrated with the previous complaint management system (Lucity). While PublicStuff is useful for the


complainant, it is functionally lacking for Town staff in regards to historical information retrieval, reporting, budgeting, inventory tracking, etc. As a former user of Lucity software, DEC is enthusiastic to link the two systems and once again benefit from a more robust data management system.

Existing Resources:

Staff: o DEC – 10 o Sewer Department – 4 o Solid Waste – 2

6 have GIS experience 5 have CAD experience

Digital Data: o Sewer maps (raster scans in PDF format) o Several summary complaint reports o Subdivisions scans o Utilizing Rockland County GIS data (e.g. parcels, hydrology, planimetrics,

topography, orthoimagery, etc.)

Software: o Microsoft Office

GIS &/or CAD Software: o AutoCAD Civil 3D, HydroCAD, Land FX o ESRI software o iMap application o Lucity infrastructure and complaint management software o Public Stuff complaint management software


Map Data Frequently Used: o As Built Drawings (H) o Catch Basins (D) o Comprehensive Sewer District Maps (H/D) o Easements (D) o Floodplains (D) o Garbage Pick-up/Recycling/Bulk Pickup/Yard Waste Districts (H) o Hydrant Map (H/D) o Official Map (H/D) o Parcels (D) o Soils (D) o Stream Maps (D) o Subdivision/Site plan development maps (H) o Tax Maps (H/D) o Tax Map Index (Old and New) (H) o Water District Map (H/D)


o Wetlands (D) o Zoning Map (H/D)


Non-Map Geographically Referenced Data: o Application for clearing, filling, or excavation of land o Building permit/certificate of occupancy log-in sheet o Building permit checklist o Building permit tracking/status report o Building sewer permit application o Bulk collection of non-compliance report o Certificate of occupancy checklist o Certificate of occupancy summary sheet o Complaint referrals – from other departments o Complaint reports o Floodplain development permit application o Land disturbance permits o Leaf bag distribution list o Planning Board referrals – subdivision and site plans o Pool building Permit tracking/status report o Pump stations and districts o Recycling box distribution list o Residential pool permit application o Return of Escrow tracking/status report o Subdivision files o Subdivision tracking/status report (building permit process, escrow, fees) o Tree removal permits o Town Board referrals – technical reviews o ZBA – referrals and applications

Data Flow Analysis:

Data Flow Process: o As a result of municipal engineering functions, inspections are made and reports

generated. Development inspections for Planning Board approved subdivisions and site plans.

o Boards (Town, Planning, etc.) – folder submitted to Department for review. o Building Permits and Certificate of Occupancy – Information initiated by Building

Department. Referrals sent to Department and must be inventoried, recorded, processed, and returned. Checklists are prepared and tracking/status reports are generated.

o Complaints – prepared by staff and entered via complaint management software. Most complaints are generated from phone calls. Complaints vary but are generally related to garbage, recycling, and bulk pickup; drainage; or sewer


related. Complaints related to garbage, recycling, and bulk pickup are faxed to carter for response. Interaction with Assessor’s office for verification of stickers.

o SEQRA applications prepared. o Subdivisions and site plans supplied in hardcopy format. These must be reviewed

with comments supplied to other departments and Boards. Original source material is later filed.

Data Flow Interaction with Other Departments: o Assessor o Attorney o Building Department o Comptroller o County Agencies: Drainage, Health, Planning, etc. o Federal and State Agencies: NYSDEC, ACOE, etc. o Highway o Planning o Planning Board o Police o Supervisor o Town Board

Future:

Goals (listed in priority order): o Integrate PublicStuff and Lucity software (complaint tracking) o Ongoing stormwater conveyance mapping o Digital data submissions code revision o Coordinate violation tracking with other departments o Access to Assessor owner data o Create digital recycling and garbage districts o Convert sewer to house connection permits to digital format o Map all pump stations and collection network o Centralize parcel history into one digital location thereby improving accessibility

and efficiency. Convert paper records to digital and have ability to organize by parcel and link for searching. Link photographs and other documents, plans, etc. Include subdivision name, filing dates, approval dates, dedication dates, easement information, etc.

Listing of Proposed GIS Queries/Applications: o 3-D Analysis – Ability to view elevation data in 3-D for various applications,

including: present and proposed views (e.g. stream channels, drainage system, sewer system) and site plans

o Cadastral Records Parcel History – (e.g. prior approvals, inspections, violations, variances,

etc.)


Ability to view status of parcels (e.g. Building Permit, violations, etc.) by linking parcel status to GIS parcel data

o GIS Data Viewing and Mapping View administrative districts: Sewer, garbage, recycling, and bulk pick-up


Description of Priority Applications: o Access to existing parcel data (e.g. Building Permits, etc.) o Convert hardcopy records to digital for more efficient searching and cross-

referencing capabilities. This includes existing files (subdivisions, site plans, As-Builts, etc.)

o Integrate Lucity and PublicStuff

Additional Data Required to be Converted to Digital: o Data to be joined to existing GIS parcel file o Develop sub-basin watershed layer o Drainage system mapping o Land records need to be scanned and accessible o Link photographs to parcels o Map pump stations and collection network o Sewer system mapping o Update and maintain outfalls mapping and inspections


Fire districts, GML buffers, Official Map, school districts, sewer districts, water districts, zip code, zoning districts


o Emergency Hazardous materials

o Environmental Flood zones, hydrography, impervious surface data, soils, water bodies,

watersheds, wetlands o Land Records

As-Builts, average density, building permits, cadastral, centroids, certificate of occupancy, complaints, demolitions, easements, historical records, land use, prior approvals, rights-of-way, site plans, subdivisions, tax parcels, variances, violations




o Transportation & Land Use Dry cleaners, generalized land use, parks/open space, service

stations/garages, street centerlines, street jurisdictions, vacant land o Utilities

Collection network, drainage network, fire hydrants, manholes, outfalls, pump stations, sanitary sewer network, utility poles, water mains


HIGHWAY DEPARTMENT

Primary Contact: Frank DiZenzo

Telephone: 639-5799

Interviewees:

Frank DiZenzo, Superintendent of Highways

Kim Termine, Confidential Assistant to the Superintendent of Highways

Mission Statement:

The Highway Department is primarily responsible for the transportation needs of the public by providing a safe and well-maintained street network. Also, within the last year the Department took over the responsibilities of the former Consolidated Lighting Department, and is now responsible for overseeing the street lighting and traffic signalization within the Town.


Adopt-A-Road program

Adopt-A-Spot program

Coordinate the design and location of new street lighting with Orange and Rockland

Coordinate the design and location of new traffic signalization with the contracted engineer and/or other Town departments

Coordinate the maintenance of existing overhead street lighting

Coordinate the maintenance of existing traffic signalization with the contracted engineer

Drainage maintenance and installation including catch basins and piped easements

Guide rail installation and maintenance

Permits for block parties

Permits for driveways

Permits for road openings and closings

Pothole repair

Road resurfacing

Seasonal leaf and brush pickup

Sign installation and maintenance

Snow and ice control

Street sweeping

Tree removal and trimming

GIS Overview:

The Department spends a great deal of time receiving and recording complaints. These are generally associated with solid waste and environmental issues. Complaints are recorded using a complaint management system (PublicStuff). This software unfortunately was not integrated with the previous complaint management system (Lucity). While PublicStuff is useful for the


complainant, it is functionally lacking for Town staff in regards to historical information retrieval, reporting, budgeting, inventory tracking, etc. As a former user of Lucity software, DEC is enthusiastic to link the two systems and once again benefit from a more robust data management system.

The Highway Department is very enthusiastic about using GIS software and data to increase efficiency in daily workflows. There is great interest in viewing logged complaints in a web-based map. There is also interest in expanding the use of Lucity software to include budgeting and reporting.

Additionally, the Department would like to incorporate asset management software into its workflow to assist in the management of lighting and traffic signalization assets.

Existing Resources:

Staff: 71 o 0 have GIS experience o 1 has AutoCAD experience

Digital Data: o Complaint/work order reporting o County GIS data (e.g. parcels, roads, orthoimagery, etc.) o Town data (easements, Official Map, etc.)


