HomeMy WebLinkAboutRFP-20 (Spatial DNA) GIS Data & DB Arch and Maintenance Health Check
Spatial DNA Informatics Inc.
1400 – 330 Bay St | Toronto | ON | M5H 2S8
T: +1.416.645.9093
E: info@spatialdna.com
www.spatialdna.com
linkedin.com/company/spatial-dna-informatics
GIS Data & Database Architecture and Data
Maintenance Health Check
Request for Proposal
Intelligent Places – Smart Systems – Clever Thinking
Spatial DNA Contact Person:
Todd Lewis
President & CEO
T: +1.613.983.0664
E: todd.lewis@spatialdna.com
15 January 2021
1500 MST
CITY OF BOZEMAN – GIS DATA & DATA ARCHITECTURE AND DATA MAINTENANCE HEALTH CHECK – 15 JANUARY 2021
Spatial DNA Informatics Inc.
1400 – 330 Bay St | Toronto | ON | M5H 2S8
T: +1.416.645.9093
E: info@spatialdna.com
www.spatialdna.com
linkedin.com/company/spatial-dna-informatics
Letter of Transmittal
15 January 2021
Mike Maas
City of Bozeman
121 N Rouse Ave
Bozeman, MT 59715
United States
Subject: Response to the RFP – GIS Data & Data Architecture and Data Maintenance Health
Check
Please accept this letter of Transmittal and attached proposal for the provision of consulting services
to the City of Bozeman.
After careful review of this request, we are pleased to submit this response and trust you will find
the content complete, as per the instructions. The following are several key factors that we believe
separate us from other potential candidates for performing such work:
§ Our team includes experts in the integration of geospatial and other data and systems, with
a particular emphasis around asset information and the integration of work and asset
management systems with municipal applications at the Regions of York and Durham, the
Cities of Guelph, Calgary, and San Jose, and the Towns of Oakville and Richmond Hill.
§ Members of our team have experience working both on the implementation team side as
well as on the owner side municipal systems implementations leveraging GIS data and
technologies; and,
§ The Spatial DNA Team brings a proven consultative methodology that is objective and
transparent. We have strong consultation and collaboration skills. We understand how to
work with your stakeholders to ensure a successful project.
We look forward to the results of your proposal evaluation. Respectfully,
Todd Lewis | Founder & CEO
Spatial DNA Informatics Inc.
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Table of Contents
1 EXECUTIVE SUMMARY ________________________________________________________________________________________ 1
2 SPATIAL DNA PROFILE ________________________________________________________________________________________ 3
3 DESCRIPTION OF THE PROPOSED SOLUTION _____________________________________________________________ 6
4 SCOPE OF PROJECT ____________________________________________________________________________________________ 8
4.1.1 Project Initiation ______________________________________________________________________________________ 9
4.1.2 Data Architecture Review Phase _____________________________________________________________________ 9
4.1.3 Recommendations Phase ____________________________________________________________________________ 10
4.1.4 Project Finalization __________________________________________________________________________________ 11
4.2 KEY MILESTONES AND DELIVERABLES ________________________________________________________________________ 11
4.3 ASSUMPTIONS AND CONSTRAINTS ____________________________________________________________________________ 12
4.4 CHANGE MANAGEMENT ______________________________________________________________________________________ 13
5 RELATED EXPERIENCE ______________________________________________________________________________________ 15
5.1 SIMILAR PROJECT EXPERIENCE _______________________________________________________________________________ 16
6 STATEMENT OF QUALIFICATIONS ________________________________________________________________________ 20
7 REFERENCES __________________________________________________________________________________________________ 22
8 PRESENT AND PROJECTED WORKLOADS ________________________________________________________________ 23
9 KEY PERSONNEL _____________________________________________________________________________________________ 25
9.1 TEAM PROFILES _____________________________________________________________________________________________ 25
9.1.1 Todd Lewis, Founder & CEO _________________________________________________________________________ 25
9.1.2 Neil Hellas P.Eng, Director Solutions Delivery ______________________________________________________ 27
9.1.3 Tina Daly, Integration Specialist ____________________________________________________________________ 29
10 PRICE PROPOSAL ____________________________________________________________________________________________ 31
11 ADDITIONAL INFORMATION _______________________________________________________________________________ 32
11.1 ISSUES & LESSONS LEARNED _________________________________________________________________________________ 32
11.1.1 Lessons Learned ______________________________________________________________________________________ 33
11.1.2 Best Practices ________________________________________________________________________________________ 33
11.2 CLIENT CASE STUDIES _______________________________________________________________________________________ 34
11.2.1 Township of Langley CART (Waste Management) Integration ____________________________________ 35
11.2.2 Town of Richmond Hill Salesforce-Maximo Integration ___________________________________________ 39
11.2.3 NAV CANADA AIXM Transition Data Architecture and Migration ________________________________ 42
12 NON-DISCRIMINATION AND EQUAL PAY AFFIRMATION ______________________________________________ 44
A: CURRICULUM VITAE _________________________________________________________________________________________ 45
A.1 TODD LEWIS _________________________________________________________________________________________________ 45
A.2 NEIL HELLAS, P.ENG _________________________________________________________________________________________ 47
A.3 TINA DALY __________________________________________________________________________________________________ 49
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1 Executive Summary
The City of Bozeman is seeking a review of the data architecture supporting their GIS platform, which
has been recently expanded with full ArcGIS Enterprise capabilities. The current GIS architecture
supports data being stored and maintained in a combination of file geodatabases, the City’s
enterprise geodatabase (SQL Server), and as hosted data (either in ArcGIS Enterprise or ArcGIS
Online). However, there is a need to have a clear approach to how & where the City’s GIS data
should be organized within this architecture.
Spatial DNA, if selected to participate, brings forward experience in spatial data architecture,
application and data integration, and a decade of experience with the Esri, FME, Cityworks, and
GeoCortex technologies leveraged by the City.
As a brief background, Spatial DNA started in 2011, focusing on the integration of spatial data and
systems with corporate information systems and the creation of embedded map applications in
enterprise platforms. Our expertise in GIS, work management, and CRM development, coupled with
our knowledge of municipal operations makes us unique in the market. We take a design-thinking
approach to all of our strategic consulting engagements, where our services consider the impacts
on the whole organization, not just focusing on the job at-hand. We provide the following strategic
planning services for GIS and spatial data management organizations:
§ Investigate – review and audit existing GIS programmes and technology direction, document
and update business processes, evaluate peer organizations, and provide an outside
perspective on GIS and data management operations and system integrations with GIS;
§ Conceive – develop the business and technology model (we call this the Concept of
Operations) for delivery of products and services to a stakeholder community. This often
includes developing the business case, supporting or managing the technology
procurement and talent acquisition, and developing the change management program;
§ Design – developing the solution architecture for the target system, and potentially mapping
the transition of data and systems to the target architecture. Solution design typically
involves multiple systems, the integration platform for managing data exchange and
potentially enterprise workflows, and the data migration and integration strategy. We often
perform the solution design as part of either technology procurement or implementation;
§ Operate – building out the operating principles for running the GIS-based technology,
typically as a managed service, specifying roles-responsibilities in a shared-responsibility
operating model between client and vendor, and taking on the operations of GIS
infrastructure or spatial data processing in partnership with a client.
SUMMARY OF ENGAGEMENT
Spatial DNA will engage with the City to review the current state of the City’s GIS data architecture,
with considerations for editing and published data, reference and operational data, and
internal/external data users. We will also review the use of FME for data integrations in the context
of the overall data architecture. Next, recommendations and an approach for storing data in a
hosted environment (ArcGIS Enterprise, Online) will be developed, as well as recommendations for
data maintenance practices and FME integrations that will support this data architecture. An
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approach for transitioning to ArcGIS Pro will also be provided. A summary presentation will be
delivered to the City project team and key stakeholders.
Stakeholders are involved through each step of our process. We will ensure that this engagement
reflects the knowledge and needs of the City and that we help to build a sense of ownership.
The project activities will be fulfilled in a series of phases:
§ The PROJECT INITIATION phase will provide Spatial DNA and the City of Bozeman the
opportunity to confirm the scope and schedule of the project, confirm the geodatabases to
be reviewed, and transfer any pre-existing documentation or data findings that would be of
use in the success of this project.
§ The DATA ARCHITECTURE REVIEW phase will consist of reviewing the current state of the GIS
data architecture (i.e. where datasets are currently stored and maintained within the overall
GIS architecture), including relevant FME integrations. Findings will be documented in a Data
Architecture Review report.
§ In the RECOMMENDATIONS phase, action items to address and improve data quality issues will
be developed, prioritized and documented. Recommendations will be presented to the City.
§ In the PROJECT FINALIZATION phase, we will present a summary of the findings and
recommendations to the City, and will ensure that any necessary revisions to deliverables
have been completed and delivered.
CONCLUSION
Spatial DNA is providing a team of two seasoned consultants with 20+ years of experience each in
business analysis, GIS systems design and development, data integration and quality improvement,
and municipal and field operations. The project will take approximately three months duration.
Confirm in-scope data stores and geodata environments
Review current data
architecture Develop data architecture recommendations Finalize and present to City
CityStakeholders
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2 Spatial DNA Profile
Consultant’s legal name, address, telephone number, website (if any), and email address. A brief overview
of your organization with highlights of goods, services and equipment provided.
Legal Name: Spatial DNA Informatics Inc.
Address: 1400 – 330 Bay Street, Toronto, Ontario, M5H 2S8
Bid Contact: Todd Lewis, +1.613.983.0664, todd.lewis@spatialdna.com
Website: https://spatialdna.com
Years in Business: 10 years
Insurance: $5M CGL, $2M E&O, $2M Auto
Mission: to integrate spatial thinking into your enterprise systems.
Spatial DNA is an expert at de-risking the integration of spatial data and applications and
accelerating your time to value:
§ De-Risk Integration: we leverage tested integration patterns to move data and transform
data between systems, or to move batch and transactional messages between applications;
§ Accelerate Time-to-Value: our integration services provide value at 25% of typical systems
integration costs (including software), within a 4 month implementation timeframe; and,
§ Embed Spatial Thinking: we leverage spatial operators and GIS to infuse your data and
enterprise workflows with location context to make better, more-informed decisions.
Our rich experience in systems architecture and data enables us to specify and build open technical
architecture that supports business needs now and into the future. We leverage mission-critical
data, real-time sensor streams, web and cloud services, and legacy databases to create user-
centered enterprise workflows supporting web and mobile users. Simplicity is built into our DNA –
we design solutions that are simple to use and maintain that are adaptable to the future.
Intelligent Places Smart Systems Clever Thinking
§ Work: Indoors for office & industry
§ Play: Indoors for festivals & events
§ Shop: Indoors for customer journey
§ Learn: Indoors for campus & shows
§ Connect: link systems, messages, data
§ Automate: encode tasks => workflows
§ Embed: put a map in your application
§ Clean: leverage spatial for data quality
§ Investigate: research & analyze
§ Conceive: model business & systems
§ Design: architect systems & approach
§ Operate: managed services & support
Location + Analytics + User Experience Enterprise Integration + Development Strategic Consulting + Operations
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Our services fall into three practice areas:
§ Intelligent Places – our Location Analytics Practice leverages sensor networks (WiFi, Bluetooth,
ultra-wideband, infrared) and our real-time locating service (branded as PeopleFlow.com) to
position mobile devices, assets, and people within built space - both indoors and outdoors - to
elicit patterns of behavior that are presented as footfall maps and metrics dashboards.
§ Smart Systems – our Enterprise Integration Practice focuses on connecting systems,
automating workflows, embedding maps into enterprise platforms, and cleaning data
through validation and content enrichment. We expose system end-points – be they legacy
databases or cloud services – as simplified application programming interfaces (APIs) and
connect APIs into web and mobile-enabled enterprise workflows. We build enterprise
messaging between platforms such as Esri, work and asset management, and case/service
management to enable communication of key information, status, and the geo-processing of
messages in-flight.
§ Clever Thinking – our Strategic Consulting Practice supports the investigation of data and
process, conception of new business structures for managing spatial information, design of
spatial solutions, and operation of GIS technology as a managed service.
