Getting It Done with limited staff, time and budget. This slide show shares a process of developing a GIS plan and framework, shows tools to track and implement the plan, and shows examples of how the GIS plan is directly tied with City initiatives and budget.

1. Enterprise GIS
Planning and
Framework
Jennifer Reek
GIS Coordinator
City of Brookfield, WI

2. Getting It Done with limited
staff, time and budget
 Goal for this presentation is to:
 Share my process of developing an
Enterprise GIS Plan and Framework
 Show tools to track and implement
 Show examples how the GIS Plan is directly
tied with City initiatives and budget

3. Enterprise GIS
 An Enterprise GIS leverages the full value
of investment in GIS resources and yield
cost savings. A new phase in GIS results in
less redundant data and work, greater
efficiency, faster delivery of services, more
integrated approach to decision
making, and improved communication
between departments.

4. ESRI White Paper, July 2003, Enterprise
GIS for Municipal Government
 “An enterprise approach to GIS will provide a framework for
the departments of the municipal government to collect
data, share information, collaborate, and conduct cross
departmental analysis in order to become more efficient and
informed about the population, resources, infrastructure, and
the activities that are affecting them. The concept of enterprise
GIS does not stop with just the geospatial information resources
of any one municipality but extends vertically to other levels of
government (federal, state, international) and horizontally to
other municipal governments and private sector organizations
in the same region. The better the information the municipality
has about the public's diverse needs, the better it can manage
and direct its own resources to provide value to its customers
and be accountable to its citizens. In effect, the
implementation of an enterprise GIS will provide the framework
for the municipality to meet its diverse, yet critical, mission in a
modern and integrated manner“.

5. Start with GIS Business Needs
 Identify needs using Departmental Interviews
 Department mission and goals
 Responsibilities
 Maps to support responsibilities – workflows
 Other tabular data used
 Use and frequency of Web mapping site
 How can the department be better served by the
GIS resources?
 Future Plans –
 Department future projects within 2 – 5 years
 Potential GIS applications needed
 Potential integration of department applications
with GIS

6. Highway Division
Highway Interviewed staff – Highway Superintendent, Assistant Superintendents, and
Administrative Assistant
Division The Highway Department business needs utilizing GIS and associated applications is to
route trucks for snow and ice control, assist with storm drainage, maintain street lights,
and maintain traffic signs and signals. GIS has an association with the asset management
Interview software (CarteGraph) to record the location of signs, signals and lights inventory and
their assets information.
Maps and data:
Signs, signals and lights inventories – data stewards
Tax parcels
Plat maps
Street maps
Paving 5 year plan
Water improvement 5 year plan
Aldermanic district map
Topography
Snow plow route maps
Turf mowing map
Storm sewer inventory maps
Other data:
CarteGraph sign and work director database
Street light map from WE energies
WISLER data – street sweeping and crack sealing information
Future Needs:
ArcGIS and ArcIMS training
Build upon the current Highway ArcReader project
Map requests and/or complaints for snow routes
Mobile technology application for signs using replication from ESRI and
CarteGraph

7. Organize Future GIS
Tasks and Applications by
Importance, Time-frame and Staff
Involvement

8. Now What?
 10 Departmental Interviews
 43 Identified Task and Applications
 Five Year Time-frame
 Staff is limited
 Budgets are limited
 “Get It Done”, but how?

9. Support Current and Future GIS Tasks and
Applications with a GIS Plan and Framework
 Four Essential Components to
Support Enterprise GIS
Business Needs are
 A – Spatial Data
 B – Organization and Support B
 C – Application and Tools Organization and
 D – Systems and Architecture Support
D
A Enterprise
GIS
Systems and
Spatial Data Business Needs
Architecture
C
Application and
Tools

10. A – Spatial Data
Spatial data is the key component to provide for GIS business needs and the foundation of GIS
development. Data management is critical to maintaining that foundation over the years. GIS
management and support keeps the system solid. The GIS program requires a long-term
investment with proper staffing and management to ensure sustainability of the system.
GIS Foundation for Success
Spatial Data
Data
And
Data Entry and
Data Acquisition Data Storage Information
Maintenance Retrieval
Creation and maintenance of spatial data represents the most effort and challenges.