GIS &/or CAD Software: o iMap application o Lucity infrastructure and complaint management software o Public Stuff complaint management software o Truck Tracking vehicle tracking software


Map Data Frequently Used: o As Built Drawings (H) o Bus shelter (D) o Catch Basins (D) o Commuter lots (D) o Comprehensive Sewer District Maps (H/D) o Drainage Study (1974) (H/D) o Easements (D) o Floodplains (D) o Garbage Pick-up/Recycling/Bulk Pickup/Yard Waste Districts (H) o Hydrant Map (H/D) o Official Map (H/D) o Orange and Rockland Service maps (1992) (D) o Parcels (D)


o Plow Routes (H/D) o Soils (D) o Stream Maps (D) o Subdivision/Site plan development maps (H) o Tax Maps (H/D) o Water District Map (H/D) o Wetlands (D)


Non-Map Geographically Referenced Data: o Adopt-A-Road database o Adopt-A-Spot database o Applications for clearing, filling, or excavation of land o Complaint reports o Complaints referrals – from other departments o Dig Safe NY – email notification of underground digging inquiries o Floodplain development permit applications o Planning Board referrals – subdivisions and site plans o Stop and Street Sign Installation Tracking database o Street light and traffic signal complaints o Street Name file o Subdivision files o Trash Can Locations database o Town Board referrals – technical reviews

Data Flow Analysis:

Data Flow Process: o Accident Data – Reports forwarded from Insurance and Claims Department. If

involving a guardrail, monies are owed for repair. Improved accident data would lead to improvement in collection of funds for repair. Insurance and Claims Department is notified.

o Adopt-A-Road and Adopt-A-Spot Programs o Building Permits and Certificate of Occupancy – Information initiated by the

Building Department. Referrals sent to Department in hardcopy format and must be inventoried, recorded, processed, and returned. Checklists are prepared and tracking/status reports are generated.

o Complaints/Work Order System – Prepared by staff as complaints are filed with the Department. Most complaints are generated from phone calls, emails, or via a citizen engagement mobile application. Complaints are entered into complaint management software (PublicStuff). If a complaint is deemed valid, it is entered into PublicStuff as a work order. Complaints vary but are generally yard waste pickup, pot holes, and signage. Complaints not related to Highway matters are flagged as such and forwarded to the appropriate department within the


software. Although PublicStuff is user friendly for users in general, it is not a robust management/reporting software. As such, it is advised that it be integrated with Lucity in order to allow management the ability to generate reports and to track inventory and other resources.

o Dig Safe NY – The Department subscribes to a service that provides information on addresses where inquiries are made about the potential for digging. The Highway Department subscribes because they must make inquiries themselves prior to any digging to place a sign within a right-of-way. Information is forwarded to DEC.

o Receive complaints from residents about street lighting From resident via phone, email, complaint application From Police Department Receive reports from Vendor about maintenance activities Tax Maps provided by Assessor annually in paper format New Lighting

Insurance and Claims Department requests bids for work

DEC inspects and recommends action

Highway performs work or contracts work o Receive complaints from residents about traffic signals

From resident via phone, email, complaint application From Police Department

o Road Opening Permit Application o Street Naming – Town Clerk provides resolution for adopted streets. o Truck Tracking – A GPS-based tracking system allowing truck locations to be

viewed in the office. The system incorporates GIS street centerline data as a base layer. The system provides reports on trucks.

Data Flow Interaction with Other Departments: o Attorney o Building Department o Comptroller o County Agencies: Drainage, Health, Planning, etc. o DEC o Federal and State Agencies: NYSDEC, ACOE, etc. o Insurance and Claims o Orange and Rockland o Planning o Planning Board o Police o Town Board o Town Clerk o Supervisor

Future:


Goals (listed in priority order): o Create digital layer for street lighting and traffic signals o Integrate street lighting and traffic signal inventory information with Lucity o Integrate Lucity and PublicStuff o Develop additional GIS data (e.g. trash can locations, bus shelters, street signs,

yard waste/deputy districts, etc.) o Develop R.O.W. data layer that references street width from Rockland County

Tax Map o Improve Permit system by allowing permit history to be recorded o Access to complete subdivision and/or site plan applications o Explore ways of collecting data in field using GPS technology (e.g. pot holes,

paving, signage, etc.) o Keep street and address information up-to-date in Lucity o Develop web application for Complaints o Link easements to site plans

Listing of Proposed GIS Queries/Applications: o Explore opportunities for inclusion of lighting and traffic signal information into

Lucity o Explore opportunities for reporting and budgeting in Lucity o GIS Data and Mapping

Complaint database mapping – location, history, type, etc. o Work Order Database integration – create function that moves PublicStuff

database information into Lucity


Description of Priority Applications: o Convert hardcopy records to digital for more efficient searching and cross-

referencing capabilities. This includes existing files (subdivisions, site plans, As-Builts, etc.)

o Create street lighting and traffic signal databases for inclusion into Lucity o Integrate Lucity and PublicStuff

Additional Data Required to be Converted to Digital: o Bus shelters o Guard rails o Outfalls o Street lights o Street signs o Traffic signals o Trash can locations


o Yard Waste Pickup areas


Fire districts, GML buffers, Official Map, schools districts, sewer districts, water districts, zip code, zoning districts





As-Builts, building permits, cadastral, centroids, certificate of occupancy, complaints, easements, rights-of-way, site plans, subdivisions, tax parcels, violations



o Transportation & Land Use Generalized land use, parks/open space, senior citizen facilities/nursing

homes, street centerlines, street jurisdictions, vacant land o Utilities

Collection network, drainage network, fire hydrants, manholes, outfalls, pump stations, sanitary sewer network, utility poles, water lines and mains


OFFICE OF INSURANCE & CLAIMS

Primary Contact: Robert Berdy

Telephone: 639-2048

Interviewees: Robert Berdy

Mission Statement:

The mission of the Office of Insurance and Claims is to manage municipal risk, including loss control and loss transfer.


Coordinate insurance coverage, review contractors and permit applicant insurance, and assist in the defense of claims filed against the Town.

GIS Overview:

The Department currently benefits from incorporating GIS information into daily workflow. Information is primarily accessed from other departments in hardcopy format as well as in digital format in the form of a Town web-based mapping application (iMap)

Existing Resources:


Digital Data: o Photographs

Software: o Microsoft Office o iMap

GIS &/or CAD Software: o None


Map Data Frequently Used: o County Highway Map (H) o Official Map (D) o Tax Maps (H)


Non-Map Geographically Referenced Data: o Complaints o Internal Investigations and/or Claims

Data Flow Analysis:


Data Flow Process: o Complaints: Receiving and responding to resident calls and/or walk-ins, and

other department personnel. Interactions with other departments for status and resolution. Field data collected and updated computer file. Digital pictures taken and placed in file.

o Intersections Claims: Traffic accidents and/or pedestrian incidents o Personal Injury Claims o Property Claims: Notified of possible damage to property (e.g. fallen tree, sewer

backup, etc.) o Property Inventories: Develop and/or obtain a list of insurable Town properties

with assets

Data Flow Interaction with Other Departments: o Attorney o Building o Code Enforcer o DEC o Highway o Planning o Police o Recreation and Parks o Safety o Supervisor o Town Clerk

Future:

Goals (listed in priority order): o Maintain efficiencies by continuing to incorporate digital mapping into office

functions.


General access to GIS data layers (iMap)

GIS Functionality Required: o Input o Query o Output

Description of Priority Applications: o Creation and access to central repository of photos o Provide general access to GIS data

Additional Data Required to be Converted to Digital: o Crosswalks o Easements o Guard rails o Link photographs to parcels


o Retaining walls o Street lights o Traffic signals and traffic signs o Trails


Fire districts, schools districts, sewer districts, water districts, zip code, zoning districts

o Basemap Municipal boundaries, orthophotography (historical and current), roads

o Emergency Hazardous material sites

o Environmental Flood zones, hydrography, water bodies, wetlands

o Land Records Building permits, cadastral, centroids, complaints, easements, pools,

rights-of-way, tax parcels o Planimetric

Buildings, catch basins, driveways, manholes, parking lots, road pavement, sidewalks

o Transportation & Land Use Crosswalks, driveway permits, generalized land use, guard rails,

parks/open space, street centerlines, street jurisdictions, traffic signals, traffic signs, vacant land


Work product is confidential, thereby, not subject to FOIL.


POLICE – 911 COMMUNICATIONS GROUP

Primary Contact: Richard Cummings

Telephone: 639-5872

Interviewees: Richard Cummings

Mission Statement:

The primary responsibility of the Communications Group is to maintain and make accessible all data related to Public Safety.


Dispatchers are responsible for fielding calls for service and directing all emergency and non-emergency police services in the Town. In addition to police related services, Dispatchers directly dispatch all medical emergency response of the Town’s Volunteer Ambulance Corps and Paramedic Services. The Communications Center is in direct contact with Federal, State, County and Local Emergency Service Agencies to direct and coordinate response to any public safety contingency within the Town of Clarkstown as well as mutual aid service to other jurisdictions; this includes Fire Services, Highway Departments, Utility Companies, Building Inspectors and a myriad of support services both public and private.

All Emergency 911 and non-emergency calls for service from landline phones of residences and businesses in the Town of Clarkstown are answered directly by Clarkstown Police Dispatchers. Currently all cellular 911 calls are transferred through the Rockland County Communications Center to the Clarkstown Communications Center for direct dispatch of emergency services.