Spatial DNA started in 2011, focusing on the integration of spatial data and systems with corporate
information systems and the creation of embedded map applications in enterprise platforms. We
take a design-thinking approach to all of our strategic consulting engagements, where our services
consider the impacts on the whole organization, not just focusing on the job at-hand. We provide
the following strategic consulting services for our municipal and aviation clients:
§ Investigate – review and audit existing programmes and technology direction, document and
update business processes, evaluate peer organizations, support requirements
development for technology acquisition, and provide an outside perspective on GIS and data
management operations and system integrations with GIS;
§ Conceive – develop the business and technology model (we call this the Concept of
Operations) for delivery of products and services to a stakeholder community. This often
includes developing the business case, supporting or managing the technology
procurement and talent acquisition, and developing the change management program;
§ Design – developing the solution architecture for the target system, and potentially mapping
the transition of data and systems to the target architecture. Solution design typically
involves multiple systems, the integration platform for managing data exchange and
potentially enterprise workflows, and the data migration and integration strategy. We often
perform the solution design as part of either technology procurement or implementation;
§ Operate – building out the operating principles for running the GIS-based technology,
typically as a managed service, specifying roles-responsibilities in a shared-responsibility
operating model between client and vendor, and taking on the operations of GIS
infrastructure or spatial data processing in partnership with a client.
ABOUT SPATIAL DNA MUNICIPAL GOVERNMENT WORK
Our municipal clients are repeat customers that we work with regularly on a strategic basis to review
their spatial technology, integration infrastructure, and to review and advise on their processes in
preparation for technology acquisitions. Because of our senior expertise, we are brought in regularly
to prototype new approaches to technology in their operations, research the market and help to
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roadmap the possibilities to evergreen their technology stacks and maintain their relevance and
transparency to their citizens and stakeholders.
Our expertise in spatial data, GIS, work management, planning processes and technology, and CRM
development, coupled with our knowledge of municipal operations makes us unique in the market.
We are used to completing projects in short cycle-times and we have optimized our service delivery
to “swarm” a problem or issue and quickly resolve it. We also minimize rework through our quality
review process, and this enables us to process work very quickly.
TEAM COMPOSITION
Spatial DNA is providing a team of two (2) seasoned GIS consultants with 20+ years of experience
each in strategy and analysis, GIS systems design and development, data integration and quality
improvement, and mobile and field operations. The project will take approximately two months
(duration).
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3 Description of the Proposed Solution
A narrative describing the Consultant’s proposed approach to conducting a database & data architecture
review and recommended plan.
The City of Bozeman is seeking a review of the data architecture supporting their GIS platform, which
has been recently expanded with full ArcGIS Enterprise capabilities. The current GIS architecture
supports data being stored and maintained in a combination of file geodatabases, the City’s
enterprise geodatabase (SQL Server), and as hosted data (either in ArcGIS Enterprise or ArcGIS
Online). However, there is a need to have a clear approach to how & where the City’s GIS data
should be organized within this architecture.
In this project, we will review the current state of the City’s GIS data architecture, with considerations
for editing and published data, reference and operational data, and internal/external data users.
We will also review the use of FME for data integrations in the context of the overall data
architecture. Next, recommendations and an approach for storing data in a hosted environment
(ArcGIS Enterprise, Online) will be developed, as well as recommendations for data maintenance
practices and FME integrations that will support this data architecture. An approach for
transitioning to ArcGIS Pro will also be provided. A summary presentation will be delivered to the
City project team and key stakeholders.
Stakeholders are involved through each step of our process. We will ensure that this engagement
reflects the knowledge and needs of the City and that we help to build a sense of ownership.
The project activities will be fulfilled in a series of phases:
§ The PROJECT INITIATION phase will provide Spatial DNA and the City of Bozeman the
opportunity to confirm the scope and schedule of the project, confirm the geodatabases to
be reviewed, and transfer any pre-existing documentation or data findings that would be of
use in the success of this project.
§ The DATA ARCHITECTURE REVIEW phase will consist of reviewing the current state of the GIS
data architecture (i.e. where datasets are currently stored and maintained within the overall
GIS architecture), including relevant FME integrations. Findings will be documented in a Data
Architecture Review report.
Confirm in-scope data
stores and geodata environments
Review current data architecture Develop data architecture recommendations Finalize and present to City
CityStakeholders
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§ In the RECOMMENDATIONS phase, action items to address and improve data quality issues will
be developed, prioritized and documented. Recommendations will be presented to the City.
§ In the PROJECT FINALIZATION phase, we will present a summary of the findings and
recommendations to the City, and will ensure that any necessary revisions to deliverables
have been completed and delivered.
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4 Scope of Project
A summary of the proposed products or documents that will be provided at the completion of this project.
To address the main goals of this project, we have divided the project tasks into phases. An overview
of the project approach is illustrated below and described in subsequent sections.
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4.1.1 Project Initiation
A Kickoff meeting will be held with the City and Spatial DNA project teams to confirm the scope,
overall schedule, communications, etc. of the project.
Based on feedback from the kickoff meeting, the workplan and schedule presented in this proposal
will be revised. This may take into account availability staff to support the data review process,
revision to the order of tasks/deliverables, or other considerations that the City deems essential to
the success of the project. The revised workplan will commit Spatial DNA to the tasks and schedule
for the project and will be presented to the Bozeman project manager for approval. Project
management, e.g. project status and task completion, will be tracked using this approved workplan.
Additionally, other project management assets (e.g. communications plan, change management
plan) will be finalized at this time.
Short (15 minute) weekly status calls will be scheduled between the Spatial DNA and City project
managers for the duration of the project.
During this phase, City staff will work to provide access to the various GIS and IT environments
required for Spatial DNA to review the data and database architecture.
Deliverables: Finalized project schedule
4.1.2 Data Architecture Review Phase
In this phase, we will review the current data structure and database architecture supporting the
City’s GIS, specifically:
1. The use of the enterprise geodatabase (SQL Server), and Esri file geodatabases
2. On-premise versus ArcGIS Online hosted enterprise geodata
Kickoff Meeting
Refine workplan
Acquire documentation
and IT access
Revised Project Schedule
Current State Review
Document
Review current data
architecture (enterprise and
file geodatabases)
Review existing on-
premise vs AGOL data
deployment
Review existing FME
data integrations
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3. Existing GIS integrations i.e. those developed using FME.
The current state review will consider some key perspectives relevant to the development,
maintenance and use of municipal GIS data, including:
§ Editing of GIS data, and publishing versions of data for use by end users.
§ The means by which users access GIS data e,g, using traditional GIS tools, web mapping (e.g.
Geocortex), published services or direct database access; as well as internal vs external
users.
§ How GIS data is created, enriched and maintained via integration services and processes
(i.e. FME), including with operational systems or other data repositories.
Spatial DNA expects to have working sessions with City staff (up to 24 hours total) so that staff can
provide us with an initial overview of the data sets, database infrastructure and relevant business
processes/integrations. The Spatial DNA integration specialist will then review and describe the
current state of the GIS database architecture, including where and how datasets are deployed.
This project phase will require Spatial DNA to have access to the Bozeman GIS infrastructure, based
on the scope agreed to in the Project Initiation phase. As well, we will leverage any documentation,
business processes or standards that already exist that can help describe the architecture and use
of the database architecture.
The outcome of this project phase will be a document of the current state of GIS database
architecture and data deployment within this architecture. Any notable limitations or gaps that may
inform the recommendations will be highlighted.
Deliverables: Current State Review document.
4.1.3 Recommendations Phase
After completing the Data Architecture Review, recommendations for data structure and
deployment will be developed.
Recommendations to be developed will be based upon the current state findings, key goals or
limitations expressed by City staff, and best practices adopted by other municipalities or similar
organizations, and will generally cover:
Recommendations
Document
Approach for web
hosted data services
Recommendations for data
maintenance and
performance measurement
FME
recommendations
Transition to ArcGIS
Pro approach
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§ An approach and/or decision framework for determine what GIS data should be web hosted,
maintained in an enterprise geodatabase, or both (including considerations for on-premise
versus cloud-hosted data).
§ How the data architecture can be support GIS data maintenance activities, including edit
versus published datasets, integration to and from operational systems, and potentially
mobile (field) data collection and maintenance.
§ Highlighting best practices and standardized data models use by local governments.
§ FME best practices for GIS data integration and maintenance, both Desktop and Server.
§ An approach to fully migrate from ArcGIS Desktop to ArcGIS Pro.
Where possible, action items will be provided for each of the recommendations. With the input of
City staff, action items can be prioritized and/or categorized into short, medium and long term
initiatives.
The outcome of this phase will be a Recommendations document containing the above.
Deliverables: Data Recommendations document.
4.1.4 Project Finalization
In the project finalization phase, a summary of the current state findings and recommendations will
be presented to the City project team. Any additional revisions or comments will be incorporated
into the Recommendations document and delivered to the City.
Deliverables: Project Summary PowerPoint presentation; Finalized documentation.
4.2 Key Milestones and Deliverables
The following are the key milestones and deliverables anticipated for the project, along with a
proposed timeline of when that milestone will be achieved. The specific timeline for the project will
be refined as part of the Project Initiation phase.
Milestone Description Timeline
Kickoff Meeting Meeting of project team and key City staff to review and
confirm the project goals, scope, and proposal details.
Ensure that communication and project reporting
mechanisms are agreed to and in-place.
Week 1
Project AcceptanceFinalize Recommendations
documentPresentation to City
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Revised workplan A finalized work breakdown, including key tasks and
schedule, to complete the project. Will be used to monitor
project status and adherence to schedule.
Week 2
Data Architecture
Review Document
Documented current state of Bozeman data architecture
and deployment, including FME integrations.
Week 6
Recommendations
Document
Documented recommendations, approach frameworks
and action items for addressing data architecture, geodata
deployment options, ArcGIS Pro and FME integrations.
Week 10
Presentation PowerPoint presentation to City project team on key
findings and recommendations.
Week 11
Project close-out Submit final versions of all documentation and
presentations to City. Accept and close project.
Week 12
4.3 Assumptions and Constraints
Listing of assumptions used in preparation of the scope, the activities included or excluded,
provision of client materials or staff, and any constraints, be they contractual or against scope or
deliverables.
a. The estimated duration for this work is 3 months and is dependent upon the availability of City
staff and suitable access to data, documentation and systems.
b. Review and recommendations related to data quality or Geocortex configurations are not
included in the scope of work.
c. Spatial DNA will perform the work off-site. The City will provide Spatial DNA staff with access
to the systems and/or data (e.g. VPN access) to support performing the data architecture
review off-site.
d. Working meetings with staff have been assumed to require up to 24 hours of time, and will be
held via online web conference. Changes to this would follow our standard Change
Management processes.
e. Documentation deliverables will be limited to one round of review and revision.
f. The City will endeavor to provide access to requested expertise as required to identify and/or
resolve business or technical issues. Any delays may consume additional hours.
g. Spatial DNA reserves the option to bill progress payments against deliverables.
h. The City (the Client) shall have ten (10) days after delivery, to inspect the Work provided or
performed by Spatial DNA. The Client, at its option may reject all or any portion of the Work
which does not meet the requirements or specifications agreed upon by the Client.
i. In the event the Client does not notify Spatial DNA of any rejection of all or a portion of the
Work within the ten (10) day period referred to above, the Work shall be deemed to have been
accepted by the Client.
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4.4 Change Management
Spatial DNA understands that there may situations in which new or unforeseen changes to the
project scope or schedule are required. Changes to the project may occur in different ways,
including:
§ New or different project scope or requirements
§ Errors or omissions in the project scope or requirements that formed the basis of the
proposal and estimates
§ Client-initiated changes in the project schedule - whether an acceleration, slowdown or
change in order of work tasks.
§ Delays in reviewing or approving deliverables or providing access to resources (e.g. access
to data, IT environments and key staff).
Whenever a project change is identified, the Change Order Process will be used to track, assess and
potentially implement the change. The Change Order Process consists of four steps.
