GIS STRATEGIC PLAN

Executive Overview Fiscal Year 2023 - Fiscal Year 2028

OVERVIEW

West County Wastewater (WCW) serves about 34,000 residences and 900 commercial and industrial businesses in the City of San Pablo, Tara Hills, Richmond (northern subdivisions), East Richmond Heights, the City of Pinole (designated sectors), El Sobrante, Rollingwood, Bayview and parts of unincorporated Contra Costa County. Founded in 1921, today, WCW is transforming and shaping the future of the regional wastewater industry with a team that is dedicated to innovation, progress, collaboration, service, and eco-friendly practices.

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TABLE OF CONTENTS Introduction………………………………………………………………………… 1 What is GIS…………………………………………………………………………. 2 GIS at West County Wastewater…………………………………..................... 3 Key Methodologies……………………………………………………………….. 4 Accomplishments……………..……………………………………………….. 5-7 Online Questionnaire Findings…………………………………………………. 8 SWOT Analysis………………………………………………………….…….. 9-15 Benchmarking and Key Performance Indicators (KPIs)………...…….. 16-23 Enterprise-Wide Goals, Objectives, and Tasks……………...…………. 24-27 Proposed Future Model…………………………………………………….. 28-29 Recommended Milestones for GIS Components…………………….... 30-31 Budget and Schedule…………………………………………………………… 32 Conclusion………………………………………………………………………... 33

WEST COUNTY WASTEWATER GEOGRAPHIC INFORMATION SYSTEMS WCW’s Geographic Information Systems (GIS) program enables all staff with a wealth of highly accurate geographic data. Hundreds of map layers combine with descriptive data to allow GIS users to analyze, map, plan, interpret, protect, enhance, and manage their world. GIS is an integrative technology used by local governments that allows staff and the public to visualize data from disparate data sources in a way that is readily understandable. The WCW GIS program began in 2003 and has facilitated the creation/utility of hundreds of data layers, enabling staff and the public with intuitive mapping applications, and serving as a primary decision-making platform for WCW.

 GIS has become the primary data dissemination platform in local governments nation-wide.  More than 90 percent of the data maintained by county/regional governments have a geographic component ripe for mapping and analysis.

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ANALYSIS

knowledge REGIONAL

support

FIELD projects

emerging

DATA

GIS

APPLY

- Lewis Carroll

GEO

ENVIRONMENTAL

“If you don’t know where you are going any path will take you there.”

SKILLS information

INDUSTRIES

STATISTICAL MAPS INTRODUCTION

INTRO A Geographic Information System (GIS) allows a local government to visualize, question, analyze, and interpret data to understand relationships, patterns, and trends contained within location-based information. GIS has become a primary information management tool for local governments worldwide. WCW has been using GIS for several years. As GIS technology has advanced, WCW’s utility of GIS has grown. In August 2020, WCW contracted with Esri to conduct envisioning workshops, resulting in a Discovery Summary Report in September 2020. In July 2022, WCW engaged Geographic Technologies Group (GTG) to create a comprehensive GIS Strategic Plan for the fiscal year 2023 to the fiscal year 2028. The plan identified dozens of needs with a systematic plan for further expansion of the technology.

“A failure to plan is a plan to fail.” - Benjamin Franklin

WCW has made great strides in the implementation of GIS. WCW has an avid group of GIS users that use GIS for a variety of tasks. Initially, the GTG team met with the WCW GIS Program Analyst in July 2022 to review the state of WCW’s GIS program. This meeting revealed some new and ongoing opportunities for GIS. Additionally, this meeting enabled the GTG team to understand current usage and identify the next steps. The needs discovered via the interview process are discussed throughout the strategic planning reports. This Executive Summary is divided into multiple sections to highlight program successes, show program growth, identify needs, make recommendations, and provide a ‘move forward’ strategy. More than 90% of local government services and activities have a geographic location (address or property). Therefore, GIS is the platform that should be used by WCW staff to visualize their data. The usage of GIS technology is now widespread across the organization, and it has transformed into a core information technology at WCW. This underscores the importance that the GIS program should be well planned and well managed. To that end, WCW has developed this GIS Strategic Plan to guide the further implementation of GIS technology and to ensure that the continued investment in GIS service delivery is most effectively managed.

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• GIS • Analysis • Mapping • Visualization • Public Awareness • Public Input • Public Utilities • Infrastructure Management & Planning

WHAT IS GIS? A Geographic Information System (GIS) allows a local government to visualize, search, analyze, and interpret data to understand relationships, patterns, and trends contained within location-based information. GIS is an information platform comprised of data, software, and hardware that has become a primary information tool for municipal governments nationwide. Some people erroneously see GIS as just digital maps – the conversion of paper maps to a digital form, but GIS is much more than that. GIS allows users to analyze their world geographically (spatially). Spatial analysis is how we understand our world — mapping where things are, how they relate, what it all means, and what actions to take. From the computational analysis of geographic patterns to finding optimum routes, identifying areas for economic development, site selection, and advanced predictive modeling, spatial analysis is at the very heart of geographic information system (GIS) technology. GIS takes massive amounts of data and puts them into a context that is readily understandable and actionable. GIS enables residents to quickly and easily understand infrastructure work in their area, prepare and recover from natural disasters, visualize all the services in their area, and find the information they need that affects their life. WCW GIS staff supports and/or maintains core GIS services such as Collection layer maintenance, GIS application hosting, system administration, data management, application support, and user training. Geospatial support services, including mapping, spatial analysis, data integration, application development, and project management, are provided to WCW departments.

