GIS Miramar Health Check

City of Miramar, FL GIS HealthCheck and System Architecture Review

C. Michael Parma, GISP January 27-29, 2020

C. Michael Parma, GISP Water Solutions Architect p: 205.725.5855 e: michael.parma@gisinc.com

Geographic Information Services, Inc. 2100 Riverchase Center, Suite 105 Birmingham, AL 35244 p: 205.941.0442 | f: 205.982.7733 | w: gisinc.com

Change Management Version 1 2 3 4

Description Initial Draft Revisions Final Draft

Date Submitted 3/15/2020 5/12/2020 5/25/2020

Author M. Parma M. Parma M. Parma

Table of Contents 1.

Objective .............................................................................................................................................. 5

2.

Executive Summary .............................................................................................................................. 5

3.

Assessment........................................................................................................................................... 6

4.

3.1

Success Factors & Assessment Criteria ......................................................................................... 6

3.2

Patterns of Use.............................................................................................................................. 7

3.3

Assessment Matrix ........................................................................................................................ 9

Recommendations ............................................................................................................................... 9 4.1

4.1.1

Top priorities ....................................................................................................................... 10

4.1.2

Modernization..................................................................................................................... 10

4.1.3

Centralization ...................................................................................................................... 10

4.1.4

Smart City ............................................................................................................................ 11

4.1.5

Governance ......................................................................................................................... 11

4.1.6

Short-term: Enabling and Optimizing the GIS Foundation ................................................. 12

4.1.7

Mid-term: Data, Editing, & Maintaining ............................................................................. 13

4.1.8

Long-term: Enabling and Optimizing the Agency ............................................................... 15

4.2

5.

Organizational Recommendations.............................................................................................. 10

Departmental Recommendations............................................................................................... 17

4.2.1

Information Technology / GIS Management ...................................................................... 17

4.2.2

Community Development ................................................................................................... 20

4.2.3

Community Services ............................................................................................................ 21

4.2.4

Economic Business Development ....................................................................................... 23

4.2.5

Emergency Services (Fire and Police Departments) ........................................................... 24

4.2.6

Engineering ......................................................................................................................... 27

4.2.7

Office of Marketing and Public Relations ........................................................................... 28

4.2.8

Parks and Recreation .......................................................................................................... 29

4.2.9

Public Works ....................................................................................................................... 30

4.2.10

Utilities ................................................................................................................................ 32

Architecture Review ........................................................................................................................... 35 5.1

Data Management Considerations ............................................................................................. 35

5.1.1

Data Stewardship ................................................................................................................ 35

5.1.2

Geodatabase Connection .................................................................................................... 35

5.1.3

Geodatabase Optimization ................................................................................................. 35

5.1.4

Geodatabase Design ........................................................................................................... 36

5.2

Architecture Design Recommendations ..................................................................................... 38 City of Miramar, FL | GIS HealthCheck | gisinc.com | page 3

5.2.1

Workflow Classification....................................................................................................... 39

5.2.2

Capacity Planning ................................................................................................................ 39

5.2.3

Hardware Considerations ................................................................................................... 41

5.3

GIS Enterprise Deployment Recommendations ......................................................................... 42

5.3.1

Deployment Consideration ................................................................................................. 43

5.3.2

Production Deployment Recommendations ...................................................................... 47

City of Miramar, FL | GIS HealthCheck | gisinc.com | page 4

1. Objective The GIS HealthCheck hosted at their offices by the City of Miramar, FL had several goals in mind including gathering information about the current state of the GIS program, adoption, functional/data needs, and assess general maturity of the enterprise GIS. Beyond these general business requirements, a systems architecture review assessed the technical platform and considered alternative approaches. Of particular interest to the City Manager are positioning the organization for Smart City initiatives.

The HealthCheck provided an opportunity to analyze business requirements, key workflows, and information products that can be implemented to support the City’s mission. One of GISinc’s Technical Architects spent three days onsite meeting with staff to facilitate conversations related to technical architecture, organizational and departmental needs, identify core requirements, and outline initial solutions.

2. Executive Summary GISinc facilitated a three-day onsite GIS HealthCheck on January 27-29, 2020 at the City of Miramar offices.

The workshop was at the request of the Economic and Business Development - GIS Division within the Utilities Department for supporting growing demands on the GIS system. Day One focused on the IT/GIS technical team, Public Works, and Utilities. Day Two focused on Engineering, Parks and Recreation, Community Services, Community Development, Economic and Business Development, Office of Marketing and Public Relations, Office of the City Manager, Fire Department, and the Police Department.

During Day Three we focused on follow up conversations with Information Technology regarding consolidating the technical architecture into a best practices enterprise deployment.

The GISinc Technical Architect met with each group for workshops lasting approximately an hour and together covered a series of conversation topics related primarily to business needs. The information collected allowed GISinc to assess the current state of GIS among each of the interviewed groups at the City of Miramar. The following Assessments section describes critical success factors and assesses how each group within the City of Miramar have adopted GIS from a functional and technical perspective.

Historically, GIS has been supported by two departments with individual implementations supporting either paper maps or limited integration with Munis and Lucity business systems. Spatial data has flowed primarily through two or three key individuals manually creating desired information products. Executive management support is now changing that perspective. The City Manager desires more location-based, GIS-centric workflows and a move towards Smart City initiatives. Open information, analysis, data-focused decision making, system integrations, live dynamic reporting… these are the vision of next generation. To do this, the City must modernize its use of location technology and establish best practices. The City needs to undergo a transformation from paper to digital by establishing a strong foundation and then building solutions which progress towards a Smart City.

Top priorities • Smart City initiatives • Collaboration between departments • Modernized technical architecture • Foundational data

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3. Assessment 3.1

Success Factors & Assessment Criteria

This section is intended to highlight observations and common trends resulting from the various conversations. Content primarily comes from the infrastructure discussion with the core technical team and supplemented with common trends observed in the other discussions. The Assessment Matrix further down provides a visual representation of the City’s GIS maturity in eight key areas, split into functional and technical success factors.

Functional Success Factors • Governance and funding: how GIS activities are managed, organized, and funded o Governance, steering committee, change management o Funding patterns • Smart Community: how fully GIS is integrated using IoT both internally and for the public • Awareness and training: how GIS capabilities are communicated and how training programs are made accessible to staff o Communication and outreach plan o Citizen engagement o Training pathways and use • Functional adoption: how GIS is deployed across the various departments within the organization Technical Success Factors • Architecture: the system design for GIS and the way in which end-users consume data/services • Data storage: which GIS data formats are used and how data is organized • Data quality: data completeness and the degree to which business/spatial intelligence is enforced within GIS data • Software holdings: types of GIS software owned how it is used by the organization Observations are placed along a maturity spectrum with Initializing and Optimizing on the ends. As might be expected, each group of assessments have slightly different maturity descriptions.

The maturity levels for the GIS utilization assessments are generally described as: • Initializing: GIS is in the formative stages, either recently established or with only basic capabilities.

– Functional: GIS does not support the business process. Minimal awareness, training, and collaboration across the organization. No formal governance or communication plan. Funding limited to a single source benefiting small set of users.

– Technical: Data maintenance and metadata do not use formal modeling or methodology.

Many manual and\or paper processes are still in place. No automation or integrations. Software versions remain static and may be outdated versions.

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•

•

•

3.2

Maintaining: – Functional: Solutions support business process for selected departments. Some awareness and training but limited to power user’s departments. Limited collaboration and communication. GIS governance exists but is limited or minimal.

Funding limited to a single source with project injections.

– Technical: Key GIS solutions are deployed but departments require GIS staff to maintain all aspects of data and sharing. Data modeling and/or object intelligence is present in a few core datasets. Some manual and\or paper processes are still in place.

Automation and integrations exist for a few key areas. Software versions are updated infrequently.

Enabling: – Functional: Solutions support business process for selected departments. Some awareness and training but limited to power user’s departments. Limited collaboration and communication. GIS governance exists but is limited or minimal.

Funding limited to a single source with project injections.

– Technical: GIS solutions are deployed across departments for business improvement (productivity, service, quality, etc.). Department resources support solutions with modest assistance. Data models and object intelligence are used to ensure data quality and streamline data maintenance. Metadata exists at the feature class level for most datasets. Data automation and integrations have removed most paper and manual processes. Current software versions are used.

Optimizing: – Functional: GIS solutions are being used to create new capabilities or business strategies. A high level of organizational awareness of GIS has been achieved.

Collaboration and communication are frequent, and stakeholders participate in regular reviews and assessments to keep GIS aligned to business needs. Multiple funding sources inject capital to support the growth and modernization of GIS and system integrations.

– Technical: GIS fully supports enterprise applications. GIS data is maintained using best practice data models which fully support existing and planned business processes.

Metadata exists for all GIS data at both the feature class and feature levels. Attribute and spatial indexing are set and performing. Current software versions are used.

Patterns of Use

Maturity assessments and resulting recommendations can further be organized by the level of adoption with nine common use categories, or Patterns of Use. The goal of the expansion and optimization of GIS within an organization should involve all nine Patterns of Use categories, at different levels and times. This assessment evaluates how well the GIS is performing technically and functionally in these areas.