Step 1: Assess the change
An identified change will be assessed by its impact on project scope, schedule and budget. The
description of the change and its impact will be documented in collaboration with the client. All
documented changes will be maintained within a common Project Change Registry.
If there are several changes identified in the Project Change Registry, the cumulative impact of these
changes may have a notable impact on project scope/schedule/budget even if the individual
changes do not. In this case, there may be a need assess to overall impact of a group of changes.
Step 2: Develop mitigation and solution options
When a change (or set of changes) has been assessed to have a notable impact on the project,
options to implement, mitigate or resolve the change will be developed. Each option will have an
estimated cost and impact on project schedule/deliverables.
Step 3: Change request submitted
A Change Request document will describe the preferred solution for addressing one or more
identified changes, the cost of the change request and the expected impact of the change request
on the project. The Change Request document will be submitted to the client for timely approval.
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Step 4: Change request approval and implementation
The client will approve or reject the change request. Work to implement the change request will
only commence once approved by the client. The Project Change Registry will be updated to indicate
if the change request is approved or not.
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5 Related Experience
Descriptions of similar projects completed for enterprise GIS departments.
Spatial DNA analyses, transforms, cleans, assesses, and integrates spatial and non-spatial data from
CAD, GIS, work management, CRM, ERP, and aeronautical information management systems. Our
enterprise integration practice integrates data at each level of a typical software or enterprise
system-of-systems n-Tier architecture:
§ Data Integration leveraging Extract-Transform-Load (ETL) and data quality improvements
for spatial, CAD, and structured/unstructured data between formats and databases;
§ Application Integration, transforming messages in-flight between applications, leveraging
the FME Integration Platform as the message bus;
§ API Integration, where we exchange data with web services and embedded applications
leveraging API calls to remote services; and,
§ Service Orchestration, where message data content triggers enterprise-level workflows.
Spatial DNA has delivered data and enterprise integration services as well as strategic consulting
related to data analysis, strategy, and business processes to the aviation and municipal government
markets since 2011. Listing of applicable projects over the past 10 years:
2020:
Township of Langley Cityworks-Dynamics Int ($55K)
Township of Langley Cityworks-ERP Integration ($27K)
City of Burlington Asset Data Quality Roadmap ($60K)
York Region Salesforce-Cityworks for Transit ($39K)
GPRS Inc. Utility Locate Survey Map Generator ($25K)
GPRS Inc. Utility Locate Map Catalog ($35K)
2019:
Township of Langley Hansen-ERP Integration Design ($26K)
York Region YorkTrax GeoCortex Reports ($46K)
York Region Spatial Data Warehouse Redesign ($40K)
Township of Langley Dynamics-Tempest Integration ($35K)
Royal Saudi Air Force Aeronautical Data Integration ($38K)
Toronto Library Salesforce CRM Implementation ($210K)
2018:
City of Toronto 311 CRM Salesforce-Esri Prototype ($85K)
City of Guelph Work Management Review ($5K)
Richmond Hill FME & Salesforce Map Upgrade ($30K)
City of San Jose AMANDA-Esri Integration ($84K)
City of Calgary Before & After CAD Submission Design ($25K)
York Region Salesforce-Cityworks-PingStreet Integration ($46K)
York Region Digital Plans Submission Phase IV ($44K)
York Region Spatial Technologies Roadmap ($26K)
York Region Data Visualization Technology Evaluation ($15K)
Service Oakville 311 Salesforce Person-Account Geocoder ($6K)
Czech Republic Aeronautical Data Integration ($49K)
2017:
Richmond Hill 311 Salesforce-Maximo Integration ($130K)
Richmond Hill Integration Architecture ($118K)
Oakville 311 Esri-AMANDA-JD Edwards Integration ($250K)
York Region Digital Plans Submission Phase III ($32K)
2016:
Durham Region Evaluation of Dev Tracking Software ($45K)
York Region BIM Strategy Support ($10K)
York Region FME as ESB Training ($10K)
York Region GeoBI Strategy ($23K)
NAV CANADA AIM Tech. Concept of Operations ($280K)
2015:
Durham Region Planning Submission System ($46K)
York Region All-Pipes Exchange Portal ($44K)
NAV CANADA Aeronautical Information Update ($1.1M)
Federal Geospatial Platform Architecture ($150K)
2014:
NAV CANADA CAP Redesign CAD Data Migration ($255K)
York Region Asset Data in ArcGIS Data Reviewer ($18K)
2013:
NAV CANADA Obstacle Evaluation Solution ($194K)
NAV CANADA ISO 19131 Product Specifications ($60K)
NRCan Geospatial Standards Strategy ($74K)
Esri Canada GeoFoundation eXchange Data Analysis ($13K)
2012:
Ingres Geodatabase Extension for ArcGIS ($86K)
GeoGratis Portal Architecture ($16K)
York Region Business Survey Data Quality Report ($32K)
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5.1 Similar Project Experience
Spatial DNA has led a range of projects dealing with data and systems integration challenges.
Highlighted in this section are projects that deal with implementation of data integration and
application integration solutions, profiling and data quality improvement, and the reorganization of
spatial and non-spatial data to support migration to new data schemas. The following projects are
highlighted:
§ City of Burlington Asset Data Quality Roadmap;
§ Township of Langley CART Integration;
§ City of San Jose AMANDA-Esri Integration;
§ Frequentis Aeronautical Data Integration;
§ York Region Salesforce-Cityworks Integration;
§ Town of Richmond Hill Salesforce-Maximo Integration;
§ NAV CANADA Aeronautical Information Update Programme;
§ NAV CANADA Obstacle Evaluation Solution; and,
§ York Region Business Survey Data Improvement.
Table 1: Similar Project Profiles and Client Contacts
04.2020 –
07.2020
$59,800 City of Burlington Asset Data Quality Roadmap – reviewed the
quality of asset data maintained in a variety of data stores. Key
asset categories of interest included linear, fleet/equipment
and facility assets. With an understanding of the current asset
data quality, a roadmap and action plan for improving data
quality was implemented to support the success of an EAM
technology implementation project. The Data Quality Roadmap
included a definition of the desired state for each asset type
based on the known business uses of the data and the needs
of the EAM initiative (e.g. asset inventory, decision support,
planning, service requests and work orders, stockrooms). The
results of the Data Quality Analysis were assessed against this
desired state to determine gaps where they existed. Action
items were drafted to close these gaps and included: additional
data collection, specific data governance rules, data
maintenance activities or data reorganization.
Brent Stanbury, Business Analyst
Information Technology Services
City of Burlington
T: 905.335.7600 x7864
E: Brent.Stanbury@burlington.ca
04.2018 –
02.2019
$55,000 Township of Langley CART Integration – replaced a manual
process for request of new garbage and recycle bins into three
systems to manage the process in an entirely automated
fashion. Worked with the Township to define the automated
business process and rules and implemented the integration
technology that enabled the citizen to request new or
replacement garbage/recycling bins and have crews dispatched
and completion of work verified from external contractors.
Data profiling of paper forms, email processes, and the CRM,
Shane Barnaby, Manager
Applications
Township of Langley
T: +1.604.532.7381
E sbarnaby@tol.ca
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fleet work management, and tax system were required to build
a common data model for message transformation.
05.2018 –
04.2019
$76,700 City of San Jose AMANDA-Esri Integration – profiled data in
AMANDA and data migrated from GeoMedia into Esri ArcGIS for
topology issues affecting overlay and conflation operations.
Developed an approach for performing zoning restriction
overlays on properties and updating AMANDA PropertyInfo
tables, as well as creating properties for street centerlines and
nodes in AMANDA from Esri ArcGIS geometries. Data
synchronization was built leveraging FME Server to keep zoning
restriction, street centerline, and 50 other GIS datasets
synchronized on a schedule with AMANDA property records.
Derek McConnery, Manager
Strategic Alliances
CalyTera Inc.
T: +1.669.247.9154
E: d.mcconnery@csdcsystems.com
11.2017 –
04.2019
$100,400 Frequentis ARINC 424 <=> AIXM Integration – designed the data
mapping and systems interfaces to ingest aeronautical
information in ARINC 424 format (data format for aircraft flight
management computers) and transform this into the
Aeronautical eXchange Information Model (AIXM) form – a
GML-based data schema, including the identification of data
changes across versions and the unique id update process that
leveraged a GIS WFS service of current data to enable foreign
key lookup and unique key updates. Spatial DNA also built the
data mappings for transforming AIXM 5.1 data to ARINC 424 for
one data category – instrument flight procedures – to post into
the flight path design tool. The resulting data mappings and
technical solution were deployed by Frequentis on several
global projects with civilian air traffic control services.
Francesco Saraceni
Technical Solution Manager
AIM Projects and Operations
Frequentis AG
M: +43.664.6085.01693
E: francesco.saraceni@requentis.com
11.2017 –
05.2018
$44,800 York Region Salesforce-Cityworks Integration – implemented a bi-
directional integration between Cityworks and Salesforce.com,
along with Esri map services and Pingstreet mobile app for
citizen reporting of issues. The solution leveraged an enterprise
service bus approach and enabled the creation of service
requests in Salesforce or Cityworks, and synchronization of
comments and attachments between the two systems. As part
of the project, we needed to assess and profile data in both
Salesforce and Cityworks systems, and identify implicit
business rules and the data mappings between the three
systems and a common data model for message exchange.
Michael Goorovitch, Program Manager
Transportation Business Systems
Transportation Services Department
Regional Municipality of York
T: 1.877.464.9675 ext75685
E: michael.goorovitch@york.ca
05.2017 –
10.2017
$105,000 Richmond Hill Salesforce-Maximo Integration – installed and
configured the integration platform in DEV, TEST, PROD
environments. Built the message broker integration workflows
to enable address validation through Esri ArcGIS for data
maintained in Salesforce, and for content enrichment of
messages inflight from Salesforce to Maximo, including ward,
asset identifiers, and department service areas. Business rules
Asher Jaffri, Solution Architect
Corporate & Financial Services
Town of Richmond Hill
T: +1.905.771.5452
E: asher.jaffri@richmondhill.ca
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were identified during operations staff walkthroughs and
incorporated into message transformations. Several data
quality issues in both systems were identified which required
additional rulesets and error handlers to mitigate. The project
was delivered in 5 months to coincide with the implementation
of the Salesforce CRM.
08.2014 –
12.2015
$1,033,000 NAV CANADA Aeronautical Information Improvement – a major
systems update of aeronautical data, automation processes,
interim design and validation tools, and re-initialization of all
data in NAV CANADA’s aeronautical information data
management system (ADMS). The project was organized into 6
sub-projects, all leveraging FME Desktop, Server, and Cloud
solutions. The project included solution design and
architecture, data mapping, source data profiling, consultation
with upstream and downstream data users, and generation of
transactional updates that reconfigure how aeronautical data is
populated within the standard international XML-based data
model. The automation system for one sub-project includes a
digital plan submission component taking design and PDF files,
extracting attributes, and generating transactional updates in
XML.
Jim Ferrier, Director
Aeronautical Information Mgmt
NAV CANADA
T: +1.613.248.3876
E: ferrijt@navcanada.ca
04.2012 –
11.2015
$315,000 NAV CANADA Obstacle Evaluation Solution – developed the
concept of operations (business model and technical
challenge), business case, and detailed requirements for the
acquisition of a new land use submission process and
supporting technology to evaluate the impact of any structure
over 15 meters within 10km of an operational airport.
Structures affect both aircraft operations and may cause
electronic interference with radar and other air navigation or
surveillance equipment. Spatial DNA reviewed the current data
collection processes, identified the mechanisms for
incorporating GIS analysis using 3D surfaces to minimize the
number of submissions requiring manual review, and
developed the use cases and requirements to procure a
technology solution to implement the proposed process
Jim Ferrier, Director
Aeronautical Information Mgmt
NAV CANADA
T: +1.613.248.3876
E: ferrijt@navcanada.ca
09.2012 –
02.2013
$30,500 York Region Business Employment Survey Data Improvement –
profiled the data collected in business employment surveys by
York Region Planning and Economic Development. Consulted
with economic development offices for all lower-tier
governments regarding usage and data quality issues regarding
the employment survey data. Spatial DNA identified data
quality issues in the survey data model and collection
processes, built a solution design for a new map-based survey
incorporating CRM and GIS technologies, and obtained buy-in
from all stakeholders. A data quality assessment and data
John Houweling, Director
Data Analysis & Visualization
Regional Municipality of York
T: +1.905.830.4444 ext71529
E: john.houweling@york.ca
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quality process improvement roadmap were two of the
deliverables.