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• Capital Portfolio Management • Environmental Services and more…

“GIS enables staff to visualize, interpret, and make decisions about their world.” “GIS is the primary data visualization platform for local governments and utilities.”

“We know GIS is a powerful tool, but it is not being utilized appropriately in the organization. We have a lot of room for growth.”

GIS AT WEST COUNTY WASTEWATER As the acquisition, management, and dissemination of information continue to become increasingly valuable functions within local governments, so too has GIS proven to be increasingly valuable. WCW is no exception to this observation, as it, too, has benefited from its implementation of GIS. GIS and location-based technologies have contributed to improving WCW’s business processes, infrastructure, services, information, and decision-making.

“I firmly believe this is valuable and important software. I want the district to continue to develop its capabilities as well as train me to utilize the functionality.”

Of critical importance to the continued success of GIS at WCW is maintaining a vision of the needs and direction of the program for the near future and long term. This document will serve as the beginning of that strategic direction. GTG discussed GIS successes and future needs with the GIS Program Analyst and reviewed previous GIS plan documents. At that point, GTG developed a Strategic Plan for WCW to assist in planning for the future of GIS use at WCW. One goal of this document is to identify project priorities for the near future to expand the use of GIS to more departments and users. At WCW, the GIS team resides in the Infrastructure & Planning Department (I&P) department, with one GIS Program Analyst reporting to the Planning & Support Manager. This sole position provides centralized support and management for the enterprise-wide GIS system. The GIS Program Analyst has responsibility for most data creation and maintenance, software selection and provisioning, customer support, system architecture, automation and integration, and a host of other duties. The IT contractor supports the shared network folders that store the file geodatabase and provides the IT infrastructure for WCW. Most GIS users are within the I&P department in the Capital Portfolio, Planning & Support, and Collection System Divisions, with two users in the Environmental Services Division of the Water Quality and Resource Recovery Department.

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“A GIS program cannot be run haphazardly. Following best practices and a

playbook is key

success.” KEY METHODOLOGIES Multiple data-gathering techniques and assessment methodologies were used to identify WCW’s current successes and future needs. Key methodologies included: Six Pillars of Sustainability are used to evaluate WCW’s gaps and organize action items. The Pillars of GIS Sustainability are as follows: 1. GIS Governance – how is GIS managed and maintained 2. Data and Databases – key data elements that feed the GIS 3. Procedures, Workflows, and Integration – how is the GIS being integrated with other systems and within the workflows of the organization 4. GIS Software – the appropriate software for various types of users and needs 5. Computing Infrastructure – the appropriate hardware, network, and field tools 6. Training, Education, and Knowledge Transfer – ensuring that GIS is understood, and that the organization has pervasive knowledge of the power of GIS and how to use it GIS Benchmarking – analysis of WCW’s GIS program as compared to comparable organizations nationwide. Key Performance Indicators – enabling WCW with a set of KPIs to track success now and in the future based on the Six Pillars of Sustainability. Interviews of GIS Program Analyst – interviews with the key GIS staff to determine an optimal move-forward strategy and discussion of possible future uses of GIS. Previous GIS Plans – review of the 2020 Esri Envisioning Workshop and Discovery Summary and the internal 2022 GIS Master Plan.

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to

Don’t confuse activity with accomplishment.

HAVE A PLAN FOR SUCCESS.

WCW GIS ACCOMPLISHMENTS What constitutes a successful GIS? This question has been a topic of debate for decades. Some people argue that success is a robust database of GIS layers. Others contend success is the implementation of software and hardware that enables users to use GIS. However, the ultimate success of an enterprise GIS program is how the GIS is being successfully used to impact the organization and the lives of residents. Quantifying and articulating return on investment is very important for an organization. A GIS program might have very successful projects, but without visibility of these successes, the GIS might be under-appreciated. Therefore, one of the key responsibilities of the GIS leaders in an organization is documenting successes and giving visibility to these organization-wide. One of the recommendations of this GIS Strategic Plan update is to document successes annually and present them to the Executive Leadership Team (ELT) and other interested users and at GIS User Consultation and Engagement Group meetings. This visibility will ensure that staff thinks in terms of success (and documenting them) and that support remains strong throughout the organization because successes are understood. Additionally, quantification of the success stories is recommended. The returnon-investment (ROI) section below identifies categories for consideration when documenting ROI. The following sections document the strengths and several ROI benefits of the WCW GIS program.

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KEY STRENGTHS • • • • • • • • •

Leadership participation Staff see the need for change and have the will Sense of urgency Not starting from scratch – data is GIS Motivated staff/personnel Staff and leadership see the value in technology Willingness to follow best practices Business systems in place or planned: CCTV, CMMS, SCADA, Incode, EAM Smart Phones in the field

GENERAL GIS ACHIEVMENTS • • • • • •

Collection System data layers and other base layers mapped in a central database. Data received from regional agencies in incorporated into GIS. ArcGIS Online organization and applications 20 users in the Infrastructure & Planning and Water Quality & Resource Recovery Departments Consulting firm DCSE has been contracted for Sewer data improvement services. The GIS Program Analyst has attended the Esri User Conference and several online seminars and workshops.