• • • • • •

Mapping & Visualization: Understand locations and relationships with maps and visual representation Data Management: Collect, organize, and maintain accurate locations and details about assets and resources Field Mobility: Manage and enable a mobile workforce to collect and access information in the field Monitoring: Track, manage and monitor assets and resources in real-time Analytics: Discover, quantify, and predict trends and patterns to improve outcomes Design & Planning: Evaluate alternative solutions and create the optimal design City of Miramar, FL | GIS HealthCheck | gisinc.com | page 7

• • •

Decision Support: Gain situational awareness, and enable information-driven decision making Constituent Engagement: Communicate and collaborate with citizens and external communities of interest Sharing & Collaboration: Empower everyone to easily discover, use, make, and share geographic information

A PDF version of this poster, provided by Esri, can be downloaded from this link: https://community.esri.com/servlet/JiveServlet/download/11529-1194481/ArcGIS_CommonPatternsOfUse_Poster.pdf

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3.3

Assessment Matrix

The following matrix provides a summary of the maturity within the Patterns of Use for participating departments at the City of Miramar. We consider both functional and technical success factors when determining a maturity value within each of the common use patterns. Each department is expected to hold a variety of positions along the maturity spectrum across these various use patterns.

Definitions for each use pattern are provided in the previous section.

Optimizing Enabling Maintaining Initializing None

Color of each cell above based on the level of GIS solutions deployed to meet the department's business needs for that pattern. https://community.esri.com/servlet/JiveServlet/download/11529-1194481/ArcGIS_CommonPatternsOfUse_Poster.pdf

4. Recommendations Based on the onsite discussions, recommendations are provided generally for the City as an enterprise GIS program and followed with more specific items for each department.

General and Departmental Recommendations are provided in a bulleted format, intended to be used as a checklist of sorts. This report is envisioned to be a living document, allowing the City to update progress as items are implemented. Recommendations include new action items as well as reinforcements of existing practices.

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4.1

Organizational Recommendations

GIS was first introduced at the City of Miramar nearly 20 years ago. Today, it still is characterized by paper maps and manual workflows supported primarily by three key staff members. Until recently, these staff were in different departments but have now been unified under the Economic and Business Development Department. While the Lucity system depends on the GIS system to be operational, other business processes at the City are not directly impacted by the system. However, the spatial data is important to processes, but those processes are still manual and independent of the powerful automation tools the GIS platform can provide. The relatively rampant duplication of location data and information speaks to the importance of the information. The paper maps and reports speak to the manual processes.

Executive management support is now changing that perspective. The City Manager desires more location-based, GIS-centric workflows and a move towards Smart City initiatives. Open information, analysis, data-focused decision making, system integrations, live dynamic reporting… these are the vision of next generation. To do this, the City must modernize its use of location technology and establish best practices. The City needs to undergo a transformation from paper to digital by establishing a strong foundation and then building solutions which progress towards a Smart City.

4.1.1 Top priorities Asked to summarize the City’s top priorities for the enterprise GIS, the core technical team identified these items: • • • •

Smart City initiatives Collaboration between departments Modernized technical architecture Foundational data

4.1.2 Modernization Most business processes in the City are still supported by the creation of paper maps and manual data analysis. The location data is important to all City business, but that information is collected and manipulated manually, consuming staff time and reducing the timeliness of the information, perhaps negatively impacting decision making. Interestingly, new staff are coming into the City with more awareness of location technologies from previous work experience or school, increasing the demand for more current information accessed more openly. The Lucity integration is an example of leveraging the GIS platform to drive other business processes. A modernized technology platform and business processes with further integrations between systems will allow improved decision making. Location becomes the spatial context through which seemingly disparate business systems are brought together, providing those decision makers the most current, comprehensive, and reliable data.

4.1.3 Centralization Until recently, the City managed two distinct GIS environments for Utilities and Community Development. While these have been brought together under the new Economic and Business Development Department, the City still has two separate Esri customer accounts and technical environments. Consolidating licensing and technical architecture can simplify system management, increase capability, and reduce potential management overhead through economies of scale. The GIS architecture has been managed as a specialized tool for these departments, rather than as a core information technology platform. This limits the City’s ability to provide a centralized asset for the organization, leading to rampant data and information City of Miramar, FL | GIS HealthCheck | gisinc.com | page 10

duplication. With the current viewpoint, the present IT staff have understandably been reluctant to directly support and manage the GIS infrastructure. Centralizing the platform, establishing standards, and managing the GIS as a critical information system is necessary to create an enterprise business solution. Like familiar office productivity software, the most successful GIS implementations have architecture directly supported by IT and the content or data managed by the departmental staff. This allows staff to provide centralized, authoritative content efficiently for use by the rest of the organization.

4.1.4 Smart City The City Manager has declared a strong desire for more collaboration between departments, other organization, and the public through increasing use of location-based, GIS-centric workflows. Open information, dynamic data, timely analytics, and reporting are the basis of a Smart City initiative. This effort has support from the City Manager and other executive leadership. Modernizing and centralizing the GIS platform are critical steps toward a strong foundation for a Smart City.

4.1.5 Governance To accomplish the goals described in this document, an effective governance program and management structure are recommended. This means organizing stakeholders into meaningful teams and establishing clear reporting relationships to promote the use and incorporation of GIS into daily operations, tasks, and workflows. GIS Governance augments IT Governance by defining processes and decision structures that optimize the alignment between the organization’s GIS investment and its business objectives. The City should begin to draft a formal GIS governance plan that includes roles and responsibilities, staffing, training, outreach, and communication.

Consider the following roles for the formal governance plan.

Influencers. This group is comprised of influential and vocal stakeholders who do not make the final decisions on the GIS but whose input is critical to its success. They are generally interested in business value, risk, and alignment with the overall business objectives.

Steering Committee. The steering committee is the primary decision-making body for the organization’s GIS. They are tasked with setting the overall direction and approving key GIS decisions.

Strategy Working Group. This group is generally responsible for developing the governance processes supporting the Strategy and Investment domains. Depending on the size of the organization, these stakeholders might sit on other working groups or be a part of the steering committee.

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Technical Working Group. This group is responsible for developing the governance processes supporting the Platform and Data domains. Stakeholders in this group might also participate in corporate IT governance and data governance programs. They often act as an important conduit to these other, broader governance programs (such as Legal). This group will provide liaisons to data, information systems, GIS, and application development initiatives.

Operational Working Group. The operational working group develops the governance processes supporting the Workforce and Delivery domains. These stakeholders are typically involved closely in the day-to-day operations of providing GIS services. They may also work closely with broader IT service delivery programs.

4.1.6 Short-term: Enabling and Optimizing the GIS Foundation These items are intended to be implemented within 3 - 6 months. ❑ Continue to Stay Current on Software Version ❑ Continue to maintain consistent environment across the organization. ❑ Plan for transition to 10.7.1 or higher in conjunction with architecture upgrades. ❑ Evaluate software version requirements to support other business systems. ❑ Consider valuable tools such as Insights for ArcGIS and Portal available as well as existing tools including Data Reviewer and GeoEvent Server. ❑ Software Licenses ❑ Consider the Esri Small Municipal and County Government Enterprise Agreement (EA) for flexible and rapid licensing. ❑ Begin transition to ArcGIS Pro as primary desktop application. ❑ Leverage web applications to reduce need for maintaining many ArcGIS Desktop installations.

• Not all staff will require ArcGIS Desktop. Many will have their needs met through focused web applications, particularly simple viewers. ❑ Evaluate implementation of ArcGIS Portal and the Data Store as part of the next system upgrade cycle. ❑ Ensure core IT and departmental GIS representatives are part of any software purchases involving potential integration with GIS systems or data. ❑ Leverage ArcGIS Enterprise ❑ Evaluate managed services (on-premises or Cloud-hosted) for the GIS technical infrastructure. ❑ Establish centralized enterprise geodatabase for the storage, maintenance, and widespread access of authoritative datasets. ❑ Evaluate implementation of the ArcGIS for Local Government database schema and solution templates for an organizational framework and rapid web access. ❑ Provide standardized map and image services as foundation to support most data access for internal users. ❑ Use ArcGIS Enterprise (formerly ArcGIS for Server) to power ArcGIS Online/Portal feature services. ❑ Develop a maintenance and utilization strategy for ArcGIS Online and ArcGIS Portal. ❑ Begin establishing automated database maintenance processes for versioning, indexing, refreshing services, and rebuilding geolocators, etc. ❑ Consider on-premises deployment of Portal for ArcGIS. City of Miramar, FL | GIS HealthCheck | gisinc.com | page 12

❑ ArcGIS Online/Portal and Web Applications ❑ Ensure key departmental users are aware of access and policies. ❑ Leverage ArcGIS Online/Portal and Web AppBuilder templates for simple, focused web applications for general viewing requirements. ❑ Implement the more intuitive, focused applications from ArcGIS Online and the ArcGIS for Local Government solutions. ❑ Leverage the ArcGIS Solutions Deployment Tool for rapid deployment of template solutions from ArcGIS Pro. ❑ Staffing ❑ Consider moving core GIS technical staff and responsibilities into Information Technology, managing the system as a central, organizational business system. ❑ Review and identify key business users in departments for routine tasks and firstlevel technical support. ❑ Consider regular attendance at Esri’s International User Conference, particularly for core technical users. ❑ Evaluate desired and lacking technical skills for Esri implementation, especially regarding managing the ArcGIS Enterprise server architecture. ❑ Consider professional services for special skills or additional capacity.