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6 Statement of Qualifications
Include the Consultant’s professional credentials, experience, and qualifications in providing the Scope of
Services stated in this Request for Proposal. This includes experience with Enterprise Geodatabases, ArcGIS
Enterprise, and FME.
Certifications: FME Solutions Provider
FME Server Professional
FME Desktop Professional
Partnerships: Esri Silver Partner
Safe Software FME Cloud MSP
Safe Software FME Solutions Provider
Spatial DNA has built solutions with Esri, FME, and GeoCortex platforms for 10 years. We have
incorporated Esri web map services into the Salesforce.com platform – a product soon-to-be
released called ThinkMaps for Salesforce. We have also built a custom reader for air navigation data
– ARINC 424 – for the FME platform that is listed on the FME Data Formats page. We’ve leveraged
the ARINC 424 Connector into a cloud-based platform built on FME Cloud called the Aviation Data
Engine.
The following sections outline some of our additional capabilities.
SYSTEM INTEGRATION DESIGN
The core of our business at Spatial DNA is around system integration – in particular integrate of
spatial data or technologies into enterprise platforms such as Customer Relationship Management
(CRM), Computerized Maintenance Managements Systems (CMMS), GIS, Enterprise Resource
Planning (ERP), CAD and engineering data, and business intelligence and analytics systems. Our
Solutions Design Document fully documents the spatial integration points and provides the
message architecture or batch file exchange specifications to enable the integration. See Solutions
Architecture and Design below for further details.
We have integrated Esri ArcGIS Server with Salesforce.com, Microsoft Dynamics CRM, IBM Maximo,
Azteca Cityworks, Lucity CMMS, JD Edwards, and CSDC AMANDA for the City of Toronto, York Region,
Township of Langley BC, City of San Jose, Town of Oakville, and Town of Richmond Hill.
JOINT APPLICATION DESIGN
Spatial DNA has performed joint application design activities with several clients as part of the user
experience design activities. User experience JAD sessions typically focused on Salesforce.com
implementations at York Region and the Towns of Oakville and Richmond Hill. The focus in these
sessions was to design the overall process in which users would interact with a map in their
application, and to understand the end-to-end process flow of users across divisions where we
would be integrating technology. Data mapping activities within the JAD sessions enabled us to
define the canonical model that was used as part of our enterprise integration activities.
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SOLUTIONS ARCHITECTURE AND DESIGN
The core of our Spatial DNA Engagement Lifecycle is built around the concept of design –
architecting a solution that is easy to use and easy to maintain is fundamental to how Spatial DNA
does business. Every one of our engagements begins with a design exercise – with the main
deliverable our Solution Design Document. We iterate our Solution Design Document throughout
the build and test phases of a project so that we have an as-designed and an as-built version of the
design. The major components covered in our Solution Design Document include:
§ The Solution Overview provides a high-level overview of the solution design, including the
software and hardware components considered as part of the solution. The section reviews
the system boundaries, considerations for changes to the architecture in the future, and
high-level guidance for migration of data from the current to future system.
§ The Architectural Goals and Constraints section reviews some of the current systems already
in-place or considered at the Client, and the impact on several technical dimensions of the
project that led to the end solution architecture.
§ The Application Architecture section explores in detail the workings of the integrated solution
at the application layer. The overall solution is broken into its various components, and the
interactions between components are outlined and explored.
§ The Message Architecture section provides an in-depth review of the data mappings
supporting integration across systems. The discussion outlines the deployment of the data
messaging between all environments.
§ The Security Architecture provides an assessment of considerations and integrations
required to provide for a secure infrastructure. Consideration is provided for securing an
on-premise or cloud-based infrastructure with the internal GIS environment at the Client, as
well as deployment of the integration environment as an on-premise or cloud solution.
§ The final section reviews the Infrastructure, in terms of the physical deployment of the
system within the IT infrastructure. We also explore the integration points across the
physical infrastructure where configuration of network layers is required to enable the
overall solution.
We have performed solution architecture and design activities at each of our municipal integration
clients, including the City of San Jose, City of Calgary, City of Toronto, York Region, Town of Oakville,
and Town of Richmond Hill, and for our aviation clients at AirMarket.io, NAV CANADA, Czech
Republic Air Navigation Services, the Royal Saudi Air Force, and Airports Authority of India.
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7 References
List of no more than three enterprise organizations you have worked for and whom we may contact for
recommendations.
We have completed several projects dealing with data analysis, data and application integration,
and Esri technologies with the following organizations. You may contact each individual listed, as
well as any individuals identified in our grid for similar project experience in Section 5.1.
Township of Langley, BC Shane Barnaby
Manager, Applications
Township of Langley
T: +1.604.532.7381
E SBarnaby@ToL.ca
City of Burlington, ON Brent Stanbury
Business Analyst
Information Technology Services
City of Burlington
T: +1.905.335.7600 x7864
E: Brent.Stanbury@Burlington.ca
York Region, ON John Houweling
Director
Data Analysis & Visualization Service
Regional Municipality of York
T: +1.905.830.4444 x71529
E: John.Houweling@York.ca
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8 Present and Projected Workloads
A description of the firm’s current work activities and how these would be coordinated with the project, as
well as specific current workloads of the project team members.
Spatial DNA leverages a rolling 6-week capacity plan to manage deployments of staff across current
and future projects. Capacity planning leverages the project definitions allocated into phases for
each project, and we allocate time for each project to staff on a weekly basis.
Our capacity planning tool is built directly into our timesheet system, so that we can evaluate the
time planned vs the time actually committed against each task. We can easily track the actual vs.
the capacity-committed time and adjust activities within or across projects to ensure staff availability
to meet project deadlines.
The graphic below shows the actual time used vs the capacity-committed time. The project delivery
mechanism was adjusted from 3 large workshops to 8 small workshops due to COVID lockdowns
that occurred from March through to June on this project (City of Burlington Asset Data Quality
Roadmap).
The following graphic shows the time allocations for both Neil Hellas and Tina Daly who are
proposed for this engagement. Staff allocations to projects are updated on a weekly basis to ensure
that we are moving each project forward as committed, as well as to ensure that staff are fully
utilized. At this point, there is capacity available starting the week of 14 February 2021.
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9 Key Personnel
Identify each principal of the firm and other key personnel who will be professionally associated with this
contract. Describe their respective areas of expertise and contract role. Include personalized resumes,
which identify the qualifications, training, and experience of each key personnel.
Spatial DNA team members are passionate about data – the creation, management, movement, and
integration of quality data is the life-blood of any system-of-systems enterprise operation. Spatial
DNA presents Todd Lewis, Neil Hellas, and Tina Daly as the team supporting the City in this project.
Todd Lewis
A natural at designing and optimizing
business processes and architecting
the supporting technology and
infrastructure.
Neil Hellas
A master at simplifying complex
problems into a technical architecture
and business concepts. Neil leads
Solutions Delivery for Spatial DNA.
Tina Daly
A gifted GIS developer, Tina
understands implicitly how GIS can be
embedded in enterprise apps – and
she can explain the issues to anyone.
Figure 1: Spatial DNA Roster Team Members
9.1 Team Profiles
A narrative description outlining the qualifications, knowledge base, current professional licenses /
accreditations and experience of the key team members, including sub consultants, if any proposed for
the delivery of the Goods and/or Services. Attach a resume (max 2 pages) for each team member.
Todd Lewis, Spatial DNA’s Founder and CEO will act as the Account Executive, supporting any
business-level discussions with the City. Additionally, any quality issues raised by team members or
the City will be raised to Todd for resolution.
Neil Hellas, Spatial DNA’s Director Solution Delivery, will act as the Project Manager and Lead
Consultant, with Tina Daly also supporting asset information analytics, data integration, and
roadmap activities. Please see Appendix A: Curriculum Vitae to review work experience.
9.1.1 Todd Lewis, Founder & CEO
Todd has been a consultant for the past 18 years, leading the creation of two GIS-based professional
services firms (TerraLogik Information Systems and Spatial DNA Informatics) and an IoT platform
company (PeopleFlow Analytics). Todd received his engineering degree in Geomatics Engineering
from the University of Calgary in 1996 and performed hydrographic surveys in the South China Sea
for PETRONAS Carigali before returning to Canada.
Todd has extensive experience in system design and architecture, having worked with systems
implementations from $50,000 to $10,000,000. With the founding of Spatial DNA in 2011, Todd
expanded the systems design component of his experience while also taking an interest in
enterprise integration, data management strategies and governance.
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Todd is very familiar with municipal government operations for customer service, maintenance
processes for physical infrastructure, and IT. Todd often facilitates stakeholder sessions, with an
emphasis on data governance, business strategy, enterprise architecture, and technology
exploration for IT Applications and IT Operations, and for GIS.
Todd’s resume in Appendix A.1.
RELEVANT RECENT PROJECT EXPERIENCE
2020 § York Region Engineering Drawings & Asset Information Concept of Operations – worked
with the Environment Services team managing the asset information and engineering
drawings for York Region underground infrastructure (water/wastewater/sewer) and
supporting facilities. Built the business activities, capabilities required, supporting
technologies, and reference architecture to automatically extract vertical and
horizontal asset information from engineering drawings and populate the GIS data
layers and Maximo asset management system with geographic and asset data.
Considered the information lifecycle from planning through design, construction, and
hand-over to operations.
2018 § City of Guelph Work Management System Review – collaborated with GM BluePlan to
review the current implementation of their work management system and focused
specifically on the integration and interoperability requirements to coordinate with 23
major systems that required exchange of information.
§ York Region Spatial Technologies Roadmap – Evaluated the technology infrastructure
supporting GIS, business, and work management operations for the Region to help
qualify the decision to continue to develop or enhance support for Esri and related
GIS technologies.
2017 § Town of Richmond Hill Enterprise Architecture: Integration Dimension – developed the
integration framework that formed part of Deloitte’s enterprise architecture work for
the Town. Defined the set of core capabilities required of an integration platform and
coordinated with Town stakeholders to define their data exchange needs and
evaluated technology procurements in-process. Identified the integration
approaches and patterns for work management, citizen relationship management,
permitting, and ERP systems, as well as LED lighting, parking control, parks and
recreation, firehouse management, and other more specialized systems.
2016 § NAV CANADA System-of-Systems Concept of Operations – built an enterprise architecture
for Aeronautical Information Management (AIM) that outlined how the AIM
department would move from one monolithic data management system (circa 2004)
to a set of specialized systems that leveraged an enterprise service bus to support
messages and data integration across system.
2015 § NAV CANADA Obstacle Evaluation System – developed the overall program strategy,
stakeholder assessment, the reference architecture, system requirements, current
and future business processes, and the business case for technology acquisition.
Project management and SME evaluation during system acquire/implement phases.
2014 § NAV CANADA Capability Assessment and Roadmap – Leveraged the AIS to IM Strategy to
design a set of core capabilities that the organization needed to achieve and built a
maturity model to evaluate their progress against the goals. Capability gaps in
systems and data management principles were addressed through an
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implementation roadmap that organized the goals and initiatives, along with
technology acquisitions into a phased implementation roadmap.
§ NAV CANADA AIS to IM Transformation Strategy – met with stakeholders from
Engineering, Real Estate, major airports, air traffic control, FAA, EuroControl, and ICAO
to understand key issues that impacted movement from paper product publishing to
a digital platform. Formed the findings into a 5-year transformation strategy with a 5-
year outlook for moving AIM to a data-driven organization.
9.1.2 Neil Hellas P.Eng, Director Solutions Delivery
Neil has led the majority of Spatial DNA engagements over the past five years, assuming the internal
role of Director Solutions Delivery, which oversees all of our product development and service
delivery efforts. For the Services Delivery Team, Neil provides project management and oversight
for our various professional services engagements. And for the Product Development Team, Neil
provides product management oversight and coordinates feature-function requirements to build
out the product development backlog (PeopleFlow IoT, ARINC 424 RW for FME, Think Maps for
Salesforce.com).