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KEY STRENGTHS ,

GENERAL

ACHIEVEMENTS, AND

ROI

RETURN ON INVESTMENT Intangible ROI for the WCW GIS platform: • Improved public perception/relations • More sustainable technology environment • More informed and accurate capital decision-making • Improved regulatory compliance • Stronger recruitment of innovative professionals • Improved protection and sustainability of the environment Tangible ROI from the recommended GIS initiatives: • 2 hours/week/employee saved by providing: • Centralized data storage • Better collaboration between departments • Instant access to information • Elimination of paper workflows • Annual savings on reduced staff hours. Also, the following ROI was estimated for Field Worker workflow improvements: • 30 minutes/inspection (15 field/15 office) • Field mobile workflow improvements: • Eliminates paper • Eliminates duplicate entry • Reduced Drive and Asset Location Time • Annual savings on reduced field worker/inspector hours.

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ONLINE QUESTIONNAIRE FINDINGS One of the first tasks of this GIS Strategic Planning engagement was to administer an online questionnaire to WCW staff focused on key GIS sustainability topics. The purpose of the questionnaire was to give users a venue to share their needs, concerns, and opinions about the technology and program and to help assess the current state of GIS. Anonymous ratings and comments were gathered on users' GIS requirements, constraints, and opportunities. WHAT DID WE LEARN

SURVEY FACTS

KEY GIS COMPONENT OVERALL

GIS is highly valued by staff. Most staff believe there are significant opportunities to use more GIS.

GOVERNANCE, SOFTWARE, AND TRAINING

Only a few staff create or edit digital GIS data.

DATA AND DATABASES

Digital data and databases are somewhat accurate and reliable.

DATA AND DATABASES

Several new layers are needed.

DATA AND DATABASES

Most staff turn to another person in their department for technical help.

PROCEDURES AND WORKFLOW

Some staff believes the GIS-enabled devices available are satisfactory, but some expressed concern.

PROCEDURES AND WORKFLOW

Staff expressed a need for more education and training opportunities.

TRAINING, EDUCATION, AND KNOWLEDGE TRANSFER

Most staff have not participated in any GIS training or workshops.

TRAINING, EDUCATION, AND KNOWLEDGE TRANSFER

CONCLUSION Through the expansion of available data and applications, integration with key enterprise IT systems, improved network performance, and a systematic education program, WCW should see an increase in advanced uses and incorporation of GIS in the staff's daily workflows and service delivery.

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SWOT ANALYSIS OVERVIEW

Based on findings from the online survey, department interviews, and discussions held with the GIS Program Analyst and key stakeholders, GTG compiled a list of Strengths, Weaknesses, Opportunities, and Threats (SWOT) related to GIS implementation at WCW.

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WCW GIS Strengths GIS Governance There is a centralized GIS Program Analyst in the Infrastructure & Planning Department, with some decentralized GIS users in other divisions and departments. The GIS program and expansion have support from the ELT and the Infrastructure & Planning Director. One of WCW's strategic goals is to identify and leverage information and data management systems to ensure responsible infrastructure management and promote an effective and innovative organization. Data and Databases WCW maintains a central GIS database repository. All staff can access critical digital GIS data layers. There is sufficient available data storage for current GIS needs. Procedures, Workflow, and Integration Some integration with GIS has been implemented. There is a documented workflow for processing GIS data and exhibit requests. GIS Software Most departments have access to GIS software. Some departments use GIS at a high level. An ArcGIS Online organization has been deployed. A custom app provides access in the field. IT Infrastructure IT outsourcing provides strong support for servers, database administration, security, application deployment, network connectivity, and backups. The strong IT backbone provides 24/7 availability for internal and external users. Training, Education, and Knowledge Transfer GIS staff attends online seminars and workshops.

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WCW GIS Weaknesses GIS Governance The current governance model is too centralized, with most users concentrated in the Infrastructure & Planning (I&P) department and two users in the Environmental Compliance Division. No GIS Steering Committee has been formed to guide the program. No GIS user group has been formed to disseminate program goals, successes, and information. The one full-time GIS staff in I&P is insufficient to support all GIS needs. Data and Databases Some needed data layers do not exist, and several GIS layers need to be updated. The current database design was customized to fit WCW's needs and does not conform to any Esri or industry standards. There is only one GIS staff to manage and maintain GIS data. Procedures, Workflow, and Integration Some business systems with potential geographic information have yet to be fully integrated. Not enough staff time has been spent analyzing and improving processes. The GIS Program Analyst does not have a formal process to work with departments to identify opportunities. There may be departmental data available that other departments could find helpful but cannot access. WCW has many field workflows being performed on paper and re-entered into business systems in the office. This process is time-consuming and requires duplicate data entry. GIS Software WCW is underutilizing the Esri software ecosystem. Mobile GIS is under-utilized. IT Infrastructure A strategic technology plan has not been developed. An Architectural Design has not been diagrammed for WCW's GIS system.

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WCW GIS Weaknesses (Continued) Training, Education, and Knowledge Transfer Some departments lack GIS expertise and understanding due to the lack of a pervasive training and education plan. There is no internal GIS knowledge base available to users. Events for socializing GIS and its capabilities throughout the departments are lacking. This lack of informational sessions on what GIS can do for the organization has led to low awareness of how beneficial technology can be for their department.