4.1.7 Mid-term: Data, Editing, & Maintaining These items are intended to be implemented within 6 - 12 months. ❑ Data Storage & Organize Data ❑ Review current database structure against current ArcGIS for Local Government (AG4LG) and ArcGIS for Water (AG4W) data models. Consider adoption for improved implementation of AG4LG and AG4W solutions. ❑ Consider the ArcGIS Utility Network Management extension for ArcGIS Enterprise at latest available versions for water utility networks. ❑ Consider broader adoption of the ArcGIS for Local Government solutions to provide an organizational framework for data management and solution provision. ❑ Migrate local machine data storage to the enterprise or file geodatabase from personal geodatabases and shapefiles. ❑ Migrate important organizational data currently managed in Excel spreadsheets into geodatabases. ❑ Implement Active Directory groups and database roles as primary database authentication mechanism. ❑ Improve departmental access and understanding of data organization around business use. ❑ Leverage ArcGIS Online/Portal for Organizations subscription accounts to improve data access and enable mobile workflows. ❑ Data Maintenance ❑ Consider Esri’s ArcGIS for Local Government (AG4LG) and ArcGIS for Water (AG4W) solutions including the database schema, editing templates, and web applications. ❑ Consider shifting some development and maintenance of datasets to departmental users. ❑ Engage departments to develop and maintain departmental data. ❑ Consider creating data matrix indicating ownership and maintenance responsibility.

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❑ Evaluate needs for mobile data editing, particularly by field staff. ❑ Automate database maintenance tasks (versioning, indexing, compressing). ❑ Data Quality ❑ Review and maintain spatial and attribute indexes. ❑ Evaluate Esri’s AG4LG Data Reviewer template workflows for inclusion in QA/QC processes. ❑ Prepare for migration and implementation of the ArcGIS Utility Network Management to improve utility data maintenance and quality. ❑ Leverage the Attribute Assistant editing extension to ease repeated data editing patterns including those not in the ArcGIS for Local Government model (AG4LG). ❑ Metadata ❑ Review existing or produce metadata for consistency and quality. ❑ Leverage the Attribute Assistant editing extension for feature-level metadata. ❑ Review Hardware Architecture to Support Mid- and Long-term Recommendations ❑ Plan for a three-tier architecture for data, application, and web tiers ❑ Implement a clustered SQL Server database environment. ❑ Provide isolated development, test, and production environments. ❑ Consider need for high-availability and redundancy. ❑ Secure managed services (on-premises or Cloud-hosted) for a consolidated system architecture. Consider public Cloud (Amazon, Azure) hosting and/or ArcGIS Online/Portal for high-demand scalability. ❑ Identify opportunities to consolidate server architecture when available. Deploy stand-alone architecture when business needs (e.g. security, performance) demand isolation. ❑ Upgrade and increase server capacity to support next server life cycle with expected demand for increased internal web applications and public use. ❑ Continue to leverage virtualized server environment. ❑ Consider solid state drives for all virtual servers and heavy GIS users. ❑ Leverage services over direct data access to reduce network load, especially for mobile devices. ❑ Consider Bluetooth-enabled GPS equipment in conjunction with mobile devices. ❑ ArcGIS Enterprise ❑ Use map and geoprocessing services as access foundation to internal staff. ❑ Configure for both separate internal and public access. ❑ Improve performance and access to imagery and data. ❑ Evaluate linked database tables, database views, and RESTful services to support external business systems. ❑ Implement Esri replication and publication database isolation to reduce demand on internal database server, especially for those not requiring live data updates. ❑ ArcGIS Online/Portal for Organizations ❑ Leverage ArcGIS Enterprise as primary data source and services engine. ❑ Expand present use of ArcGIS Online/Portal and ArcGIS Enterprise for publishing web applications. ❑ Use ArcGIS Online/Portal-hosted data for lightweight departmental apps or with infrequently updated data.

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❑ Consider on-premises deployment of Portal for ArcGIS. ❑ Evaluate ArcGIS Online for Local Government as and organizational template for content sharing. ❑ Evaluate use of ArcGIS Online/Portal analysis tools as a simpler interface for end users. ❑ Implement Federated Authentication with Active Directory for single sign-on. ❑ Web/Mobile Applications ❑ Leverage configurable templates over custom applications. ❑ Deploy ArcGIS Online/Portal, ArcGIS for Local Governments, ArcGIS for Water, and Web AppBuilder solutions to provide a more common look and feel across the organization. ❑ Evaluate use of Esri’s AG4LG web and desktop applications for end users. ❑ Consider the ArcGIS Solutions Deployment Tool to rapidly deploy existing solution templates from ArcGIS Pro. ❑ Consider Insights for ArcGIS to perform planned spatial analytics. ❑ Consider trend toward mobile devices as a primary web platform. ❑ Expand use of web and native mobile applications for field/mobile access. ❑ Continue to deploy focused web and mobile applications to address specific needs. ❑ Create minimal viable products (MVPs) to identify and address core functionality.

Iterate and extend as needed. ❑ Staffing/Training ❑ A more knowledgeable user base will help optimize the agency’s investment in GIS and will drive future data and application development that directly addresses business needs. ❑ A wide variety of formal Esri training options exist including instructor-led or selfpaced web courses. Work with your Esri Account Representative to create a tailored training plan for the organization. ❑ Ensure appropriate IT and/or GIS technical staff acquire ArcGIS Enterprise training to manage server and database infrastructure. ❑ Provide training for all new desktop users in ArcGIS Pro. Provide transitional/supplemental training for current ArcMap users. ❑ Plan for transition to ArcGIS 10.7.1 or higher, especially using ArcGIS Pro as primary desktop software. ❑ Provide users with “What’s New” training when upgrading to new software versions. ❑ Encourage sharing between departmental users through regular, informal meetings. ❑ Consider technical training offered in conjunction with conference attendance (e.g.

Esri User Conference, Esri Water Conference). ❑ Consider professional services for special skills or additional capacity.

4.1.8 Long-term: Enabling and Optimizing the Agency These items are intended to be implemented within 1- 3 years. ❑ Application Management ❑ Establish application life cycles and retire older applications. ❑ Establish isolated development, test, and production application environments. ❑ Plan for increasing use of web applications and services over desktop software and direct database connections.

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❑ Enable mobile and remote data editing by field staff. ❑ Optimize the Data ❑ Consider industry standards and best practices when creating new datasets for solutions. ❑ Core data should have metadata at both the feature class and feature level.

Consider tools such as Esri Attribute Assistant and Editor Tracking for feature-level metadata. ❑ Establish formal QA/QC procedures including Data Reviewer for GIS data layers. ❑ Begin transition to Esri Utility Network Management for utility data. Leverage the utility network and other advanced database functionality to ensure clean data. ❑ Continue to Build GIS Awareness ❑ Develop messaging around the value and capability of GIS/location technologies to City business processes. Ensure departmental staff understand the overall direction and strategy. ❑ Continue to develop digital data retrieval applications in preference over paper maps. ❑ Promote workshops and demos for all staff to highlight each new application for all users, rather than release only to the requesting party. ❑ Provide public on demand access to data and services as appropriate through ArcGIS Online/Portal. ❑ Develop a formal GIS Training Plan with specific emphasis on training opportunities focusing on different departmental user roles (editor, viewer, field/mobile staff). ❑ Promote communication among GIS users (e.g. email group, brown bags, project highlights) for news, questions, tips, etc. ❑ Periodically seek feedback from GIS technology users. ❑ Governance of GIS ❑ Establish and manage GIS as a core business platform technology integrating with other business systems. ❑ Continue to support a strategy and policies for managing increasing field mobility (e.g. BYOD, data access and data editing). ❑ Move to a hybrid model of governance, with centralized system management and distributed data ownership and responsibility as end users become savvier with supporting applications. ❑ Form a GIS Technical Committee to assist prioritization and implementation of projects across the organization requiring GIS integration. ❑ Define product standards (layout, symbology, disclaimers). Provide standards in an accessible format (layer files, map services, database definitions). ❑ Enforce digital submission of as-builts in an Esri-compatible geodatabase format. ❑ Formalize data-sharing agreements with partner agencies. ❑ Continue to update the mission, goals, and objectives for the GIS program to keep them current and relevant as technology and user demands evolve. ❑ Architecture ❑ Continue to leverage virtualized environment. ❑ Leverage managed services in conjunction with sufficiently trained GIS technical staff to manage the architecture. ❑ Publish services for clients to consume rather than directly access data tier.

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❑ Implement a robust three-tier architecture (database, services, web) that separates the Web and Application servers. ❑ Leverage server tiers and web adaptors to support appropriate internal and external workflows. ❑ Implement isolated development, test, and production environments. ❑ Consider need for high-availability and redundancy in light of business continuity cost and associated risks.

General System Architecture with High Availability

4.2

Departmental Recommendations

During the course of the onsite HealthCheck discussions, representatives largely reflected similar desires as to the direction of both the City and their respective departments. The following sections provide more detail at the departmental level.