Neil has been engaged recently in several projects involving configuration and integration of asset
management systems, including Cityworks, Maximo, JD Edwards, as well as permitting and
enforcement systems from CSDC AMANDA in support of municipal 311 call center implementations
at York Region, the City of Toronto, and the Towns of Oakville and Richmond Hill.
Neil’s extensive experience in GIS and systems design and development began with his background
as an environmental engineer. He has been involved in the design and review of several
development and capital works projects, especially those related to linear and network
infrastructure. He has developed numerous geospatial modeling and analytic processes – primarily
using Esri and FME – to automate workflows and to ensure consistent, defensible results.
Neil has led several teams of developers and analysts on various geospatial and web-mapping
projects, created system architecture and design specifications, and performed use-case and
architecture review of existing and proposed software systems. He frequently performs user needs
assessments for clients to identify the business value of GIS and web-mapping solutions within their
organizations, providing recommendations with quantified, anticipated benefits.
Neil is an adept project manager that characterizes and communicates project risk early and works
closely with clients and stakeholders to mitigate and/or avoid potential risks and issues. Neil also
works closely with clients where Agile project delivery would be effective in speeding project
delivery.
Neil’s resume is included in Appendix A.2.
RELEVANT RECENT PROJECT EXPERIENCE
2020 § York Region Property Services Indoor Mapping & Building Automation Roadmap –
developed a technology roadmap that considered current Esri and AutoCAD licensing,
facilities management tools, and staff capabilities to digitize the indoors to enable
detailed analysis of building automation data, room usage, incorporate indoor
mapping, etc. Provided an assessment of data, future technologies and
requirements, and staff knowledge requirements over a 5-year time-frame for the
2.3M sqft of space managed by the Region.
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§ York Region Spatially Enabling the Enterprise Data Warehouse – an architecture review of
the developing data warehouse deployed using SQL Server DW and associated
technologies. Part of the review considered the best approaches to incorporate
spatial data as both dimensional and historical data, as well as new IoT use cases for
data streaming and visualization.
§ City of Burlington Asset Data Quality Review – facilitated workshops with each division
leveraging asset data including fleet, public works, transportation, facilities, and
others. Workshops included an assessment and classification of each asset class data,
as well as the reviewing the results of data profiling and determination of best
approach for improving the data quality of the asset class. Developed a data roadmap
to prioritize data quality improvement activities both prior to and during the
implementation of a new EAM solution.
2019 § Township of Langley (BC) Waste Management Integration – documented the manual
workflows and specific information exchanges between three systems. Designed the
solution, leveraging FME Server as the application integration platform, to automate
all manual workflows, supporting the new Dynamics CRM for citizen request
generation, pushing request information to the third-party waste management firm
in Innovadel, and then updating Dynamics CRM and the Tempest property tax account
for the property when new waste receptacles were confirmed delivered in Innovadel.
§ Frequentis Aeronautical Information Data Integration – Designed the data mapping and
systems interfaces to ingest aeronautical information in ARINC 424 format (data
format for aircraft flight management computers) and transform this into the
Aeronautical eXchange Information Model (AIXM) form, including the identification of
data changes across versions and the unique id update process that leveraged a GIS
WFS service of current data to enable foreign key lookup and unique key updates.
2018 § York Region Salesforce-Cityworks Integration – leveraged the ArcGIS Server web services
interface to validate address and asset information during the creation and update of
cases in Salesforce.com and bi-directional synchronization of service requests in
Cityworks. Neil designed the FME Server ESB components to enable messaging
between the three systems to ensure the synchronization of service requests in
Salesforce, Cityworks, PingStreet, and GIS. Neil also performed the data profiling
activities to surface implicit business rules in the Salesforce and Cityworks operating
environments to ensure that they were codified as transformations in the message
channel.
§ York Region Spatial Data Warehouse Temporality Modeling – worked with key datasets
from the YR Spatial Data Warehouse, including parcels and road (linear) infrastructure
and addresses, to identify the key patterns for representing time as a slowly changing
dimension and the need to report and reference historic geometric representations
from work management systems. Designed the temporal spatial data warehouse to
support requirements from Environmental Services and Transportation groups.
2017 § Service Oakville 311 Implementation – performed all data mapping and canonical model
definition activities to create key functional integrations between Salesforce and Esri,
Cityworks, AMANDA, and other enterprise systems via FME. Developed the interface
specifications for systems lacking web services and designed the user experience for
a Salesforce embedded map component leveraging Esri map services.
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2016 § York Region GeoBI Strategy – Assessed the current need and requirements for
geospatial-enabled business intelligence (GeoBI) at York Region. Performed an
environment scan for commercial GeoBI solutions. Explored and made
recommendations around issues of governance, data quality, data storage, and
integration across GIS and BI systems. Provided an overall strategy for the
implementation of GeoBI across the organization.
§ PeopleFlow Salesforce Application – Designed a Salesforce integration for the
PeopleFlow location analytics platform. Developed a solution architecture that
leverages Mulesoft Anypoint Platform to read, publish and stream data using
standardized protocols (e.g. OData, REST). Created Salesforce Lightning components
and application to read from common data APIs and provide user
experience/interface functionality.
2015 § Durham Region Planning Application Submission System – Conducted a scan of planning
submission systems used in similar municipalities. Consulted with Region
stakeholders to develop a business case and solution design for implementing an
online planning application system.
§ York Region All-Pipes Data Exchange Portal – Designed and developed a system for the
submission and validation of municipal GIS data. Leveraged Geocortex and FME
Server to implement an intuitive, web-based workflow to review, transform and
upload disparate municipal data sets into a common, Regional GIS database.
9.1.3 Tina Daly, Integration Specialist
Tina Daly is a GIS developer with over 20 years of experience in the infrastructure industry, primarily
dealing with network design technologies built on top of GIS. She has deep expertise in the Esri
technology stack, database, and web technologies. She is a strong leader whose projects
consistently meet deadlines with a proven ability to develop and manage project schedule. Some
highlights:
§ B.Sc. Geography / Urban and Environmental Studies
§ Experienced in implementing data integration systems with mission critical workflows using FME
and Esri technologies
§ Esri Subject Matter Expert on ArcGIS Server, Portal for ArcGIS, Server Object Extensions
§ Experienced integrating asset management (JD Edwards, Cityworks), permit and enforcement
(AMANDA), and CRM (Salesforce.com and MS Dynamics) with ArcGIS Server and FME Server
technologies.
Tina’s resume is included in Appendix A.3.
RELEVANT RECENT PROJECT EXPERIENCE
2020 § York Region Salesforce-Cityworks Integration for Transit – leveraged FME Server as an
integration platform to perform bi-directional synchronization of service requests
between Cityworks and Salesforce. Implemented a custom message queue leveraged
by FME Server to ensure that messages were delivered and actioned by each
application, and applied enterprise integration patterns such as polling consumer,
publish-subscribe, enterprise service bus, channel adapters, content enrichment and
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others. Also interfaced with the Esri ArcGIS Server for address validation for address
details coming from Salesforce.
§ City of Burlington Asset Data Quality Roadmap – reviewed data across all of the asset
classes managed in multiple systems and formats by the City in preparation for their
EAM solution implementation. Leveraged FME to perform data profiling of all data to
analyse consistency, data gaps, identify attribute domains and ranges, and find
common attribution errors (including spelling or coding). Findings were documented
in a Data Quality Assessment report for each asset class.
2019 § Township of Langley (BC) Waste Management Integration – built the integration
workflows and message transformations to automate all manual workflows,
supporting the new Dynamics CRM for citizen request generation, pushing request
information to the third-party waste management system (Innovadel), and updating
both Dynamics CRM and the Tempest property tax account for the property when
new waste receptacles were confirmed delivered in Innovadel. Also identified and
resolved data quality issues and process challenges in message exchanges and
mappings to a common model.
2018 § City of San Jose AMANDA-Esri Integration – Leveraged FME as the integration
environment to enable the automation of conflation to the San Jose street network
and the attribute matching of property records in the GIS with AMANDA
representations of properties.
§ York Region – Salesforce.com | Cityworks Service Request Integration – Leveraging FME EI
to create an enterprise messaging capability to synchronize 311 cases in Salesforce
with Cityworks Service Requests representing issues with roads and transit
infrastructure. Cases are synchronized bi-directionally, so that all work orders in
Cityworks are also represented as service requests in Salesforce.
2017 § Town of Oakville – Service Oakville 311 Implementation – built the Esri map component
within the Salesforce environment connecting a Salesforce Case to Esri mapping
services for address and asset selection and locational context display.
Prior § Enghouse – Net Designer Usability (2011 - 2017) – Established the user interface design
architecture while designing and developing elegant and responsive user interfaces
focused on simplifying the user experience. Net Designer is a telco tool for designing
fiber-optic, cable, and traditional telephone line services on top of the Esri ArcGIS
platform.
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10 Price Proposal
A price proposal of anticipated costs. There is up to $35,000 allocated for this project.
All pricing is denominated in US dollars, exclusive of applicable taxes. Progress payments against
each deliverable will be billed on the last day of each month. 25% of project fees are payable prior
to project start, with the remaining fees 2% 10 NET30 of receipt of invoice for each deliverable.
Shipping and handling, customs, duties, travel and accommodations, and other fees are not
included.
Hours Rate Cost
Project Management 25 $135 $3,375
Data Architecture Review 124 $135 $16,740
Develop Recommendations and Present
Findings
110 $135 $14,850
Total $34,965
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11 Additional Information
Submit any other additional information, which would assist the City of Bozeman in the evaluation of the
proposal. The City of Bozeman reserves the right to make any investigation and solicit additional
information or submittals as it deems necessary to determine the ability of any Consultant to perform the
Scope of Services stated within this Request for Proposals.
We have presented the issues and lessons learned in previous projects, along with three relevant
case studies.
11.1 Issues & Lessons Learned
A narrative highlighting main issues (as well as any challenges and their resolution) in performing similar
work in the past and how you will apply those lessons learned and expertise in the delivery of the Goods
and/or Services.
The main issues that come up during any project looking at data migration and data quality resolve
around three themes – data, process, and people. Data is often the easiest issue to manage, as it is
deterministic in nature – the data exists (or not), it is consistent and complete (or not), it is correct
(or not). Deficiencies on the data side can be blamed on process, the human factors (machine
interfaces and peoples’ expectations or cues), or technology limitations in the solution used for data
capture.
The other two issues can prove much harder to both identify and find resolution. People are
married to the processes that they become used to, regardless of whether the process is good or
effective (this may even be acknowledged). This is largely to do with a fear of change – or at least
trepidation that they may be adversely impacted by changes.
And lastly, people can be part of the issue regarding data quality. Work culture, previous
management or experts, or other issues dealing with personal interactions often have an impact on
data quality. People are naturally tribal, and tend to coalesce around their team or department,
creating data siloes, as well as potential reluctance to share or contribute.
We have seen all three themes in our project work, and they are generally dealt with in order: data
first, then process, and finally working out the change management aspect to deal with personal
interactions.
Data profiling activities help us to lay out data issues in a deterministic way. We can identify
inconsistencies (compliance to the intent of the data schema for each system), gaps in the coverage
and completeness of data, identify missing information, and work with staff to highlight incorrect
information (sometimes through comparison to alternate sources). Solutions can include finding
alternative sources to enrich, clean, add to, or correct the data, or creating roadmaps and activities
to complete or correct data problems by staff directly in their current systems.
Building a common model for interchange between source and target systems can identify process
issues that make it difficult to capture information, and may suggest changes to the target system
to mitigate data quality issues from arising again.
And finally, involving stakeholders and representatives or expert users and creators of the data early
in workshops and consultations can accelerate change management when the system
implementation is complete and the data is migrated. People know where the data issues are – if
they have a hand in solving them, and believe that the result will make things both easier and better
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for them in the future, it helps to accelerate the adoption of systems. This also creates internal
champions for system adoption when the EAMS implementation is complete.