WCW GIS Opportunities GIS Governance Greater awareness of how GIS can help the ELT visualize information and make decisions. Forming a user group and making user group meetings a priority will also increase awareness, understanding, and support. Creating and sharing an annual GIS work plan to schedule, prioritize, and budget for large and small projects will allow staff to focus on efforts aligned with corporate goals. Regular meetings with departments on how GIS can address their needs can help users understand opportunities. Data and Databases With the current state of technology, there are opportunities and needs for more real-time data. Create new data sets and update existing data sets as identified in this plan. Enabling departments to contribute to data updates will put the stewardship in the hands of the subject matter experts. Create a policy for Open Data to formalize data-sharing with the public, including use, constraints, and disclaimers. Procedures, Workflow, and Integration Create an SOP within the GIS section for system administration. Develop and document field-to-office, office-to-field GIS processes, and workflows. Easy access to a central location for authoritative GIS maps and data would simplify the process of managing maintenance tasks and schedules.

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WCW GIS Opportunities (Continued) GIS Software Market emerging technology to garner support for new applications. Increase crowdsourcing applications to engage with customers. Develop procedures to streamline GIS application development or acquisition. Consider the use of an ArcGIS Hub site for internal access to applications and data. Every department in the organization has a need to see WCW's infrastructure maps and data both in the field and in the office. Many WCW staff would like to be self-sufficient in the creation of their maps. Tools that make it easy for staff to make their own maps will relieve the burden on the GIS staff. Show CIP using story maps or using a map to show the project relative to the user, available to the public. IT Infrastructure Review the architectural design plans annually with the IT outsourcing contractor and request an updated diagram as changes are made. GIS support and GIS hosting or cloud-managed services may be outsourced. Training, Education, and Knowledge Transfer A better employee understanding of how GIS works, and its value would lead to greater use and improved efficiency. Leveraging opportunities to showcase Return on Investment successes and accomplishments will highlight uses and increase awareness of the benefits realized. Develop a training and education curriculum, including formal classes, web courses, and informal training sessions for all user levels. Engage in proactive GIS collaboration between the GIS team and the departments. Conduct GIS team meetings with departments about needs and possible uses. Hold GIS-centric events, such as GIS Day and ROI workshops.

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WCW GIS Threats GIS Governance There is a potential threat of lack of support from leaders because they are not aware of what GIS is doing for WCW and how it aligns with strategic goals. Lack of collaboration/coordination between GIS and departments. Funding and budget uncertainties because of a lack of understanding of the benefits of GIS technology. The lack of a formalized Governance Model and formal GIS Steering Committee is a threat to organizational sustainability and resilience. The current reactive state impedes growth by consuming the GIS staff's time with fixes and requests and does not allow time for analyzing new technology, improving processes, and working with departments to identify opportunities. The lack of an alignment study with WCW strategic goals could lead to a lack of support and, thus, a lack of funding. Lack of Service Level Agreements with departments leads to unmanaged expectations and dissatisfaction from the users. Data and Databases Redundant and duplicate data threaten data reliability and accuracy. Outdated, incorrect, and incomplete data leads to erroneous decision-making. Data is not being updated consistently and may be out of date. Data is collected without standards. Procedures, Workflow, and Integration Lack of integration with other enterprise business systems. Working through outsourcing contractors to make changes and deploy applications can threaten system stability and growth. GIS Software Expanded use of GIS may necessitate expanded support or staffing in the future. IT Infrastructure Changing GIS technology can break integration with business systems and vice-versa.

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WCW GIS Threats (Continued) Training, Education, and Knowledge Transfer Lack of promotion of GIS successes can lead to a lack of understanding and support. Lack of user groups and other education leads to an underuse of data and software. Lack of GIS staff succession planning creates risk due to staff turnover.

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BENCHMARKING AND KEY PERFORMANCE INDICATORS (KPI'S) One of the reasons that many GIS initiatives fail to reach their full potential is the absence of metrics and goals. The relationship between metrics and goals is a cyclical one – without metrics, there is no basis for setting goals and gauging progress; without goals, there are no outcomes to measure based on metrics. The GIS program at WCW has been very successful. A GIS Program Analyst provides exemplary service to internal and external customers. However, the ongoing success of GIS at WCW should rely on effective metrics and achievable goals, reviewed annually to evaluate progress and refine objectives. Committing to both will help WCW: • Define success • Prioritize objectives • Devise a path forward • Stay on the desired course GIS BENCHMARKING It is important for WCW to establish a baseline from which to gauge the success and progress of the enterprise-wide GIS effort. Without metrics, organizational GIS programs often drift over time without focus and clarity. These organizations know that GIS has benefits and they should be using GIS but are not tracking its success. Therefore, it is very important that WCW establish metrics and begin to benchmark performance and progress against these metrics. GIS Benchmarking is a structured methodology that identifies the gaps in an organization and uses them to compare actual existing performance with a potential or desired future performance. This chapter focuses on establishing key metrics and performance indicators (KPIs). This information should be tracked annually to identify progress and areas that need further attention. KPIs allow a GIS program to: • Define what success looks like; • Focus everyone on goals; • Measure – what gets measured gets done; • Encourage accountability; • Provide an opportunity for small and large victories; • Provide a baseline for detailed annual goals; • Measure success and progress.