4.2.1 Information Technology / GIS Management 4.2.1.1 Top Priorities • Consolidate technical architecture and licenses • Consider Cloud-hosted environment • Centralize data • Support Smart City initiatives City of Miramar, FL | GIS HealthCheck | gisinc.com | page 17

4.2.1.2 General Comments Overall, trends for Information Technology and GIS Management largely illuminate those present in the rest of the organization. The core GIS technical team understands the need to consolidate in order to provide a true enterprise business system. More specifically, combining the Esri accounts and the technical architectures will enable a single centralized source and leverage improved economies of scale. IT has been clear they are uncomfortable managing a dedicated GIS infrastructure on premises and would like to consider Cloud-hosted options for the environment. Providing a centralized data source and aiding departments to improve their data management practices will enhance the City’s decision-making capabilities. Implementing additional components of the Esri ArcGIS platform will also enable more collaboration between departments, other agencies, and the public. Integrating business systems through the GIS will provide similar benefits. These are at the core of IT/GIS’ stated goals and in direct support of the City Manager’s vision of a Smart City.

4.2.1.3 Recommendations ❑ GIS Architecture ❑ Manage all GIS infrastructure and processes as part of core enterprise IT strategy. ❑ Develop a system upgrade implementation plan for hardware and software. ❑ Consider managed services of Esri platform, either Cloud or on-premises. ❑ Consolidate existing server implementation to provide an Enterprise platform.

Deploy isolated servers when business requirements warrant (e.g. security, performance). ❑ Implement server monitoring solution to ensure availability and reduced service interruptions. ❑ Consider the Esri Small Municipal and County Government Enterprise Agreement (EA) for flexible and rapid licensing. Consolidate funding sources and existing Esri accounts. ❑ Implement a clustered SQL Server database environment isolating production and development databases. ❑ Implement Federation Authentication with Active Directory for ArcGIS Online/Portal. ❑ Consider third-party tools to monitor map services and server usage. ❑ Consider Bluetooth-enabled GPS equipment in conjunction with mobile devices. ❑ GIS Software and Applications ❑ Emphasize ArcGIS Enterprise services over direct database access. ❑ Transition to ArcGIS Pro as primary desktop software. Continue to use ArcGIS Desktop for specialized tools to manage geometric network. ❑ Transition lightweight desktop users to web applications as appropriate. ❑ Establish ArcGIS Online/Portal named user accounts for key consumers. ❑ Develop a maintenance and utilization strategy for ArcGIS Online and ArcGIS Portal.

Consider external/public versus internal/staff access. ❑ Leverage ArcGIS Online/Portal, ArcGIS for Local Government, ArcGIS for Water and Web AppBuilder to provide consistent “look-and-feel”. ❑ Deploy ArcGIS Online web applications to establish immediate value and gain user visibility on data to submit observations. ❑ Evaluate ArcGIS for Local Government and ArcGIS for Water solutions.

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❑ Leverage Esri Maps for Office to create and publish maps directly from Microsoft Excel. ❑ Evaluate implementing the Local Government 3D Basemaps. ❑ Implement the AG4LG Map Change Request app to assist data review, especially for missing attributes. ❑ Consider Insights for ArcGIS to perform planned spatial analytics of business data. ❑ Consider Bluetooth-enabled GPS equipment in conjunction with mobile devices. ❑ Consider implementing the Connector for Twitter - GeoEvent Server to monitor public tweets tagging the City, create associated maps/dashboards, and alert appropriate departments. ❑ GIS Data ❑ Assist departmental migration of all core authoritative datasets into central enterprise geodatabase. ❑ Establish appropriate database permissions for various editor and read-only roles. ❑ Implement the ArcGIS for Water data model for advanced functionality and rapid application deployment. ❑ Consider and plan for migration into Esri Utility Network Management extension. ❑ Consider broader adoption of the Esri ArcGIS for Local Government solutions to provide an organizational framework for data management. ❑ Review ArcGIS for Local Government template schema and applications for core departmental functions. ❑ Distribute data maintenance tasks to appropriate departments. ❑ Automate routine database maintenance activities. ❑ GIS Training ❑ Ensure infrastructure staff receive sufficient training to support the ArcGIS Enterprise hardware and software infrastructure, particularly with emerging technologies and capability. ❑ Become familiar with ArcGIS Pro and work with key desktop users. Transition casual users to web applications. ❑ Provide for more regular attendance of Esri International User Conference or industry conferences (e.g. Esri Water) to stay current on technologies and solution offerings. Send a mix of technical and business representatives. ❑ Develop a cross-training and development plan to minimize the risk of employee turnover.

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Information Technology / GIS Management Solutions

Performance Management ArcGIS Solutions for Local Government

Local Government 3D Basemaps

Connector - Twitter for GeoEvent Server

4.2.2 Community Development 4.2.2.1 Top Priorities • More access to information • Ease of use • Field data collection and operations • Support Comprehensive Plan 4.2.2.2 General Comments Community Development staff summarize their situation as “we can’t get information out fast enough.” The department is the addressing authority for the City, though many departments maintain their own lists for their respective purposes. There is no single authoritative layer or standardized system between departments. A previous effort created duplicates in Munis which have not been resolved. Consolidation of system architecture with Utilities and creation of a centralized system is important to support broader agency efforts.

The department provides the majority of land base data for the organization, accessible through a number of web applications. Even so, requests for information overwhelm staff.

There is a great deal of information stored and retrieved manually in Excel. The department would like improved access to zoning and standards information for the public.

4.2.2.3 Recommendations ❑ Work with IT and GIS technical team to migrate all authoritative data into the central enterprise geodatabase for storage, management, and access. ❑ Migrate remaining current data to FGDB format. Archive all SHP data.

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❑ Ensure access to core spatial datasets and web mapping applications. ❑ Work with other departments to locate or develop datasets for desired features (e.g. overlay districts, easements, right-of-way trees, streetlights, building footprints, impervious cover). ❑ Review the Esri ArcGIS for Local Government (AG4LG) solutions and information model for variety of planning/community development related offerings: https://solutions.arcgis.com/local-government/planning-and-development/ ❑ Work with other departments to generate a single authoritative addressing database.

Perform validation for other business systems (especially Munis). ❑ Review the Esri AG4LG addressing solutions (Address Data Management, Data Reviewer for Addresses, Community Addresses). ❑ Work with IT GIS to publish and maintain an authoritative address geolocator including street aliases. ❑ Implement the AG4LG My Neighborhood Services application template. ❑ Implement the AG4LG Land Use Inquiry application template. Extend data model to include links for zoning/standards information. ❑ Work with County to automate the retrieval and update of parcel data. ❑ Create database and web application for tracking and monitoring short-term rentals. ❑ Leverage Esri Maps for Office to create and publish maps directly from Microsoft Excel. ❑ Work with IT and GIS to promote technical support and training for other users.

Community Development Solutions

My Neighborhood Services

Land Use Inquiry

Address Data Management

Address Field Operations

4.2.3 Community Services 4.2.3.1 Top Priorities • Automate comparison and maintenance of Vulnerable Population Registry • Outreach and Education City of Miramar, FL | GIS HealthCheck | gisinc.com | page 21

•

Public input for needs assessment

4.2.3.2 General Comments The department provides direct services to special populations and is expected to be the primary responder to these groups during emergency events. Staff spend a considerable amount of time each week maintaining the 800-person vulnerable populations registry (VPR) by manually comparing to a County list and a mortality database in order to keep current. The VPR drives pre- and post-disaster response efforts but is not leveraged in any automated fashion. Improving maintenance of the VPR would greatly reduce the efforts of the department’s five staff. Providing the public outreach information on provided services and requesting public input is desired.

4.2.3.3 Recommendations ❑ Ensure access to core spatial datasets and web mapping applications. ❑ Work with other departments and agencies to locate or develop datasets for desired features (e.g. assisted living, bus stops, transportation routes). ❑ Leverage Esri Maps for Office to create and publish maps directly from Microsoft Excel.

Consider moving data into GIS feature classes. ❑ Create location-based Vulnerable Populations Registry (VPR). Automate process to compare against County list and mortality database. ❑ Leverage new VPR list as part of pre- and post-incident activities to prioritize and track check-ins. Consider leveraging Everbridge notification and response to automate portion of process. ❑ Consider the AG4LG Special Needs Registry template solution. ❑ Implement the AG4LG Transit Outreach template solution. ❑ Consider the AG4LG My Health Services template solution. ❑ Consider the AG4LG Blight Status Dashboard template solution in conjunction with Citizen Problem Reporter, Code Violation, and Photo Survey solutions. ❑ Consider the AG4LG Drug Drop-off Locator template solution.

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Community Service Solutions

Special Needs Registry

Transit Outreach

Blight Status Dashboard

My Health Services

4.2.4 Economic Business Development 4.2.4.1 Top Priorities • Quickly access to information • Connect customer to suppliers • Business attraction • Field data collection and operations 4.2.4.2 General Comments The department would like to improve their ability to access content stored and shared through Excel spreadsheets or contained deep within inaccessible Munis tables. Staff would like to improve their ability to connect customers to suppliers by providing more information on area businesses. Access to field staff while onsite engaged with customers is desired. The use of Story Maps and Dashboards may aid in providing more information to the public.

4.2.4.3 Recommendations ❑ Ensure access to centralized spatial datasets and web mapping applications. ❑ Work with other departments to locate or develop datasets for desired features. ❑ Leverage Esri Demographics available through ArcGIS Online subscription. ❑ Create an Esri ArcGIS Online Story Map highlighting major office buildings or business opportunities. ❑ Implement an Esri Story Map to tell City differentiation story for economic development. ❑ Implement the AG4LG Incentive Zones app. ❑ Implement the AG4LG Live, Work, Locate app.