11. Spatial Data Key Elements
 Spatial Data Goals
 Spatial Data Projects
 Strategies to Accomplish Goals and
Projects
 Spatial Data Gaps

12. High Priority Data Projects – The Future Tasks and Applications table (See Appendix B)
list several spatial data development tasks identified (shown in light blue) through the
departmental interviews. Projects foreseen by staff are:
2035 Comprehensive Plan data
Revised dispatch and reporting zone data for new fire station locations
US Census 2010 data
2010 Redistricting data
Redevelopment project information
Incorporating the new Flood Insurance Rate Maps (FIRM) into existing data layers
Transferring manhole inspection information to the sanitary sewer inventory
Develop preplan GIS database for Fire response.
Strategies to Accomplish Goals and Projects
o Project management - Project managers should be knowledgeable in the technical GIS
aspects, data dependencies, and relationships to other business systems.
o Deploying internally - Project duties must be integrated with the daily operations of
project staff if the project is deployed internally.
o Outsourcing - Consider outsourcing projects to external experts because of the projects
complexity and time requirements.
Spatial Data Gaps
o Staffing – The GIS Coordinators time is limited making it difficult to perform necessary
support, training and documentation duties. The use of staff time assigned to GIS editing
and maintenance is difficult because of the demand of daily operations and duties.
o Cost and time – Improved data accuracy is costly if external support is used and time
consuming for the in-house experts to perform essential duties.
Training and support – The introduction of new technologies within the GIS software suite
provides opportunities to develop essential tools to update and maintain spatial data; however
using the new technology requires training and support. The GIS Coordinator receives training
and gives support within time availability which is limited.

13. Data Matrix
Spatial Data is the Cornerstone to your GIS
Program -
 Identify existing spatial data – Utilize a Data
Matrix as a Tool
 Data layers
 Owners
 Editors
 Key Business Processes by Department
 Identify Gaps – missing, incomplete and
inaccurate layers
 The Matrix defines the importance of the
layers within the overall business processes of
your organization. By Department, include
Business Areas, Systems, or Key Business
Processes

14. My GIS Data Matrix
GIS Data Matrix Business Areas, Systems, or Key
Community
GIS Data Data Owner Editor Notes Administration Assessors City Clerk Development
Foundation Data Layers
Cadastral - Tax Parcels Waukesha County Waukesha County Complete land information system
Cadastral - Platmaps City of Brookfield Engineering Technician Official City Map
Certified Survey Map Waukesha County Waukesha County
Civil Division City of Brookfield GIS Coordinator Associated annotation
Condos Waukesha County Waukesha County
Ortho-photography - aerial images City of Brookfield GIS Coordinator 2000, 2005 and 2007
Photos Waukesha County Assessors Links to photos
Planimetrics City of Brookfield GIS Coordinator Several data layers build dataset
Quarter-sections - PLSS Waukesha County Waukesha County
Sections - Public Land Survey System (PLSS) Waukesha County Waukesha County
Street - Road Rights-of-way City of Brookfield GIS Coordinator
Street Label (100) City of Brookfield GIS Coordinator Text
Street Label (1000) City of Brookfield GIS Coordinator Text
Street Label (200) City of Brookfield GIS Coordinator Text
Street Label (400) City of Brookfield GIS Coordinator Text
Streets City of Brookfield GIS Coordinator
Streets - Freeway City of Brookfield GIS Coordinator
Streets - Major Roads City of Brookfield GIS Coordinator Associated text
Streets - Private Street (pavement edge) City of Brookfield GIS Coordinator
Subdivisions Waukesha County Waukesha County
Surface Water City of Brookfield GIS Coordinator
Topography - 2' and 10' Contours Waukesha County Waukesha County Associated text
Intra-Department Data Layers
2000 Environmental Corridor SEWRPC SEWRPC
Aldermanic Districts City of Brookfield GIS Coordinator
Attractions City of Brookfield GIS Coordinator
Base Zoning City of Brookfield Planner
Bicycle and Walking Routes City of Brookfield GIS Coordinator
Churches City of Brookfield GIS Coordinator
City Service Locations City of Brookfield GIS Coordinator
Curb Stop City of Brookfield Engineering Technician
Easements City of Brookfield GIS Coordinator
Fire Station Locations City of Brookfield GIS Coordinator
Flood Hazard - SEWRPC SEWRPC SEWRPC
Flood Overlay City of Brookfield Planner
Garbage Routes City of Brookfield Engineering Technician
Greenway Trail System City of Brookfield GIS Coordinator
Land Use Overlay City of Brookfield Planner
Modified Suburban Overlay City of Brookfield Planner
Open Space Lands City of Brookfield City of Brookfield
Ordinances City of Brookfield Planner

15. B – Organization and Support
 Governance
 Communication
 Organization and Support Goals
 Organization and Support Projects
 Strategies to Accomplish Goals and
Projects
 Organization and Support Gaps