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“A critical key to GIS success is understanding goals and defining success. To that end, having KPIs reflective of industry best practices is an important step.”

KPI’s Allow a GIS Program to: • Define what success looks like; • Focus everyone on goals; • Measure –what gets measured gets done; • Encourage accountability; • Provide an opportunity for small and large victories; • Provide a baseline for detailed annual goals; • Measure success and progress.

METHODOLOGY The Benchmarking Analysis (BA) is a subjective evaluation of the existing GIS conditions of WCW. It is a checklist of tasks that conventional wisdom and industry knowledge identify as prudent and essential to the success of any enterprise GIS. The six categories of the BA are collectively referred to as the “Six Pillars of GIS Sustainability” and each component can then be used as a KPI gauging mechanism for a successful strategic, enterprise, scalable, resilient, and enduring GIS. Each of the Six Pillars has a sequence of questions graded on a scale of 0% to 100%. The goal for a successful GIS program is above 70%. Likewise, scores below 70% are considered gaps in the program and are analyzed in this section. An initial assessment is conducted through an interview process whereby a grade is given for each individual item. These results are then refined during the course of the planning process based on staff interviews and supporting documentation. This results in an accurate and objective comprehensive picture of the organization’s strengths, weaknesses, gaps, opportunities, and Key Performance Indicators (KPIs). These KPIs should be used as a systematic way of monitoring progress over time. THE SIX PILLARS The following sections discuss WCW’s existing conditions as it relates to “Six Pillars of GIS Sustainability”. These pillars are the major areas that must be planned and working well to have an effective GIS program. The pillars are: • Governance • Data and Databases • Procedures, Workflow, and Integration • GIS Software • IT Infrastructure • Training, Education, and Knowledge Transfer These next pages give an overview of key elements of the KPIs. The Benchmarking and KPI Analysis was provided in the Needs Assessment Report. SUMMARY On July 26, 2022, GTG interviewed the GIS Program Analyst to determine benchmark scores. 102 BA metrics were used to provide a diagnosis of the health of the existing GIS program. This section offers insight into how GIS is implemented, administered, and operated within WCW and provides a current state of existing conditions.

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GOVERNANCE KPI GIS Governance refers to the processes and actions required to manage the planning, design, implementation, and ongoing maintenance of GIS technology. Governance and management are required throughout all components of GIS in local government. GIS governance is the management of an integrated solution that serves an entire organization by offering levels of geospatial functionality, uniform standards, good management, reliable digital data and databases, workflow procedures, training education and knowledge transfer, and a backbone for architecture and infrastructure. After a full Benchmarking Analysis was completed, the average score for Governance was calculated to be 30%. The GIS program is doing well or following best practices in several ways relating to Governance. The program has the support of the Director of Infrastructure and Planning. The GIS Program Analyst guides the program in collaboration with a functional group of 20 GIS users. Most of these users are in the Infrastructure & Planning Department, with two in Water Quality & Resource Recovery. The result is a coordinated enterprise GIS that is open to new and emerging technologies. However, there are gaps where a significant improvement in governance is needed. The Benchmarking Bar Chart shows the score for each individual GIS Governance metric.

“Good Governance is the most important component of a successful GIS program.

Without it, the program will flounder.”

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DATA & D A T A B A S E S KPI Data is the most critical and most expensive component of a GIS program. Organizations spend millions of dollars creating and maintaining data (spatial and non-spatial). One of the most powerful aspects of GIS is that it has the potential to become the primary tool for viewing data within an organization. Visualizing the data on a map empowers staff to analyze and manage data in new ways. GIS should be used to ”geo-enable” the wealth of data residing in the various business systems maintained by the organization.

“If users can trust the data, they will use the system.”

After a full benchmarking analysis was completed, the average score for Data and Databases was 41%. One of the strengths of WCW’s GIS program is the central GIS data repository. A full data assessment was recently completed by the DCSE company. WCW leverages the Parcel and Street Centerline data from Contra Costa County. Opportunities exist to leverage the GIS data further, and one part of this overall study is to make detailed data recommendations. The Benchmarking Bar Chart shows the score for each individual Digital Data and Databases metric.

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PROCEDURES, WORKFLOW, AND INTEGRATION KPI One of the key components of any successful GIS is how well it integrates with other systems and how it improves the overall workflow of the organization. GIS implementations often fail because the GIS is seen as a stand-alone mapping technology. However, it is a primary integrative tool that should serve as an organization's portal into all of its data. Combining the information from these systems into the spatial format of GIS applications allows for data and information to be easily accessible in a single location via an intuitive, visual format. This pillar is a critical element of GIS success for cities and is inherently tied to good governance and quality GIS data. After a full benchmarking analysis was completed, the average score for Procedures, Workflow, and Integration was 32%. WCW departments have ample access to the critical data layers of parcels, street centerlines, and sewer infrastructure. Due to the central data repository, there is little evidence of data duplication or departmental silos. While some integration is in place for Parcels, there is the opportunity for more seamless integration between departments and systems. See the Benchmarking Bar Chart to review individual Procedures, Workflow, and Integration metrics.

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“There needs to be more attention given by management to utilize more of the features of GIS so it can be used to the fullest.”