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❑ Implement the AG4LG Site Selector solution template and Property Lister (Crowdsource Reporter) in conjunction to report available properties. ❑ Review the AG4LG Blight Status web application template.

Economic Business Development Solutions

Incentive Zones

ArcGIS StoryMaps

Property Lister

Live, Work, Locate

4.2.5 Emergency Services (Fire and Police Departments) 4.2.5.1 Top Priorities • Access to real-time AVL dashboard • CJIS environment compliance • Accurate mapping • Access to broader, live common operating picture • Hazmat locations • Pre-incident planning • Runtime analysis • Damage assessment 4.2.5.2 General Comments Fire and Police are primarily using GIS through their dispatch system which is independent of the rest of the City’s GIS architecture. Data is manually updated from City and County sources, though the departments would like to leverage more of the City data if possible. Police once had a Crime Analyst on staff, but that role has not leveraged GIS for some time, and they would like to restart it. Rapid damage assessment is desired for both groups as is more current information on hazardous materials and pre-incident plans. The groups would like a portal for the public to register security cameras for incident investigation. Police would like to consolidate Esri licensing with the rest of the City. Pooling all departments’ licensing resources City of Miramar, FL | GIS HealthCheck | gisinc.com | page 24

could result in greater access. Police’s overall priority centers around access to real time police vehicle AVL dashboard derived from officers’ laptop GPS. A common operating picture to record, track and analyze patrol patterns and their relationship to crime patterns would be beneficial.

4.2.5.3 Recommendations ❑ Evaluate consolidation of licensing with full organization to acquire Small Government Enterprise Agreement. ❑ Ensure access to centralized spatial datasets and web mapping applications. ❑ Work with other departments to locate or develop datasets for desired features (e.g. road closures, Tier 1/2 hazmat locations, assisted living, preplans, special events, dangerous locations). ❑ Prepare an architecture implementation plan to be submitted to FDLE CJIS division to ensure compliance of cloud platform hosting services. ❑ Work with GIS technical team to ensure access to or development of routable street data. ❑ Work with GIS technical team and Community Development to create authoritative address points and a City-hosted address locator service. ❑ Review the Esri ArcGIS for Local Government (AG4LG) solutions and information model for variety of emergency management-related offerings: https://solutions.arcgis.com/#Emergency%20Management https://solutions.arcgis.com/local-government/law-enforcement/ https://solutions.arcgis.com/local-government/fire-service/ ❑ Implement the ArcGIS Online Damage Assessment application and Operations Dashboard. Evaluate Drone 2 Map image capture in conjunction. ❑ Implement the AG4LG Fire Hydrant Inspection application. ❑ Implement the AG4LG Emergency Management Maps templates. ❑ Implement the AG4LG Pre-Incident Plan Coordinator and Field Inventory applications. ❑ Implement the AG4LG Road Closures web application template. ❑ Participate in the Esri ArcGIS and Waze Connected Citizens partnership program. ❑ Develop a scripted process to extract crime data. ❑ Implement the AG4LG Public Safety Incident Maps analysis template. ❑ Implement the AG4LG Public Crime Map web application template. ❑ Implement the AG4LG Neighborhood Crime Reports web application template. ❑ Implement a Voluntary Camera Registration program with Survey123 for ArcGIS. ❑ Establish process to automate Broward County updates into CAD system.

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Emergency Services Solutions

Pre-Incident Plan Field Inventory Waze for Cities / Connected Citizens

Emergency Management Maps

Damage Assessment

Crime Analysis

Crash Analysis

Neighborhood Crime Reports

Survey123 for ArcGIS

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4.2.6 Engineering 4.2.6.1 Top Priorities • Field mobility • Update asset locations and installation dates • Reduce duplicate entry in multiple systems 4.2.6.2 General Comments Engineering’s use of GIS is primarily as a reference for field inspections and the design of new utility projects. One of their primary concerns is access to most current and accurate data available to the City. Access from the field would be beneficial. The spatial accuracy of data generally seems good but should be updated whenever more accurate data becomes available. Duplicate data entry between GIS, Munis, Lucity, and Excel spreadsheets is problematic – reducing confidence in the data when there are discrepancies. Integration would improve workflow efficiencies. Staff would like to be able to track other agencies collocating utilities in the ROWs or hanging devices on City poles. Interagency coordination on CIP projects would be largely beneficial, especially surrounding a “dig once” policy.

4.2.6.3 Recommendations ❑ Ensure access to core spatial datasets and web mapping applications. ❑ Work with other departments to locate or develop datasets for desired features (e.g. easements, as-builts, elevations, trees, permits). ❑ Leverage ArcGIS Online and web applications to replace requirement for desktop software. ❑ Enhance street and utility asset with data on maintenance responsibility. ❑ Implement the AG4LG Map Change Request app to assist data review, especially for missing attributes. ❑ Implement components of the AG4LG Capital Project Planning Solution: https://storymaps.arcgis.com/stories/46920fd28c014f08977a6fc64ce1804f ❑ Deploy the various AG4LG field inventory collection apps (Signs, Signals, Street Furniture, Streetlight, Pavement Marking, Guardrail, Bridge, Traffic Calming). ❑ Implement the AG4LG Road Network Data Management template. ❑ Implement the AG4LG Road Maintenance Agreements application template. ❑ Implement ArcGIS for AutoCAD. ❑ Review processes for outsourced data creation and enforce standards. Provide specific data schema to vendor and configure Data Reviewer rules before acceptance.

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Engineering Solutions

Road Network Data Management

Capital Project Dashboard

Road Maintenance Agreements

Sign Inventory

4.2.7 Office of Marketing and Public Relations 4.2.7.1 Top Priorities • Branding opportunities • Access to demographics • Improve data sharing between departments 4.2.7.2 General Comments The department relies heavily on external marketing agencies to deliver content to microtargeted and geotargeted populations. Staff have attempted to use demographic data, but it is not detailed enough to determine these desired micro-populations. Without a source for this information such as those collected by social media, the City is best to continue partnering with vendors specializing in this information. Primary opportunities for Marketing include the development of web applications to highlight availability branding, sponsorship, and advertising locations on City properties. Leveraging existing information from other departments such as Parks and Public Works would be beneficial. Story Map presentations of branding opportunities or sponsor links may aid revenue streams.

4.2.7.3 Recommendations ❑ Ensure access to core spatial datasets and web mapping applications. ❑ Work with other departments to locate or develop datasets for desired features. ❑ Implement ArcGIS StoryMaps to aid messaging campaigns. ❑ Develop layers with locations for sponsorship opportunities. Leverage existing infrastructure data from other departments as a starting point.

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❑ Configure AG4LG Adopt-A-Stop application to promote and track sponsorship opportunities. ❑ Promote sponsorship opportunities through StoryMaps and Adopt-A configuration in order to create a potential revenue stream. ❑ Continue to leverage specialized vendor support for microtargeting and geotargeting campaigns. ❑ Consider implementing the Connector for Twitter - GeoEvent Server to monitor public tweets tagging the City, create associated maps, and alert Marketing and other groups.

Marketing and Public Relations Solutions

Adopt-A-Stop ArcGIS StoryMaps

4.2.8 Parks and Recreation 4.2.8.1 Top Priorities • Access to park amenities information • Provide ADA-compliance information • Reduce dependency on Excel and paper 4.2.8.2 General Comments Parks manages a number of facilities but is primarily focused on special events. The Director would very much like to see improved tracking and access to amenities information. Most information is tracked in Excel spreadsheets. Programs are influenced by proximity to transportation stops. Without demographic information, some good program ideas are unsuccessful due to the location. Parks would like to gain more information on their participation rates especially from City residents.

4.2.8.3 Recommendations ❑ Ensure access to core spatial datasets and web mapping applications. ❑ Work with other departments to locate or develop datasets for desired features (e.g. park boundaries, park amenities, irrigation, playgrounds, pavilions, schools, trails). ❑ Develop a polygon-based park boundary layer with amenities. ❑ Implement the AG4LG Park Locator solution template. ❑ Implement the AG4LG Public Parking solution template. ❑ Review the AG4LG Street Tree Inventory mobile application. ❑ Use ArcGIS Online to display and manage pavilion rental information for internal and public use. Include links to the VSI system for registration and rentals. ❑ Leverage Esri Maps for Office to create and publish maps directly from Microsoft Excel.

Consider moving data into GIS feature classes.

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❑ Work with the County and Community Services to implement the Transit Outreach template solution. ❑ Implement ArcGIS StoryMaps to promote parks and special events. ❑ Implement the Color Basemap and Canvas Basemaps for improved public display.