16. Governance
and Communication
Governance – To ensure GIS development meets the needs of the City, the GIS program has
been structured with guidance from an IT Steering Committee and GIS Steering Committee.
The IT Director addresses major GIS projects at the IT Steering Committee, represented by
department heads. This committee reviews major projects through concept plans to address City
technological needs and provides funding recommendations.
The GIS Coordinator leads the GIS Steering Committee that represents departmental interests.
The members are at a department head or manager level which allows for communication and
needs at a management level.
Communication – Communication between the GIS Coordinator and the organization happens
at both the management level (up the organization) and technical level (down the organization).
This provides for active communication which impacts every aspect of the management and
support of the GIS program.
The governance committees provides the ability to communicate with City management
concerning the benefits of the GIS investment ensuring budget support and long term
implementation planning strategies. This is also a vehicle to report on the status and success of
GIS.
To communicate at the technical level, the GIS Coordinator meets with spatial data users through
the GIS Users Group. This group meets to understand what GIS is, how it works, and what it
can do for them.

17. Identify the
Roles and Responsibilities Resources and Expertise
City Business Needs Executive Leadership
Defines Business IT Sub-committee
Needs GIS Steering Committee
Roles and
Key Staff
GIS Management GIS Coordinator
GIS Project Plans IT Director
Responsibilities
GIS Coordination GIS Steering Committee
Policies, Standards, Procedures IT Steering Committee
Spatial Data GIS Coordinator
Management Engineering Technicians
Design Neighborhood Planner
Documentation Highway CarteGraph User
Maintenance Water CarteGraph User
Metadata Fire Department
Outside Data Sources External Agencies
Non-Spatial Data Information Technology
Management Assessor’s Office
Design Fire Department
Documentation Public Works
Maintenance Accounting
Other City Departments
Outside Data Sources External Agencies
Application and Tools GIS Coordinator
Design External Consultants
Development External Agencies
System Integration
Consultant Management
Support GIS Coordinator
Services Engineering Technicians
Project Design Neighborhood Planner
Project Management GIS User Group
Training
Systems and Architecture GIS Coordinator
Core GIS Software IT Network Administrator
Architecture IT Director
Technology Standards
System Integration

18. Organization and Support Goals
o Continue support for strong leadership to guide GIS development.
o Maintain a strong organizational approach to govern GIS.
o Provide staff resources to support GIS users with user-friendly tools and applications to
consume GIS data.
o Further build the GIS with a systematic approach to short and long term needs.
o Build toward an enterprise GIS with sufficient staff resources.
Organization and Support Projects
Training – For a successful GIS program, it is essential for the GIS Coordinator and power
users to receive training to keep up with the ever advancing software and technology. These
advances provide more robust, user-friendly applications that allow casual users to consume
the information with limited user training.
Support – The following are three areas of support provided by staff to internal departments
who consume GIS data.
Services – The GIS Coordinator provides support services for all departments. These
services include assistance to users, map production, analysis, tabular summaries and
applications.
Project Design – The GIS Coordinator and IT staff assist with the design of technology
related projects.
Project Management – The GIS Coordinator provides project management support for
GIS projects
Strategies to Accomplish Goals and Projects
o Recognize training – Departments with foundational and intra-departmental spatial data
responsibilities need to recognize training as part of the cost of ownership. At times,
depending on the in-house trainer work load and expertise, training classes are most
effective and efficient taken off-site at an ESRI training center. Training costs need to be
within departmental budgets and time constraints.
o Leadership and Communication – Continue building on leadership and communication
skills to enhance the success of the GIS program. In order to sufficiently support services,
project design and project management, the IT Director and GIS Coordinator need to take
leadership roles and communicate with City staff to manage an integrated system.
Project management tools will be used to assist with communication on projects.
o Align and add resources – Align resource planning with the GIS vision and its
development. Add resources as needed at the technical and system administration level
to lighten the load on the GIS Coordinator to assert adequate management of the GIS
program. If required, add additional resources and expertise by outsourcing projects, but
manage them from within the City. Resource planning should also be addressed on an
annual basis depending on GIS management and development. The IT Director, along
with the GIS Steering Committee, will assist in aligning resources.