As part of this project, we will be providing a Data Quality Assessment as well as a Roadmap. It is
important, however, during the system implementation and data migration activities that the
stakeholders, representatives, and expert users and creators of the data migrated to EAMS and
leveraged in decision support are involved throughout the system implementation.
The following two sections outline lessons learned across all of our project work that we apply to any
projects, as well as the best practices that we have developed and apply to our project work.
11.1.1 Lessons Learned
§ Design Thinking1 – evaluating the problem from a higher-level in terms of how the solution fits
into a broader organizational framework, staff capabilities, or user experience and ensuring that
what is built is both easy to use and maintain – is a key differentiator in how Spatial DNA delivers
projects;
§ As-Designed and As-Built System Documentation1 is a critical knowledge transfer deliverable that
enables client technical staff to evolve and maintain any tools, analytics, techniques, processes,
or integrations built by Spatial DNA;
§ Involve stakeholders (both source data providers and downstream users) regularly and
consistently through the process, not relying solely on client points-of-contact to initiate
exchange of information;
§ Production and operations staff need to be involved early in deployment activities to have a
clear understanding of their roles and new expectations, particularly where automation of
previously manual tasks is involved; and,
§ Understand the dynamics of a proactive union environment (particularly from operations) to
ensure that trust is built early with key personnel and that their feedback is at least evaluated,
regardless of whether it is incorporated into the end product.
11.1.2 Best Practices
§ Test-Driven Development: a software development approach that relies on the repetition of a very
short development cycles. Requirements are turned into specific test cases, then the software
or solution is improved to pass the new tests only. This as opposed to software development
that allows software to be added that is not proven to meet requirements.
§ Issue Management: We maintain a project issue log where all issues will be tracked by ID and
assigned issue owners. Issues will be reviewed during project status meetings or as required,
and include the issue identification, root cause assessment, and impact on the project. Issues
are identified in a proactive manner and logged and are assigned a resolution date and
accountability owner to ensure issues are resolved efficiently.
§ Change Request Management: We assume at the outset of any project that changes will occur
and factor in some flexibility to change in our proposal and estimates. But we may action a
formal change request for new or different scope/requirements, errors/omissions in the project
1 Value-Added Activity that we incorporate as part of any of our projects.
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scope or requirements forming the basis of our proposal or estimates, client-initiated changes
in the project schedule, or delays in reviewing/approving deliverables or access to resources.
§ Quality Management and Continuous Improvement: Our approach considers the persons
responsible for project execution and the organizational structure of these persons, the means
by which quality related information is captured and tracked, how information will be quality
checked (verified for correctness/completeness), and the communication of quality amongst
project partners and how these processes are improved.
§ Risk Management: To ensure overall control of the project, we maintain a “top ten” list of project
risks. Each risk is reviewed regularly to determine if the risk level has increased or decreased.
All risks are analyzed to determine how each risk can be mitigated. These risks are maintained
in a risk registry and are available for viewing by the City.
§ Communications Management: To communicate upward, we hold weekly status meetings with
the City's Project Manager and key staff – 15 minutes only. This regularly scheduled meeting
focuses on project health, as it pertains to the schedule and deliverables outlined in this
proposal. Other components of the weekly status meetings focus on issues and risks that may
impact the project. We also conduct daily team meetings (15 minutes) to ensure any issues or
blocks are pro-actively resolved. Daily meetings also ensure team cohesion throughout the
project.
11.2 Client Case Studies
Narrative case studies of such services provided to other clients, especially other governmental entities
and/or organizations of comparable size and complexity, with client names.
We have outlined three case studies presented below. All case studies deal with the integration of
data into operational systems – two leveraging message transformations in a service-oriented
architecture, and the third dealing with the localization of an international data model in preparation
for a massive multi-million dollar system acquisition and data migration project. Each project, in
addition to connecting systems, required the following activities that are relevant to the EAMS Data
Quality project:
§ Data Profiling – assessing the data broadly and identifying outliers and special cases. Any
standardized way of representing data needs to deal with outliers and exceptions to
establish the business and transformation rules, as well as potential content enrichment
sources, to fully support a common model;
§ Common Model Definition – we generally refer to the common model as the canonical data
model, which is an interim data model used for exchange of data, whether through a
messaging approach, or through batch data processing and ETL methods. The common
model is first identified through data profiling, and then refined and finalized through
stakeholder workshops and consultations;
§ Stakeholder Workshops and Consultations – the people who use the systems daily understand
how data is actually captured, the short-comings based on system or process design, and
they can advise on issues in migrating the data or implementing an integration pattern
(messaging, extract-transform-load). Additionally, as issues or exceptions were identified
through the iterative development process, they were brought to the attention of
stakeholders to work out the rules and approaches for resolving them; and,
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§ Iterative Development Process – even though we’ve captured data quality issues all the way
through the process, there are still surprises awaiting us based on how source and target
systems represent data types or formatting. For example, some systems support Rich Text
Format in text fields – if the source or target system only supports ASCII text, then any
formatting directions need to be removed in the process.
11.2.1 Township of Langley CART (Waste Management) Integration
Tax paying residents expect a few things from their
local government departments.
Public services. Clean water. Maintenance of
infrastructure. Fire and police protection.
From an outsider perspective, providing these may
seem straightforward. However, coordinating and
maintaining daily living standards for hundreds or
thousands of people can quickly become a logistical
and organizational Gordian knot.
Even one task -- for example, replacing a damaged
street sign -- involves multiple communication
points, approval processes, and different
departments with different data management
systems, often operating in silos. Imagine
coordinating hundreds of assignments, for
thousands of people, every day.
The Township of Langley, the 6th largest municipality in Metro Vancouver (and one of the 50 largest
communities in Canada) has more than 121,000 residents -- a figure expected to double by 2040. It
found itself facing this very conundrum.
“Long before we talked with Spatial DNA, we knew we needed to do a better job of integrations,” said
Shane Barnaby, Manager of Applications at the Township of Langley.
“We knew that with all the systems that we had in place, getting them to talk together was important,
and to do it in a standard, sustainable and resilient way, that was the key.”
The team had been exposed to other governments using integrations in their systems, but upon
investigation, found the cost of other solutions prohibitive. Barnaby’s team, however, realized that
one of their existing solutions might hold the answer, if it was just used a little differently: Safe
Software’s FME.
“I was working with our GIS team and I said, ‘You know, we really could leverage this to do more. Does
anybody else use FME to do more of ESB?’” explained Barnaby.
They didn’t know it yet, but that was the very start of the Township's cart project.
PROJECT SCOPE AND REQUIREMENTS
With a little imagination and expertise, FME is the exact kind of tool a growing government needs.
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Traditionally, FME has been used for moving CAD, remotely sensed imagery, GIS, 3D design files,
and other complex file and database formats.
However, its capabilities enable it to do much more, and Spatial DNA has experience leveraging it
as an enterprise service bus, enabling easy integration of multiple systems and significant amounts
of data, quickly.
“If you want various cloud systems to talk to each other, you’re going to have to be able to be really good
at reading API and transferring that information back and forth,” explained Barnaby.
The Township of Langley would be joining other regional leaders in leveraging technology to meet
residents’ needs, like the City of Coquitlam and Richmond Hill.
With a track record in designing government systems and a Safe Software-Authorized Partner,
Spatial DNA was confident they had the expertise to implement it.
“Spatial DNA was the only one that had a defined process around what an ESB would look like on the Safe
stack and it was really exactly what we were looking for,” said Barnaby of the Township of Langley
choice to work with Spatial DNA.
“There’s a lot of capable people out there, a lot of companies doing really good things, but [Spatial DNA]
were the only ones at the time focusing on integration as a process.”
There were a number of potential processes the team could begin with as their inaugural project
and a proof of concept. They chose one of the most complex and crucial administrative tasks in any
community: solid waste management.
Just one aspect of this is responding to resident requests for containers. A request requires multiple
follow-up steps, all of which have to happen in quick succession, in the right order.
“That was a huge problem FOR THE TOWNSHIP,” explained Todd Lewis, CEO of Spatial DNA. “It was
taking a lot of time and resources and there were a lot of challenges with that paper process,” said Lewis.
“We knew that this would be a good test case because of the systems involved. It had citizen request, case
management for staff, third-party solid waste vendor requests, inventory, and taxation,” expanded
Barnaby.
The workflow for a cart replacement request looks something like this:
§ A resident requests a new container.
§ The request is received, by phone, email, or in person.
§ The residents’ request is validated.
§ Their payment is processed, if necessary, and then the request is approved.
§ The service request is entered into the third-party vendor’s system.
§ The vendor delivers the cart, and updates their system.
§ The vendor’s system is checked for updates.
§ The inventory system is updated and the bill is generated.
It is a straightforward system, but overly reliant on manual processes and prone to error. These
problems would multiply exponentially as a population grows and puts more pressure points on a
system.
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The Township partnered with Spatial DNA to design and implement FME Server as an enterprise
integration platform, enabling the bi-directional exchange of data across all systems.
The final solution leveraged FME as a message broker to integrate Microsoft Dynamics CRM (call
center), billing and inventory (Tempest), address validation (Esri), and the work management
platform for a contracted vendor, who delivered the garbage containers.
DESIGNING THE SOLUTION
Of course, with multiple systems, all have to be involved in creating a solution.
Neil Hellas, Director of Solution Delivery at Spatial DNA and the Project Lead with the Township of
Langley, outlined the process Spatial DNA undertakes with clients to ensure a productive and
smooth partnership.
“The first [phase] is planning, where we get to understand what the client wants to achieve, what
their big-picture issues are; next, we do a design phase, so we come up with the possibilities that
make sense given their timelines, their budget, achieving their goals. Then we go through an
implementation and integration phase and that’s where we’re doing the development work.”
After completing a phase, the team would actively seek the client’s input and refine their work based
on feedback, ensuring a fully collaborative approach.
BENEFITS & NEXT STEPS
Equipped with FME, Township staff was able to completely eliminate a number of tedious manual
processes. The new system gave end-users more flexibility and transparency and freed workers of
unnecessary data to wrangle by leveraging existing databases and systems.
On the administrative side, staff no longer have to scan through emails and manually enter names
and addresses – the system captures what residents enter and validates it then and there.
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Additionally, the departments are working in tandem rather than frantically swapping data.
Hellas explained, “We have an automated process that captures when somebody has gotten a new
garbage cart or changed size, now their tax bill is going to be slightly different based on that. So we’ve
automatically integrated, as soon as that [garbage container] gets delivered to their house and the person
in the field closes that particular service request, we’re now able to update the tax billing system.”
Steve Scheepmaker, Director of Corporate Administration at Langley, also considered the shift an
important part of the government’s growth. “A cornerstone of our eGovernment strategy involves the
integration of systems and information to meet the Township’s evolving business requirements. We
wanted an open, supported, and extendable way to achieve this – no expensive black-box integrations!”
he said.
The system was such a resounding success that Langley is expanding the use of this platform to
Parks department, for similar requests like responding to fallen trees.
“The way that it’s designed, it can handle a handful or it’s very simple to make it scalable to many more
departments or types of requests that are coming in,” said Hellas.
And that’s not the end of the Township’s tech innovation.
Lewis also spoke to additional work Spatial DNA will be undertaking with the township to further
level up the organization’s capabilities. Currently, both Spatial DNA and the Township are gearing
up for work on the Township’s work management system by improving their ERP integration.
By removing what has traditionally been black box custom-coded integrations, substituting the no-
code FME platform, and optimizing the processes between systems, the Township will free up staff
and simplify the future integration.
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11.2.2 Town of Richmond Hill Salesforce-Maximo Integration
Canadian municipalities and local governments are
entrusted to deliver core household services to tax-
paying residents.
Many have a strategic vision for this and ways to
measure their effectiveness, but service delivery is
often obstructed by the challenge to share
information—internally and with residents.
Inefficient legacy systems and communication silos
between departments keep municipal
organizations from achieving the desired results.
Yet people today expect to be served by
organizations where modern technologies are
table stakes. We are savvy enough to know that Big
Data and the Internet make everything searchable.
The level of service municipalities give to citizens
must reflect the ease of communications in our mobile, connected era.