Parks and Recreation Solutions

Park Locator

Public Parking

Esri Maps for Office ArcGIS StoryMaps

4.2.9 Public Works 4.2.9.1 Top Priorities • Accuracy of asset locations for stormwater • Stormwater network tracing • Streetlight inventory, maintenance, and LED upgrade progress 4.2.9.2 General Comments Generally, GIS is primarily consumed through paper maps produced by Imrul, though there are a number of business systems with potential points of integration. Duplicate data entry between systems is identified as an issue. With the exception of Lucity for asset management, any insights gained from information in other systems (Munis, FASTER, Interlusion, Sunovia, FuelMaster) are provided through manual processes. This is especially surprising for the Munis work order system. Work order information is conveyed through address lists rather than geographically. Fixed route stops are similarly managed through spreadsheet for complaints, rather than maintenance. The Solid Waste “Keep the Beauty” campaign has opportunities for public outreach and Smart City initiatives. Capital improvement project estimation and scheduling could be better coordinated and communicated through an intradepartmental web solution with potential limited access for the public. As with other departments, an authoritative address list is lacking and desired.

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4.2.9.3 Recommendations ❑ Ensure access to centralized spatial datasets and web mapping applications. ❑ Work with other departments to locate or develop datasets for desired features (e.g. street centerlines, streetlights, landscaping, rights of way, easements). ❑ Work with other departments to generate a single authoritative addressing database.

Perform validation for other business systems (especially Munis). ❑ Initiate a formal data review process (errors and omissions). Prioritize those having the greatest operational impact. ❑ Implement the AG4LG Map Change Request app to assist data review, especially for missing attributes. ❑ Review the Esri ArcGIS for Local Government (AG4LG) public works solutions: https://solutions.arcgis.com/local-government/public-works/ ❑ Implement components of the AG4LG Capital Project Planning Solution: https://storymaps.arcgis.com/stories/46920fd28c014f08977a6fc64ce1804f ❑ Review and implement AG4LG street asset inventory solutions ❑ Configure the AG4LG Emergency Management Maps template for paper backups. ❑ Integrate GIS with Munis to access tree removal permits and other permitting information. ❑ Consider the Daily Activities Dashboard to visualize work orders geographically. Some functionality may be accomplished using Lucity Mobile and Lucity Live Work Orders, already planned for implementation.

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Public Works Solutions

Sidewalk Inventory Pavement Marking Inventory

Capital Project Dashboard

Road Maintenance Agreements

Capital Project Plans

Emergency Management Maps

Daily Activity Dashboard

4.2.10 Utilities 4.2.10.1 Top Priorities • Reduce data gaps • Condition assessments • Hydraulic model • Field mobility • Public interaction 4.2.10.2 General Comments The Utilities Department pioneered the use of GIS at the City. Their primary concern is improving data quality, providing for field mobility, and better leverage information contained in the GIS for decision making. A number of opportunities exist to gain greater value from the information held within the business systems. Consolidation of system architecture and City of Miramar, FL | GIS HealthCheck | gisinc.com | page 32

creation of a centralized system is important. As with other organizations, coordination of CIP projects with other departments is a challenge. Data sharing between departments and external utilities would improve business processes. While the water network data is managed in GIS, advanced functions such as network isolation tracing are not leveraged to aid operations. Staff are interesting in opportunities to integrate with SCADA to better visualize system situations. The department recently converted from an AMR to an AMI metering system. Integrations with it and the billing system may provide ample opportunities to gain more insights into the performance of the system. Story maps on FOG or CIP projects are a simple opportunity to improve public outreach.

4.2.10.3 Recommendations ❑ Work with Information Technology to consolidate licensing and technical architecture. ❑ Ensure access to core spatial datasets and web mapping applications. ❑ Migrate data into AG4W model as an industry standard and for improved readiness for web application templates. ❑ Build geometric networks for connectivity functionality and implement the AG4W Isolation Trace web application template. ❑ Review requirements and prepare for implementation of Utility Network Management solution. ❑ Implement the Data Reviewer for Water Utilities as part of QAQC processes. ❑ Review missing and erroneous attributes. Prioritize for cleanup those that have an operational impact. ❑ Review enterprise database for optimization, especially spatial and attribute indexes. ❑ Implement components of the AG4LG Capital Project Planning Solution: https://storymaps.arcgis.com/stories/46920fd28c014f08977a6fc64ce1804f ❑ Implement the AG4W Water Outage solution, including the Utility Isolation Trace web application template. ❑ Implement the AG4LG Emergency Management Maps template, configured for utility assets. ❑ Consider the AG4LG Plan and Drawings application to aid access to as-builts. ❑ Consider the AG4LG Hydrant Maintenance Inspection app. ❑ Implement AG4W Utility Network Editing template to develop and maintain water network. ❑ Consider use of leak detectors and implement the AG4LG Leak Logger solution. ❑ Publish services from GIS that can be consumed within a secured SCADA system group. ❑ Participate in the Esri ArcGIS and Waze Connected Citizens partnership program. ❑ Work with hydraulic modeling to develop hydrant flushing program. ❑ Integrate with AMI system to visualize system conditions. ❑ Consider OSIsoft PI System for integration to Esri platform for visualization and analysis purposes. ❑ Consider Operations Dashboard to visualize 811 locate requests. Some functionality may be available through the Lucity Dig Alert solution, already planned for deployment. ❑ Implement ArcGIS for AutoCAD.

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Utilities Solutions

Water Distribution Utility Network Foundation

Data Reviewer for Water Utilities

Capital Project Dashboard

Daily Activity Dashboard

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5. Architecture Review 5.1

Data Management Considerations

There are numerous GIS/Mapping and non-GIS data formats used throughout the City and its departments. SQL Server is the primary Relational Database Management System (RDBMS) used for large data storage and the Enterprise Geodatabase (EGDB) though still with extensive use of Esri personal/file geodatabases and shapefiles. Most data maintenance is performed in file geodatabases and manually pushed in full to update the EGDB. Little or no maintenance is performed by Utilities through ArcGIS Desktop accessing a versioned EGDB managed within SQL Server. Community Development does perform most core editing in the EGDB, though still supports a large amount of data in file geodatabases.

5.1.1 Data Stewardship First and foremost is the need to establish clear data ownership across the City. The Community Development and Utilities departments have historically managed most core GIS layers throughout the City. Several departments rely on data coming from other agencies. It is important that users understand the location of data and are confident that it is up to date. This information is curated by a core GIS technical team, ideally within Information Technology, with locations stored within the GIS EGDB schema. Multiple departments operate together to provide various business functions. This type of collaboration potential exists throughout the City and needs to be fully integrated into the enterprise GIS implementation.

As the system grows, it is recommended that departmental liaisons and power users establish clear data ownership and stewardship path that outlines those responsible for collecting, aggregating, and maintaining the City’s GIS data layers.

5.1.2 Geodatabase Connection Esri has fully embraced the concept of direct connection to the EGDB. The Direct Connect option distributes the connection load between server and client and eliminates the need to manage an ArcSDE instance. It is recommended to eliminate any desktop application server connections to the EGDB. As desktop users move to ArcGIS Pro, these direct connections will be further augmented with a services-oriented architecture.

5.1.3 Geodatabase Optimization When implementing an EGDB there are several factors to consider for optimization. Use the following as a guide to administrate an EGDB. Versioning: Versioning is an efficient method to manage workflows and control data integrity, but it can also have a significant impact on system performance if not managed properly. Versioning introduces complexity to the state tree of the geodatabase, which affects the performance of queries. The more versions that exist and the more time that has elapsed since a reconcile and post process has been applied, the more detrimental the version tree is to system performance.

As a result, it is best practice to regularly reconcile and post as frequently as possible and eliminate any versions that are no longer needed.

Indexing: Within a database, indexes are used to improve the efficiency with which data rows can be retrieved when a query is made. The indexes can, however, degrade over time, which increases proportionally with the number of edits made against the data. As the index degrades, the performance of a given query against the associated data decreases. For data that is largely static, City of Miramar, FL | GIS HealthCheck | gisinc.com | page 35

indexes can be calculated infrequently, whereas data that is dynamic or actively being edited should have the indexes recalculated with each database compression.

For some data, building the indexes may occur with a predictable frequency, while other data is cyclical, such as land use data that is generated only infrequently. While data is being edited, indexes should be calculated perhaps multiple times per week, with each reconcile/post and compression.

Statistics: Statistics, like indexes, help query performance by providing information that the database can use to determine the most efficient execution plan for a given query. The dynamics associated with statistics is also like indexes. The more frequently the data is edited, the more regularly statistics should be updated. And as was the case with indexes, calculation of statistics can be associated with a database compression.

Compression: Database compression is a process that effectively helps to clean-up the geodatabase. Following a typical reconcile and post of versioned data, statistics would be calculated and then the compression can be performed which moves data from the delta tables (which track all changes in any version) to the base version where possible. As a result, the geodatabase is both cleaned up and, in many cases, reduced significantly in size, both of which contribute to increased performance.

As with updating the indexes and calculating statistics, the frequency of geodatabase compressions is determined in large part by how dynamic the data is, but due to the potentially significant performance impact frequent compressions is recommended. For data that is more periodic, such as quarterly updates, the compression would simply follow a similar schedule.

5.1.4 Geodatabase Design Challenges arise with maintaining schema changes while publishing data for web and mobile use as well as performing regular maintenance activities. Once the City has consolidated the two present systems into a single enterprise architecture, the City should consider establishing a publication instance and a production instance of the EGDB. With automation, this dual instance would have little to no impact to the day-to-day administration and maintenance of the EGDB at the same time provide complete and real-time control over schema changes and version maintenance activities.

The graphic below illustrates the concept of a production geodatabase and a publication geodatabase for web applications. Since the publication geodatabase is read only this could be a File Geodatabase (FGBD) with automated one-way replication on a regular timed interval from the production environment.