SOFTWARE KPI The GIS software ecosystem is the manifestation of investment in GIS. Over the past few years, the focus of GIS software development has shifted from desktop software used primarily for data creation to tailored browser-based applications used by specific user groups for data viewing with targeted analytical tools. Many local government organizations are redistributing their efforts towards this model to provide solutions that staff throughout the organization can use to get their job done more effectively. After a full benchmarking analysis was completed, the average score for GIS Software was 35%. WCW has provided GIS software access to departments and has embraced the ArcGIS Online cloud environment. The GIS program also deploys configurable off-the-shelf solutions where feasible, avoiding custom code as much as possible. See the Benchmarking Bar Chart to review individual GIS Software metrics.

“I firmly believe this is valuable and important software. I want the district to continue to develop its capabilities as well as train me to utilize the functionality.”

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INFRASTRUCTURE KPI Information Technology (IT) infrastructure refers to a dynamic web of processes, networks, hardware, and software resources that support the activities of an integrated IT department. The last two letters of GIS represent Information Systems. This is indicative of the technology’s overall reliance on traditional information technology components (databases, networks, servers, data storage, etc.). These benchmarks measure how well the organization is ensuring that the IT infrastructure of the organization meets the business needs. After a full benchmarking analysis was completed, the average score for Infrastructure was 72%. Overall, WCW has done an excellent job of ensuring that the infrastructure meets the business needs related to GIS. Most of the IT components are outsourced, including data storage, security, and back-ups. However, as it relates to enterprise GIS, having a strong IT system is necessary for integrations, but the IT consultant will not provide support for GIS and GIS hosting or cloud-managed services. This will be an RFP and outsourced to the winning proposer/bidder. The Benchmarking Bar Chart shows the score for each individual IT Infrastructure metric.

“GIS software “GIS “GIS software has become untethered. No longer do we have to sit at our desk using a PC.

GIS can be used anywhere.”

“A slow user experience results in losing a user. Regaining that person as a user takes a ten-fold effort.”

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TRAINING, EDUCATION, AND KNOWLEDGE TRANSFER KPI

“An organization that understands what GIS can do for them is on the verge of becoming

a world-class organization.”

Training, education, and knowledge transfer are the most important components of a successful enterprise-wide GIS effort. However, it is the one pillar of GIS success that is most often overlooked or underdeveloped. Many excellent GIS implementations languish because the power of GIS is not understood. Some organizations mistakenly believe that software training is enough; however, education and awareness of what GIS can do for the end-user are equally (if not more) important. After a full benchmarking analysis was completed, the average score for Training, Education, and Knowledge Transfer was 22%. Some staff members attend conferences, and the GIS Program Analyst does a fair job of training departmental staff on specific application functions that relate to their operations. However, a more concerted effort should be made to provide regularly scheduled, formal GIS training, education, and knowledge transfer. Users need to be notified of the training available to them through a variety of educational techniques. The Benchmarking Bar Chart shows the score for each individual GIS Training, Education, and Knowledge Transfer metric.

“Many excellent GIS implementations languish because the power of GIS is not understood." GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

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VISION, GOALS, AND OBJECTIVES VISION STATEMENT ENTERPRISE-WIDE GOALS AND OBJECTIVES 24

GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

It is essential to articulate the overall vision of GIS for WCW to help define the purpose of the GIS program and give it an identity. The following is WCW’s GIS vision statement:

“The vision of West County Wastewater’s GIS is to maintain a scalable, sustainable, and highly secure GIS that promotes the effective and innovative use of geospatial technology and location intelligence through best practices, customer engagement, and innovation, supported by good GIS governance, coordination, accurate and reliable data, standards, and on-going training and education.”

The goals and objectives of WCW are derived from the questionnaire, department interviews, discussions with GIS staff, and follow-up research and documentation review. The goals and objectives have been categorized to align with the Six Pillars of GIS Sustainability (See KPI section). WCW should strive to achieve the following goals and objectives by completing the associated tasks. A work plan should be established to accomplish these goals and objectives. These goals and objectives should be reviewed and updated as appropriate.

GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

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The Esri Geospatial Envisioning Workshop identified the following achievable goals for WCW’s GIS platform: Enhance operations and constituent services. Contain costs and make more informed decisions by providing a common, authoritative set of shared services that can be shared across departments and business systems. Support efficient and effective operations through enhanced cross-departmental and cross-city information sharing. Maximize the return on investment (ROI) from geospatial technology investment.

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In addition, the following pages highlight six overarching GIS goals. Specific steps to be taken to achieve these goals should be documented in an annual work plan. This GIS Strategic Plan will help prioritize and augment these broader objectives for the near future.

GOAL 1: MAINTAIN AN EFFECTIVE GIS GOVERNANCE MODEL •

Objective 1: Institute a clear and understandable strategy for effective management and utilization of GIS to ensure efficient use of enterprise GIS resources.

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Objective 2: Promote the GIS Program Analyst as the lead GIS person under the management of the Infrastructure & Planning Department.

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Objective 3: Form an internal GIS User Consultation and Engagement Group for a smooth implementation process to allow interfacing between the ELT and GIS experts.

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Objective 4: Empower staff within divisions to increase their GIS participation, understanding, and data stewardship.

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Objective 5: Promote enterprise GIS project management to ensure a more coordinated and collaborative GIS experience for all stakeholders.