In recognition of this, the Government of Canada unveiled a plan in June 2017 for encouraging
municipal service innovation: the Smart Cities Challenge. Canadian communities are signing up to
compete for millions of funding dollars—plus bragging rights as the country’s “smartest” in terms of
improving the lives of residents through data and connected technology.
The Town of Richmond Hill, part of Ontario’s York Region, is ahead of the game when it comes to
improving service delivery through innovation. Located 36 kilometers north of downtown Toronto,
the town delivers municipal services to more than 200,000 residents.
The customer relationship management (CRM) system for its contact centre, Access Richmond Hill,
was nearing its end of life from the vendor. In 2017, the town began looking for a CRM that had
integration capability—something that would connect enterprise systems and geo-location data,
improving access to information and services.
Spatial DNA and the Town of Richmond Hill collaborated on a five-month project to deliver an
integrated Salesforce CRM solution, along with integrated services for the town’s Maximo
operations management system, and a mapping component that leverages the town’s Esri ArcGIS
map services.
A MUNICIPAL BUSINESS CHALLENGE
Access Richmond Hill is the main point of contact for residents who need help with property tax
bills, water services, waste collection, tree maintenance, winter maintenance, recreation and culture
programs, parking, and more.
The CRM system they were using was an intake data silo. Complaints or requests that came in (like
reporting a pothole or a damaged tree) were entered into the CRM. But to create a work order to
fix the problem, operations staff had to manually enter the same information into Maximo.
Also, the contact centre staff had no way of tracking the status of a work order once it was passed
along. They had no insight into completion timing or issues. So when residents followed up on
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complaints, staff had little information of value to share, other than saying “The work order has been
created.”
The town’s systems kept its front-end and back-end information in different silos. Its CRM system
was focused on the external customer and had no connection to the downstream Maximo system,
which managed the work orders. Because the two systems did not talk to each other, it was a time-
consuming hassle to share data between call centre reps and other departments.
“When we realized we needed a new CRM system, the aim from a business point of view was to find an
efficient solution that was effective in communicating customer requests, reducing the time it takes to
process those requests, and keeping people informed in near-real time,” said Asher Jaffri, an IT project
manager at the Town of Richmond Hill who was in charge of the CRM project implementation.
PROJECT SCOPE AND REQUIREMENTS
As project manager, Asher’s role was to ensure well-drafted solution architecture so the town would
have no questions or concerns from an infrastructure, scalability or security standpoint.
Deliverables were defined already when Asher got into the project. He had a set of tools in his
arsenal, including Safe Software’s FME platform. Plus he had to use different components –
Salesforce, Maximo, and map data – as efficiently as possible.
“This is where we got Spatial DNA involved; we worked together as a unit,” he said. “Everyone on the
project team was wearing multiple hats and they worked alongside us to help make the integration as
seamless as possible.”
He added, “Spatial DNA took the time to understand the architecture, our policies and security
requirements.”
To achieve a robust infrastructure that the town could build upon, Asher and the project team relied
on Spatial DNA’s enterprise integration expertise. He said they invested in “numerous sessions,
whiteboarding it out” to make sure everyone understood all the components and business rules
touching the relevant systems.
THE SPATIAL DNA SOLUTION
One of Spatial DNA’s first priorities was to document the information exchanged between the town’s
systems. This step identified how to automate those processes, since many were manual.
“We looked for friction points and designed ways to automate around those,” said Neil Hellas, Spatial
DNA’s Director of Solution Delivery. “Working through that process with staff included a mentoring
component where we explained layers of complexity that are apparent even in things that aren’t really
complex as a whole.”
Spatial DNA worked with the municipality’s users and managers to map out existing workflows and
user experiences with an eye for optimizing them. This happened through numerous workshops
and informal discussions about how people work within the organization.
“Their existing processes and workflows were undocumented so we went through a discovery process
together as the solution was being built,” said Todd Lewis, Founder and CEO of Spatial DNA. “The goal
was to make business rules that match existing processes and workflows, or create new ones where it
made sense.”
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As a Safe Software partner, Spatial DNA is an expert integrator of Safe’s robust FME platform.
FME has traditionally been used as a powerful tool for moving CAD, remotely sensed imagery, GIS,
3D design files, and other complex file and database formats between systems. Spatial DNA has
taken the lead in developing accelerators to support the use of FME as an “enterprise service bus”
(ESB) to integrate multiple systems so data can be shared easily among an organization’s
departments.
“Integrating different systems using a point-to-point approach is costly and difficult to maintain. Whereas
an ESB integrates numerous systems in a scalable, resilient way,” says Neil. “But many ESB platforms and
frameworks are expensive and require significant up-front implementation effort. And typically they
cannot handle spatial information very well. This is why we use FME as an ESB—it has all the capabilities
of a traditional ESB such as data transformation, publish/subscribe mechanisms, and real-time
messaging.”
Asher said he and his team knew what FME was capable of but they lacked the deeper insight to see
exactly what the platform could achieve. With the CRM integration project, Spatial DNA helped them
unlock its potential.
The project’s sponsor was Meeta Gandhi, Communication Services, Town of Richmond Hill. In
describing the ultimate value delivery, she said:
“When we got into the development process we knew what was possible, but not how to get there.
What we had built wasn’t working in line with what we wanted… This is where Spatial DNA was
tremendous in helping us build what I think is really the poster child of this type of
implementation.”
The Town of Richmond Hill wanted a system that was highly available, covered all disaster recovery
scenarios, and reliable from a business standpoint—something that delivers value at all points in
time.
Working with Spatial DNA, they acquired the appropriate licenses for FME Server and Desktop and
developed a second test environment - which was more robust and ensured seamless exchange of
data with all integrated test instances that showed how the systems were talking amongst each
other.
More importantly, they were comfortable in how the high availability and disaster recovery
scenarios played out. They failed over the system numerous times to make sure that all the edges
were secure and no points were left open.
After the rigorous set of tests, Asher said they felt comfortable to push the solution into production.
BENEFITS
Now when complaints or requests come in—whether through calls or online forms—the contact
centre creates a new case in the system. Cases are routed from Salesforce to the appropriate
department, where a work order is created in Maximo.
The status of a work order is viewable in both Salesforce and Maximo. Automated email alerts are
sent to users within the workflow to keep things on track.
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Asher says the new system has revolutionized how the town’s contact centre agents work. “Now
they have a single view into the customer’s profile and related work orders, and how they file requests is
much easier because it’s a user-friendly solution that makes logical sense.”
He says requests are populated in near real-time. In the past, it took days or weeks because the old
system relied on numerous manual processes.
Now if a resident calls Access Richmond Hill and says they need tree branches cleaned up at a
specific address, by the time they’ve hung up an email has been sent to them with their case
number. Meanwhile, in near-real time the request is also sent downstream to Maximo as a work
order, where an operator acknowledges it, and updates the system to assign the work order to the
tree maintenance department.
As soon as the work is completed the case status is updated. If a resident calls with their case
number to check when their complaint will be resolved, employees have tangible information to
share. They enter the case number and get a detailed view of when the initial call came in, who was
assigned to it, when the work was completed, and any additional comments.
“In the past, without a holistic view of the entire process, we couldn’t provide that rich insight and complete
connection between systems,” Asher said. “Now they log into Salesforce, they see a seamless view of the
map where the incident – like a tree branch cleanup – is reported, and they have the appropriate
information to share with the citizen.”
Residents can also see what’s happening in near-real time. They can zoom into a neighbourhood
and see how many cases are open. If they know about a missed garbage collection, for example,
they can view it online as an icon on the map. The icon means a case has already been created and
they don’t need to report it again. Or they can call Access Richmond Hill to check on the case status.
Asher said the team is now building a robust dashboard for Meeta, the project sponsor, to measure
improvements and calculate ROI. He estimates the metrics will show vast improvement.
“From a municipal standpoint everyone is going down this path of the Smart City Challenge and
implementing a citizen-centric community-facing system. But this solution brings us leaps and bounds
ahead of other municipalities,” he said. “Everyone is moving towards this, and we share best practices to
help each other out, but now we’re leading the pack.”
11.2.3 NAV CANADA AIXM Transition Data Architecture and Migration
NAV CANADA became the world’s first fully privatized civil air navigation service provider (ANSP) in
1996. It is the world’s second-largest ANSP by traffic volume, serving 40,000 customers and
managing more than 18 million square kilometers of domestic airspace and international airspace
assigned to Canadian control. As part of that airspace, NAV CANADA manages the North Atlantic,
the world’s busiest oceanic airspace with some 1,200 flights crossing to and from the European
continent daily.
Instrumental in enabling NAV CANADA to consistently meet its responsibilities is its Aeronautical
Information Management (AIM) department, which is responsible for aggregating and maintaining
all static aeronautical data for the entire country. Its staff of 120 professionals routinely produce
and provide essential information for pilots, including more than 40 publications and chart titles,
more than 2,700 instrument procedures and airways, along with data for 1,800 aerodromes across
Canada.
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The operating focus of AIM has traditionally been meeting its relentless deadlines for producing five
different types of aeronautical charts, the seven-volume Canada Air Pilot procedures manual and a
variety of other publications – many of which are updated and published in paper form every 56
days. Within those 56 days, there are typically 20,000-40,000 individual changes that need to be
incorporated in time to meet the next publication date. In 2006, NAV CANADA purchased an
aeronautical information management solution from Frequentis, built on an international standard
exchange model – AIXM – to support ingest, management, and publication of the large set of data
changes occurring each publication cycle.
The Aeronautical Information eXchange Model (AIXM) is the data mechanism feeding all chart and
publication products, and the data schema used to manage time-series data changes. AIXM is an
XML-based data exchange format that is internationally recognized for the exchange of
geographically-based aeronautical information. The exchange standard used in NAV CANADA is
version 4.5, and the intent of this project was to support the migration of the corporate standard to
version 5.1, which is based entirely on the Geographic Markup Language schema. Additionally, the
geographic complexity of the data was enhanced in version 5.1, enabling full airport layout mapping
and 3D airspace representation, and a more complex temporal component containing four types of
data changes based on the time-period the data change is relevant.
As with most international standards, a local profile is the best way to ensure that local context is
managed. Spatial DNA evaluated exchange standard variations used in all AIM and air traffic control
systems, and developed a common profile for use by NAV CANADA. As part of this work, Spatial
DNA developed the data dictionary using Sparx Enterprise Architect to build the fully-documented
data model, extended the data model to support Canadian metadata and the Canadian-specific
object and property descriptions that could be automatically extracted into a fully-documented data
dictionary, provisioned as a searchable web-site.
Spatial DNA also considered the lifecycle management for the data dictionary, and designed an
updated process to ensure that proposed changes could be integrated into the model and validated
for data schema compliance. Additionally, Spatial DNA designed the process for building
customized / simplified subsets of the AIXM data exchange model to simplify information exchange
amongst systems leveraging XSLT transformations.
This data modeling effort was incorporated into the Concept of Operations project supporting the
multi-year transition of data and production processes from AIXM 4.5 to 5.1 while updating the data
management system and design tools to support. All this while continuing the relentless 56-day
production operation.
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12 Non-Discrimination and Equal Pay Affirmation
Spatial DNA Informatics Inc. hereby affirms it will not discriminate on the basis of race, color,
religion, creed, sex, age, marital status, national origin, or because of actual or perceived sexual
orientation, gender identity or disability and acknowledges and understands the eventual contract
will contain a provision prohibiting discrimination as described above and this prohibition on
discrimination shall apply to the hiring and treatments or proposer’s employees and to all
subcontracts.
In addition, Spatial DNA Informatics Inc. hereby affirms it will abide by the Equal Pay Act of 1963 and
Section 39-3-104, MCA (the Montana Equal Pay Act), and has visited the State of Montana Equal Pay
for Equal Work “best practices” website, https://equalpay.mt.gov/BestPractices/Employers, or
equivalent “best practices publication and has read the material.
______________________________________
Name and title of person authorized to sign on behalf of submitter
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A: Curriculum Vitae
A.1 Todd Lewis
Mr. Lewis has been in the geomatics field since 1996, having graduated from the
University of Calgary’s engineering program. His experience includes stints in both
the public and private sector, managing and participating in an array of projects
including data structure and development, application design, requirements
analysis, and client relation management. Through his most recent experience,
Mr. Lewis has become an expert in the application of geography to common
business problems in marketing, map production, transportation, logistics, and enterprise
information systems.
Mr. Lewis founded TerraLogik Information Systems Inc. in 2003. There, Mr. Lewis developed the
business strategy, market verticals, and strategic consulting to large government clients. In 2005,
Mr. Lewis helped NAV CANADA to choose their new Aeronautical Data Management System. From
that work, TerraLogik developed the topographic base data and production processes for the charts
that pilots in Canada depend upon for air navigation.
Mr. Lewis founded Spatial DNA Informatics Inc. in 2011 to pursue strategic consulting, business
development and system design services focused on software and web platform technologies in the
geomatics sector. Spatial DNA supports mission-critical enterprise system architecture in aviation,
indoor positioning and analytics in retail and events, and open data initiatives for public agencies.
Mr. Lewis launched the PeopleFlow location analytics solution platform with Spatial DNA in 2015.
He set up the sales and marketing teams, created a channel partner program and on-boarded new
partners, and he initiated the development of an integration service for new Internet of Things
sensors and data provisioning to enterprise platforms such as Salesforce.com and Tableau.
Competencies:
§ Enterprise technology strategy and business architecture
§ Solution architecture and design
§ Technology acquisition and procurement
§ Programme development
§ Integration of lean and agile project management principles and a repeatable implementation
process
§ Development of commercial insights for key clients
§ Strategic thinker with executive engagement experience
EDUCATION AND CERTIFICATION
§ BSc in Geomatics Engineering, University of Calgary, 1996
§ SECRET Level II security clearance with the Federal Government of Canada
§ FME Desktop Professional, FME Certified Trainer
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WORK EXPERIENCE
CEO & CO-FOUNDER, PeopleFlow Analytics Inc.; Ottawa, ON — May 2018 – Now
§ Led the founding team and the overall corporate strategy for tackling the global market for the
tracking of people and things in indoor spaces
§ Led the leadership team in targeting of key market verticals and creation of the organization
§ Built the sales capability through recruitment of key channel sales partners
§ Outlined the technology roadmap from the point of view of key capabilities to support product-
market fit within five verticals (commercial office, out-of-home advertising and digital signage,
live events and tradeshows, industrial, and retail)
FOUNDER & CEO, Spatial DNA Informatics Inc.; Toronto, ON — August 2011 - Now
§ Delivery of business development services in the Canadian market
§ Consulting services including system architecture and design
§ Sales support, product research and development for several clients in the geospatial industry
§ New technology investigation
§ Built company to 8 staff plus 10 contractors, focusing on aviation, enterprise integration in
municipal government, and positioning / location analytics with WiFi, BLE, LED, and other sensor
technologies
§ Internally built the indoor mapping and location analytics capabilities (starting in 2015),
launching PeopleFlow as a spin-out company in 2018.
PRESIDENT & CEO, TerraLogik Information Systems; Ottawa, ON — Sept 2003 - March 2011
GIS Project Manager, GIS Business Analyst, GIS Application Architect:
§ Project Manager for topographic mapping project for NAV CANADA, creating national coverage
maps for aeronautical charts, team of 6, $1million + budget
§ Business Analyst for $10 million+ system acquisition and development project at NAV CANADA
for GIS-based system for aeronautical information management
§ Strategist for outsource of map production, human resource planning, and system transition
creating new GIS organization of 40 people
GIS PRACTICE MANAGER, GDS & Associates Systems Ltd.; Ottawa, ON — Nov 2002 to July 2003
ACCOUNT MANAGER, Esri Canada Ltd.; Ottawa, ON — February 2000 – November 2002
QUALITY ENGINEER, Natural Resources Canada ATS; Ottawa, ON — June 1998 – January 2000
PROJECT OFFICER, Natural Resources Canada; Ottawa, ON — May 1996 – May 1998
DEVELOPMENT ENGINEER, Petronas Carigali Sdn Bhd; Kuala Lumpur — June 1994 – Aug 1995
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A.2 Neil Hellas, P.Eng
Neil Hellas is a professional engineer with over 20 years of experience in industries
spanning environment, energy, transportation and finance. He provides expertise
in spatial analysis, business intelligence, analytics and project management.
Competencies:
§ Comprehensive academic background in engineering and environmental sciences
§ Thorough knowledge of computer and information systems including software development,
database design, data warehousing and GIS
§ Proven team leadership and project management ability
§ Strong data analysis skills
§ Experienced in technical and non-technical communication aimed at a variety of audiences
§ Experienced in the design and implementation of Quality Assurance methodologies
§ FME Certified Professional; FME Server Certified Professional
EDUCATION AND CERTIFICATION
§ M.Sc. in Bioresource Engineering, McGill University, Montreal, 2007
§ B.A.Sc. in Engineering Science, University of Toronto, Toronto, 1996
TECHNICAL SKILLS
Programming
Languages
C, C++, C#, Java, FORTRAN, Visual Basic; UNIX and Windows scripting and
administration. SQL and database design/optimization (SQL Server, Oracle,
Postgres), data warehousing and enterprise analytics (Oracle ODI, Oracle BIEE).
Agile and Waterfall methodologies.
System analysis Parallel and transactional processing, redundant/high-availability system
design, low-level software and network analysis, *NIX administration.
GIS Data building and analysis; geodatabase design; metadata standards; LiDAR
data processing and elevation models; Web-based GIS frameworks (Mapserver,
OpenLayers); ArcGIS (Server and Desktop), ESRI ArcObjects and Javascript APIs.
FME Cloud, FME Server and Desktop.
Image analysis Supervised and unsupervised image classification. Programming with JPEG,
PNG, TIFF, GRIB-2 and ECW libraries. GDAL and PostGIS Raster usage.
Web HTML5, Javascript/AJAX/JSON, XML/XSLT, Mobile/tablet computing & responsive
web design.
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Meteorology
and Climate
Weather station data processing (Environment Canada, RWIS), snow transport
modelling, gridded forecast data processing, downscaling model
implementation.
Hydrology Water budgets, surface water modeling, erosion susceptibility, agricultural best
management practices.
WORK EXPERIENCE
DIRECTOR RESEARCH & DEVELOPMENT, PeopleFlow Analytics; Ottawa, ON — May 2018 – Now
§ Manage the lab and test environments for PeopleFlow
§ Experiment with new capabilities and potential market opportunities with lead clients
§ Identify and orchestrate technical capabilities to introduce to the PeopleFlow platform for 18+
months ahead of the current development iteration.
§ Solve technical challenges posed by the development team, particularly around testing and
evaluation of solution alternatives.
DIRECTOR SOLUTIONS DELIVERY, Spatial DNA Informatics Inc.; Toronto, ON — Nov 2014 – Now
§ Engage with clients and stakeholders to help articulate their goals and business needs, and
design solutions that bring them value.
§ Direct and mentor all Spatial DNA professional services and product development staff.
§ Provide subject matter expertise, leadership and implementation for enterprise system
integration initiatives, particularly focused on spatial and location-based data.
§ Develop approaches and solutions for the modeling and use of aeronautical data.
BUSINESS ANALYST, Rolta Canada Ltd.; Markham, ON — August 2012 – October 2014
PROJECT ENGINEER, 4DM Inc.; Toronto, ON — August 2007 – July 2012
DEVELOPER, Bradley & Thornington; Montreal, PQ — February 2006 – July 2007
CONSULTANT, SWI Systemware Innovation; Toronto, ON — April 1998 – July 2004
AUTOMATION ENGINEER, Dofasco Inc.; Hamilton, ON — May 1996 – March 1998
CONFERENCE PAPERS
§ Grover, P., N. Hellas, S. McArdle. “A snow transport and mitigation modelling system for
managing snow drifting along highways.” 2012 International Conference on Winter
Maintenance and Surface Transportation Weather, Transportation Research Board. Coralville,
Iowa. May 2012.
§ McArdle, S., P. Grover, N. Hellas. “Implementing Winter Climate Studies for Transportation
Projects in Ontario, Canada.” 2012 International Conference on Winter Maintenance and
Surface Transportation Weather, Transportation Research Board. Coralville, Iowa. May 2012.
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A.3 Tina Daly
Tina Daly is a GIS developer with over 20 years of experience in the infrastructure
industry, primarily dealing with network design technologies built on top of GIS.
She has deep expertise in the Esri technology stack, database, and web
technologies. She is a strong leader whose projects consistently meet deadlines
with a proven ability to develop and manage project schedules.
Competencies:
§ Academic background in Geography, urban studies, and GIS
§ Thorough knowledge of computer and information systems including software development,
database design, asset and facility management and GIS
§ Salesforce.com application development, Lightning Component Framework, integration to
Salesforce.com web services and SOAP API
§ Proven team leadership and project management ability
§ Strong data analysis skills
§ Esri Subject Matter Expert on ArcGIS Server, Portal for ArcGIS, Server Object Extensions
EDUCATION AND CERTIFICATION
§ GIS Technician Certificate (with Honours), Algonquin College, Ottawa, 1996
§ B.Sc. Geography / Urban and Environmental Studies, Brock University, 1993
TECHNICAL SKILLS
Programming
Languages
C#, VB.NET, C, C++, JavaScript, HTML5, CSS3, XML, Python
APIs /
Frameworks
WPF / Silverlight, Esri ArcObjects, Esri SilverLight API, Esri JavaScript API, Dojo
Toolkit, jQuery, Knockout, Angular, Infragistics, Xamarin.Forms, Prism for
Xamarin.Forms, FME Desktop, FME Cloud, Salesforce APEX + Lightning
AM / FM / GIS FME Desktop, FME Server, FME Cloud, FME SDK, ArcGIS Desktop, ArcGIS Server,
Portal for ArcGIS, ArcGIS Geoprocessing, NetDesigner, CableCad, GeoNet,
MapInfo, Idrisi, AutoCAD, MicroStation
IDE / Editors Visual Studio, Sublime Text, Aptana
Databases Oracle, Microsoft SQL Server, Microsoft Access
Source Control Team Foundation Server, PVCS, GitHub, BitBucket
WORK EXPERIENCE
INTEGRATION SPECIALIST, Spatial DNA; Toronto, ON — AUGUST 2017 - NOW
§ Provide subject matter expertise in the Esri ArcGIS and FME / FME Server platforms
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§ Lead developer on Esri ArcGIS Server solutions, particularly around integration of Esri
technologies with Salesforce
§ Salesforce lead developer managing the development of Lightning Maps for Salesforce.
DEVELOPER, Enghouse; Markham, ON — 2002 - 2017
§ Responsible for establishing a user interface design architecture while designing and developing
elegant and responsive user interfaces to maximize user productivity, reduce complexity and
improve the user experience for both the desktop and web environments. Works with other
departments and clients to analyze business requirements and develop functional
specifications for review and approval.
§ As the ESRI Subject Matter Expert (SME) on ArcGIS Server, Portal for ArcGIS, Server Object
Extensions (SOE) and geoprocessing, prototype and productize mobile and web application
ideas that utilize ESRI technology.
§ Troubleshoot data issues while streamlining ETL processes to load external data into
NetDesigner.
§ Coordinated and executed the delivery and implementation of customer contracts within cost,
schedule and contract limitations while ensuring complete customer satisfaction. Provided
solution architecture, application design and development for specific customer projects.
Monitored program customization progress, reviewed test results and other indicators to
identify and correct problem areas.
§ Performed multifaceted programming and analysis from code development through
acceptance testing on the CableCad core engine/toolkit used in building applications for
AM/FM/GIS systems. Enhanced existing software subsystems to accommodate new
requirements.
§ Responsible for the upgrade/overhaul of the CableCad GUI. Mentored other staff members to
ensure that they became capable and productive CableCad developers.
§ Reorganized the Technical Support Team to eradicate Help Desk backlog. Implemented a
proactive approach to preparing the Technical Support Team for the CableCad V3.0 product
release. Provided in-house product training to Enghouse staff and customers.