19. C – Applications and Tools
 Application and Tools Goals
 Application and Tools Projects
 Strategies to Accomplish Goals and
Projects
 Application and Tools Gaps

20. Applications and Tools Goals
o Integrate business systems to provide staff the ability to access operational data by
database query or a mapped feature through a user-friendly application. Daily operations
include assessor, permitting, utility maintenance, zoning, service requests, planning,
citizen complaints and billing information.
o Develop departmental GIS server applications to address specific staff needs.
o Develop interactive web mapping applications for public information.
o Extend GIS usage to mobile operations and data collection.
Strategies to Accomplish Goals and Projects
o Maintain the existing City’s intranet ArcIMS application mapping site using ESRI
ArcMap Server.
o Maintain and expand the publication of maps to the ArcReader viewer using the ESRI
ArcPublisher application. This provides map projects the ability to view and retrieve GIS
information through a viewer application. The ArcReader program extends GIS use in
the field without a wireless connection.
o Develop ArcServer applications. ArcServer is the latest server-based ESRI technology
used for developing end user applications and services for spatial data management,
visualization, and spatial analysis. The applications are browser-based and integrate with
other enterprise systems.
o Test servers will be used to address quality assurance and integration issues.
o Maintenance – Retain annual software maintenance on ESRI and Autodesk software
licenses.
Applications and Tools Gaps
o Training and Knowledge – Expert knowledge to develop the applications and training
for the end-users is needed.
o Time – Lack of staff availability is an issue for development.
o Feasibility – Potential hardware issues for mobility applications and additional cost if
outside experts are used.

21. D – System and Architecture
System and Architecture Goals
o Plan updates in accordance with the hardware replacement cycle
o Define requirements through an analysis of system upgrades and integration
o Continue to test and evaluate upgrades and new technology
o Provide system administration with continued training and research opportunities
o Ensure successful integration with implementing best practices for performance tuning
and optimization
System and Architecture Tools and Projects
o Update SQL Server – SQL Server requires an upgrade to version 2005 to keep current
with supported versions. SQL Server 2005 does not support dts package which provides
communication services between databases. Currently the Assessor’s data is replicated
nightly from AS400 to SQL Server with the dts package.
o Type of work stations for power users – Maintain the current work station replacement
cycle. Review work station needs for power users in GIS and CAD to continue
supporting the applications.
o Server replacement and operating system – Recommend maintaining the current
server replacement and operating system cycle to assure GIS and CAD applications are
compatible and process information efficiently.
System and Architecture Strategies
o Continue to monitor and upgrade the infrastructure to assure that it continues to meet
current as well as future GIS needs.
o Maintain a secure computing environment to help ensure the integrity of the GIS data and
associated systems.
o Maintain the current server and work station replacement cycle to ensure that GIS
applications run efficiently.
o Continue to research emerging GIS trends and technologies and implement solutions that
provide benefits to the City of Brookfield.
System and Architecture Gaps
o Feasibility – Identify infrastructure and GIS program gaps that could impact the ability to
deliver GIS information. Develop solutions to resolve these gaps.
o Training – Continue providing training to the GIS staff and end users to ensure they can
support and enhance GIS applications.

22. Now Associate GIS to Your
Organizations Budget through
Principles and Initiatives
 Principle: Community Value – Continue to
provide exceptional services at reasonable
costs, provide a competitive cost of
living, and an attractive business environment
 Initiative#2 - Maintain Brookfield as a customer
service leader and work to manage or reduce
costs through the use of appropriate
technology.
 Information Technology staff will be upgrading
the city’s GIS and upgrade all City computer
networking equipment to support department
technology

23. City Budget Initiatives and GIS
 Annual Budget Information Technology
section of the budget states –
 Upgrade current version of ESRI GIS to version
10. The upgrade provides numerous
enhancements in the area of application
development tools which will be used for
developing robust GIS based applications
(Community Value Initiative #2)
 Staff will research and evaluate GIS
technologies and land data resources, to
create a methodology and process for
providing marketing and promotional maps
and images for economic development
initiatives (Community Value Initiative #2)

24. One more tool – Implement
GIS or IT Concept Plans
 Require any GIS (IT) project over $10,000 or staff
intensive projects be documented with a project
description and cost/benefit analysis by the
requesting department.
 Concept Plans are reviewed by key staff on the IT
Steering Committee for support or denial
 If supported, the project goes on through the
budget process to the Finance Committee with
that department budget
 Note: This was successful in funding both ArcGIS
Server Standard through a Water Utility Project to
integrate Cartegraph with the GIS. No more
locking Access Files , moved to SQL Server

25. Summary
 Utilize tools to plan and implement your GIS
such as the data matrix, timelines for
implementing major projects and use
diagrams to visualize your resource needs
 Insert your major GIS projects into your annual
budget and associate them with your
organizations goals
 Any project over $10,000 or staff intensive, use
Concept Plans to be reviewed by Staff prior
to the budget process

26. Questions
 JenniferReek, City of Brookfield GIS
Coordinator
 reek@ci.brookfield.wi.us
 262-796-6709