Clarkstown Police Dispatchers are EMD certified and provide pre-arrival telephone medical instructions based on Emergency Medical Dispatch protocols. Dispatchers give callers the instruction needed to perform medical assistance such as childbirths, cardiac incidents, severe lacerations, etc.

GIS Overview:

The Communications Group is heavily reliant on GIS for their Computer Aided Dispatch (CAD) operations. Their system is mature and stable and functioning properly. Thus, there is not an immediate need to change of platforms or procedures and there is no need for additional GIS services at this time. Databases are typically updated on an annually, but are updated on an as needed basis if necessary.

Existing Resources:

Staff: 28 o 1 has GIS experience o 0 have AutoCAD experience

Digital Data:


o NewWorld Records


GIS &/or CAD Software: o ESRI desktop software o ESRI GIS Server o NewWorld Computer Aided Dispatch e911 software


Map Data Frequently Used: o Address Points (D) o Ambulance Districts (D) o Bus Shelters (D) o Cell Towers (D) o Common Names (D) o EMS Districts (D) o Exit Ramps (D) o Fire Districts (D) o Mile Markers (D) o Municipal Boundaries (D) o Mutual Aid Districts (D) o Orthoimagery (D) o Paramedic Areas (D) o Parks – County (D) o Parks – State (D) o Parks - Town (D) o Planimetric – Buildings (D) o Planimetric - Driveways (D) o Police Areas (D) o Tax Parcels (D) o Tow Zones (D) o Rail (D) o Rail Overpasses (D) o Roads – Bergen County (D) o Roads – Rockland County (D) o Roads – Westchester County (D) o Traffic Control Points (D) o Water – Hudson River (D) o Water – Lakes (D) o Water - Streams (D)


Non-Map Geographically Referenced Data: o Car Titles


o Criminal History o Drivers o National Crime Information Center (NCIC) – Federal/State o NewWorld Records o Pistol Permits o Stolen Property information o Vehicle Registration o Warrants

Data Flow Analysis:

Data Flow Process: o Typically, calls to the Communications Group are reviewed and pre-arrival

instructions and alerts are input into the system. Addresses are also verified during this process. As calls are received they are prioritized and information is relayed to the appropriate Police, EMS, or Fire unit. Reports are then written and submitted to a supervisor. Once approved, the reports are sent to a Records Management Officer and the information is merged into the system.

Data Flow Interaction with Other Departments: o American Red Cross o Assessor o Better Business Bureau o Building Department o Data Processing o DEC o Department of Homeland Security o Federal Aviation Administration o Federal Bureau of Investigation o Federal Communications Commission o Highway Department o Immigration and Customs Enforcement o New York State Department of Environmental Conservation o New York State Department of Transportation o New York State Office of Information and Technology Services o New York State Police o Occupational Safety and Health Administration o Planning Department, GIS o Recreation and Parks o Rockland County Department of Social Services o Rockland County Emergency Medical Services o Rockland County Fire Dispatch o Rockland County Highway Department o Rockland County Office of Fire and Emergency Services o Rockland County Planning Department, GIS Division


o Town Clerk o Town of Haverstraw Police o Town of Orangetown Police o Town of Ramapo Police o Town of Stony Point Police o United States Marshals Service o United States Postal Service

Future:

Goals (listed in priority order): o The main goal for Dispatch is to upgrade the Computer Aided Dispatch. The

anticipated date for this is unknown.

Listing of Proposed GIS Queries/Applications: o It may be beneficial for digital records already in the CAD records system

containing important Officer and Dispatch information to be georeferenced and incorporated into existing mapping applications (CAD, in-patrol car digital mapping, etc.)


Description of Priority Applications: o Upgrade Computer Aided Dispatch (TBD).

Additional Data Required to be Converted to Digital: o None at this time


Ambulance districts, EMS districts, fire districts, Mutual Aid districts, paramedic areas, police areas, school districts


o Emergency Bridges, dams, flood inundation zones, hazardous materials, mile

markers, radio towers, rail crossings, utility substations o Environmental

Hydrography, water bodies o Land Records

Address points, cadastral, rights-of-way, tax parcels o Planimetric

Buildings, driveways, parking lots, road pavement, sidewalks o Topography


Contours o Transportation & Land Use

Bus shelters, parks/open space, rail features, street centerlines, street jurisdictions,

o Utilities Cell towers, fire hydrants, water mains


POLICE – EMERGENCY MANAGEMENT

Primary Contact: James McCormick

Telephone: 639-5878

Interviewees: James McCormick

Mission Statement:

The mission of the Clarkstown Police Department is to work in partnership with the Clarkstown community in order to provide the most professional and ethical police service, protect life and property, bring to justice those who violate the law, reduce fear of crime, and promote the quality of life so that the Town of Clarkstown continues to be one of the safest and most desirable places in the Country to live, raise a family, and conduct business.


GIS Overview:

The Emergency Management Coordinator (EMC) is extremely interested in furthering his use of GIS technologies, both through data development and through application development. The EMC has long been a consumer of GIS technologies, albeit through third party vendors or through Rockland County GIS (RCGIS). Currently, the EMC is focused on using GIS to consolidate several workflows to increase infrastructure management efficiencies while in the field. To this end, he would like to utilize existing data and applications, while exploring the possibility of developing new data and utilizing new application technologies.

Existing Resources:

Staff: 12 o 1 has GIS experience o 0 have AutoCAD experience

Digital Data: o NewWorld Records


GIS &/or CAD Software: o DisasterLAN (DLAN) o Everbridge emergency callout system o iMap applications o Pictometry o Rockland County Emergency Map application


Map Data Frequently Used: o Address Points (D)


o Ambulance Districts (D) o As Built Drawings (H) o Bus Shelters (D) o Catch Basins (D) o Cell Towers (D) o Common Names (D) o Comprehensive Sewer District Maps (H/D) o Easements (D) o EMS Districts (D) o Exit Ramps (D) o Fire Districts (D) o Hydrant Map (H/D) o Mile Markers (D) o Municipal Boundaries (D) o Mutual Aid Districts (D) o Orthoimagery (D) o Paramedic Areas (D) o Parcels (D) o Parks – County (D) o Parks – State (D) o Parks - Town (D) o Planimetric – Buildings (D) o Planimetric - Driveways (D) o Plow Routes (H/D) o Police Areas (D) o Tax Parcels (D) o Tow Zones (D) o Rail (D) o Rail Overpasses (D) o Roads – Bergen County (D) o Roads – Rockland County (D) o Roads – Westchester County (D) o Sherriff Districts (D) o Stream Maps (D) o Subdivision/Site plan development maps (H) o Tax Maps (H/D) o Traffic Control Points (D) o Water District Map (H/D) o Water – Hudson River (D) o Water – Lakes (D) o Water - Streams (D) o Wetlands (D)



Non-Map Geographically Referenced Data: o Applications for clearing, filling, or excavation of land o Building sewer permit application o Car Titles o Criminal History o Dig Safe NY – email notification of underground digging inquiries o Drivers o Floodplain development permit applications o National Crime Information Center (NCIC) – Federal/State o NewWorld Records o Pistol Permits o Pump stations and districts o Stolen Property information o Vehicle Registration o Warrants

Data Flow Analysis:

Data Flow Process: o Because the Emergency Management Coordinator receives information from so

many entities, it is impossible to list all processes here. In general, data and information is received from an entity in many different formats (hard copy, digital on disk, digital online, digital on storage device, etc.). Once gotten, the information is stored in either digital or hard copy (or both) format. As time permits, information is processed into existing plans or documents, or is entered into existing databases for future use.

Data Flow Interaction with Other Departments: o American Red Cross o Assessor o Attorney o Bergen County Office of Emergency Management o Brega Transportation o Building Department o Businesses housing Hazardous Materials o Columbia Gas Transmission LLC o Community Centers o CSX Transportation o Data Processing o DEC o Department of Homeland Security o Federal Aviation Administration o Federal Bureau of Investigation


o Federal Communications Commission o Hawthorne Transportation Hub o Highway Department o Hospitals o Immigration and Customs Enforcement o Metro-North Railroad o Nanuet Mall o New York State Department of Environmental Conservation o New York State Department of Health o New York State Department of Transportation o New York State Division of Criminal Justice Services o New York State Governor’s Office o New York State Office of Information and Technology Services o New York State Police o New York State Thruway Authority o Occupational Safety and Health Administration o Office of the Attorney General, DOJ o Orange County Emergency Management o Palisades Mall o Passaic County Office of Emergency Management o Planning Department, GIS o Putnam County Office of Emergency Management o Recreation and Parks o Rockland County Department of Health o Rockland County Department of Social Services o Rockland County Emergency Medical Services o Rockland County Fire Dispatch o Rockland County Highway Department o Rockland County Legislature o Rockland County Medical Examiner o Rockland County Office of Fire and Emergency Services o Rockland County Planning Department, GIS Division o Rockland County Police Academy o Rockland County Purchasing Division o Rockland County Sherriff’s Office o Schools (Public and Private) o SUEZ Water Resources, Inc. o Supervisor o Town Clerk o Town of Haverstraw Police o Town of Orangetown Police o Town of Ramapo Police o Town of Stony Point Police


o Transport of Rockland o United States Marshals Service o United States Postal Service o United States Secret Service o Village of Nyack Water Department 9 o Westchester County Office of Emergency Management