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Production and Publication GDB’s The GIS Technical team would then establish versions for internal maintenance. This graphic illustrates a versioned approach with the production EGDB. It is recommended to establish a production level version where all QA/QC takes place prior to posting and reconciling with the Default version. As the City implements versioning it will be necessary to understand the issues that any 3rd party solutions might have on the EGDB and its schema. This may require the City to establish a separate and isolated data model for those solutions.

Production EGDB Version Tree When implementing versioned EGDB it is important to follow these best practices: ✓ Increase the frequency of updating statistics on tables ✓ Rebuild indexes on tables regularly ✓ Plan parent-child version relationships carefully ✓ Compress the geodatabase often ✓ Monitor system resources ✓ Automate post and reconcile routines Esri has recently introduced the concept of branch versioning in order to support a servicesoriented architecture for multiuser editing. It builds upon the well-established capabilities of traditional versioning. The new Utility Network Management extension recommended earlier in this document requires implementation of branch versioning. It does not support traditional City of Miramar, FL | GIS HealthCheck | gisinc.com | page 37

versioning. As the City modernizes its enterprise implementation, branch versioning will be an option for consideration across other parts of the database.

It should be noted that these geodatabase design recommendations apply to the enterprise database, but may only be noticed by heavy users, particularly the editors, leveraging ArcGIS Pro. It is expected that as the City publishes more map services and applications through ArcGIS Portal, most general users will engage with the content through these services. They will no longer be able to see nor need to be concerned about ArcGIS Pro, the geodatabase or versioning specifics.

5.2

Architecture Design Recommendations This section discusses the recommendations for supporting an Enterprise GIS infrastructure for the City of Miramar. Although the ArcGIS Platform has evolved over the years, the same components that can impact the demands of a GIS are still the same and are described as: • • • • •

CPU RAM NIC HBA GPU

- Processing Intensive - Memory Intensive - Network I/O Intensive - Disk I/O Intensive - Graphics Intensive

Each component has an adverse effect the more intense the demand is. The following graphic was taken from Dave Peter’s (Manager, Systems Integrations at Esri) System Design Strategies wiki page that describes the different demands a specific workflow on server processing and network bandwidth resources might have. GIS operations are typically network and/or processing intensive; these are the subsystems that require the closest attention. GIS applications place heavy demands on server processing and network bandwidth resources. For most standard mapping operations, these demands push the limits of platform processor and network bandwidth capacity.

Dave Peter’s - System Design Strategies City of Miramar, FL | GIS HealthCheck | gisinc.com | page 38

Because different workflows place different loads on the system it is important to identify or categorize the users and the type of workflows they may execute. With this information identified we can begin to understand the infrastructure needed to support the users and workflows.

5.2.1 Workflow Classification During the onsite workshop, it was noted that the users of GIS services would fall into three categories defined as: • • •

Light: basic mapping, discovery, and visualization Medium: Light plus query data and analysis Heavy: Medium plus large query, analysis and editing

All users are expected to do basic mapping functions such as turning layers on and off, performing map navigation, identifying and querying features, etc. This is a breakdown of the estimated user base at the City. It is understood that this is a baseline calculation to help assist the City in planning for infrastructure capacity now and in the future.

Desktop Workflow ArcMap - Light ArcMap - Heavy ArcGIS Pro – Medium ArcGIS Pro - Heavy

Est. Total Users 10-15 1-5 0 0

Est. Concurrent Users 3-5 1-2 0 0

Est. Projected Total Users 0 2 8 10

Web Workflow Light Heavy Lucity – Light Lucity - Heavy

Est. Total Users 50-75 50-75

Est. Concurrent Users 20-25 20-25

Est. Projected Total Users 15,000 transactions/hour 7,500 transactions/hour 25-30 35-40

5.2.2 Capacity Planning The process of capacity planning helps identify viable system architecture options to support the defined workflows. Esri’s has several tools that can be used to model system load against physical hardware specifications. Although user counts and request volume estimates were provided by the City, the true relationship between these users and their network capacity is an ongoing evaluation the City must perform to assure users have optimal accessibility over time and throughout peak periods of use.

ArcGIS Enterprise has evolved over the years to become extremely efficient at serving REST based services to GIS data and information. When determining the capacity needed to support Web Based workflows it is important to follow Esri’s recommended deployment best practices.

As a general rule, ArcGIS Enterprise can support approximately 100 named users performing light to medium Web based workflows as described in section 5.2.1.

The following diagram illustrates an example of deploying ArcGIS Enterprise in an Amazon Cloud environment using best deployment practices for the 4-base components. An on-premises implementation would be similar configuration of virtual servers on a physical host.

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Performance Considerations – Performance of map services relies heavily on the proper configuration of map documents, use the following list to help increase the performance of map and feature services.

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Simplify Geometry at small scale map visibility levels Make several scales of the simplified geometry for large polygon features Limit the rendering complexity of map features using simple symbology For map services set scale dependent rendering on all layers If possible aggregate multiple layers into one map service before publishing Reduce the number of features returned in feature services Limit the amount of business information returned with features to what is relevant Index all fields that would be used for rendering, querying, and filtering

Tile Service Resampling: It is also important to note that applications using tiled map services will perform poorly when having to re-sample tiles due to map navigation not complying to predefined map scales. This is more prevalent in Flex and Silverlight Web applications that do not limit the user’s navigation capabilities to predefined LOD’s (Level of Display). Typically, a Tiled Map Service uses either the Esri, Google or Microsoft LOD’s to manage the tile creation as well as the display parameters.

When a web application such as the JavaScript Web Viewer requests a tile level that is not within the predefined LOD’s the image must be resampled to enlarge itself to fill the levels where there are no tiles available.

Vector Tile Basemaps: After migration to ArcGIS Pro the City will have the ability to create and access vector tile basemaps. These basemaps are optimized for modern high-resolution screens on mobile devices, browsers, and applications. They are more performant than raster tile basemaps, require dramatically less storage space, and can be exported for offline or disconnected access.

Vector tile basemaps are published to ArcGIS Online or ArcGIS Portal using the ArcGIS Pro desktop software.

High Availability: High Availability (HA) can be achieved by applying industry standard redundancy in hardware as well as through geographic separation. Most virtual environments provide a level of redundancy or HA within the virtual configuration, this includes cloud providers such as Amazon AWS and Microsoft Azure.

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However, it is important to note that providing ArcGIS Enterprise HA is dependent on the service level agreement (SLA) the City has with its users or customers and is more than providing enough hardware for ArcGIS Enterprise to fulfill the SLA. To determine an acceptable HA the City will have to decide what is an acceptable downtime for one component of ArcGIS Enterprise. This is determined by the criticality of business continuity between the Recovery Time Objective and the Recovery Point Objective. The less interruption required typically means the more expensive it is to recover from any unscheduled downtime.

As an example, to claim a 95.0% availability SLA with ArcGIS Enterprise, would mean only 8.4 planned hours of downtime per week allowed. This table represents the acceptable downtime for a given business workflow.

Availability (%) 95.0 99.0 99.9 99.99 99.999

Downtime per year 18.25 days 3.65 days 8.76 hours 52.56 minutes 5.26 minutes

Downtime per week 8.4 hours 1.68 hours 10.1 minutes 1.01 minutes 6.05 seconds

5.2.3 Hardware Considerations There are several options when considering hardware to support the GIS Enterprise. GISinc has narrowed it down to the following configuration that we feel would best support the GIS activities at the City. GISinc understands that the City of Miramar currently has one primary location that is considered a data center with its own hardware and software to support specific requirements.

Information Technology has expressed a strong desire to move as much infrastructure into the Cloud as possible. Further, the Police Department has indicated a requirement for Criminal Justice Information Service (CJIS) compliance. While both Microsoft Azure and Amazon AWS clouds offer a CJIS-compliant government cloud platform, Police expressed a strong desire for Microsoft Azure for ease of procurement. As such, GISinc has designed the system below using Microsoft Azure server specifications.

Hardware Configuration Option The City’s main server room at the City Hall presently hosts the ArcGIS Enterprise in the virtual environment for all GIS activities throughout the City. This environment will be moved to the Cloud with the following servers. GISinc recommends the following architecture specifications for an initial production environment.

• • • • •

Web Servers: Azure D2V3 2-core, 8GB RAM or Azure B4MS 4-core 16GB RAM GIS Servers: Azure B4MS 4-core, 16GB RAM Portal Servers: Azure B4MS 4-core, 16GB RAM Data Servers: Azure B4MS 4-core, 16GB RAM Desktops: Azure D2V3 2-core, 8GB RAM

This configuration will provide necessary performance while also allowing the City to expand as needed to support additional server roles such as Image Server for publishing and sharing

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County-wide aerial photography and GeoEvent that will support tracking and monitoring assets and activates throughout the area.

Automation should be implemented through ArcGIS technology to perform geodatabase replication between sites to ensure the accuracy of the data stays in-sync as needed.

High Availability (HA) while related to, should not be confused with Disaster Recovery (DR) or Highly Recoverable (HR). Generally, HA strives to retain operational service delivery, whereas DR or HR focuses on data retention and system restoration. DR/HR is the process by which a system is restored to a previous, acceptable state after a disaster or unplanned downtime. While DR/HR plans are executed it is typical for service delivery to be disrupted until the system has been restored.