GOAL 2: BUILD AND MAINTAIN ACCURATE AND RELIABLE GIS DATA •

Objective 1: Maintain and enforce the central repository to store the WCW’s collection of geospatial data.

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Objective 3: Establish standards and procedures for the development, maintenance, and quality control of data and metadata.

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Objective 2: Maintain a scalable system design for enterprise GIS architecture.

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Objective 4: Establish standardized methods and procedures for application and mobile device acquisition, development, and deployment that involve departmental stakeholders.

GOAL 3: PROMOTE GIS INTEGRATED WITH BUSINESS SYSTEMS •

Objective 1: Integrate GIS with future and existing business systems to incorporate GIS maps and data and to geo-enable and display business systems’ data.

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Objective 2: Use state-of-the-art technologies to ensure seamless technology integration. 26

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Objective 3: Ensure that existing IT investments are leveraged, and the technology is interoperable with existing business processes.

GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

GOAL 4: MAKE GIS DATA AND APPLICATIONS ACCESSIBLE TO STAFF •

Objective 1: Establish effective enterprise-wide access to geospatial data.

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Objective 2: Guide the implementation of targeted web-based applications that facilitate access by employees, customers, and partners.

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Objective 3: Use GIS as a tool to provide timely and accurate data to decision-makers.

GOAL 5: IMPLEMENT AND MAINTAIN GIS IT INFRASTRUCTURE •

Objective 1: Implement IT infrastructure for an enterprise GIS initiative that will sustain growth and change.

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Objective 2: Implement the most optimum internal and mobile network connectivity and system architecture to handle the widespread office, fieldwork, and public needs.

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Objective 3: Develop data storage and distribution strategies to support the growth of the GIS initiative.

GOAL 6: INCREASE GIS SKILLSETS AND KNOWLEDGE •

Objective 1: Implement a total governance model for sharing ideas, discussions, and information about GIS

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Objective 2: Provide GIS training and education opportunities for all new and current staff and empower them to make full use of GIS capabilities.

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Objective 3: Establish a GIS community consultation and engagement network

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Objective 4: Improve the GIS knowledge.

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Objective 5: Plan for sustainability.

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PROPOSED FUTURE MODEL GOVERNANCE RECOMMENDATIONS The following tasks are recommendations based on smart GIS business practices in local government and the key factors for implementing an enterprise and scalable solution that will sustain WCW well into the future. WCW should adopt a hybrid governance model for WCW's GIS to enable all staff, customers, and the public to use GIS themselves for an ever-expanding catalog of uses through the following recommendations: 1. WCW should review, modify, and prioritize tasks of the GIS Strategic Plan periodically. 2. The GIS vision, goals, and objectives in this plan should be published and distributed to the ELT and internal GIS user group. 3. WCW should consider additional GIS resources to assist with GIS tasks when needed in the future. 4. WCW should consider adding a job classification for a GIS Technician to be used for department positions or contractor resources in the future. 5. WCW should use a project management tracking system to track every sizable GIS project. 6. GIS standards, policies, and procedures should be developed and documented. 7. Form a GIS User Consultation and Engagement Group and meet quarterly or biannually. 8. WCW should explore ways to measure the quality of service and customer satisfaction. GIS DATA AND DATABASES RECOMMENDATIONS It is recommended that WCW take the following steps to improve the geospatial data and databases: 1. WCW should create a Master Data List of all geospatial data and make a user-friendly version of the MDL. 2. Metadata should be entered and maintained for all WCW geospatial datasets, especially for the core data layers. 3. WCW should review Esri's Utility Network models for possible use in new or existing datasets. 4. Data standards should be developed for proper data storage, modification, maintenance, and sharing procedures within the organization to prevent data loss or improper use. 5. If a department decides to take on data maintenance responsibility, data stewardship should be assigned to department users to maintain their specific data for existing and new data layers. Training would be provided to data stewards. 6. WCW should continually improve data by using data assessment methods and getting feedback from departmental users. 7. Policies for GIS Data Security should be created and enforced.

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GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

PROCEDURES, WORKFLOW, AND INTEGRATION RECOMMENDATIONS As WCW's GIS program matures, integration with all enterprise databases should be a goal. Further, as legacy systems are replaced, a key focus should be on ensuring that the replacement systems can be integrated with Esri GIS software. The following is a list of tasks recommended to improve procedures, workflows, and integration of GIS at WCW: 1. Develop the recommended standards and policies to ensure system and data maintenance and proper use of data and map products. These are vital to defining procedures and workflows for an efficient, productive GIS. 2. Evaluate all stated integration and interoperability opportunities listed. 3. Prioritize and integrate business systems and 3rd party software with enterprise GIS databases. 4. GIS staff should be trained in Python, SQL, FME, and other scripting programs, or consultants should be engaged to automate geo-enablement of data export, transform and load processes as needed for integrations.

“GIS is waking up the world to the power of geography, this science of integration, and has the framework for creating a better future.”

GIS SOFTWARE RECOMMENDATIONS The following is a list of recommended tasks to make geospatial technology part of the culture of WCW operations: 1. WCW should review new software releases and extensions. 2. Prioritize and build web applications for WCW utility operations. 3. Prioritize and build dashboard and field solutions. 4. Consider web apps for external stakeholders and the public. 5. Draft a mobile GIS SOP and a GIS Mobile Action Plan. 6. Leverage ArcGIS Solutions and evaluate templates for ArcMap documents and ArcGIS Pro projects for optimum performance. 7. Prioritize and build Story Maps. 8. Evaluate using an ArcGIS Hub.