Future:

Goals (listed in priority order): o Coordinate with RCGIS for more data access via RCGIS web tools and web

mapping. o Data development:

Critical Incident Command System (ICS) infrastructure features

TBD Floor plans Plow areas (by Deputy) Site plans Stormwater Conveyance flow direction Street Lights Street Signs Street speed limit Telephone Poles Traffic Light Transfer Switches

o Application development: ICS infrastructure management software All-in-one viewer: incorporate RCGIS, ICS, Town, DLAN data and

functionality into single application – mobile and desktop


View and edit ICS-related features – mobile and desktop Rockland County Emergency Map Application – work with RCGIS to

improve data content and accessibility


Description of Priority Applications: o Coordinate with RCGIS to improve data content and accessibility o Data development (see Goals/Data development above)

Additional Data Required to be Converted to Digital: o See Goals/Data development above



Ambulance districts, EMS districts, fire districts, GML buffers, Mutual Aid districts, Official Map, paramedic areas, police areas, school districts, sewer districts, water districts, zip code, zoning districts


o Emergency Bridges, dams, flood inundation zones, hazardous materials, mile

markers, radio towers, rail crossings, truss locations, utility substations o Environmental

Flood zones, hydrography, impervious surface data, soils, water bodies, watersheds, wetlands

o Land Records Address points, As-Builts, average density, building permits, cadastral,

centroids, certificate of occupancy, complaints, demolitions, easements, historical records, land use, prior approvals, rights-of-way, senior citizen facilities/nursing homes, site plans, subdivisions, tax parcels, variances, violations



o Transportation & Land Use Bus shelters, generalized land use, parks/open space, rail features,

service stations/garages, street centerlines, street jurisdictions, vacant land

o Utilities Catch basins, cell towers, collection network, drainage network, fire

hydrants, manholes, outfalls, pump stations, sanitary sewer network, street lights, utility poles, water lines and mains


PLANNING

Primary Contact: Jose Simoes

Telephone: 639-2070

Interviewees:

Jose Simoes, Town Planner

James Creighton, Senior Planner

Mission Statement:

The Planning Department is responsible for all administrative functions associated with the Planning Board, Technical Advisory Committee, and Zoning Board of Appeals; and to provide information relating to Town planning and land use to the public.


Review and approve land subdivisions, site developments, and certain special permit applications, to propose and prepare the Town’s Comprehensive Plan, and to recommend to the Town Board or Zoning Board of Appeals on those matters referred to the Planning Board by said Boards.

The Technical Advisory Committee (TAC) acts as the professional staff to the Board. It reviews and recommends on the technical aspects of applications for land subdivision, site development, and special permits, as well as other matters referred to the Board.

The State Environmental Quality Review Act (SEQRA) is legislation intended to incorporate the consideration of environmental factors into the planning, review, and decision-making processes of State, regional, and local government agencies at the earliest possible time. All development proposals are subject to the SEQR review process. The Planning Department and Department of Environmental Control act as Technical staff for the Planning Board for SEQR.

After the SEQR process is begun, applications are filed with the Planning Department as necessary with distribution made to all involved and public agencies. The matter is scheduled for TAC for Town staff review and when found to be ready is placed on the agenda for the Planning Board.

The Planning Department also oversees the Zoning Board of Appeals (ZBA), which considers variances from the zoning ordinance, appeals of the decisions of the Building Inspector, special permit applications, and requests for zoning interpretations. The board consists of seven members appointed by the Town Board.

GIS Overview:

The Planning Department has been an avid user of GIS for the past decade and constitutes several “power users” in Town. Uses typically include ad hoc map production, analysis, project


planning, and recently an interactive web-based Major Projects mapping application. The Department will continue to use GIS as it has historically, but will also seek to use GIS more intensively for modeling (sustainable development, transportation, etc.) in the future. As such, there is a real need for development of transportation related information (riderships, sidewalks, accident data, etc.) and for energy use and emissions information.

The Department is also open to exploring how GIS could be incorporated into their project tracking process. Some of this effort may be more associated with creating a coordinated records management program to assemble parcel history into a central repository and then linking to a GIS parcel layer.

Exchange of information with other Town departments is primarily done in a paper format (e.g. building permit and certificate of occupancy, etc.). There is interest in the sharing of information and improving the efficiency of the Department where possible through the use of technology. Utilizing GIS, producing digital photos, and online applications are all of interest.

Existing Resources:

Staff: 6 o 3 have GIS experience o 0 have CAD experience

Digital Data: o Rockland County GIS data (e.g. parcels, orthoimagery, etc.)

Software: o Microsoft Office o PAS system

GIS &/or CAD Software: o ESRI software o iMap application o Planning Board Major Projects application o Rockland County GIS Geoportal


Map Data Frequently Used: o GML Buffer Map o Official Map (H/D) o Official County Stream Map (D) o Site Plans (H/D) o Subdivisions (D) o Tax Map Index (Old and New) (D) o Tax Parcels (historical and current) (D) o Zoning Map



Non-Map Geographically Referenced Data: o Property Cards o Site plan files o Special Permits o Subdivision files since 1950’s o Zone Changes

Data Flow Analysis:

Data Flow Process: o Meeting Minutes – prepared by Planning Board secretary. Typed in Word and

then circulated in email and paper format. o Parcel/Project information – application submitted by owner/applicant. o Photographs – taken by staff in field with digital camera and loaded to computer.

Saved on server. o Site plans – Hard copy submitted by engineers and/or licensed surveyor. o Subdivision plans – Hard copy submitted by engineers and/or licensed surveyor. o Receive referrals from Highway and DEC o Resolutions – prepared by Planning Board secretary. Typed in work and then

circulated in email and paper format.

Data Flow Interaction with Other Departments: o Architecture and Historic Review Board o Assessor o Attorney o Building Department o Comptroller o DEC o Fire Inspector o Highway Department o New York State Department of Environmental Conservation o New York State Department of Transportation o New York State Thruway Authority o Orange and Rockland o Parks Board o Palisades Interstate Park Commission o Planning Board o Police o Recreation Committee o Rockland County Department of Health o Rockland County Drainage Agency o Rockland County Highway Department o Rockland County Planning Department o Rockland County Sewer District No. 1


o School Districts o Supervisor o Technical Advisory Committee o Town Board o Town Clerk o Traffic and Traffic Fire Safety Advisory Board o United States Army Corps of Engineers o United Water o Zoning Board

Future:

Goals (listed in priority order): o Secure data license agreement with Rockland County GIS that provides access to

entire County datasets. o Continue to update Stormwater Conveyence database. o Update Land Use data. o Create database of Planning Projects, both active and inactive. Include status,

year filed project type (commercial, industrial, residential). o Create emissions database that includes natural gas, electric, and water

consumption for commercial and residential parcels. o Develop or update databases related to transportation, including traffic studies,

public transportation ridership, sidewalks, bike lanes, lighting, traffic control devices, striping and paint, accident data (auto and pedestrian), other road infrastructure, etc.

o Determine whether project tracking can be automated.


General access to GIS data layers View administrative districts: Sewer, garbage, recycling and bulk pickup,

yard waste o Cadastral Records

Ability to view status of parcels – Building permits, violations, etc. – by linking docs to parcel database

Parcel History: prior approvals, subdivisions, site plans, inspections, violations, variances, etc.

o Land Planning GML Referral process Sustainable Development Study Tracking Transportation Planning

o 3-D Analysis Abilibty to view elevation and building data in 3-D for various

applications, including: present and proposed views and site plans.


Would be beneficial in providing visuals to Planning Board and ZBA to assess visual impact.


Description of Priority Applications: o Access to existing parcel data (Building permits, etc.) o Convert hardcopy records to digital for more efficient searching and cross-

referencing capabilities. This includes existing files. o Data development (emissions, land use, stormwater, transportation, etc.). o Develop parcel-based analysis tool to visualize greenhouse emissions. o Provide general access to GIS data.

Additional Data Required to be Converted to Digital: o Data to be joined to existing GIS parcel file o Link digital photos to parcel file


Fire districts, GML buffers, Official Map, school districts, sewer districts, water districts, zip code, zoning districts





As-Builts, cluster subdivisions (average density), building permits, cadastral, centroids, certificate of occupancy, complaints, demolitions, easements, historical records, land use, owner, prior approvals, rights-of-way, site plans, square footage of structure, subdivisions, tax parcels, variances, violations, year built


o Topography Contours, digital terrain model (DTM), slope

o Transportation & Land Use Dry cleaners, generalized land use, parks/open space, service

stations/garages, street centerlines, street jurisdictions, vacant land o Utilities


Aquifers, cell towers, collection network, drainage network, fire hydrants, manholes, outfalls, pump stations, sanitary sewer network, utility poles, water lines, water mains, wells


Planning Department should work with Town Clerk to enter minutes digitally into same software Town Clerk uses from Business Automation Services (BAS) Clerk Base.


RECREATION & PARKS

Primary Contact: Elaine Apfelbaum

Telephone: 639-6200

Interviewees:

Elaine Apfelbaum, Superintendent

Chip Connington, Senior Recreation Supervisor

Larry Berkowitz, Network Specialist

Ruth Metz, Information Clerk – Recreation

Mission Statement:

The Parks Board and the Recreation Commission sponsors and conducts recreational activities, events, and services for the residents of the Town.


Sponsors and conducts a year-round program of activities, events, and services for the children and adults of the community under full-time professional supervision.

The Town Park system incorporates about 700 acres of park land, four Community Centers, three outdoor pools, three picnic areas, two picnic shelters, twelve ballfields, one soccer field, two bocci ball courts, two tennis courts, one wheel park, eight playgrounds, and seven outdoor basketball courts.

GIS Overview:

The Department anticipates benefit from GIS in the form of data development. Development of park related furniture (picnic tables, benches, grills, etc.) location and geocaching locations will be beneficial for inventory/property management.

Existing Resources:

Staff: 48 o 0 have GIS experience o 0 have CAD experience

Digital Data: o Community Pass (Resident application information)

Software: o Community Pass o iMap o Microsoft Office



Map Data Frequently Used:


o County Highway Map (H) o Tax Maps (D)


Non-Map Geographically Referenced Data: o Complaints o Hardcopy book of residents by Last Name and by Street Name 9twice/year).

Created from existing database. o Permits o Registrations o Tax List – based od property address – for labeling of brochures

Data Flow Analysis:

Data Flow Process: o Complaints: Receive and respond to resident complaints and other department

calls. Interact with other departments for status and resolution. o Permits: Applications completed and submitted. Permits required for use of

Town recreation and park facilities (e.g. community centers, ball fields, etc.) o Registration: Resident completes and submits applications. Proof of residency is

verified against Town source information. Information logged into Community Pass system for various programs.

Data Flow Interaction with Other Departments: o Assessor o Attorney o Building o DEC o Highway o Insurance & Claims o Planning o Police o Supervisor

Future:

Goals (listed in priority order): o iMap training o Create updated Town maps of current recreation and park facilities o Map Parks infrastructure/furniture and incorporate into GIS database

Listing of Proposed GIS Queries/Applications: o Cadastral Records

Verify address and owner name View recreation and park property, easement, and vacant land

information View complaint location, history, type, status, etc.


o GIS Data Viewing and Mapping General access to GIS data layers

GIS Functionality Required: o Input o Analysis o Query o Output

Description of Priority Applications: o Create maps of park facilities for Park publications/brochures o iMap training o Public Stuff/Lucity

Additional Data Required to be Converted to Digital: o Geocache locations o Park furniture o Trails


Schools districts, zip code, zoning districts o Basemap

Municipal boundaries, orthophotography (historical and current), roads o Environmental

Flood zones, hydrography, water bodies, wetlands o Land Records

Cadastral, centroids, complaints, easements, pools, rights-of-way, tax parcels

o Planimetric Buildings, parking lots, road pavement

o Transportation & Land Use Generalized land use, parks/open space, street centerlines, street

jurisdictions, trails, vacant land


Would benefit from having detailed Town maps of the following: o Street map o Vacant land map o Recreation and Parks map o Form to submit to GIS for corrections found


SUPERVISOR

Primary Contact: George Hoehmann

Telephone: 639-2050

Interviewees: Robert Alberty

Mission Statement:

The Supervisor is the Chief Executive, Operational and Fiscal Officer of the town of Clarkstown.


Oversee executive, operational, and fiscal operations of the Town.

GIS Overview:

The Supervisor’s Office understands the value of increased information sharing across departments. As such, the Office seeks to leverage existing GIS applications – increasing use of the Town’s 311 Request application and the iMap application. There is also great interest in exploring GIS options to coalesce information across departments, thereby increasing the overall efficiency of the Department. In addition, there is interest in using web-based GIS applications in public meetings to assist in describing projects and to effectively answer questions.

Existing Resources:

Staff: o 4 have GIS experience

Staff are familiar with the ability to access GIS maps and will occasionally utilize them. One staff member uses the 311 Request system for constituent complaints.

o 0 have CAD experience

Digital Data: o Access to complaint tracking software

This is an area where the Supervisor’s Office will seek improvement in data collection and retention in conjunction with other departments.


GIS &/or CAD Software: o iMap application o 311 Request application


Map Data Frequently Used: o Official Map (D/H) o Zoning Map (D/H)



Non-Map Geographically Referenced Data: o Complaints

Data Flow Analysis:

Data Flow Process: o Constituent calls are received by staff via phone or email. Information is

inconsistently logged into existing complaint tracking system. Staff work together to answer inquiries or to direct constituents to appropriate departments as needed.

Data Flow Interaction with Other Departments: o Constituent Complaint resolution

Building Department DEC Highway Police

Future:

Goals (listed in priority order): o Training on use of current complaint tracking system. o Layering of GIS data (school location, firehouse, polling sites, etc.) should be

incorporated into existing complaint tracking system to allow staff to reference relevant information related to constituent requests.

Listing of Proposed GIS Queries/Applications: o Develop interactive web-based mapping application for use in Town Board

meetings o Develop shared map-based application for the Assessor, Building Department,

DEC, and Supervisor that provides relevant departmental data. This location based application would, for example, make permit and work order information available for constituent service requests at specific locations or addresses.

o Integrate Lucity and 311 Request applications o Investigate possibility of creating interactive web-based applications for public

use (e.g. Drainage Project Locations, Polling Locations, Zoning, etc.) o Provide general access to GIS data o Provide training for iMap and 311 Requests


Description of Priority Applications:

Additional Data Required to be Converted to Digital: o Not at this time



Fire districts, Official Map, schools districts, ward districts, zip code, zoning districts


o Environmental Flood zones, hydrography, water bodies, wetlands

o Land Records Cadastral, complaints, easements, historical records, land use, rights-of-

way, tax parcels o Transportation & Land Use

Generalized land use, parks/open space, street centerlines, street jurisdictions, vacant land


Responsiveness to constituents can only be enhanced with increased access and understanding of the carious uses of GIS mapping.


TOWN CLERK/RECEIVER OF TAXES

Primary Contact: Justin Sweet

Telephone: 639-2007

Interviewees: Justin Sweet

Mission Statement:

The Town Clerk is responsible for keeping the Town records and providing access to the public.

The Town Clerk, acting as the Receiver of Taxes, is responsible for the collection and disbursement of Town and County Real Estate Taxes and School Taxes and the proper record keeping of such.


Official Town documents are kept in this office and are available to the public. These include minutes of all Town Board and various commission meetings, agreements, resolutions, Town code, and local laws. The vital statistics or records of births, deaths, and marriages occurring in Clarkstown are also available through this office.

This office issues marriages licenses, hunting and fishing licenses, dog licenses, handicap parking permits, and train station permits.

Also, the Town Clerk is the records officer for freedom of information requests and the mail drop for the Ethics Board.

Finally, the Town Clerk is responsible for the receiving of taxes. These responsibilities include the collection and disbursement of Town Taxes, the collection and disbursement of County Real Estate Taxes, and the collection and disbursement of School Taxes.

GIS Overview:

Presently, the Clerk has no digital mapping applications. The Department envisions limited direct benefit from incorporating GIS technology.

Existing Resources:


Digital Data: o Various databases – birth and death certificates, dog licenses, marriage licenses,

hunting and fishing licenses, handicap permits, racing and wagering, election inspectors

Software:


o Microsoft Office o Business Automation Services (BAS) Clerk Base o Business Automation Services (BAS) iTax o DECAL – NY Conservation System



Map Data Frequently Used: o Election districts o Ward districts


Non-Map Geographically Referenced Data: o Assessment rolls o Births o Deaths o Dog licenses o Handicap permits o Hunting and Fishing o Hydrant applications o Marriage licenses o Racing and Wagering o Tax Bills o Water Extension applications o Zone change and Special Permit applications

Data Flow Analysis:

Data Flow Process: o Disbursement of Tax funds to Rockland County and School Districts o FOIL applications. Filed. Forwarded to the appropriate department if unable to

be completed by the Town Clerk. o Handicap permits – medical form provided by resident o Hydrant applications filed by United Water. Copy forwarded to Fire Inspector,

and then to DEC. Returned to Clerk to be added to Town Board agenda. o Minutes – track minutes of various boards o Water extension – receive petitions which are forwarded to appropriate

department o Zone Change and Special Permit applications filed. Copy sent to Town Attorney

and Supervisor. Referred to Town Board and the Planning Board.

Data Flow Interaction with Other Departments: o Attorney o Building Department o County: Board of Elections, County Clerk, Planning Department


o Comptroller o DEC o Fire Inspector o Planning o Police o Supervisor o Town Board

Future:

Goals (listed in priority order): o Improvement in responses to FOIL requests

Listing of Proposed GIS Queries/Applications: o GIS Data Viewing & Mapping

General access to GIS data layers (e.g. election districts, ward districts, etc.)


Description of Priority Applications: o Provide general access to GIS data

Additional Data Required to be Converted to Digital: o None


Election districts, Legislative districts, Ward districts o Basemap

Municipal boundaries o Land Records

Address, ownership o Transportation & Land Use

Street centerlines


Appendix 7.2: Stakeholder Survey Form & Survey Results






Appendix 7.3: GIS Strategic Plan Departmental Interview Results


Need ID Identified Needs/Comments

AS1 I would like to integrate my older databases to become compatable with GIS technology.

AS2 I would like to use GIS data and imagery to find pools, decks, outbuildings, and additions that have been added or deleted between 2000 and 2016.

AS3 I would like to use GIS to look for landuse inconsistencies.

AS4 Is it possible to link digital subdivision and site plan maps to parcel boundaries in GIS?

AS5 Is it possible to use GIS on mobile devices to collect data in the field and upload later to a database?

AT1 Better imagery would be nice.

BU1 I would like to digitize my current files and link the information to tax parcel boundaries. This would include site plans, as-builts, subdivisions, permits, etc.

BU2 We need to convert our filing system from the old parcel ID to the new parcel ID.

EF1 I need access to Assessor 'Owner Address' data.

EF2 I would like a process in place that addresses funding multi-departmental GIS projects.

EF3

I would like to be able to use GIS to map and analyze complaints for my department. This capability was removed when the PublicStuff 311 complaint system was implemented.

EF4

I would like to better understand how GIS integration can help me manage inventory and infrastructure. Specifically, I would like to be able to keep track of lighting that the Town is responsible for.

EF5 I would like to digitize my current paper files and link the information to tax parcel boundaries. This would include site plans, as-builts, subdivisions, permits, etc.

EF6 I would like to map garbage districts.

EF7 I would like to map recycling districts.

EF8 I would like to see Residential and Commercial parcel data by district for Recycling, Sanitation, Water and Lighting districts.

EF9 I would like to see violation tracking coordinated with other departments.

EF10 It would be beneficial to convert our sewer to house connection information to digital format. Permits are currently on file in paper format.

EF11 The current complaint system does not allow my department to effectively manage work orders or look at older records.

EF12

The digital data submission code revision, which among other things, requires that site plans and as-builts be submitted digitally, needs to be approved by the Town Attorney and codified.

EF13 We need to continue with drainage mapping and data collection to satisfy our MS4 requirement.


HW1 I would like to be able to manage Town maintained street lights with asset management software.

HW2 Map plow routes and Deputy ownership of routes.

HW3 I would like to integrate Lucity and PublicStuff

HW4 I would like to develop additional data (trash can locations, bus shelters, street signs, yard waste districts, deputy districts, etc.)

HW5 Develop R.O.W. data layer that references street width from Rockland County Tax Map

HW6 Improve Permit system by allowing permit history to be recorded.

HW7 Access to complete subdivision and/or site plan applications.

HW8 Explore ways of collecting data in field using GPS technology.

HW9 Keep street and address information up-to-date in Lucity.

HW10 Link easements to site plans.

HW11 Develop a web application for complaints.

IC1 Can we incorporate Street View into iMap?

PL1 A data layer for Planning projects that includes status, year filed, project type, etc. would be useful.

PL2 Can a GIS analysis tool be made to estimate greenhouse emissions by parcel?

PL3 Consistantly update the landuse layer.

PL4 Digitize Planning Minutes books and minutes.

PL5 Digitize ZBA information and link to tax parcel.

PL6 Flood zone and water rise projections?

PL7 In preparation for the 2020 Comprehensive Plan, is it possible to make or find emissions data?

PL8 Is is possible to use GIS to implement Project tracking in a documented, automated system?

PL9 More data from adjacent towns would be helpful.

PL10 Need to access site plans from iMap

PL11 Trainings to make basic maps.

PL12 We need transportation data -- traffic studies, ridership, sidewalks, bike lanes, lighting, striping, road furniture, accident data (auto and pedestrian).

PDD1 I would like a better data update process with NewWorld.

PDEM1 Attach posted speed limit to existing GIS street data.

PDEM2 GPS all street signs, telephone poles, street lights.

PDEM3 I would like to explore the possibility of integrating GIS into a mobile Emergency Management mobile application.

PDEM4 Rockland County GIS currently has an Emergency Map Application. Is it possible to integrate their application with data from DLAN and ICS?

PDEM5 Map stormwater flow direction.

PDEM6 Map Traffic Light Transfer Switches.

RP1 I would like standardized maps to use as handouts


RP2 The ability to bring up the current property owner information when using GIS to locate a property.

SU1 Can I see a map of drainage project locations?

SU2 Can the Town have web mapping at Town Hall meetings?


Appendix 7.4: Needs & Shared Solutions Matrix

Needs & Shared SolutionsP = S = Secondary SolutionPrimary Solution

Addresses & Locations

Integration with Regional &

External Datasets

End User Data Maintenance

Standardized Data Relationships

Facility Managem

ent

Plan Objectives/Regulations &

Implem

entation Tracking

Real Time Data Feeds

Secure Interdepartmental Sharing

of Analytical Information

Measuring Change

All-Purpose Situational Awareness

Resource

Service Oriented Architecture (SOA)

Public Facing Applications

Mobile GIS

Document Storage

Document Retrieval

Paper Maps

Facilities & Program

Location

Evaluation & Selection

Demographics

Transit & Parking

Vehicle Routing

Walkability &

Bikeability

Visualization

Natural Resources & the

Environment

Comm

ercial Off-the-Shelf

DEPARTMENT COM

MENTS

Core Capabilities Information Sharing & Collaboration Decision Making Approaches Int/Dep

1- Geographic Data Management

1Improvements to stormwater and sewer data layers maintenance support S S S P S EF4, EF10, EF13,

PDEM5

2Data layer(s) of bicycle, pedestrian, and automobile crash data S S S S S P S PL12

3Data layer(s) of parks facilities and features & open space S S S S S P RP1

4Data layer(s) of land use S P S S AS3

5Data layer(s) from historical paper maps S P S S S S AS4, BU1, EF5, HW7,

HW10, PL4, PL5

6Data layer(s) of telephone poles S S S S P HW4, PDEM2

7Data layer(s) of posted speed limits S S S P HW4, PDEM1

8Data layer(s) of street signs S S S S P PDEM2

9Data layer(s) of street lighting S S S S P EF4, PDEM2, HW1,

HW4

10Data layer(s) of Traffic Light Transfer Switches S S S S P HW4, PDEM6

11Data layer(s) of surrounding municipalities P S S S PL9

12Development of more complete address validation resources, including address unit

numbers and generation of mailing informationP S S S EF1, HW9

13GIS Submission Code Revision P EF12

14Data schema & library of all Town maintained infrastructure S S S S S S P S GISSPC

2- Field Mobility

1Mobile technology for accessing Town GIS information in the field S P S

AS5, EF4, EF10, EF13, PDEM1,

PDEM2, PDEM3, PDEM4, HW1,

HW4, HW8

2Collection of geographic information in the field via mobile devices S S P S

AS5, EF4, EF10, EF13, PDEM1,

PDEM2, PDEM3, PDEM4, HW1,

HW4, HW8

Core Capabilities Information Sharing & Collaboration Decision Making Approaches




External Datasets



Facility Managem

ent


Implem

entation Tracking




Measuring Change


Resource



Mobile GIS

Document Storage

Document Retrieval

Paper Maps


Location


Demographics

Transit & Parking

Vehicle Routing

Walkability &

Bikeability

Visualization


Environment

Comm


DEPARTMENT COM

MENTS

Core Capabilities Information Sharing & Collaboration Decision Making Approaches Int/DepCore Capabilities Information Sharing & Collaboration Decision Making Approaches

3- Planning and Analysis

1Analytical support for infrastructure capital improvement and maintenance plans S S S S S P EF3

2Repeatable business process for automated identification changes to structures to

better enable Real Estate assessment adjustmentsP S S AS2

3Analysis of parking and its relationship to land use S S S S P S S PL3, PL12

4Analytical support for specific targeted planning efforts (i.e. Transit Oriented

Development)S P S S S S S S S S PL12

5Analysis of transit ridership and demand for improved transportation and transit

planningS S S S S P S S PL12

6Analysis of spatial relationships between the cost of Town services, private investment

revenues, and land useP S S S S S S S AS3

7Analysis of business tax collection trends for identification of audit opportunities S P S S S S S GIS

8Methodologies for measuring the success of walking or bicycling routes (i.e. network,

safety, quality, destinations)S S S S S S P PL12

9Support for facilities planning (measuring demand and identifying sites) S S S S S P S S S GIS

10Analysis of program user data with geographic demographic profiles to identify and

provide outreach to unserved or underserved communitiesP S S S S GIS

11Analysis of most effective bus routing solutions S S S S S P S PL12

12Analytical support for plans to repurpose facilities for large scale emergencies S S S S S P S S S S S GIS

13Assignment of territories and field visits S S S S S P S EF6, EF7, EF8, HW2,

HW4

14Analysis of the geographic distribution of community needs and the relationship

between these needs and access to public and private servicesS P S S S S S S S S GIS

15Demographic forecasting, understanding the likely future development mix and its

impact on population, employment, and Town servicesS S S S S P S S GIS

16Methodologies to help integrate and analyze information relating to the Town's 2020

Comprehensive PlanS P S S S S S S S PL2, PL6, PL7




External Datasets



Facility Managem

ent


Implem

entation Tracking




Measuring Change


Resource



Mobile GIS

Document Storage

Document Retrieval

Paper Maps


Location


Demographics

Transit & Parking

Vehicle Routing

Walkability &

Bikeability

Visualization


Environment

Comm


DEPARTMENT COM

MENTS


4- Municipal (In House) Use

1Town wide, GIS based, application for all hazards analysis, collaboration, and resource

planningS S S S S S S S S P S S S S S S S S S S S PDEM3

2Comprehensive GIS dataset containing a wide bredth of diverse local, regional, and

national demographic attributesS S S S P GIS

3GIS based interface to store and retrieve documents and photos S S S S P P GIS

4Geographically organized information from land use regulations and plans S P S S S S PL3

5Hard copy (back up) maps specifically targeted at Fire Inspector and Police needs for

use in the fieldS P GIS

6Access to utility data (power lines, gas lines, water lines, etc.) P S S S S S GIS

7Current sub census tract level demographics (daytime/nighttime population,

employment, and commuting)S S P S GIS

8Town wide, GIS based, application for information dissemination, analysis, and

collaborationS S S S S S S S P S S S S S S S S S GIS

9Pictometry (oblique) integration with all GIS visualization platforms S S S P AT1, IC1

10Depiction of energy usage in residential and commercial buildings P S S S PL2, PL7

11Depiction of the geographic distribution of program monies, inclusive of Town money,

non-profits, and grantsP S S S S GIS

12Spatial information on building interiors and exteriors for Public Safety preplanning

purposesP S S S S S S GIS

13Regional base (streets, buildings, addresses, etc.) and emergency related data P S S S S HW5, PDEM4

14Create process for multi-departmental GIS project funding P EF2

15Technology resources for departmental users to publish their own project/event based

mapsS S P S PL11, SU1




External Datasets



Facility Managem

ent


Implem

entation Tracking




Measuring Change


Resource



Mobile GIS

Document Storage

Document Retrieval

Paper Maps


Location


Demographics

Transit & Parking

Vehicle Routing

Walkability &

Bikeability

Visualization


Environment

Comm


DEPARTMENT COM

MENTS


5- Public Engagement

1Publicly available all purpose information and promotion resource S S S S P S S S S S S S S GIS

2Publicly available, mobile, location based information and promotion resource S S S S P S S S S S S S S S GIS

3Publicly available Zoning Map resource S S P S S S GIS

4Publicly available Official Map resource S S P S S S GIS

5Publicly available Ward Map resource S S P S S S GIS

6Resource to help the public better understand the distribution of financial outlays,

both operating and capitalS S P S S S S S GIS

6- Systems Integration and Support

1Customized COTS (iMap, Official, Ward, & Zoning Map Viewers, Planning Board Major

Projects Viewer): GIS support and maintenanceS S S S S S P PL10, PL11, HW10,

HW11

2Lucity: GIS support and maintenance of infrastructure, complaint, work order, and

permit systemS S S S S S S P EF3, EF9, EF11, HW1,

HW3

3NewWorld Systems: GIS support and maintenance of Computer Aided Dispatch

(CAD)/Redords Management SystemS S S S S S S P PDD1

4PAS32: GIS support of Assessor Property Assessment System S S S S S S S S P AS1

5Pictometry: GIS support of imagery tools and software S S S S S S P GIS

6GIS support for integration of departmental hardcopy information (site plans, as builts,

permits, violations, etc.) into GIS accessible digital databaseS S S P P S AS4, BU1, EF5, HW7,

PL4, PL5, PL10

7GIS support for integration of departmental software and/or systems into/with GIS S S S P BU2, EF3, PDEM3,

HW3, PL1, PL8, SU2

8GIS Training P HW6, PL11, RP2, SU1


Appendix 7.4.1: Shared Solutions Matrix Table


Shared Solution Description

Core capabilities

Addresses and locations Develop tools for finding a location based on many different inputs, integration of unit level address data, and address identification based on a in-field location.

Integration with regional and external data sets

Integrate best available public, commercial, or external partner regional data with Clarkstown's internally maintained data.

End user data maintenance Implement appropriate ways to leverage end user knowledge in maintaining GIS data, while ensuring data integrity is maintained.

Standardized spatial relationships Identify families of relationships and develop resources to share and apply these under multiple circumstances, including the relationships between who is served, where they are located, and how they access services.

Facility management Implement capabilities to leverage structure level data for managing internal space, building maintenance activities, energy usage, and public safety pre-planning.

Plan objectives/regulations and implementation tracking

Develop methodologies and data models to capture the objectives of Town Comprehensive Plan and GIS Strategic Plan.

Real time data feeds Develop tools for integrating real time data, from a variety of sources with the GIS (e.g. vehicle locations, stream gauges).

Secure interdepartmental sharing of analytical information

Access and utilize data from various systems to a central Town information resource. Develop methods to securely share or aggregate confidential data.

Measuring change Model data and develop query tools so that both location and time can be captured and analyzed.

Information sharing and collaboration

All-purpose situational awareness resource

Create staff resource to facilitate internal information sharing across departments and the region.


Library of GIS services linking GIS systems into existing business processes.

Public facing applications Develop services to help residents and visitors to Clarkstown better access Town services and resources.

Mobile GIS Develop solutions to leverage GIS in the field.

Document storage Digitize existing paper documents into indexable storage format.

Document Retrieval Integrate documents, memos, plans, and reports via mapping interface.

Paper maps Share data via traditional paper maps and map books or the electronic equivalent.

Decision making approaches

Facilities and program location evaluation and selection

Develop tools and data for evaluating locations of new facilities and programs.

Demographics Develop solutions to provide demographic information to support the decision making process.

Transit and parking Develop solutions that relate transit, parking, and land use together for analytical purposes.

Vehicle routing Develop solutions to manage routing of field activities and optimize routes.


Walkability and bikeability Develop solutions to measure walkability and bikeability, prioritize walking infrastructure improvements, design routes, and generate walking/biking service areas.

Visualization Implement visualization resources to provide a qualitative view of Clarkstown, including oblique imagery (Pictometry), 360 degree street level imagery (Google Street View), 3D models, overhead aerial photos (orthophotography), etc.

Natural resources and the environment

Integrate key natural resource information and analysis into the GIS infrastructure.

Integration/Deployment

Commercial Off-the-Shelf (COTS) Use existing software solutions as standalone or integrated solutions for GIS software and applications.



Appendix 7.5: Needs & Return on Investment Matrix

Needs & Return on InvestmentP = S =Primary Benefit Secondary Benefit

Analytic Capacity

Customer Service/Satisfaction

Decision Making

Design & Planning Capacity

Interdepartmental

Comm

unication

New Products & Services

Reduce Risk

Regulatory Compliance

Reporting

Resource & Asset Managem

ent

(Capital Improvem

ent)


ent

(Operations)

Revenue Growth

Shared Services

Staff/Workflow

Effectiveness

Staff/Workflow

Efficiency

Time Savings/Cost Reduction

Transparency

DEPARTMENT COM

MENTS

1- Geographic Data Management

1Improvements to stormwater and sewer data layers maintenance support S S S S S P S S S S S S S S EF4, EF10, EF13,

PDEM5

2Data layer(s) of bicycle, pedestrian, and automobile crash data P S S S S S S S PL12

3Data layer(s) of parks facilities and features & open space S S S S P S S RP1

4Data layer(s) of land use S P S S S S S AS3

5Data layer(s) from historical paper maps S S S S P S S AS4, BU1, EF5, HW7,

HW10, PL4, PL5

6Data layer(s) of telephone poles S S S S P S S HW4, PDEM2

7Data layer(s) of posted speed limits S S S P S S HW4, PDEM1

8Data layer(s) of street signs S S S P S PDEM2

9Data layer(s) of street lighting S S S P S S EF4, PDEM2, HW1,

HW4

10Data layer(s) of Traffic Light Transfer Switches S P S S HW4, PDEM6

11Data layer(s) of surrounding municipalities S P S S S PL9

12Development of more complete address validation resources, including address unit

numbers and generation of mailing informationS S S S P EF1, HW9

13GIS Submission Code Revision S S S S P EF12

14Data schema & library of all Town maintained infrastructure S S S S S S S P S S S S S GISSPC

2- Field Mobility

1Mobile technology for accessing Town GIS information in the field S S S P S S S S S S S

AS5, EF4, EF10, EF13, PDEM1, PDEM2,

PDEM3, PDEM4, HW1, HW4, HW8

2Collection of geographic information in the field via mobile devices S S S S S S S P S S S S

AS5, EF4, EF10, EF13, PDEM1, PDEM2,

PDEM3, PDEM4, HW1, HW4, HW8


Analytic Capacity


Decision Making


Interdepartmental

Comm

unication


Reduce Risk


Reporting


ent

(Capital Improvem

ent)


ent

(Operations)

Revenue Growth

Shared Services

Staff/Workflow

Effectiveness

Staff/Workflow

Efficiency


Transparency

DEPARTMENT COM

MENTS

3- Planning and Analysis

1Analytical support for infrastructure capital improvement and maintenance plans S S S S S P S S S S EF3

2Repeatable business process for automated identification changes to structures to

better enable Real Estate assessment adjustmentsS S S P S S AS2

3Analysis of parking and its relationship to land use S S P S S PL3, PL12

4Analytical support for specific targeted planning efforts (i.e. Transit Oriented

Development)P S S S S S S PL12

5Analysis of transit ridership and demand for improved transportation and transit

planningS P S S S PL12

6Analysis of spatial relationships between the cost of Town services, private investment

revenues, and land useS S S S P S S AS3

7Analysis of business tax collection trends for identification of audit opportunities S S S P S GIS

8Methodologies for measuring the success of walking or bicycling routes (i.e. network,

safety, quality, destinations)S P S S S S PL12

9Support for facilities planning (measuring demand and identifying sites) S S S S P S S GIS

10Analysis of program user data with geographic demographic profiles to identify and

provide outreach to unserved or underserved communitiesS P S S S S S S GIS

11Analysis of most effective bus routing solutions S S S S P PL12

12Analytical support for plans to repurpose facilities for large scale emergencies S S S S P S S GIS

13Assignment of territories and field visits S S S S P EF6, EF7, EF8, HW2,

HW4

14Analysis of the geographic distribution of community needs and the relationship

between these needs and access to public and private servicesS P S S S S S S GIS

15Demographic forecasting, understanding the likely future development mix and its

impact on population, employment, and Town servicesS S P S S S S S S GIS

16Methodologies to help integrate and analyze information relating to the Town's 2020

Comprehensive PlanS S S P S S S S PL2, PL6, PL7


Analytic Capacity


Decision Making


Interdepartmental

Comm

unication


Reduce Risk


Reporting


ent

(Capital Improvem

ent)


ent

(Operations)

Revenue Growth

Shared Services

Staff/Workflow

Effectiveness

Staff/Workflow

Efficiency


Transparency

DEPARTMENT COM

MENTS

4- Municipal (In House) Use

1Town wide, GIS based, application for all hazards analysis, collaboration, and resource

planningS S S S S P S S S S PDEM3

2Comprehensive GIS dataset containing a wide bredth of diverse local, regional, and

national demographic attributesS S S P S S S S GIS

3GIS based interface to store and retrieve documents and photos S S S S S S S P S GIS

4Geographically organized information from land use regulations and plans S S S S P PL3

5Hard copy (back up) maps specifically targeted at Fire Inspector and Police needs for

use in the fieldS S P GIS

6Access to utility data (power lines, gas lines, water lines, etc.) S P S S S S S S S GIS

7Current sub census tract level demographics (daytime/nighttime population,

employment, and commuting)S P S S S S GIS

8Town wide, GIS based, application for information dissemination, analysis, and

collaborationS S S P S S S S S GIS

9Pictometry (oblique) integration with all GIS visualization platforms S S S S S S S P AT1, IC1

10Depiction of energy usage in residential and commercial buildings P S S PL2, PL7

11Depiction of the geographic distribution of program monies, inclusive of Town money,

non-profits, and grantsS P S S S S GIS

12Spatial information on building interiors and exteriors for Public Safety preplanning

purposesS S S P S GIS

13Regional base (streets, buildings, addresses, etc.) and emergency related data S S P S S S HW5, PDEM4

14Create process for multi-departmental GIS project funding S S S S S S P EF2

15Technology resources for departmental users to publish their own project/event

based mapsS S S S S S S S P S S PL11, SU1


Analytic Capacity


Decision Making


Interdepartmental

Comm

unication


Reduce Risk


Reporting


ent

(Capital Improvem

ent)


ent

(Operations)

Revenue Growth

Shared Services

Staff/Workflow

Effectiveness

Staff/Workflow

Efficiency


Transparency

DEPARTMENT COM

MENTS

5- Public Engagement

1Publicly available all purpose information and promotion resource P S S GIS

2Publicly available, mobile, location based information and promotion resource P S S GIS

3Publicly available Zoning Map resource P S GIS

4Publicly available Official Map resource P S GIS

5Publicly available Ward Map resource P S GIS

6Resource to help the public better understand the distribution of financial outlays,

both operating and capitalS S P GIS

6- Systems Integration and Support

1Customized COTS (iMap, Official, Ward, & Zoning Map Viewers, Planning Board Major

Projects Viewer): GIS support and maintenanceS S S P S S S S S PL10, PL11, HW10,

HW11

2Lucity: GIS support and maintenance of infrastructure, complaint, work order, and

permit systemS P S S S S S S S S S EF3, EF9, EF11, HW1,

HW3

3NewWorld Systems: GIS support and maintenance of Computer Aided Dispatch

(CAD)/Redords Management SystemS S S P S S S S S PDD1

4PAS32: GIS support of Assessor Property Assessment System S S S S S P S S AS1

5Pictometry: GIS support of imagery tools and software S S S S S S S P GIS

6GIS support for integration of departmental hardcopy information (site plans, as

builts, permits, violations, etc.) into GIS accessible digital databaseS S S S S S S S S P S S AS4, BU1, EF5, HW7,

PL4, PL5, PL10

7GIS support for integration of departmental software and/or systems into/with GIS S S S S S S S S S S P BU2, EF3, PDEM3,

HW3, PL1, PL8, SU2

8GIS Training S S S S S S P S S HW6, PL11, RP2, SU1


Appendix 7.5.1: Return on Investment Matrix Table


Return on Investment Description

Analytic Capacity Identify trends and implications through qualitative and quantitative

methods.

Customer Service/Satisfaction Increased level of service and satisfaction can have value in the areas of economic, social, and political ROIs.

Decision Making Faster access to relevant information creates a more reliable and accurate basis for decisions.

Design & Planning Capacity Address development issues that have long-term implications for the community and the wider environment.

Interdepartmental Communication

Reduce costly errors by providing quick access to relevant information across departments.

New Products & Services Provide previously unavailable benefit.

Reduce Risk Understand risk exposure and methods to use data and analysis to lower existing or future risk.

Regulatory Compliance Compliance with federal or state regulations or mandates can avoid financial penalty.

Reporting Timely reporting of accurate and complete data from an infrastructure management solution can capture a larger portion of federal funding.

Resource & Asset Management (Capital Improvement)

Decision support tools model Capital Improvement Plans and Work Plans based on available budgets, potential activities, and current conditions of infrastructure.

Resource & Asset Management (Operations)

Proactive asset management reduces annual reactive incidents and lowers maintenance costs, keeping assets in good repair without impacting public safety or level of service.

Revenue Growth Identify areas where revenue can be increased.

**Shared Services Costs shared across departments reduces financial burden.

Staff/Workflow Effectiveness Increased level of interpretation and communication or more valuable work product is a result of better and more accessible information.

Staff/Workflow Efficiency Reduction in staff time and resources needed to conduct current operations and functions.

Time Savings/Cost Reduction “Time is money”. Eliminate redundant data collection, data creation, work requests, information requests, work flows, etc.

Transparency Civic engagement as a service to the public fosters confidence and can reduce publically generated work requests for information.

**Shared Services in this instance refers to data, applications, etc. that can be used by more than one department.

Documents

Planning Department Geographic Information Systems · Planning, Engineering & Facilities Management, Highway, and the Supervisor’s Office. The intent of the Committee is to identify