5.3

GIS Enterprise Deployment Recommendations Esri provides a set of best deployment patterns for the ArcGIS Platform that encompasses on premise, in the Cloud and hybrid strategies. This section identifies the need for the City of Miramar to separate the development, staging, and production environments to help ensure a consistent product life cycle as the City deploys applications and services across the enterprise.

• • •

Production: operational, real-time compute environment.

Staging: a separate, mirrored, pre-production environment.

Development: a limited scale and scope environment sufficient for the development of primary code and data modeling.

Before option deployment patterns are outlined it is important to understand the critical nature of 3-tiered deployment environments. The diagram below provided by Esri illustrates the conceptual reference architecture and deployment pattern for Production, Staging, and Development environments. It will be necessary for the City to determine the level of engagement they are willing to support. It is strongly recommend having at least a separate environment for production, development, and processing (cache creation and any data interoperability processes) as described in this graphic.

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ArcGIS Platform Conceptual Reference Architecture* *Diagram included in the latest Esri white paper Architecting the ArcGIS Platform: Best Practices available at https://www.esri.com/content/dam/esrisites/en-us/media/pdf/architecting-thearcgis-platform.pdf 5.3.1

Deployment Consideration It is recommended that the IT Department upgrade to the full implementation of ArcGIS Enterprise. This environment would be accessible throughout the City and leverage Portal for access control and organization through User, Groups, and Roles.

ArcGIS Enterprise At the release of ArcGIS version 10.5 in 2017, Esri made a name change to its products.

What used to be ArcGIS for Server is now ArcGIS Enterprise and comes with 4 default components:

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• •

Web Adaptor is an application that runs in your existing website and forwards requests to the machine hosting Portal and/or ArcGIS Server components. The Web Adaptor is required for using Integrated Windows Authentication with your portal.

Portal plays a central role in organizing and sharing information within your ArcGIS system. The Portal provides a user-friendly, searchable repository for your maps and apps. It also helps you create and share new maps and apps to Portal authenticated users. To fully understand the tools for managing users, groups and content visit the Esri site for Managing access to your portal.

Esri has implemented a new User Type licensing model at 10.8 for ArcGIS Enterprise users. With user types, an organization can match workflows and license users to any one of the five general-purpose types: Viewer, Data Editor, Field Worker, Creator and GIS Professional. The following graphic represents the 5 types.

Esri also released two additional specialized user types: Insights and Storyteller.

Special functions such as the Utility Network Management, included as a recommendation for Utilities, are licensed as an extension for these user types.

• •

ArcGIS Server makes your geographic information available to others in your organization and optionally anyone with an Internet connection. This is accomplished through web services.

Data Store is an application that lets you easily configure data storage for hosting and federated servers used with your Portal. If you are not a database expert, ArcGIS Data Store provides you with a convenient setup and configuration experience that creates the following different types of data stores.

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o

o o

Relational data store - Stores your Portal's hosted feature layer data, including hosted feature layers created as output from spatial analysis tools run in the Portal.

Tile cache data store - Stores caches for your Portal's hosted scene layers.

Spatiotemporal big data store - Archives real-time observational data that you can use with an ArcGIS Server running ArcGIS GeoEvent Server that is federated with your Portal; also stores the results generated using ArcGIS GeoAnalytics Server tools.

These components constitute the base deployment of, now, ArcGIS Enterprise. Along with this change, Esri also enhanced and renamed what used to be extensions to what is now referred to as Server Roles. This graphic illustrates the change with GeoAnalytics as the new server role addition to ArcGIS Enterprise starting at 10.5.

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GeoEvent Server tracks dynamic assets that are constantly changing location such as vehicles, aircraft, and vessels or stationary assets such as weather and environmental monitoring sensors. In addition, it provides real-time situational awareness for coordinated field activities.

Image Server provides a fast and efficient way to process, analyze and share large collections of imagery and rasters. Raster analytics quickly extracts information from large images or image collections.

Business Analyst Server provides analytic geointelligence tools that can be used in a number of business-centric situations and comes bundled with a set of business-related databases that contain information about business locations, competitors, and customer data to generate and deliver powerful spatial analyses.

GeoAnalytics Server provides distributed computing to vector-based feature data and can be used to analyze big data or accelerate traditional desktop analysis workflows.

The City may not need to deploy additional server roles at present but should consider this during the infrastructure configuration and deployment process. This section points out areas where new server roles might be considered.

High Level Deployment Pattern: ✓ Deploy ArcGIS Enterprise Advanced ✓ Deploy and configure ArcGIS Online for public maps, applications, and services ✓ Configure one-way replication of critical features to ArcGIS Online/Portal ✓ Insure adequate Ethernet access to departmental workstations Security for outside access would be controlled by ArcGIS Online through built-in users, groups, and roles. Security for City users will be controlled by Active Directory Federation City of Miramar, FL | GIS HealthCheck | gisinc.com | page 45

Services configured within ArcGIS Enterprise to give the City users a single sign-on experience.

The design can be modified to fit the needs of the IT departments virtualization requirements. The following represents a suggested deployment pattern and infrastructure design for ArcGIS Enterprise consisting of: •

• • •

1- 64-bit Windows Web Server located in the DMZ hosting IIS and Esri’s Web Adaptors for Portal and ArcGIS. This server will use ports 80 and 443 for communication to internal systems and will host any Web applications or Web AppBuilder solutions.

1- 64-bit internal Windows system hosting Esri’s Portal component. This server will communicate to the DMZ Web Server on ports 7080 and 7443.

1- 64-bit internal Windows system hosting Esri’s ArcGIS Server component. This server will communicate to the Portal server through ports 6080 and 6443.

1- 64-bit internal Windows system hosting PostgreSQL, Esri’s EGDB Schema and the Data Store for Portal. This system will communicate on port 5432 for PostgreSQL and ports 2443 and 9876 to Portal and ArcGIS Server. The Relational Data Store for Portal can be hosted on a common or separate server as desired.

The Data Stores (Relational, Tile Cache) and RDBMS could reside on the same system.

However, when significant load such as 3D activities are expected, the Tile Cache Data Store should be separated from the RDBMS. The Data Store components would consist of the EGDB schema and the Managed data storage for use in Portal. Also, as the need arises the GIS Technical team will be able to implement the appropriate ArcGIS Server Roles, such as Image Server and GeoEvent Server for real-time tracking and event monitoring. These machines can be added later to expand as needed.

The ArcGIS platform is designed to be scalable and can accommodate both small and large deployments. As the number of users increases, the City will need to review infrastructure capacity to determine the appropriate time to also increase the deployment size and the number of GIS servers. The ArcGIS platform supports a variety of load balancing techniques and technologies to accommodate this growth efficiently and effectively. In its simplest configuration, a multiple machine site is configured by setting up a pool of two or more GIS servers fronted by the ArcGIS Web Adaptor running on a web application server. In more complex configurations, third-party load balancers may be deployed in front of multiple GIS servers.

Implementing system health monitoring with a tool such as ArcGIS Monitor or PRTG Network Monitor should be considered to observe performance and alert about potential low resources. For this environment, GISinc recommends a hybrid approach using primarily Cloud-provided tools and services supplemented with other tools as desired.

It is important to note that this is the configuration guidelines for a production environment. Due to license constraints GIS previously had no staging environment but should now consider re-architecting a Staging and Development environment to better support the deployment best practices. These environments need to adequately represent and test functionality, though can be built to lower specifications or capacity.

System changes are inevitable. It is a recommended practice to manage these changes in City of Miramar, FL | GIS HealthCheck | gisinc.com | page 46

isolated computing environments, which helps mitigate the risks associated with change and contributes to the delivery of stable, extensible, and high performing business capabilities.

User acceptance testing, performance testing, load testing, and training are often performed in the safety of a staging environment without the risk of negatively impacting the production system. The City may choose to implement each of these activities in separate computing environments instead of in a single staging environment.

5.3.2

Production Deployment Recommendations As noted in section 5.2.3, the Cloud infrastructure in Azure offers a flexible and scalable platform. Miramar will be able to deploy a single external URL while maintaining isolation of the organizational and police subnetworks. The specific recommendations are provided here, including a diagram illustrating the isolation of the two subnetworks.

Miramar Organizational Subnet • 1-Node Web Server: Azure D2V3 2-core, 8GB RAM (Web Adaptor) • 1-Node GIS Server: Azure B4MS 4-core, 16GB RAM (ArcGIS Enterprise) • 1-Node Portal Server: Azure B4MS 4-core, 16GB RAM (Portal for ArcGIS) • 1-Node Data Server: Azure B4MS 4-core, 16GB RAM (PostgreSQL, Relational Data Store) • 1-Node Desktop: Azure D2V3 2-core, 8GB RAM (ArcGIS Desktop) • Optional: 1-Node Data Server: Azure B4MS 4-core, 16GB RAM (Tile Cache Data Store) Miramar Police Subnet • 1-Node Web Server: Azure B4MS 4-core, 16GB RAM (Web Adaptor, Portal for ArcGIS) • 1-Node GIS Server: Azure B4MS 4-core, 16GB RAM (ArcGIS Enterprise, ArcGIS Desktop) • 1-Node Data Server: Azure B4MS 4-core, 16GB RAM (PostgreSQL)

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