~ Jack Dangermond

GIS TRAINING, EDUCATION, AND KNOWLEDGE TRANSFER RECOMMENDATIONS A result of good governance is a well-executed training and education plan. Some of the most successful GIS programs have languished because they did not focus on educating their organizations as to the power of GIS. The following tasks are a summary of the key GIS Training and Education recommendations: 1. A multi-level training plan should be drafted and updated annually. 2. WCW should research Esri training classes and determine the most relevant selection for the products in use. 3. Various communication methods should be explored to determine which methods would best suit WCW’s needs. 4. Succession planning procedures, policies, and processes should be developed and distributed.

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RECOMMENDED MILESTONES FOR GIS COMPONENTS This section presents a high‐level strategy and plan for the implementation of GIS throughout the organization. It lays out components and key milestones to meet the expectations expressed by various Divisions and the ELT. Each component lists several milestones and explains the process of completing the milestone.

COMPONENT 1: GIS FOUNDATIONAL COMPONENTS •

Milestone 1: Make Collection System GIS Available to Staff

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Milestone 3: Training, Education, and Knowledge Transfer

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Milestone 2: Project Management

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Milestone 4: Optimum GIS Governance Model

COMPONENT 2: GIS SYSTEM AND DATABASE DESIGN COMPONENTS •

Milestone 1: Detailed Digital GIS Data Assessment

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Milestone 2: Data Requirements Analysis

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Milestone 3: Software Application Requirement Analysis

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Milestone 4: Evaluation of the Best Alternative for Cloud Managed ArcGIS Enterprise Services

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Milestone 5: Enterprise Database Design

COMPONENT 3: GIS PROJECT IMPLEMENTATION COMPONENTS •

Milestone 1: GIS Data Development & Authoritative Data Deployment

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Milestone 2: ArcGIS Enterprise On-Going Managed Services Contract

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Milestone 2A: ArcGIS Enterprise Deployment

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Milestone 3: Develop WQRRP GIS Database

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Milestone 4: Esri Small Utility Enterprise Agreement

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Milestone 4A: Esri Advantage Program Milestone 5: Plan, Design and Deploy ArcGIS Sewer Utility Network

GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

COMPONENT 4: GIS INTEGRATION AND INTEROPERABILITY COMPONENTS •

Milestone 1: CMMS GIS Integration

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Milestone 4: Permitting GIS Integration

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Milestone 2: WinCan GIS Integration

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Milestone 5: SCADA GIS Integration

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Milestone 3: Laserfiche GIS Integration

COMPONENT 5: GIS CONSULTING SERVICES PROCUREMENT AND APPLICATION DEVELOPMENT COMPONENTS •

Milestone 1: On-call as-needed GIS Consulting Services

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Milestone 2: GIS Application Deployment – 32 Roadmap Projects

GIS Strategic Planning Components GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

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BUDGET & SCHEDULE It is recommended that WCW invest $1,082,806 to build an enterprise, sustainable, enduring GIS program, including the ArcGIS Enterprise On-Going Managed Services Contract, ArcGIS Enterprise Deployment, Esri SEUA, and Esri Advantage Program. The 5-year schedule and budget include consulting services for the tasks and milestones listed in this GIS Strategic Plan, as well as contingency funds for on-call, as-needed consulting services. GIS governance and training, education, and knowledge transfer are also important milestones throughout the 5-year term of the plan. Years 1-2: GIS Development Phase The first two years will focus on completing the foundational components, including data development and assessment, Esri small utility licensing, and the upgrade to ArcGIS Enterprise. • •

Year 1: $417,806 (includes $68,406 for contractor DCSE services under contract) Year 2: $297,500

Years 3-4: GIS Growth Phase The third and fourth years will build on the foundation with the development of more software applications. This will allow additional departments to become engaged in using GIS. User training will be critical during this year to ensure full usage of the GIS solutions. • •

Year 3: $217,500 Year 4: $80,000 (does not include Esri licensing or cloud-managed services

Year 5: GIS Maturity Phase The fifth year of the plan includes the remaining Roadmap projects being developed and continued user training. •

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Year 5: $70,000 (does not include Esri licensing or cloud-managed services)

GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

CONCLUSION “This GIS Strategic Plan will serve as a road map for the future and should be updated incrementally to reflect accomplishments and changing priorities.”

GIS technology is a core system that should be used to support everyday operations. The GIS Strategic Plan is essentially setting up a new Asset Management Program because it reshapes how the organization handles its assets. From installation to removing existing assets, the GIS Strategic Plan is proposing significant changes in how the organization tracks and maintains its assets. The users also need to be trained on each of the different applications and systems, so a proper training program is needed. Without proper training, users could become overwhelmed and decide to revert to previous methods of asset maintenance. The importance of GIS at WCW will continue to increase. Therefore, it is critical to the success of the organization that the recommendations made in this plan are adopted. This will ensure that the GIS investment will be viable and able to meet the ever‐increasing demand.

“I firmly believe this is valuable and important software. I want the district to continue to develop its capabilities as well as train me to utilize the functionality.” GIS STRATEGIC PLAN | WEST COUNTY WASTEWATER

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A product of: