HomeMy WebLinkAboutC11. PSA with GIS Data
Commission Memorandum
REPORT TO: Honorable Mayor and City Commission
FROM: Jon Henderson, GIS Manager
Craig Woolard, Director of Public Works
Chris Kukulski, City Manager SUBJECT: Professional Services Agreement for GIS Data
MEETING DATE: February 22nd, 2016
AGENDA ITEM TYPE: Consent.
RECOMMENDATION: I recommend approving the Professional Services Agreement (to be signed by the City Manager).
BACKGROUND: The City of Bozeman GIS Division is taking a major step forward in
managing critical base layer information while improving quality control for a variety of data
maintenance workflows. Currently, two separate parcel datasets are in place representing
property ownership boundaries. The most spatially accurate layer is used to calculate storm water impervious surface amounts, while another version provides reference for all other boundaries including zoning, annexations, etc. While the differences between the two are minor
in most cases (3-5 feet), this represents a duplication in effort and should be combined into one
base to maximize the efficiency of long-range data maintenance activities.
This project will rely on manual data entry to redraw many features according to the adjusted parcels, while also taking advantage of a new industry standard called Parcel Fabric. A Parcel
Fabric allows for seamless data maintenance with new subdivision development as it “connects”
all features together within the database allowing for a more efficient editing workflow. Once
the new parcel layer is in place, easements will be drawn for approximately the past five years,
as this is a layer of information we currently lack within our system. Additional objectives include extensive training, digital map books, and a technology gap assessment.
A total of thirteen proposals were received for this project. Geographic Technologies Group
(GTG) was unanimously ranked number one within the selection committee using qualifications
based selection criteria. GTG has the appropriate qualifications to provide high quality work and
has demonstrated extensive experience with similar projects. Total costs ($72,500) are slightly under the approved budget for FY16 contracted services ($75,000). Overall, this project provides the best possible value to the citizens of Bozeman by improving the accuracy and
overall maintenance workflows of critical data.
FISCAL EFFECTS: Total costs for the project equal $72,500. The City of Bozeman GIS Department has $75,000 available within the approved FY16 budget for contracted services.
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ALTERNATIVES: As suggested by the City Commission.
Attachments: Professional Services Agreement
Scope of Work
Request for Proposals
GTG Proposal
Report compiled on: 2/1/16
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Professional Services Agreement for GIS Data Services FY 2016
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PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT is made and entered into this _____ day of ____________, 2016, by
and between the CITY OF BOZEMAN, MONTANA, a self governing municipal corporation
organized and existing under its Charter and the laws of the State of Montana, 121 North Rouse
Street, Bozeman, Montana, with a mailing address of PO Box 1230, Bozeman, MT 59771,
hereinafter referred to as “City,” and, Geographic Technologies Group, 1202 Parkway Drive,
Goldsboro, NC 27534, hereinafter referred to as “Contractor.”
In consideration of the mutual covenants and agreements herein contained, the receipt and
sufficiency whereof being hereby acknowledged, the parties hereto agree as follows:
1. Purpose: City agrees to enter this Agreement with Contractor to perform for City
services described in the Scope of Services attached hereto as Attachment “A” and by this reference
made a part hereof.
2. Effective Date: This Agreement is effective upon the date of its execution.
3. Scope of Work: Contractor will perform the work and provide the services in
accordance with the requirements of the Scope of Services. For conflicts between this Agreement
and the Scope of Services, unless specifically provided otherwise, the Agreement governs.
4. Payment: City agrees to pay Contractor the amount specified in the attached Scope
of Services. Any alteration or deviation from the described services that involves additional costs
above the Agreement amount will be performed by Contractor after written request by the City, and
will become an additional charge over and above the amount listed in the Scope of Services. The
City must agree in writing upon any additional charges.
5. Contractor’s Representations: To induce City to enter into this Agreement,
Contractor makes the following representations:
a. Contractor has familiarized itself with the nature and extent of this Agreement, the
Scope of Services, and with all local conditions and federal, state and local laws, ordinances, rules,
and regulations that in any manner may affect cost, progress or performance of the Scope of
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Services.
b. Contractor represents and warrants to City that it has the experience and ability to
perform the services required by this Agreement; that it will perform said services in a professional,
competent and timely manner and with diligence and skill; that it has the power to enter into and
perform this Agreement and grant the rights granted in it; and that its performance of this
Agreement shall not infringe upon or violate the rights of any third party, whether rights of
copyright, trademark, privacy, publicity, libel, slander or any other rights of any nature whatsoever,
or violate any federal, state and municipal laws. The City will not determine or exercise control as
to general procedures or formats necessary to have these services meet this warranty.
6. Independent Contractor Status/Labor Relations: The parties agree that
Contractor is an independent contractor for purposes of this Agreement and is not to be considered
an employee of the City for any purpose. Contractor is not subject to the terms and provisions of
the City’s personnel policies handbook and may not be considered a City employee for workers’
compensation or any other purpose. Contractor is not authorized to represent the City or otherwise
bind the City in any dealings between Contractor and any third parties.
Contractor shall comply with the applicable requirements of the Workers’ Compensation
Act, Title 39, Chapter 71, MCA, and the Occupational Disease Act of Montana, Title 39, Chapter
71, MCA. Contractor shall maintain workers’ compensation coverage for all members and
employees of Contractor’s business, except for those members who are exempted by law.
Contractor shall furnish the City with copies showing one of the following: (1) a binder for
workers’ compensation coverage by an insurer licensed and authorized to provide workers’
compensation insurance in the State of Montana; or (2) proof of exemption from workers’
compensation granted by law for independent contractors.
Contractor shall indemnify, defend, and hold the City harmless from any and all claims,
demands, costs, expenses, damages, and liabilities arising out of, resulting from, or occurring in
connection with any labor problems or disputes or any delays or stoppages of work associated with
such problems or disputes and for any claims regarding underpaid prevailing wages.
7. Indemnity/Waiver of Claims/Insurance: For other than professional services
rendered, to the fullest extent permitted by law, Contractor agrees to release, defend, indemnify, and
hold harmless the City, its agents, representatives, employees, and officers (collectively referred to
for purposes of this Section as the City) from and against any and all claims, demands, actions, fees
and costs (including attorney’s fees and the costs and fees of and expert witness and consultants),
losses, expenses, liabilities (including liability where activity is inherently or intrinsically
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dangerous) or damages of whatever kind or nature connected therewith and without limit and
without regard to the cause or causes thereof or the negligence of any party or parties that may be
asserted against, recovered from or suffered by the City occasioned by, growing or arising out of or
resulting from or in any way related to: (i) the negligent, reckless, or intentional misconduct of the
Contractor; (ii) any negligent, reckless, or intentional misconduct of any of the Contractor’s agents;
or (iii) the negligent, reckless, or intentional misconduct of any other third party.
For the professional services rendered, to the fullest extent permitted by law, Contractor
agrees to indemnify and hold the City harmless against claims, demands, suits, damages, losses, and
expenses, including reasonable defense attorney fees, to the extent caused by the negligence or
willful misconduct of the Contractor or Contractor’s agents or employees.
Such obligations shall not be construed to negate, abridge, or reduce other rights or
obligations of indemnity that would otherwise exist. The indemnification obligations of this Section
must not be construed to negate, abridge, or reduce any common-law or statutory rights of the
indemnitee(s) which would otherwise exist as to such indemnitee(s).
Contractor’s indemnity under this Section shall be without regard to and without any right to
contribution from any insurance maintained by City.
Should any indemnitee described herein be required to bring an action against the Contractor
to assert its right to defense or indemnification under this Agreement or under the Contractor’s
applicable insurance policies required below the indemnitee shall be entitled to recover reasonable
costs and attorney fees incurred in asserting its right to indemnification or defense but only if a
court of competent jurisdiction determines the Contractor was obligated to defend the claim(s) or
was obligated to indemnify the indemnitee for a claim(s) or any portion(s) thereof.
In the event of an action filed against City resulting from the City’s performance under this
Agreement, the City may elect to represent itself and incur all costs and expenses of suit.
Contractor also waives any and all claims and recourse against the City or its officers, agents
or employees, including the right of contribution for loss or damage to person or property arising
from, growing out of, or in any way connected with or incident to the performance of this
Agreement except “responsibility for his own fraud, for willful injury to the person or property of
another, or for violation of law, whether willful or negligent” as per 28-2-702, MCA.
These obligations shall survive termination of this Agreement and the services performed
hereunder.
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In addition to and independent from the above, Contractor shall at Contractor’s expense
secure insurance coverage through an insurance company or companies duly licensed and
authorized to conduct insurance business in Montana which insures the liabilities and obligations
specifically assumed by the Contractor in this Section. The insurance coverage shall not contain any
exclusion for liabilities specifically assumed by the Contractor in subsection (a) of this Section.
The insurance shall cover and apply to all claims, demands, suits, damages, losses, and
expenses that may be asserted or claimed against, recovered from, or suffered by the City without
limit and without regard to the cause therefore and which is acceptable to the City and Contractor
shall furnish to the City an accompanying certificate of insurance and accompanying endorsements
in amounts not less than as follows:
• Workers’ Compensation – statutory;
• Employers’ Liability - $1,000,000 per occurrence; $2,000,000 annual aggregate;
• Commercial General Liability - $1,000,000 per occurrence; $2,000,000 annual
aggregate;
• Automobile Liability - $1,000,000 property damage/bodily injury; $2,000,000
annual aggregate; and
• Professional Liability - $1,000,000 per claim; $2,000,000 annual aggregate.
The above amounts shall be exclusive of defense costs. The City of Bozeman, its officers,
agents, and employees, shall be endorsed as an additional or named insured on a primary non-
contributory basis on both the Commercial General and Automobile Liability policies. The
insurance and required endorsements must be in a form suitable to City and shall include no less
than a sixty (60) day notice of cancellation or non-renewal. The City must approve all insurance
coverage and endorsements prior to the Contractor commencing work. Contractor shall notify City
within two (2) business days of Contractor’s receipt of notice that any required insurance coverage
will be terminated or Contractor’s decision to terminate any required insurance coverage for any
reason.
The City must approve all insurance coverage and endorsements prior to the
Contractor commencing work.
8. Termination for Contractor’s Fault:
a. If Contractor refuses or fails to timely do the work, or any part thereof, or
fails to perform any of its obligations under this Agreement, or otherwise breaches any terms
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or conditions of this Agreement, the City may, by written notice, terminate this Agreement
and the Contractor’s right to proceed with all or any part of the work (“Termination Notice
Due to Contractor’s Fault”). The City may then take over the work and complete it, either
with its own resources or by re-letting the contract to any other third party.
b. In the event of a termination pursuant to this Section 8, Contractor shall be
entitled to payment only for those services Contractor actually rendered.
c. Any termination provided for by this Section 8 shall be in addition to any
other remedies to which the City may be entitled under the law or at equity.
d. In the event of termination under this Section 8, Contractor shall, under no
circumstances, be entitled to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature arising, or claimed to have arisen, as a result of the termination.
9. Termination for City’s Convenience:
a. Should conditions arise which, in the sole opinion and discretion of the City,
make it advisable to the City to cease performance under this Agreement City may terminate
this Agreement by written notice to Contractor (“Notice of Termination for City’s
Convenience”). The termination shall be effective in the manner specified in the Notice of
Termination for City’s Convenience and shall be without prejudice to any claims that the
City may otherwise have against Contractor.
b. Upon receipt of the Notice of Termination for City’s Convenience, unless
otherwise directed in the Notice, the Contractor shall immediately cease performance under
this Agreement and make every reasonable effort to refrain from continuing work, incurring
additional expenses or costs under this Agreement and shall immediately cancel all existing
orders or contracts upon terms satisfactory to the City. Contractor shall do only such work
as may be necessary to preserve, protect, and maintain work already completed or
immediately in progress.
c. In the event of a termination pursuant to this Section 9, Contractor is entitled
to payment only for those services Contractor actually rendered on or before the receipt of
the Notice of Termination for City’s Convenience.
d. The compensation described in Section 9(c) is the sole compensation due to
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Contractor for its performance of this Agreement. Contractor shall, under no circumstances,
be entitled to claim or recover consequential, special, punitive, lost business opportunity,
lost productivity, field office overhead, general conditions costs, or lost profits damages of
any nature arising, or claimed to have arisen, as a result of the termination.
10. Limitation on Contractor’s Damages; Time for Asserting Claim:
a. In the event of a claim for damages by Contractor under this Agreement,
Contractor’s damages shall be limited to contract damages and Contractor hereby expressly
waives any right to claim or recover consequential, special, punitive, lost business
opportunity, lost productivity, field office overhead, general conditions costs, or lost profits
damages of any nature or kind.
b. In the event Contractor wants to assert a claim for damages of any kind or
nature, Contractor shall provide City with written notice of its claim, the facts and
circumstances surrounding and giving rise to the claim, and the total amount of damages
sought by the claim, within thirty (30) days of the facts and circumstances giving rise to the
claim. In the event Contractor fails to provide such notice, Contractor shall waive all rights
to assert such claim.
11. Representatives:
a. City’s Representative: The City’s Representative for the purpose of this
Agreement shall be Jon Henderson (GIS Manager) or such other individual as City shall
designate in writing. Whenever approval or authorization from or communication or
submission to City is required by this Agreement, such communication or submission shall
be directed to James Goehrung as the City’s Representative and approvals or authorizations
shall be issued only by such Representative; provided, however, that in exigent
circumstances when City’s Representative is not available, Contractor may direct its
communication or submission to other designated City personnel or agents as listed above
and may receive approvals or authorization from such persons.
b. Contractor’s Representative: The Contractor’s Representative for the
purpose of this Agreement shall be Curt Hinton (Project Advisor) or such other individual as
Contractor shall designate in writing. Whenever direction to or communication with
Contractor is required by this Agreement, such direction or communication shall be directed
to Contractor’s Representative; provided, however, that in exigent circumstances when
Contractor’s Representative is not available, City may direct its direction or communication
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to other designated Contractor personnel or agents.
12. Permits: Contractor shall provide all notices, comply with all applicable laws,
ordinances, rules, and regulations, obtain all necessary permits, licenses, including a City of
Bozeman business license, and inspections from applicable governmental authorities, and pay all
fees and charges in connection therewith.
13 Laws and Regulations: Contractor shall comply fully with all applicable state and
federal laws, regulations, and municipal ordinances including, but not limited to, all workers’
compensation laws, all environmental laws including, but not limited to, the generation and disposal
of hazardous waste, the Occupational Safety and Health Act (OSHA), the safety rules, codes, and
provisions of the Montana Safety Act in Title 50, Chapter 71, MCA, all applicable City, County,
and State building and electrical codes, the Americans with Disabilities Act, and all non-
discrimination, affirmative action, and utilization of minority and small business statutes and
regulations.
14. Nondiscrimination: The Contractor agrees that all hiring by Contractor of persons
performing this Agreement shall be on the basis of merit and qualifications. The Contractor will
have a policy to provide equal employment opportunity in accordance with all applicable state and
federal anti-discrimination laws, regulations, and contracts. The Contractor will not refuse
employment to a person, bar a person from employment, or discriminate against a person in
compensation or in a term, condition, or privilege of employment because of race, color, religion,
creed, political ideas, sex, age, marital status, national origin, actual or perceived sexual orientation,
gender identity, physical or mental disability, except when the reasonable demands of the position
require an age, physical or mental disability, marital status or sex distinction. The Contractor shall
be subject to and comply with Title VI of the Civil Rights Act of 1964; Section 140, Title 2, United
States Code, and all regulations promulgated thereunder. The Contractor shall require these
nondiscrimination terms of its sub-Contractors providing services under this agreement.
15. Intoxicants; DOT Drug and Alcohol Regulations/Safety and Training:
Contractor shall not permit or suffer the introduction or use of any intoxicants, including alcohol or
illegal drugs, by any employee or agent engaged in services to the City under this Agreement while
on City property or in the performance of any activities under this Agreement. Contractor
acknowledges it is aware of and shall comply with its responsibilities and obligations under the U.S.
Department of Transportation (DOT) regulations governing anti-drug and alcohol misuse
prevention plans and related testing. City shall have the right to request proof of such compliance
and Contractor shall be obligated to furnish such proof.
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The Contractor shall be responsible for instructing and training the Contractor's employees
and agents in proper and specified work methods and procedures. The Contractor shall provide
continuous inspection and supervision of the work performed. The Contractor is responsible for
instructing his employees and agents in safe work practices.
16. Modification and Assignability: This Agreement may not be enlarged, modified or
altered except by written agreement signed by both parties hereto. The Contractor may not
subcontract or assign Contractor’s rights, including the right to compensation or duties arising
hereunder, without the prior written consent of City. Any subcontractor or assignee will be bound
by all of the terms and conditions of this Agreement.
17. Reports/Accountability/Public Information: Contractor agrees to develop and/or
provide documentation as requested by the City demonstrating Contractor’s compliance with the
requirements of this Agreement. Contractor shall allow the City, its auditors, and other persons
authorized by the City to inspect and copy its books and records for the purpose of verifying that the
reimbursement of monies distributed to Contractor pursuant to this Agreement was used in
compliance with this Agreement and all applicable provisions of federal, state, and local law. The
Contractor shall not issue any statements, releases or information for public dissemination without
prior approval of the City.
18. Non-Waiver: A waiver by either party any default or breach by the other party of
any terms or conditions of this Agreement does not limit the other party’s right to enforce such term
or conditions or to pursue any available legal or equitable rights in the event of any subsequent
default or breach.
19. Attorney’s Fees and Costs: That in the event it becomes necessary for either Party
of this Agreement to retain an attorney to enforce any of the terms or conditions of this Agreement
or to give any notice required herein, then the prevailing Party or the Party giving notice shall be
entitled to reasonable attorney's fees and costs, including fees, salary, and costs of in-house counsel
to include City Attorney.
20. Taxes: Contractor is obligated to pay all taxes of any kind or nature and make all
appropriate employee withholdings.
21. Dispute Resolution:
a. Any claim, controversy, or dispute between the parties, their agents,
employees, or representatives shall be resolved first by negotiation between senior-level
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personnel from each party duly authorized to execute settlement agreements. Upon mutual
agreement of the parties, the parties may invite an independent, disinterested mediator to
assist in the negotiated settlement discussions.
b. If the parties are unable to resolve the dispute within thirty (30) days from the
date the dispute was first raised, then such dispute may only be resolved in a court of
competent jurisdiction in compliance with the Applicable Law provisions of this Agreement.
22. Survival: Contractor’s indemnification shall survive the termination or expiration of
this Agreement for the maximum period allowed under applicable law.
23. Headings: The headings used in this Agreement are for convenience only and are
not be construed as a part of the Agreement or as a limitation on the scope of the particular
paragraphs to which they refer.
24. Severability: If any portion of this Agreement is held to be void or unenforceable,
the balance thereof shall continue in effect.
25. Applicable Law: The parties agree that this Agreement is governed in all respects
by the laws of the State of Montana.
26. Binding Effect: This Agreement is binding upon and inures to the benefit of the
heirs, legal representatives, successors, and assigns of the parties.
27. No Third-Party Beneficiary: This Agreement is for the exclusive benefit of the
parties, does not constitute a third-party beneficiary agreement, and may not be relied upon or
enforced by a third party.
28. Counterparts: This Agreement may be executed in counterparts, which together
constitute one instrument.
29. Integration: This Agreement and all Exhibits attached hereto constitute the entire
agreement of the parties. Covenants or representations not contained therein or made a part thereof
by reference, are not binding upon the parties. There are no understandings between the parties
other than as set forth in this Agreement. All communications, either verbal or written, made prior
to the date of this Agreement are hereby abrogated and withdrawn unless specifically made a part of
this Agreement by reference.
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**** END OF AGREEMENT EXCEPT FOR SIGNATURES ****
IN WITNESS WHEREOF, the parties hereto have executed this instrument the day and
year first above written.
CITY OF BOZEMAN, MONTANA ____________________________________
CONTRACTOR (Type Name Above)
By________________________________ By__________________________________
Chris Kukulski, City Manager
Print Name:
Print Title: ____________________________
APPROVED AS TO FORM:
By_______________________________
Greg Sullivan, Bozeman City Attorney
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|Attachment A
Scope of Services
The following Scope of Work is based on the tasks detailed in the City of Bozeman Request for Proposals
(RFP). Geographic Technologies Group (GTG) understands that the City of Bozeman requires a qualified
firm to perform a spatial adjustment of key GIS boundary layers, migration to the ESRI Parcel Fabric,
creation of easement and rights-of-way datasets, and provide ArcGIS Parcel Fabric and associated layers
management training and documentation. These tasks will require a firm that has a diverse skill set. GTG
is one of a very few companies in North America that focuses only on local government. We have
implemented GIS for over 400 local government agencies nationwide. We are experts in all aspects of
ESRI technology including the Parcel Fabric. We recently implemented the Parcel Fabric in Unalaska,
Alaska, home of Dutch Harbor, one of the largest fishing ports in the United States. Additionally, we have
just completed a project for Dorchester County, South Carolina that included a detailed step-by-step
game plan for parcel fabric migration, implementation, and ongoing maintenance. Currently, we are
working with the Columbus County, Georgia Consolidated Government on a Strategic Plan and a parcel
fabric migration for the organization. We have recently completed our business plan for 2016 and it
includes a big focus on the Parcel Fabric technology to include webinars and a continued push to assist
local governments in their migration.
GTG is a full-service GIS company. Our core disciplines
include the creation of GIS data layers for local government
and the implementation of the parcel fabric. GTG is an ESRI
Gold Partner, which identifies our
company as one of the leading ESRI Business Partners in the world.
Additionally, GTG has achieved certification in two ESRI Specialties – ESRI’s
ArcGIS Online Specialty and ArcGIS for Local Government Specialty. No other
Gold Partner has achieved both of these specialties. What this means for the
City of Bozeman is that we bring an unrivaled knowledge of ESRI GIS tools as
they relate to local government. Additionally, a number of our key staff are
Geographic Information Systems Professionals (GISPs). A GISP has met the
standards for educational achievement, professional experience, and manner
in which he or she contributes back to the profession as set forth by the GIS Certification Institute. We
feel confident that we are the best team to work with the City of Bozeman to guarantee success. The
following are the tasks and steps that will guarantee the City of Bozeman a successful project.
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|Attachment A
TTask 1 – Spatial Adjustment of Existing GIS Boundary Layer
GTG understands that the City needs a consultant to edit and adjust 13 separate boundary layers. GTG
has a team of very experienced geospatial experts. All of our team has an advanced level skillset with
ArcGIS tools for editing GIS layers. Our work includes the creation and editing of thousands of GIS layers
for hundreds of agencies. We understand how to use the ESRI toolset to guarantee that each of the 13
layers are spatially coincident, highly accurate, topologically correct, and without error. We only employ
the most skilled GIS staff and all they do is focus on GIS work for local government. We are not an
Engineering firm that does GIS as a sideline. We are a GIS only firm that specializes in the needs of local
government. GTG’s GIS Analysts will be using ArcGIS for Desktop version 10.3.1 and ArcCatalog 10.3.1
GTG will utilize the updated parcel data set to correct the following 13 polygon GIS data layers:
1. Annexations
2. City Limits
3. City Property
4. Community Plan Boundary
5. Community Plan Future Land Use
6. Historic Districts
7. Lighting Districts
8. Open Space
9. Parks
10. Payback Areas
11. PUD’s
12. SID’s
13. Zoning
GTG has examined each of these 13 layers in conjunction with the “parcels_adjusted” GIS layer and understands the
level of effort and methodology needed for correcting each layer. The following series of graphics depicts some of
these layers in conjunction with the
adjusted parcel layer.
Historic Districts Misaligned with the
AAdjusted Parcel Layer
Historic Districts Misaligned with the Adjusted Parcel Layer
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|Attachment A
SStep 1 – GIS Boundary Layer Adjustment Workshop
It is important to review each of the boundary layers with the City subject matter experts before adjustment.
Therefore, GTG is recommending a workshop to review the layers and discuss any issues and/or concerns. Each
layer will be reviewed in light of its use, purpose, derivation, and local knowledge about the layer. This is important
because of the diversity of layers and differences in how they should be interpreted. A few of the items to be
discussed in this initial meeting include:
Community Plan Future Land Use Will
RRequire Significant Alignment Work
Park Boundary Layer
Community Planning Boundary in Conjunction
wwith Rural Parcels
Lighting District Boundary in Conjunction
wwith Urban Parcels
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|Attachment A
x LLegal Documents – layers like the City Limit layer might have
been created using a legal boundary description. If so, it
might be prudent to use the legal description, in conjunction
with the adjusted parcels, while revising the layer to ensure
consistency. This is especially important if the City Limit GIS
layer and associated maps will be adopted as the “Official
Document of Record” for this legal boundary.
x Split Parcels – some boundary layers may not strictly adhere
to property boundaries. Some cities have zones that split
parcels (zoning or land use). Each layer will need to be
discussed in light of their adherence to parcel boundaries.
x Natural Boundaries – some layers rely on natural boundaries
for demarcation. In most cases this boundary may be represented as a parcel boundary as well. However,
due to the original mapping or change in the natural boundary, the parcel layer and boundary layer may no
longer align. The applicability and suggested ways to handle
these will be discussed in this workshop.
x Generated Layers – Some components of boundary layers
may have been generated algorithmically. For example some
cities have boundary layers that are generated by buffering a
proscribed distance from the City Limits. The layers will be
reviewed to discover if this is applicable to any of the 13
boundary layers. If so, these features will need to be
regenerated using the appropriate creation rules.
x Coincidence – It will be important to discuss with the City the
possible use of ESRI tools to maintain coincidental
boundaries. Layers can be established in the geodatabase in such a way that when the underlying parcel
boundary is moved the coincident boundary layer is automatically moved as well. The applicability and
desire to use this feature should be discussed for each layer.
City Limit Boundary May Require Review
oof Written Boundary Description
Open Space Layer and the Need to
RReview Natural Boundaries
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|Attachment A
SStep 2 – GIS Boundary Layer Adjustment
Once each boundary layer is reviewed in Step 1 then the boundary
adjustments can begin. GTG will employ a systematic process to update
each of the polygon areas to align properly with the adjusted parcel
dataset. GTG will ensure existing attribution remains intact and that the
geometry is the only component adjusted. The Reshape Feature tool on
the Editor Toolbar will be used in conjunction with the Trace tool to
update existing features. This will ensure the updated data layers match
the adjusted parcels vertex to vertex. GTG will add a temporary field to
each dataset called “Status”. GTG staff will use this internally to track
which polygons have been adjusted and what remains. GTG will also add a
“QA/QC Status Field” which will be used to track the progress of the
polygons during the review phase. Any questions about boundary location
will be reviewed with appropriate City of Bozeman staff throughout the
adjustment phase.
Step 3 – Final Review Presentation and Delivery
Once complete, GTG will present the final layers to the City of Bozeman
team. Each layer will be visually reviewed for completeness and
accuracy. GTG uses a multi-step QA/QC process that is included in the
appendix of this proposal. GTG will make any adjustments to the layer
based on this review and inspection of the layers by City of Bozeman
staff. Once the City is satisfied that each of the boundary layers is 100%
accurate, GTG will deliver the final version to the City.
Task 1 Deliverables
x On-site GIS Boundary Layer Adjustment Workshop
x Workshop to Review Adjusted Layers
x 13 Spatially Adjusted GIS Boundary Layers
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|Attachment A
TTask 2- Migration of Parcel Dataset to the ESRI “Parcel Fabric”
GTG staff has a long history of working with land records and cadastral GIS data. David Lyons, GTG’s GIS Director,
was GIS Coordinator with Catawba County, North
Carolina where he oversaw GIS for land records.
Curtis Hinton, GTG President, has been
instrumental in land management and cadastral
mapping for a number of counties to include
Wayne and Wilson, North Carolina. The GTG
team has extensive experience in ESRI based land
records. We recently finished an ESRI Parcel Fabric
conversion of a client in Alaska and are under
contract to assist Dorchester County, South
Carolina with their Parcel Fabric conversion.
GTG recommends the creation of a land records clean up and migration plan and then the migration of the City’s
existing parcel data to the ArcGIS for Land Record Data Model (Parcel Fabric Technology). The plan will include
templates for the cadastral data. Cadastral data including land ownership parcels are a core base map layer for local
government GIS implementations. The initial design of the parcel database and subsequent deployment of the
developed data model is critical in order to provide a fully functional and comprehensive representation of land
ownership boundaries within the City. Beyond the standard GIS data model, ESRI has developed the Parcel Fabric
which is a data model specifically designed for the management of parcel data and other associated land records.
The Parcel Fabric is optimized for the maintenance of parcel data and it stores a continuous surface of connected
parcels and ensures that the relationships between polygons, lines and points are maintained. Using this
interconnected data model, the City will be able to effectively store and manage all of its land records data
including parcels and easements. It is very important that GTG identify all of the needs of the City in regards to land
management. The following are tasks that will occur during the land records clean-up and migration process.
Step 1 – Land-Records Database Design Workshop and Refinement
The first step in this process is refining a land-records database design that
meets all of the needs of the City. Using the ESRI Parcel Fabric, which is a
component of the Local Government Information Model (LGIM), GTG will
conduct meetings onsite with City staff to review the data model and
discuss any possible modifications to its design. Information gained from
these meetings will culminate in a Database Design Workshop.
168
|Attachment A
Step 2 – Final Database
During this Workshop, GTG will review ESRI’s Parcel Fabric design and explain its structure. The existing database
design of the City parcel data will also be reviewed and compared to the Parcel Fabric. It is anticipated that in some
instances, existing components (e.g. fields) in the City parcel data will not have a suitable destination in the Parcel
Fabric. In these cases, customizations will be made to the Parcel Fabric to accommodate any unique needs of the
City. GTG will step through every component of the existing parcel data and customize the Parcel Fabric as needed
and agreed upon with City staff during the workshop. GTG will make changes to the database design based on the
feedback from the onsite workshop. The changes will be done in such a way as to maintain the integrity of the ESRI
Parcel Fabric.
The final data design will incorporate functionality that will document ongoing development activity while retaining
historic records and subdivision and
zoning activity (e.g., zoning map
amendments, zoning conditions, zoning
enforcement activities, subdivisions,
and subdivision conditions). GTG will
review the final database design with
key staff at the City. Once the City has
reviewed and approved the final design,
GTG will proceed with migration of the
land records data.
Step 3 – Land Records Migration to the Parcel Fabric
Based on the business requirements identified and the final Parcel Fabric database design, GTG will migrate land
records data (“parcels_adjusted”) to the Parcel Fabric. The following steps will occur during this process:
1. Prepare source data and migrate to a temporary staging
geodatabase
2. Load parcels and associated boundaries into the staging
geodatabase
3. Delineate curves
4. Build and validate topology
5. Model other land types
6. Reconcile attributes to Parcel Fabric
7. Load all prepared data to the Parcel Fabric
8. Perform quality control using ArcGIS Data Reviewer
ESRI Parcel Fabric Design
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|Attachment A
9. Deploy the completed Parcel Fabric on the Client’s SDE database
10. Develop Data Migration Standard Operating Procedures document
11. Review Data Migration results with City staff
During this process, GTG will use the ArcGIS Data Reviewer
extension to perform quality control. This ArcGIS extension
integrates quality control into the data migration process.
The Data Reviewer provides various validation checks that
can be used to automatically check data and maintain data
integrity. This will add another level of quality assurance to
the data migration process and ensure that the City is
delivered an error free and high quality Parcel Fabric.
GTG has done an initial review of the parcels adjusted layer and identified a few items worth noting as follows:
x Parcels Adjusted has clean topology – no gaps or overlaps in the 25,434 parcels
o Reduces required edits for topological errors
x Parcels Adjusted does not contain “true curves” resulting in excessive vertices. These need to be cleaned
up before pushing the parcel boundaries to the fabric. The fabric maintains coordinates for every line
segment between vertices and this would make the
fabric database much larger and make editing of the
fabric cumbersome. GTG will convert polygons with
excessive vertices to “true curves”. Vertices
statistics are as follows:
o 625,922 vertices in parcels layer
o 1,734 parcels have > 50 vertices
o Most dense polygon has 7,027 vertices
Bozeman Parcel with the Most Vertices
170
|Attachment A
GTG will next deploy the ESRI Tax Parcel Editing template on user’s desktops that will be responsible for editing the
Parcel Fabric. This template provides the following functionality:
x A multi-scale ArcMap document that is optimized for parcel editing
x Includes Parcel Editor Add-In that streamlines editing functions
o Manage parcel attributes and feature linked annotation
o Optimize parcel boundary data in the fabric data model
o Load traverse information from external sources
o Manage attachments associated with fabric classes
Parcel Fabric Utilizes True Curves
171
|Attachment A
TTask 2 Deliverables
x Database Design – Land Records Data Model
x Database Design Workshop
x Data Preparation and Clean-Up
x Data Migration to the ArcGIS for Land Records Data
Model
x Automated Quality Control with ArcGIS Data Reviewer
x Preparation of Data Migration Standard Operating
Procedures Document
x Review of Data Migration Results with City Staff
x Deployment of ESRI Tax Parcel Editing Template
Task 3 – Creation of Easement and Rights-of-Way Datasets
GTG will assist the GIS Department with developing an easements (encumbrances) layer in the GIS that will be an
integrated component of the Parcel Fabric developed in Task 2. As per feedback from the City, “the City proposes
focusing ONLY on easements (which we have good information for)….and disregard the creation of a standalone
layer for rights-of-way”. It is understood that the initial focus should be on encumbrances created since 2010 and
depending on available funds, older encumbrances. The source data locations on the internet provided by the City
contain 27 plat documents and 176 deed documents. Each document can potentially contain more than one
encumbrance. Encumbrances will be digitized starting with the most recent ones first and then working in reverse
chronological order. This is necessary to accommodate new encumbrances that have replaced or supersede older
encumbrances. Following is the approach that will be used for automating the encumbrance data:
1. Acquire source documents from the City
2. All data creation will occur in ArcMap within the Parcel Fabric environment using COGO tools
3. Working in reverse chronological order, identify encumbrances on source documents
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|Attachment A
4. Enter each encumbrance into the associated Parcel Fabric layer using COGO tools. Data entry for
easements is similar to parcel data entry – both use COGO tools to enter bearings, distances, radius, etc.
x Establish Point of Commencement (POC) and Point of Beginning (POB)
x Enter traverse data per the source document
x Non-closures of greater than 1 foot will be noted
x Enter attributes
5. Easements that do not close properly will be artificially closed and attributed as such
6. Enter the associated attributes obtained from the source document for each easement:
x ENCUMID (unique ID number)
x ENCUMNAME (taken from the source document)
x ENCUMCLASS (general category – e.g. utility)
x ENCUMTYPE (detailed type – water, electric, stormwater, etc.)
x STATEDAREA (stated legal area as defined on source document)
Deed Example Plat Example
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|Attachment A
x DATE (approved date, taken from the source document)
x MISCLOSURE (attribute to denote easements that did not close properly)
x HYPERLINK (to the recorded document) (syntax per City specifications)
7. Easement data will be stored as both lines and polygons in the Parcel Fabric which will allow for the
retention of all traverse attributes
8. O
nce
all
encu
mbra
nces
have
been
digiti
zed
into
the
Parce
l
Fabri
c,
GTG
will
deliv
er a
final
geodatabase to the City.
Task 3 Deliverables
x Easements GIS layer
Parcel Fabric Containing Encumbrance Data
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|Attachment A
TTask 4: Process of Maintaining Parcel Fabric and Related Layers
One of the key components for this project to be a success is to have documentation and training on all of the
deliverables. GTG conducts GIS training
throughout the United States. We create
documentation and train staff during a
majority of our projects. We pride ourselves
in ensuring that staff knows how to use GIS
tools to maintain and utilize data. Our team
will provide the following documentation and
training on-site for key City staff.
Task 4: Deliverables
x User manual detailing how to use GIS
tools to edit and maintain property
data and boundary layers
x On-site training detailing how to use GIS tools to edit and maintain property data – parcel editing workflows
and boundary layers
x Training slides and exercises
Additional Tasks
GTG understands that the City of Bozeman has a need for additional services that will enhance the GIS effort city-
wide as follows:
x Additional On-site Training – It is understood that the move to the Parcel Fabric is critical to the ongoing
success of GIS at the City. As such, hands on training with staff should take place on-site. GTG will provide
an additional 2 days on-site with the City to thoroughly review the process of updating parcels within Esri’s
Parcel Fabric. GTG will ensure this training is detailed and hands-on with City parcel data.
x Digital Map Book Creation – Once the parcel fabric is complete it will be important to be able to create
maps representing the new data. GTG will develop a digital map book for the City based on the newly
created parcel fabric data. This digital map book will use Esri data driven pages and can be exported
and/or printed based on City needs.
x Technology Gap Assessment – Esri has reinvented its GIS platform. A multitude of new products have
been released that will assist the City in advancing the GIS. GTG will spend time on-site with the GIS group
at the City to review current processes and identify potential gaps in these processes. GTG will develop a
concise document outlining recommendations for the GIS group. The topics for discussion include, but are
not limited to
o Esri’s Workflow Manager
o Esri’s Data Reviewer
o Metadata Updates and Procedures
o Versioning
o Standard Operating Procedures (SOP)
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|Attachment A
x GIS Remote Support – It is understood that the City will require ongoing remote support for the new
parcel fabric. GTG will provide remote support for GIS functions at the City on an as needed basis. This
support term will run from July 1, 2016 – December 31, 2016. The support will include general phone
support, additional remote training, and Go-to-Assist login support related to Esri’s Parcel Fabric or other
components related to this project.
Conclusion
We at GTG believe that we are offering the City the most comprehensive solution possible. We are experts in every
aspect of this project and pride ourselves on our successful customers. We invite the City to call any and all of our
clients to discover how they feel about our company and our work product. We are very excited about the
opportunity of partnering with the City. The following are key reasons why GTG is the best fit for the City.
x GTG has a depth of experience and expertise that is unmatched in the United States. We have assisted
hundreds of clients with GIS data projects. Our team has a unique mix of experts that will guarantee GIS
success at the City.
x We are Parcel Fabric experts. We have aggressively pursued Parcel Fabric expertise. We have worked with
a number of clients on their migrations and the Parcel Fabric is a focus area for our company.
x GTG has worked with over 400 clients on data projects. We use the latest GIS technology from ESRI to
ensure that the City has the very best final product. Our team members are data and ESRI experts.
x We are a local government GIS company. That is all we do. GIS is not an add-on discipline as it is for many
companies. We do GIS and GIS only.
176
|Attachment A
The following is the proposed pricing for the City of Bozeman tasks outlined in the Scope of Work.
City of Bozeman Pricing
Task Price
Task 1- Spatial Adjustment of Existing GIS Boundary Layer $7,500
Task 2- Migration of Parcel Dataset to the ESRI “Parcel
Fabric” $13,500
Task 3- Creation of Easement and Rights-of-way Datasets $28,000
Task 4- Process of Maintaining Parcel Fabric and Related
Layers $6,500
Additional Task – Additional On-site Training $3,500
Additional Task – Digital Map Book Creation $5,000
Additional Task – Technology Gap Assessment $5,000
Additional Task – GIS Remote Support $3,500
Total $72,500
177
THE CITY OF BOZEMAN
20 E. OLIVE ~ P.O. BOX 1230
BOZEMAN, MONTANA 59771-1230
GIS DEPARTMENT
PHONE: (406) 582-2250 ~ FAX: (406) 582-2263
E-MAIL: jhenderson@bozeman.net
City of Bozeman, Montana
Request for Proposals
GIS Data Services
Notice is hereby given that the City of Bozeman is requesting proposals from qualified contractors to provide:
• Spatial adjustment of existing GIS boundary layers to match existing parcel dataset (approximately 2,189
features across 13 layers)
• Migration of existing parcel dataset and related boundary layers to ESRI parcel fabric format
• Creation of easement & rights-of-way datasets (to be included in parcel fabric)
• Process for maintaining parcel fabric and related layers
Proposal documents and related data files are available on ftp://ftp.bozeman.net/GIS/ and may be examined or
obtained for no charge at the City of Bozeman GIS Department, Attention: Jon Henderson, 20 East Olive Street,
Suite 202, Bozeman, Montana 59715 (no USPS service), (406) 582-2250 or fax (406) 582-2263. Proposals must
be received in the GIS Department at the above address on or before 5:00 p.m., December 21st, 2015.
Any submitting entity under this invitation must sign and return the required affirmation stating that they 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 in the exercise of contract should it be awarded to that
entity. Each entity submitting under this notice shall also recognize in writing the eventual contract will contain a
provision prohibiting discrimination as described above and this prohibition on discrimination shall apply to the
hiring and treatment of the Contractor’s employees and to all subcontracts.
The right is reserved to reject any or all proposals received, to waive any minor irregularities or informalities in
proposals, to postpone the award of the contract for a period of not to exceed Sixty (60) days, and to accept the bid
which is in the best interests of the Owner.
The City of Bozeman is required to be an Equal Opportunity Employer
For additional information, contact Jon Henderson, GIS Manager (406) 582-2250, or fax (406) 582-2263.
Dated at Bozeman, Montana this 22nd day of November, 2015
By: Jon Henderson GIS Manager
Publish Date: Sunday, November 22nd, 2015 Sunday, November 29th, 2015 Sunday, December 13th, 2015
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I. Introduction The City of Bozeman (“COB”) is seeking proposals from consultants qualified to provide GIS data
services to adjust and migrate all existing boundary layer information to a more accurate parcel base which serves as the foundation for most GIS analysis.
The GIS Department currently maintains two separate parcel datasets. The primary parcel layer (“parcels_original”) serves as the base for all existing boundary information (SID’s, zoning, annexations, etc.) and is spatially inaccurate, while a second more spatially accurate parcel layer
(“parcels_adjusted”) acts as the base for our stormwater rate model.
This project will consolidate all data to the more accurate parcel base, thus improving our ability to make reliable decisions with regard to zoning and other policy actions while also eliminating the need to
maintain two separate datasets. Another goal for this project is to migrate to a more current data model (i.e., “Parcel Fabric”) in addition to creating rights-of-way and easement layers.
Overall, this project will benefit several internal workflows while providing a more accurate representation of all property related information including easements and rights-of-way.
II. Preliminary Scope of Work
The project scope, specifications and requirements that are outlined in this request for proposals (RFP) are subject to modification and final contract negotiations.
Task 1 – Spatial Adjustment of Existing GIS Boundary Layers
The GIS Department currently maintains 13 separate boundary layers (approximately 2,189 features) that are spatially coincident with the original/inaccurate parcel base (listed below). Each dataset needs to be
either re-drawn and/or adjusted to match the authoritive parcel base (“parcels_adjusted”). All existing attributes should be retained.
Annexations, City Limits, City Property, Community Plan Boundary, Community Plan Future
Land Use, Historic Districts, Lighting Districts, Open Space, Parks, Paybacks, PUD’s, SID’s, Zoning Districts
Task 2 – Migration of Parcel Dataset to the ESRI “Parcel Fabric” Format
The GIS Department would like to take this opportunity to migrate the boundary layers listed above into the ESRI “Parcel Fabric” data model (utilizing “parcels_adjusted” as the base) so that we can more
easily update and maintain topology between the datasets.
Task 3 – Creation of Easement & Rights-of-Way Datasets The GIS Department wishes to develop a boundary dataset containing all existing easements & rights-of-
way (to be included in the Parcel Fabric). Original and recorded documents will be made available to assist in any necessary research.
Task 4 – Process for Maintaining Parcel Fabric and Related Layers
The GIS Department needs a defined process for updating and maintaining the parcel fabric and related layers to ensure a practical long-term approach to data management.
The proposal shall include a proposed schedule of events necessary to complete the work. The schedule
shall include a process and schedule for the submittal of draft products for City review prior to final submittals.
Failure to comply with any of these provisions may result in the rejection of the proposal.
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III. Proposal Submission Requirements
1) General Requirements:
All required information must be completed in full, in ink, or typewritten.
The proposal must be signed by a person authorized to commit the Contractor to provide the goods or service. Submission of a signed proposal will constitute a representation by the Respondent that
Respondent has complied with every requirement of this RFP, that without exception the proposal is premised upon performing and furnishing the Work required by the proposal documents and
applying any specific means, methods, techniques, sequences, and/or procedures of performance that may be shown or indicated or expressly required by the proposal documents, that Respondent has
given the City written notice of all conflicts, errors, ambiguities, and discrepancies that Respondent has discovered in the proposal documents and the written resolutions thereof by the City are
acceptable to Respondent, and that the proposal documents and any written resolutions are generally sufficient to indicate and convey understanding of all terms and conditions for performing and
furnishing the Work.
2) The proposal must be received no later than 5:00 p.m., December 21st, 2015. Proposals received after 5:00 p.m. will not be considered. Proposals will be privately opened and evaluated by the City.
3) Two (2) copies of the proposal shall be sealed and submitted to (no USPS service):
Jon Henderson
GIS Manager 20 East Olive Street, Suite 202
Bozeman, MT 59715
4) Proposals must be plainly marked in the lower left-hand corner of the envelope as follows:
“GIS Data Services”
5) The City’s staff contact for this RFP is:
Jon Henderson GIS Manager
Phone #: (406) 582-2250 FAX #: (406) 582-2263 E-mail address: jhenderson@bozeman.net
6) Proposal Format: a) Section I - Statement of Understanding An overall introduction, including a statement of the Contractor’s understanding of each item
proposed in the Scope of Work, and a general description of the Contractor’s approach.
b) Section II - Proposed Technology and Equipment
Detailed explanation of type of technology and equipment proposed to be utilized to obtain the products necessary to comply with each item in the Scope of Work.
c) Section III - Personnel Qualifications Names, relevant experience, professional registrations of Contractor’s personnel with
background information on previous experience, qualifications, and skills relevant to each item proposed upon in the Scope of Work section.
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d) Section IV – References
A list of at least three clients for whom the Contractor has provided similar services. This list shall include the agency/company name, address, phone number and name of contact person,
and description of the similar project. e) Section V – Subcontractors
A list and description of names, office locations, tasks, qualifications, and responsibilities of any subcontractors that may be utilized for this project.
f) Section VI - Change in Scope
A proposed procedure to accommodate changes in scope of the contract, and addition or deletion of task activities. g) Section VII - Contractor’s Expectations of City Staff
Clearly define any expectations for information or support to be provided by City staff during
the project.
h) Section VIII - Delivery Schedule
A proposed schedule for delivering the products and services as described in the RFP.
7) Discrimination in the performance of any contract awarded under this request for proposal on the
basis of race, color, religion, creed, sex, age, marital status, national origin, or actual or perceived sexual orientation, gender identity or disability is prohibited. This prohibition shall apply to the
hiring and treatment of the awarded entity’s employees and to all subcontracts. Every entity submitting under this request for proposal must sign and return the attached affirmation statement
with their bound response to this request for proposal.
8) All prospective Contractors may submit written questions about, or request written clarifications of this RFP, including written protests of the RFP’s terms and conditions or technical specifications no
later than December 14th, 2015. All questions must be in writing (includes email) and addressed to the City’s staff contact. No other staff member will answer questions about this Request for
Proposals. IV. Selection Criteria and Process
A consultant selection committee consisting of key COB staff will evaluate each statement of
qualifications and proposal according to the criteria listed below and the requirements of MCA 18-8-201 et seq. Each Respondent will be ranked and, if necessary, the selection committee may select up to three Respondents for interviews. Respondents selected for interviews will be provided additional instruction by the City.
Criteria Weight
1. The qualifications of professional personnel to be assigned to the project 30%
2. Related experience on similar projects 30%
3. Capability to meet project time and budget requirements 15%
4. Location of firm 5%
5. Present and projected workloads 10%
6. Recent and current work for the City of Bozeman 10%
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A determination of finalists to be interviewed will be made by the selection committee based on an
evaluation of written proposals received. Award will be made following contract negotiations to the most qualified consultant at a price to be rendered, as well as the scope, complexity and professional
nature thereof.
If the COB is unable to negotiate a satisfactory contract with the consultant initially selected at a price the COB determines to be fair and reasonable, negotiations with that consultant will be formally
terminated and the COB will select another consultant in accordance with MCA 18-8-204 and continue until an agreement is reached or the process is terminated.
All proposals submitted in response to this RFP become the property of the City and public records and, as such, may be subject to public review.
V. Time Line
These dates may be revised if any step takes longer than anticipated. The City reserves the right to
postpone the award.
RFP issued 11/22/15
Written questions submitted 12/14/15
Proposals due 12/21/15
Notice to award 1/11/16
VI. Deliverables
The respondent shall submit a delivery schedule. The Contractor shall deliver to the City for acceptance the following items:
1) Adjusted GIS Boundary Layers: All 13 existing boundary layers re-drawn or migrated to be
coincident with the adjusted parcels. All existing attributes should be retained. 2) Parcel Fabric: Based on ESRI’s best practice solution for managing topology between boundary layers using the adjusted parcel dataset as the base.
3) Easements & Rights-of-Way: Digitization of easements & rights-of-way as determined by the
availability of recorded information.
4) Process for Maintaining Parcel Fabric and Related Layers: Documented step-by-step instructions on how to update and maintain topology within the parcel fabric.
All products delivered and developed under this proposal shall become the sole property of the City of
Bozeman with no restrictions on use or dissemination. VII. Quality Control and Acceptance Procedures
Quality Control The City retains the sole right to determine contract adherence to quality control requirements. Judgment that the Contractor is in breach of the quality control requirements may require suspension of any phase
of the contract until such time as the City can determine that such problem(s) have been remedied. Respondents shall indicate in their proposal a description of the internal quality control processes they will utilize throughout the various phases of the project to assure that the contract deliverables will be
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acceptable. The Respondent may provide forms, flow charts, or other materials to document the quality
control process.
Acceptance Checks An attempt will be made to complete checks of all deliverable products within 30 days of delivery. Check plots and ArcGIS data will be subjected to a series of inspections that may include the following:
• Mounting, manipulation, and display of digital files on the City’s GIS system
• Comparison of data and file content with digital orthophotos
• Checks to verify the informational content of the data for completeness, correctness, and
database integrity
• Other checks against specifications as may be appropriate
Acceptance Procedures After initial checking, work increments will be categorized by the City as follows:
• ACCEPTED: Products that meet specifications and contain no errors, or so few errors as to be
acceptable, will be formally indicated as accepted. The City may assume responsibility for minor corrections, after which the Contractor will be notified, so that the problems will not recur
on subsequent products.
• RECEIVED-EDITED: The product has a number of errors that do not permit acceptance. For the product to be accepted, the Contractor must correct all errors noted by the City. The City
will verify through a recorded edit that the Contractor has made all corrections called in for the first edit.
• REJECTED: The number and character of errors detected by the City are such that the product is formally returned to the Contractor without a complete edit. The City will formally notify the
Contractor of the rejected status of the product. The Contractor must edit and correct the mapping for resubmittal to the City. If the City determines that there is an excessive number of
rejected products, the City may require the Contractor to suspend production until the problems are resolved.
Completion of any required corrective actions shall not affect the Contractor’s production schedule.
Payment for work will not be authorized until the City has accepted the products. The acceptance procedure will apply to all deliverable products to be received.
VIII. Reservation of Rights; Liability Waiver
The City reserves the right to accept or reject any and all proposals; to add or delete items and/or
quantities; to amend the RFP; to waive any minor irregularities, informalities, or failure to conform to the RFP; to extend the deadline for submitting proposals; to postpone award for up to 30 days; to award
one or more contracts, by item or task, or groups of items or tasks, if so provided in the RFP and if multiple awards are determined by the City to be in the public interest; and to reject, without liability
therefore, any and all proposals upon finding that doing so is in the public interest.
The City of Bozeman reserves the right to reject the proposal of any person/firm who previously failed to perform properly to the satisfaction of the City of Bozeman, or complete on time agreements of
similar nature, or to reject the proposal of any person/firm who is not in a position to perform such an agreement satisfactorily as determined by the City of Bozeman. The City reserves the right to disqualify
any entity who fails to provide information or data specifically requested herein or who provides materially inaccurate or misleading information or data or who attempts to influence the selection
process outside the procedures established herein. The City reserves the right to disqualify any entity on the basis of any real or apparent conflict of interest. This disqualification is at the sole discretion of the
City.
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The City of Bozeman reserves the right to determine the best qualified Contractor and negotiate a final
scope of service and cost, negotiate a contract with another Contractor if an agreement cannot be
reached with the first selected Contractor, or reject all proposals. This RFP does not commit the City to award a contract. The City assumes no liability or responsibility
for costs incurred by firms in responding to this request for proposals or request for interviews, additional data, or other information with respect to the selection process, prior to the issuance of an agreement, contract or purchase order. The Contractor, by submitting a response to this RFP, waives all right to protest or seek any legal remedies whatsoever regarding any aspect of this RFP. The City reserves the right to cancel, in part or in its entirety, this RFP including, but not limited to:
selection procedures, submittal date, and submittal requirements. If the City cancels or revises this RFP,
all Contractors who submitted proposals will be notified using email. This project is subject to the availability of funds and approval of the Bozeman City Commission.
IX. Withdrawal of Proposals
Proposals submitted may be withdrawn by written request if received before the hour set for the opening. After that time, proposals may not be withdrawn for a period of fifteen (15) days and at no time after
award.
No responsibility shall attach to a City employee for the premature opening of a proposal not properly addressed and identified in accordance with these documents.
When discrepancies occur between words and figures, the words shall govern.
X. Confidentiality and Disclosure of Information
Upon completion of negotiations or a determination that no proposals will be pursued, one copy of each submitted proposal shall be retained for the official files of the City and will be considered a public
record.
In addition, each respondent agrees the city shall not be liable for disclosures of confidential information if disclosure of such information is required by law.
XI. No Partnership/Business Organization
Nothing in this RFP or in any subsequent agreement, or any other contract entered into as a result of this RFP, shall constitute, create, give rise to or otherwise be recognized as a partnership or formal business
organization of any kind between or among the City and the respondent.
XII. Employment Restriction and Indemnity No person who is an owner, officer, employee, contractor, or consultant of a respondent shall be an
officer or employee of the City. No rights of the City’s retirement or personnel rules accrue to a respondent, its officers, employees, contractors, or consultants. Respondents shall have the responsibility
of all salaries, wages, bonuses, retirement, withholdings, worker’s compensation and occupational disease compensation, insurance, unemployment compensation other benefits and taxes and premiums
appurtenant thereto concerning its officers, employees, contractors, and consultants. Each respondent shall save and hold the City harmless with respect to any and all claims for payment, compensation,
salary, wages, bonuses, retirement, withholdings, worker’s compensation and occupational disease compensation, insurance, unemployment compensation other benefits and taxes and premiums in any
way related to each respondent’s officers, employees, contractors and consultants.
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XIII. Accessibility
Upon reasonable notice, the City will provide assistance for those persons with sensory impairments. For
further information please contact the ADA Coordinator Chuck Winn at 406-582-2307 or the City’s TTY line at 406-582-2301.
XIV. Governing Law
This RFP and any disputes arising hereunder or under any future agreement shall be governed hereafter and construed and enforced in accordance with the laws of the State of Montana, without reference to
principles of choice or conflicts of laws. XV. Miscellaneous No conversations or agreements with any officer, employee, or agent of the City shall affect or modify
any term of this RFP. Oral communications or any written/email communication between any person and the designated contact City staff shall not be considered binding.
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Page | 8
Attachment A: Non-Discrimination Affirmation Form
______________________________________ [name of entity proposing] hereby affirms it
will not discriminate on the basis of race, color, religion, creek, sex, age, marital status, national origin, or because of actual or perceived sexual orientation, gender identity, or disability in the
performance of work performed for the City of Bozeman, if a contract is awarded to it, and also
recognizes the eventual contract, if awarded, will contain a provision prohibiting discrimination as described above and that this prohibition shall apply to the hiring and treatment of the ______________________________________ [name of entity proposing] employees and to all
subcontracts it enters into in the performance of the agreement with the City of Bozeman.
Signature of Proposer: ______________________________________ Person authorized so sign on behalf of the proposer
186
December 21, 2015 5:00 PM
GIS Data Services
®GEOGRAPHIC TECHNOLOGIES GROUP
1202 Parkway Drive Goldsboro, North Carolina 27534 | www.geotg.com | 888.757.4222
UNDERSTANDING LOCAL GOvERNmENT
®
Proposal
The City of Bozeman, Montana
187
GIS Strategic Implementation Planning
GTG has a unique strategic planning methodology
and the ability to explore new ways for local government departments to use GIS technology
to improve efficiency, increase productivity, and
save time, lives, and money. GTG delivers tailored
solutions for towns, cities, and counties.
Data Conversion, Collection,
and Creation
Our professional GIS team is skilled in converting paper and digital information into meaningful
and reliable GIS databases and data layers. Our
services include:
• Scanning
• Geo-referencing
• Data Interpolation and Integration
• CAD to GIS Conversion• Digitizing to Create Accurate Digital Address
Points, Routable Street Centerlines, Building Outlines, Impervious Services, Natural Areas,
Police and Fire Districts, and Much More.
Data and Database Migration
Our GIS experts assist local government
organizations with the migration of data and
databases to the industry standard, including ESRI’s ArcGIS Server environment. Our expert team
successfully integrates legacy data and databases.
Geo-Database Design and Deployment
Our staff has proven expertise in the design and
implementation of true enterprise GIS databases.
GTG’s dedicated professionals design, configure,
construct, and deploy accurate, logical, and physical
databases.
GIS and GPS Training
GTG offers GIS training workshops for local government, on-site and in the classroom.
GIS Outsourcing and
Technical Support Services
Our professionals are available for on-call services
and offer hourly and daily rates for GIS consulting
services. Our team can create, maintain, and update your GIS data.
Architectural and Information Technology (IT) Assessments
The backbone of any successful enterprise GIS
is the IT infrastructure. Our team offers in-depth
knowledge and understanding in many areas
including:
• Multiple Platforms
• Systems Integration• Hardware
• Software• Operating Systems
• Networking
• Multiple Peripheral and Mobile Devices
The architecture assessment phase of strategic planning includes a comprehensive review of
existing infrastructure conditions, recommendations that provide direction, and an evaluation of
infrastructure alternatives.
GIS and Information Technology (IT) Integration
A true enterprise GIS solution offers local
government the opportunity to map and analyze
many different and disparate databases across
the organization. Our staff is experienced in integrating geospatial functionality into
organizations’ existing technology investment.
GIS Application Development
Our experience and professional services include
the design, customization, development, and
deployment of true enterprise-wide GIS software
solutions. Our understanding of local government
operations and business processes has enabled us
to develop various GIS applications.
Global Positioning Systems (GPS)
Field Inventory
Our professionals use GPS technology to build accurate digital GIS data. GPS and GIS experts work
with our clients to design and collect infrastructure
data including:
• Street Centerlines
• Address Points• Water and Sewer Infrastructure
• Stormwater• Electric Systems
• Natural Gas Networks• Emergency Response and Patrol Districts
• Natural Resources
• Impervious Services
• Other Digital Data Layers
UNDERSTANDING LOCAL GOvERNmENT
188
GIS Data Services City of Bozeman, Montana
Table of Contents
Cover Letter ................................................................................................................ 1
Section I: Statement of Understanding ...................................................................... 2
Section II: Proposed Technology and Equipment ..................................................... 15
Section III: Personnel Qualifications ......................................................................... 16
Section IV: References .............................................................................................. 28
Section V: Subcontractors ........................................................................................ 30
Section VI: Change in Scope ..................................................................................... 31
Section VII: Contractor’s Expectations of City Staff .................................................. 34
Section VIII: Delivery Schedule and Pricing .............................................................. 35
Appendix ................................................................................................................... 37
Attachment A: Non-Discrimination Affirmation Form
GTG’s QA/QC Methodology
Articles published by GTG
189
Regional Offices
Texas
Florida
December 16, 2015
Jon Henderson
GIS Manager
20 East Olive Street, Suite 202
Bozeman, MT 59715
RE: Requests for Proposals GIS Data Services
Dear Mr. Henderson:
Geographic Technologies Group (GTG) understands that the City of Bozeman is seeking a
qualified firm for the implementation of the ESRI Parcel Fabric (including migration of existing
data), adjustment of various boundary layers, and the creation of an easement GIS layer. GTG
is submitting for your review a proposal that will meet all of the City of Bozeman’s needs as
outlined in the Request for Proposals (RFP).
GTG is a full-service GIS consulting company. GTG’s vast experience with every facet of this
project makes us a perfect choice for the City of Bozeman. GTG is a member of ESRI’s Gold
Partner Network and an ESRI Preferred Vendor for the Local Government Information Model
and ArcGIS Online Platform. Our team has an expert level with the ESRI Parcel Fabric and is
providing similar services to a number of agencies. In 2016, we will be providing seminars
nationally titled, “The Implementation and Use of ESRI’s Parcel Fabric for Local Government”.
We are confident that our state, national, and international award winning GIS experience and
our unique experience working with local government agencies makes us the best choice for
the City of Bozeman.
Our team of Geographic Information Systems Professionals (GISPs) are experts in ESRI’s Local
Government Information Model (LGIM), ESRI’s Parcel Fabric, database design, data creation,
spatial adjustment/editing, data migration, and training and education. We feel it is
important to select GIS experts for this project. Unlike some companies that do GIS as a
secondary business (Engineering and Planning Companies), local government GIS is all we do
at GTG.
The entire GTG team would like to thank you for allowing us to propose on this project. Our
expertise in GIS and local government operations will provide the City of Bozeman with the
very best services. Should you have any questions during the review of the proposal, please
call me at 888-757-4222 or directly on my mobile phone, 919-344-2169.
Respectfully Submitted,
Mr. Curtis Hinton, BA, MS, GISP
President, Geographic Technologies Group
1202 Parkway Drive Goldsboro, NC 27534
1-888-757-4222 ext. 105 phone I 919-759-0410 fax
chinton@geotg.com
Corporate Headquarters
North Carolina
1202 Parkway Drive
Goldsboro, NC 27534
P.O. Box 10135
Goldsboro, NC 27532
o. 919.759.9214
f. 919.759.0410
1.888.757.4222
190
GEOGRAPHIC TECHNOLOGIES GROUP®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
1
...we determined that not only did we
require delivery of a properly designed GIS
system, but also the training that would
allow us to maintain that GIS into the future.
GTG has delivered on both requirements.
-Dorchester County, South Carolina STATEmENT OfUNDERSTANDING191
GIS Data Services City of Bozeman, Montana
| 2 Statement of Understanding
Section I: Statement of Understanding
The following Scope of Work is based on the tasks detailed in the City of Bozeman Request for Proposals
(RFP). Geographic Technologies Group (GTG) understands that the City of Bozeman requires a qualified
firm to perform a spatial adjustment of key GIS boundary layers, migration to the ESRI Parcel Fabric,
creation of easement and rights-of-way datasets, and provide ArcGIS Parcel Fabric and associated layers
management training and documentation. These tasks will require a firm that has a diverse skill set. GTG
is one of a very few companies in North America that focuses only on local government. We have
implemented GIS for over 400 local government agencies nationwide. We are experts in all aspects of
ESRI technology including the Parcel Fabric. We recently implemented the Parcel Fabric in Unalaska,
Alaska, home of Dutch Harbor, one of the largest fishing ports in the United States. Additionally, we have
just completed a project for Dorchester County, South Carolina that included a detailed step-by-step
game plan for parcel fabric migration, implementation, and ongoing maintenance. Currently, we are
working with the Columbus County, Georgia Consolidated Government on a Strategic Plan and a parcel
fabric migration for the organization. We have recently completed our business plan for 2016 and it
includes a big focus on the Parcel Fabric technology to include webinars and a continued push to assist
local governments in their migration.
GTG is a full-service GIS company. Our core disciplines
include the creation of GIS data layers for local government
and the implementation of the parcel fabric. GTG is an ESRI
Gold Partner, which identifies our
company as one of the leading ESRI Business Partners in the world.
Additionally, GTG has achieved certification in two ESRI Specialties – ESRI’s
ArcGIS Online Specialty and ArcGIS for Local Government Specialty. No other
Gold Partner has achieved both of these specialties. What this means for the
City of Bozeman is that we bring an unrivaled knowledge of ESRI GIS tools as
they relate to local government. Additionally, a number of our key staff are
Geographic Information Systems Professionals (GISPs). A GISP has met the
standards for educational achievement, professional experience, and manner
in which he or she contributes back to the profession as set forth by the GIS Certification Institute. We
feel confident that we are the best team to work with the City of Bozeman to guarantee success. The
following are the tasks and steps that will guarantee the City of Bozeman a successful project.
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GIS Data Services City of Bozeman, Montana
| 3 Statement of Understanding
Task 1 – Spatial Adjustment of Existing GIS Boundary Layer
GTG understands that the City needs a consultant to edit and adjust 13 separate boundary layers. GTG
has a team of very experienced geospatial experts. All of our team has an advanced level skillset with
ArcGIS tools for editing GIS layers. Our work includes the creation and editing of thousands of GIS layers
for hundreds of agencies. We understand how to use the ESRI toolset to guarantee that each of the 13
layers are spatially coincident, highly accurate, topologically correct, and without error. We only employ
the most skilled GIS staff and all they do is focus on GIS work for local government. We are not an
Engineering firm that does GIS as a sideline. We are a GIS only firm that specializes in the needs of local
government. GTG’s GIS Analysts will be using ArcGIS for Desktop version 10.3.1 and ArcCatalog 10.3.1
GTG will utilize the updated parcel data set to correct the following 13 polygon GIS data layers:
1. Annexations
2. City Limits
3. City Property
4. Community Plan Boundary
5. Community Plan Future Land Use
6. Historic Districts
7. Lighting Districts
8. Open Space
9. Parks
10. Payback Areas
11. PUD’s
12. SID’s
13. Zoning
GTG has examined each of these 13 layers in conjunction with the “parcels_adjusted” GIS layer and
understands the level of effort and methodology needed for correcting each layer. The following series
of graphics depicts some of these layers in conjunction with the adjusted parcel layer.
Historic Districts Misaligned with the
Adjusted Parcel Layer
Historic Districts Misaligned with the Adjusted Parcel Layer
193
GIS Data Services City of Bozeman, Montana
| 4 Statement of Understanding
Step 1 – GIS Boundary Layer Adjustment Workshop
It is important to review each of the boundary layers with the City subject matter experts before
adjustment. Therefore, GTG is recommending a workshop to review the layers and discuss any issues
and/or concerns. Each layer will be reviewed in light of its use, purpose, derivation, and local knowledge
about the layer. This is important because of the diversity of layers and differences in how they should be
interpreted. A few of the items to be discussed in this initial meeting include:
Community Plan Future Land Use Will
Require Significant Alignment Work Park Boundary Layer
Community Planning Boundary in Conjunction
with Rural Parcels
Lighting District Boundary in Conjunction
with Urban Parcels
194
GIS Data Services City of Bozeman, Montana
| 5 Statement of Understanding
Legal Documents – layers like the City Limit layer
might have been created using a legal boundary
description. If so, it might be prudent to use the
legal description, in conjunction with the adjusted
parcels, while revising the layer to ensure
consistency. This is especially important if the City
Limit GIS layer and associated maps will be
adopted as the “Official Document of Record” for
this legal boundary.
Split Parcels – some boundary layers may not
strictly adhere to property boundaries. Some
cities have zones that split parcels (zoning or land
use). Each layer will need to be discussed in light of their adherence to parcel boundaries.
Natural Boundaries – some layers rely on natural boundaries for demarcation. In most cases this
boundary may be represented as a parcel
boundary as well. However, due to the original
mapping or change in the natural boundary, the
parcel layer and boundary layer may no longer
align. The applicability and suggested ways to
handle these will be discussed in this workshop.
Generated Layers – Some components of boundary
layers may have been generated algorithmically.
For example some cities have boundary layers that
are generated by buffering a proscribed distance
from the City Limits. The layers will be reviewed to
discover if this is applicable to any of the 13
boundary layers. If so, these features will need to be regenerated using the appropriate creation
rules.
Coincidence – It will be important to discuss with the City the possible use of ESRI tools to
maintain coincidental boundaries. Layers can be established in the geodatabase in such a way
that when the underlying parcel boundary is moved the coincident boundary layer is
automatically moved as well. The applicability and desire to use this feature should be discussed
for each layer.
City Limit Boundary May Require Review
of Written Boundary Description
Open Space Layer and the Need to
Review Natural Boundaries
195
GIS Data Services City of Bozeman, Montana
| 6 Statement of Understanding
Step 2 – GIS Boundary Layer Adjustment
Once each boundary layer is reviewed in Step 1 then the
boundary adjustments can begin. GTG will employ a systematic
process to update each of the polygon areas to align properly
with the adjusted parcel dataset. GTG will ensure existing
attribution remains intact and that the geometry is the only
component adjusted. The Reshape Feature tool on the Editor
Toolbar will be used in conjunction with the Trace tool to
update existing features. This will ensure the updated data
layers match the adjusted parcels vertex to vertex. GTG will add
a temporary field to each dataset called “Status”. GTG staff will
use this internally to track which polygons have been adjusted
and what remains. GTG will also add a “QA/QC Status Field”
which will be used to track the progress of the polygons during
the review phase. Any questions about boundary location will be reviewed with appropriate City of
Bozeman staff throughout the adjustment phase.
Step 3 – Final Review Presentation and Delivery
Once complete, GTG will present the final layers to the City of
Bozeman team. Each layer will be visually reviewed for
completeness and accuracy. GTG uses a multi-step QA/QC
process that is included in the appendix of this proposal. GTG
will make any adjustments to the layer based on this review
and inspection of the layers by City of Bozeman staff. Once
the City is satisfied that each of the boundary layers is 100%
accurate, GTG will deliver the final version to the City.
Task 1 Deliverables
On-site GIS Boundary Layer Adjustment Workshop
Workshop to Review Adjusted Layers
13 Spatially Adjusted GIS Boundary Layers
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GIS Data Services City of Bozeman, Montana
| 7 Statement of Understanding
Task 2- Migration of Parcel Dataset to the ESRI “Parcel Fabric”
GTG staff has a long history of working with land records and cadastral GIS data. David Lyons, GTG’s GIS
Director, was GIS Coordinator with Catawba County, North Carolina where he oversaw GIS for land
records. Curtis Hinton, GTG President, has been
instrumental in land management and cadastral
mapping for a number of counties to include
Wayne and Wilson, North Carolina. The GTG
team has extensive experience in ESRI based
land records. We recently finished an ESRI Parcel
Fabric conversion of a client in Alaska and are
under contract to assist Dorchester County,
South Carolina with their Parcel Fabric
conversion.
GTG recommends the creation of a land records clean up and migration plan and then the migration of
the City’s existing parcel data to the ArcGIS for Land Record Data Model (Parcel Fabric Technology). The
plan will include templates for the cadastral data. Cadastral data including land ownership parcels are a
core base map layer for local government GIS implementations. The initial design of the parcel database
and subsequent deployment of the developed data model is critical in order to provide a fully functional
and comprehensive representation of land ownership boundaries within the City. Beyond the standard
GIS data model, ESRI has developed the Parcel Fabric which is a data model specifically designed for the
management of parcel data and other associated land records. The Parcel Fabric is optimized for the
maintenance of parcel data and it stores a continuous surface of connected parcels and ensures that the
relationships between polygons, lines and points are maintained. Using this interconnected data model,
the City will be able to effectively store and manage all of its land records data including parcels and
easements. It is very important that GTG identify all of the needs of the City in regards to land
management. The following are tasks that will occur during the land records clean-up and migration
process.
Step 1 – Land-Records Database Design Workshop and Refinement
The first step in this process is refining a land-records database
design that meets all of the needs of the City. Using the ESRI
Parcel Fabric, which is a component of the Local Government
Information Model (LGIM), GTG will conduct meetings onsite
with City staff to review the data model and discuss any possible
modifications to its design. Information gained from these
meetings will culminate in a Database Design Workshop.
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GIS Data Services City of Bozeman, Montana
| 8 Statement of Understanding
Step 2 – Final Database
During this Workshop, GTG will review ESRI’s Parcel Fabric design and explain its structure. The existing
database design of the City parcel data will also be reviewed and compared to the Parcel Fabric. It is
anticipated that in some instances, existing components (e.g. fields) in the City parcel data will not have a
suitable destination in the Parcel Fabric. In these cases, customizations will be made to the Parcel Fabric
to accommodate any unique needs of the City. GTG will step through every component of the existing
parcel data and customize the Parcel Fabric as needed and agreed upon with City staff during the
workshop. GTG will make changes to the database design based on the feedback from the onsite
workshop. The changes will be done in such a way as to maintain the integrity of the ESRI Parcel Fabric.
The final data design will incorporate functionality that will document ongoing development activity while
retaining historic records and subdivision and zoning activity (e.g., zoning map amendments, zoning
conditions, zoning enforcement
activities, subdivisions, and
subdivision conditions). GTG will
review the final database design
with key staff at the City. Once
the City has reviewed and
approved the final design, GTG
will proceed with migration of
the land records data.
Step 3 – Land Records Migration to the Parcel Fabric
Based on the business requirements identified and the final Parcel Fabric database design, GTG will
migrate land records data (“parcels_adjusted”) to the Parcel Fabric. The following steps will occur during
this process:
1. Prepare source data and migrate to a temporary
staging geodatabase
2. Load parcels and associated boundaries into the
staging geodatabase
3. Delineate curves
4. Build and validate topology
5. Model other land types
6. Reconcile attributes to Parcel Fabric
7. Load all prepared data to the Parcel Fabric
8. Perform quality control using ArcGIS Data Reviewer
ESRI Parcel Fabric Design
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GIS Data Services City of Bozeman, Montana
| 9 Statement of Understanding
9. Deploy the completed Parcel Fabric on the Client’s SDE database
10. Develop Data Migration Standard Operating Procedures document
11. Review Data Migration results with City staff
During this process, GTG will use the ArcGIS Data
Reviewer extension to perform quality control. This
ArcGIS extension integrates quality control into the
data migration process. The Data Reviewer provides
various validation checks that can be used to
automatically check data and maintain data integrity.
This will add another level of quality assurance to the
data migration process and ensure that the City is
delivered an error free and high quality Parcel Fabric.
GTG has done an initial review of the parcels adjusted layer and identified a few items worth noting as
follows:
Parcels Adjusted has clean topology – no gaps or overlaps in the 25,434 parcels
o Reduces required edits for topological errors
Parcels Adjusted does not contain “true curves” resulting in excessive vertices. These need to be
cleaned up before pushing the parcel
boundaries to the fabric. The fabric
maintains coordinates for every line
segment between vertices and this would
make the fabric database much larger and
make editing of the fabric cumbersome.
GTG will convert polygons with excessive
vertices to “true curves”. Vertices
statistics are as follows:
o 625,922 vertices in parcels layer
o 1,734 parcels have > 50 vertices
o Most dense polygon has 7,027 vertices
Bozeman Parcel with the Most Vertices
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| 10 Statement of Understanding
GTG will next deploy the ESRI Tax Parcel Editing template on user’s desktops that will be responsible for
editing the Parcel Fabric. This template provides the following functionality:
A multi-scale ArcMap document that is optimized for parcel editing
Includes Parcel Editor Add-In that streamlines editing functions
o Manage parcel attributes and feature linked annotation
o Optimize parcel boundary data in the fabric data model
o Load traverse information from external sources
o Manage attachments associated with fabric classes
Parcel Fabric Utilizes True Curves
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GIS Data Services City of Bozeman, Montana
| 11 Statement of Understanding
Task 2 Deliverables
Database Design – Land Records Data Model
Database Design Workshop
Data Preparation and Clean-Up
Data Migration to the ArcGIS for Land
Records Data Model
Automated Quality Control with ArcGIS Data
Reviewer
Preparation of Data Migration Standard
Operating Procedures Document
Review of Data Migration Results with City
Staff
Deployment of ESRI Tax Parcel Editing
Template
Task 3 – Creation of Easement and Rights-of-Way Datasets
GTG will assist the GIS Department with developing an easements (encumbrances) layer in the GIS that
will be an integrated component of the Parcel Fabric developed in Task 2. As per feedback from the City,
“the City proposes focusing ONLY on easements (which we have good information for)….and disregard
the creation of a standalone layer for rights-of-way”. It is understood that the initial focus should be on
encumbrances created since 2010 and depending on available funds, older encumbrances. The source
data locations on the internet provided by the City contain 27 plat documents and 176 deed documents.
Each document can potentially contain more than one encumbrance. Encumbrances will be digitized
starting with the most recent ones first and then working in reverse chronological order. This is necessary
to accommodate new encumbrances that have replaced or supersede older encumbrances. Following is
the approach that will be used for automating the encumbrance data:
1. Acquire source documents from the City
2. All data creation will occur in ArcMap within the Parcel Fabric environment using COGO tools
3. Working in reverse chronological order, identify encumbrances on source documents
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| 12 Statement of Understanding
4. Enter each encumbrance into the associated Parcel Fabric layer using COGO tools. Data entry for
easements is similar to parcel data entry – both use COGO tools to enter bearings, distances,
radius, etc.
Establish Point of Commencement (POC) and Point of Beginning (POB)
Enter traverse data per the source document
Non-closures of greater than 1 foot will be noted
Enter attributes
5. Easements that do not close properly will be artificially closed and attributed as such
6. Enter the associated attributes obtained from the source document for each easement:
ENCUMID (unique ID number)
ENCUMNAME (taken from the source document)
ENCUMCLASS (general category – e.g. utility)
Deed Example Plat Example
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| 13 Statement of Understanding
ENCUMTYPE (detailed type – water, electric, stormwater, etc.)
STATEDAREA (stated legal area as defined on source document)
DATE (approved date, taken from the source document)
MISCLOSURE (attribute to denote easements that did not close properly)
HYPERLINK (to the recorded document) (syntax per City specifications)
7. Easement data will be stored as both lines and polygons in the Parcel Fabric which will allow for
the retention of all traverse attributes
8. Once all encumbrances have been digitized into the Parcel Fabric, GTG will deliver a final
geodatabase to the City.
Task 3 Deliverables
Easements GIS layer
Parcel Fabric Containing Encumbrance Data
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| 14 Statement of Understanding
Task 4: Process of Maintaining Parcel Fabric and Related Layers
One of the key components for this project to be a success is to have documentation and training on all of
the deliverables. GTG conducts GIS
training throughout the United
States. We create documentation
and train staff during a majority of
our projects. We pride ourselves in
ensuring that staff knows how to
use GIS tools to maintain and utilize
data. Our team will provide the
following documentation and
training on-site for key City staff.
Task 4: Deliverables
User manual detailing how to use GIS tools to edit and maintain property data and boundary
layers
On-site training detailing how to use GIS tools to edit and maintain property data – parcel editing
workflows and boundary layers
Training slides and exercises
Conclusion
We at GTG believe that we are offering the City the most comprehensive solution possible. We are
experts in every aspect of this project and pride ourselves on our successful customers. We invite the
City to call any and all of our clients to discover how they feel about our company and our work product.
We are very excited about the opportunity of partnering with the City. The following are key reasons why
GTG is the best fit for the City.
GTG has a depth of experience and expertise that is unmatched in the United States. We have
assisted hundreds of clients with GIS data projects. Our team has a unique mix of experts that
will guarantee GIS success at the City.
We are Parcel Fabric experts. We have aggressively pursued Parcel Fabric expertise. We have
worked with a number of clients on their migrations and the Parcel Fabric is a focus area for our
company.
GTG has worked with over 400 clients on data projects. We use the latest GIS technology from
ESRI to ensure that the City has the very best final product. Our team members are data and ESRI
experts.
We are a local government GIS company. That is all we do. GIS is not an add-on discipline as it is
for many companies. We do GIS and GIS only.
204
PROPOSED TECHNOLOGY2
GTG has helped us take a major step in
enabling a truly enterprise GIS Solution.
An incredible understanding of system
architecture, business processes and
workflow, user requirements and data
measurement as well as multi-jurisdictional
issues, GIS governance, data-sharing and
total enterprise implementation.
-City of Hoover, Alabama
GEOGRAPHIC TECHNOLOGIES GROUP®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
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GIS Data Services City of Bozeman, Montana
| 15 Proposed Technology and Equipment
Section II: Proposed Technology and Equipment
Detailed explanation of type of technology and equipment proposed to be utilized to obtain the products
necessary to comply with each item in the Scope of Work.
GTG will be using the following software applications to accomplish the tasks outlined in the Scope of
Work:
• ArcGIS for Desktop 10.3.1
Editing Tools
Reshape Feature
Tracing
• ArcCatalog 10.3.1.
GTG is an ESRI Gold Partner and as such has unlimited licensing of all of the needed ESRI products.
Additionally, each of GTG’s GIS staff are outfitted with the latest Engineering Workstation class personal
computers.
GTG will use Microsoft PowerPoint for all presentations and Citrix’s Go-To-Meeting software for remote
data review.
206
GTG planned, designed, and implemented
a cost effective and reliable GIS solution.
GTG has been outstanding. They are
responsive, detailed and experts in their
field. We now enter year three of a five
year contract. Town Council loved GTG’s
presentation skills.
-Town of Windsor, California pERSONNELQUALIFICATIONS3
GEOGRApHIC TECHNOLOGIES GROUp®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
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GIS Data Services City of Bozeman, Montana
| 16 Personnel Qualifications
Section III: Personnel Qualifications
Years of Experience Providing GIS Services
Since its inception in 1997, Geographic Technologies Group (GTG) has provided implementation services
to local government organizations throughout the country. GTG is a full-service GIS consulting company
offering teamwork, cost-effective practical GIS and IT solutions, technical support, and projects that
prepare organizations for the information management challenges of the 21st century.
GTG has more than 20 professionals with extensive knowledge of and commitment to all aspects of the
project. GTG has been in business for 19 years. The proposed project team has exceptional experience
and training as it relates to GIS data migration and editing, parcel conversion, ESRI Parcel Fabric
implementation, and educating clients on how to maintain GIS data. All project team members are
employed by GTG and are qualified to perform all duties as specified in the Request for Proposal (RFP).
GIS Capabilities for Local Government
GTG has assisted numerous local government organizations with development and implementation of GIS
technology. GTG understands that to successfully work for local government, it is important to have staff
with relevant experience. Therefore, GTG has hired high-caliber GIS professionals that have been
practicing GIS Coordinators in local government. This experience gives GTG intimate insight into how
these organizations function and what must be accomplished to successfully implement GIS technology.
GTG’s experienced staff offers a full range of GIS services, including GIS project coordination, design and
implementation, parcel fabric creation and conversion, application development services, ArcGIS
Server/ArcGIS Desktop/ArcSDE development and customization services, networking and systems
management with a variety of platforms, data and metadata development and standardization.
Proven Background and Experience Interfacing with Local Government
GTG has extensive, unmatched knowledge of geospatial
technology for local government, including Desktop GIS,
Mobile GIS, Intranet and Internet GIS, parcel fabric
implementation, GPS technology, and advanced modeling
software. GTG is an ESRI Gold Business Partner and a
Microsoft Business Partner. As such GTG has extensive
industry knowledge in the geospatial arena.
GTG offers the very best cadre of experts in geospatial technologies. The success of GIS in local
government is dependent on many factors, including the creation and maintenance of accurate and
reliable GIS data and databases. GTG offers a complete range of geospatial services, including:
Data Conversion, Collection and Creation
ArcGIS Server Implementation
Parcel Fabric Creation and Migration
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| 17 Personnel Qualifications
Geo-Database Design
Architectural and IT Assessments
GPS Inventory Services
Application Development: Creating “cutting edge,” highly scalable applications for local
government
IT Integration
Certified GIS / IT / GPS Training
Training History
GTG’s local government training is comprehensive and detailed. GTG offers a complete training package
for organizations deploying enterprise GIS solutions. GTG has worked with many organizations to extend
the reach of GIS and utilization through training and education workshops,
including:
Introduction to GIS
Desktop GIS
Building Geodatabases
GIS for Parcel Management
CAD and GIS workshops
Mobile GIS
ArcGIS Online
GTG has developed award-winning training workshops that are about the key factors and formulas for
successfully implementing GIS technologies. The training workshop details how using a structured and
comprehensive strategic and business planning approach can introduce a positive and dramatic change in
the way GIS is adopted. GTG developed these workshops to encourage, assist, and organize government
agencies and professionals to control and manage the implementation and growth of GIS. The workshops
arm local government with a practical framework for a holistic approach to implementation.
GIS-Related Honors and Awards
GTG is an award-winning GIS company receiving a multitude of honors and awards in recent years.
Awards and honors include:
ESRI 2012 Special Achievement in GIS
ESRI 2011 International Award for Mobile Applications
ESRI Business Partner of the Year Award
URISA and American City and County Excellence Award in GIS
URISA Exemplary Systems in Government Awards
Florida City and County Management Association Award for Innovative Technology
Herb Stout Award for Exemplary Use of GIS Technology in Local Government
Geographic Technologies Group has performed similar work, as specified in the RFP, for Dorchester
County, South Carolina, the City of Unalaska, Alaska, the City of Hoover, Alabama, the Town of Windsor,
ESRI Partner Conference
2012 Award Winner
Special Achievement in GIS
ESRI Partner Conference
2011 Award Winner
Mobile Application
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GIS Data Services City of Bozeman, Montana
| 18 Personnel Qualifications
California, Campbell County, Wyoming, Columbus County, Georgia, and the City of Rio Rancho, New
Mexico. Specific information for these clients is provided in Section IV: References. The following project
team will be utilized on this project. GTG’s GIS Director and lead of this project, Mr. David Lyons, has
extensive experience in local government and in land management. He will be joined by Mr. Curtis
Hinton, who will be involved in the project throughout each phase. Our team is comprised of local
government GIS experts. We will be on-site during each project phase and will provide a highly organized
project plan and project communications plan (described in more detail in Section VI: Change in Scope).
GTG utilizes a number of measures to stay on schedule. We will provide a detailed project plan at project
outset. This plan will contain all project deliverables, dependencies, and timelines. A weekly project
update meeting will be conducted. A project update will be sent to all key stakeholders each week. The
hands-on involvement of Mr. Curtis Hinton, President of GTG, will guarantee that the City of Bozeman will
have access to the appropriate staff ensuring prompt issue resolution. Mr. Lyons and Mr. Hinton will lead
each of the weekly update meetings. GTG prides itself on delivering only the very best products and
ensuring that every client is successful and that Quality Control and Quality Assurance measures are
taken.
Staffing
Geographic Technologies Group has assembled an exceptional and experienced project team for this
project. Mr. Curtis Hinton, BA, MS, GISP established and incorporated Geographic Technologies Group,
Inc. (GTG) in 1997 to address the needs of local government. GTG has 20 employees and offices in North
Carolina, Texas, and Florida. Mr. Hinton and the GTG team has conducted numerous GIS parcel migrations
and provided GIS implementation and support services for local government organizations. We feel
confident that our staff’s award winning experience, expertise with ArcGIS, Parcel Fabric Migration, and
data creation will allow us to assist you in a successful project.
The following chart represents the project team for the City of Bozeman:
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GIS Data Services City of Bozeman, Montana
| 19 Personnel Qualifications
Mr. Hinton will be Project Advisor for this project. Supporting him in this initiative are:
Mr. David Lyons, GISP (Project Manager) is an expert with GIS for land management, ESRI’s Parcel
Fabric, and ESRI ArcGIS software. He provides the City of Bozeman with twenty-five years of
experience in every aspect of land records management, geospatial technologies, including data
automation, data libraries, maintaining GIS databases, and training city staff.
Mr. Matthew McLamb has extensive experience with managing data creation projects. He has
been the project manager on over 50 data creation and conversion projects.
Mr. Jonathan Welker has extensive experience with data collection, manipulation, and migration.
Mr. Welker will provide the City of Bozeman with experience in data editing.
Ms. Jessica Susich has extensive experience with managing and maintaining GIS databases
remotely. Ms. Susich will provide the City of Bozeman support in data editing and the Parcel
Fabric migration.
Mr. Terrance Ratliff has extensive experience with creating, updating, and maintaining GIS data
layers. He also has experience with data analysis, data entry, and client satisfaction. He will make
sure all QA/QC standards are met and followed for the City of Bozeman.
Mr. Brandon Lester has extensive experience with GIS boundary layers, impervious surfaces, field
collection, and inventory. He also is experienced in data and project review.
GTG is a full service company and will use no subcontractors. GTG will use expert teams for each
component of this project. We will involve the most qualified staff to assist based on the task. The
following matrix illustrates staff that will be assigned based on project task.
Tasks Curtis
Hinton
David
Lyons
Matthew
McLamb
Jonathan
Welker
Jessica
Susich
Terrance
Ratliff
Brandon
Lester
Task 1: Spatial
Adjustment of Existing
GIS Boundary Layers
Task 2: Migration of
Parcel Dataset to the
ESRI “Parcel Fabric”
Format
Task 3: Creation of
Easement and Right-of-
Way Datasets
Task 4: Process for
Maintaining Parcel
Fabric and Related
Layers
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GIS Data Services City of Bozeman, Montana
| 20 Personnel Qualifications
Present and Projected Workloads
GTG currently has the following projects on schedule:
Columbus Consolidated Government, Georgia – GIS Strategic Plan and Parcel Fabric Migration
(Key Staff David Lyons)
County of San Mateo, California GIS Strategic Plan – to be completed in February (Key Staff Curt
Hinton)
Town of Windsor, California – ongoing management of all of their GIS (Key Staff Matthew
McLamb)
City of Hoover, Alabama – ongoing support of their GIS initiative. On-site one week every two
months (Key Staff David Lyons)
Town of Snowmass Village, Colorado– year one implementation of GIS (Key Staff Jonathan Welker
and Matt McLamb)
The GTG team has ample bandwidth to take on this engagement with the City of Bozeman. We maintain
sufficient staffing levels to guarantee 100% client satisfaction from all of our clients. We consider any job
incomplete unless our clients are happy and all deliverables are exceptional.
Recent Work for Bozeman
GTG has been working with the City of Bozeman for a number of years on GIS related projects.
Specifically, GTG has assisted the City with the implementation of software products and data mining
services. GTG has assisted the City with establishing an Intranet GIS solution that mines data from IT
systems. Additionally, GTG has assisted the City in implementing a software product, Vantage Points
Address, which allows the City to manage addresses and synchronize with the Sungard HTE Land File. In
May of 2015, GTG assisted in the implementation of the most recent products (Vantage Points Viewer
and Vantage Points Address) and data mining from existing IT systems. Our team provides the City
ongoing support for these products and services.
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| 21 Personnel Qualifications
Curtis Hinton, BA, MS, GISP
President and Co-Owner of Geographic Technologies Group
Mr. Curtis Hinton established an award winning company, Geographic
Technologies Group, Inc. (GTG) in 1997 with business partner Mr. David
Holdstock. Mr. Hinton has planned, designed, and coordinated the
implementation of GIS technology for over 800 government
organizations. Mr. Hinton has more than 25 years of GIS experience. As
Wilson, North Carolina’s GIS Coordinator, Hinton spearheaded the
development and implementation of GIS for the City of Wilson. Mr.
Hinton was successful in securing for the City of Wilson state, national,
and international awards for the exemplary comprehensive use and city-
wide implementation of GIS.
Data creation plans for over 100 clients
Implementation Plans for more than 100 cities and counties
Specializes in integrating GIS with existing information technology
investments
Won the URISA and American City and County Excellence in GIS
Award
Was GIS Professional of the Year as voted by NC URISA
ESRI Software- ArcGIS Online, ArcGIS for Server, LGIM,and Desktop
GIS
Has hands-on experience implementing GIS for all city and county
departments
Author and Presenter at numerous GIS conferences
Mr. Hinton is a former ESRI Certified Instructor and lead “GIS
Implementation” course instructor at the national Urban and Regional
Information Systems Association (URISA) and GIS/LIS conference. Mr.
Hinton presents his “Seven Keys to a Successful GIS” throughout the
United States. Additionally, Mr. Hinton has presented the “Ten Ways to
Improve Public Safety with GIS” and “GIS Managers Workshop” at over
ten national GIS conferences over the past three years. Mr. Hinton has a
Masters in GIS from the University of North Carolina at Chapel Hill.
He has written extensively on the topic of GIS. He has written articles for
GeoWorld Magazine, ENP Public Safety Magazine, and a series of seven
articles for the International City/County Management Association’s
INFOTECH Journal.
Education
Bachelor of Arts: Geography
and Psychology
University of North Carolina
Chapel Hill, North Carolina
Master of Science:
Geography
University of North Carolina
Chapel Hill, North Carolina
Years of Experience: 25
GIS Software
ArcGIS Suite
ArcCatalog
ArcGIS Server
3D Analyst
ArcMap Publisher
ArcPad
ArcSDE
ArcView
Network Analyst
CAD Software
AutoCAD
MicroStation
TransCAD
Databases
MS SQL
Oracle
MS Access
DB2
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David Lyons, BA, GISP
GIS Director
Mr. David Lyons currently serves as GIS Director with the award winning
Geographic Technologies Group. Mr. Lyons has extensive experience in
multiple aspects of geospatial technologies in both the private and
public sectors where he has led the development of numerous
geospatial projects. He is a Certified GIS Professional (GISP). Mr. Lyons
offers extensive on-call and as needed GIS services to:
Town of Davie, Florida (Parcel Fabric /Data Conversion Project)
City of Oviedo, Florida (Data/On-site Services)
City of Hoover, Alabama (Parcel Fabric/Data Conversion
Project)
City of Titusville, Florida (Data/On-site services)
City of Goose Creek, South Carolina (Data Conversion, Training)
City of Unalaska, Alaska (Parcel Fabric/Data Conversion Project)
Before joining GTG, Mr. Lyons served as Senior Project Manager for
Jones Edmunds and Associates Inc. As a primary point-of-contact for
clients, he played a key role in his client’s achievement of their
objectives and regulatory compliance mandates through the effective
use of technology.
• Assessed needs and educated customers on the benefits of various IT
solutions.
• Demonstrated and compared features, identified/explained
technology risks and opportunities, advised clients on how IT
solutions would enhance business performance.
• Led cross-functional teams of technical and marketing specialists on
proposal development and presentations.
• Served as Project Manager; delivered technology products and
services with a focus on ensuring business satisfaction by providing
significant value in the form of increased productivity and operational
efficiency. Managed budgets up to $700K.
Former GIS Coordinator who provided outstanding service to internal
and external customers, while managing all GIS activities for the county.
Supervised 5 programmers/analysts and database administrators.
Oversaw data automation, database maintenance, and cartography.
Coordinated inter-governmental activities such as staff training and
data sharing.
Education
Bachelor of Science:
Biology
University of Central
Florida
Years of Experience: 25
Image/Terrain and LiDAR
Software
ERDAS IMAGINE
GIS Software
ArcGIS for Desktop
10.3.1
ArcGIS 9.x
ArcGIS Server 9.x
3D Analyst
ArcMap Publisher
ArcCatalog 10.3.1
ArcPad 7.0-8.0
ArcSDE 9.x
ArcView 3.x
Data Interoperability
GPS Analyst
Maplex
Network Analyst
Spatial Analyst
Tracking Analyst
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| 23 Personnel Qualifications
Matthew McLamb, BS, MS
VP of GIS and Operations
Mr. McLamb has been employed with GTG for over six years and has
extensive experience with ESRI’s ArcGIS Online solution and ESRI’s LGIM
for local government organizations. Mr. McLamb is the project lead for
the Town of Windsor’s GIS Implementation which includes utility GIS
tasks in conjunction with ArcGIS Online and ESRI’s LGIM. Mr. McLamb
received his Masters in GIS and Technology at NC State University in
2014. Mr. McLamb has deployed various ArcGIS Online solutions such as
the Flex Viewer for ArcGIS, Story Maps, the Collector Application, and is
participating in the beta program for the new HTML5 based Web App
Builder with ESRI. Mr. McLamb understands how ArcGIS Online and
ArcGIS for Server integrate with local government systems and
workflows. Mr. McLamb has worked on numerous data conversion
projects for Public Works and developed the white paper “Best
Practices for Mobile GIS and Mobile Data Collection.”
Mr. McLamb’ key experience includes:
• Deploying ESRI Software
• Providing GIS Training for all Levels of Expertise
• Integrating Multiple Enterprise Systems with GIS
• Building and Maintaining Geometric Networks
• Optimal Setup and Design for SDE across the Enterprise
• ArcGIS Online and ArcGIS for Local Government (Plan, Design,
and Deploy)
• CAD to GIS Conversion (Safe Software FME)
Mr. McLamb has worked on numerous data conversion projects
including the Town of Windsor, CA, City of Goose Creek, SC, City of
Unalaska, AK, and more. Mr. McLamb has participated in numerous GIS
Assessments for local government which involved the planning of GIS
implementation for numerous departments. Mr. McLamb has also
conducted numerous training sessions in regards to GIS best practices,
GIS implementation, and GIS software use.
Education
Bachelor of Science:
Computer Information
Systems
Mount Olive College
Master of GIS and
Technology:
North Carolina State
University
Years of Experience: 6
GIS Software
ArcGIS Online (Desktop
10.3.1)
ArcCatolog 10.3.1
ArcGIS Server
ArcSDE
ArcGIS Desktop
LGIM
Utilities GIS
Utility Data Conversion
GIS Assessments
Meta Data Standards
GIS Integration
GPS Best Practices
Training
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GIS Data Services City of Bozeman, Montana
| 24 Personnel Qualifications
Jonathan Welker, BS, MA
GIS Specialist
Mr. Jonathan Welker currently serves as a GIS Specialist for
Geographic Technologies Group. Mr. Welker has been employed with
GTG since completing his Geography Master of Arts degree with a
concentration in GIS. While attending school, he also provided GIS
services as an intern for NASA’s Carbon Monitoring System (CMS). Mr.
Welker has quality experience performing address collection and
verification as well as digitizing critical vector layers for town, city, and
regional municipalities. Mr. Welker has provided technical support
and cartographic services for Avoyelles Parish, Louisiana, served as
the field technician for address point collection and verification for
the City of Charleston, WV, and has created many of the pertinent
geographic layers and data for the Town of Windsor’s ArcGIS Online
portal.
MUNICIPALITIES SERVED
• Town of Boone, NC
• Town of Windsor, CA
• City of Charleston, WV
• City of West Hollywood, CA
• Avoyelles Parish, LA
GIS DATA LAYER CREATION PROJECTS
• City of Edina, MN – Parks and Recreation inventory and GIS
implementation
• Town of Windsor, CA (Stormwater, Sewer, Water, Water Service
Areas)
• Translated CAD Utility Data to GIS format for New River Light and
Power
Education
Bachelor of Science:
Geography and
Community and Regional
Planning
Appalachian State
University, Boone, NC
Master of Arts: Geography
(GIS)
Appalachian State
University, Boone, NC
Years of Experience: 5
GIS Software
ArcGIS for Destop
10.3.1
ArcCatalog 10.3.1
ArcGIS 9.x-10.x
ArcGIS Server 9.x-10.x
ArcSDE 9.x-10.x
ArcGIS Online
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GIS Data Services City of Bozeman, Montana
| 25 Personnel Qualifications
Jessica Susich, BS
GIS Specialist
Ms. Jessica Susich currently serves as a GIS Specialist for Geographic
Technologies Group. She has eight years of experience with GIS,
previously working for a consulting firm in Pennsylvania and a local
government office in Idaho.
In her previous role at the Bench Sewer District in Boise, Idaho, she
was the sole GIS person for the District and responsible for all
aspects of the District’s GIS including data/field collection, GPS
features using Trimble equipment, data conversion, parcel fabric
migration, database maintenance, shapefile manipulation, attribute
data, running ArcScripts, quality control and maintaining accurate
metadata. The GIS data was analyzed to determine new project
location and capacity, flow studies, and utility service.
Ms. Susich also worked closely with the City of Boise Public Works
Department and the Ada County Highway District on utility projects.
Her responsibilities included handling all permits, legal descriptions,
annexations, subdivision plats, easements, as-builts and construction
drawing reviews.
Prior to working for the sewer district, Ms. Susich worked as a GIS
Specialist in the Telecommunications & Technology division for an
engineering consulting company.
Ms. Susich began working for Geographic Technologies Group in
2008. She is proficient in ArcGIS and ArcSDE.
Town of Davie, FL
Data layer creation, data migration to ArcSDE, MXD creation for Geo
Blade
City of Hoover, AL
Data layer creation, Parcel Fabric Migration
Education
Bachelor of Science:
Information Sciences
and Technology
Pennsylvania State
University
Years of Experience: 8
GPS Software
Trimble Suite
Databases
ESRI ArcGIS Suite
MS SQL
MS Access
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| 26 Personnel Qualifications
Terrance Ratliff, BS
GIS Consultant
Mr. Terrance Ratliff serves as GIS Consultant for Geographic
Technologies Group. He previously worked for Aeroteck as a GIS
technician and gained experience in the following areas:
Adherence to project budget and schedule on government
contracts
Global Positioning System (GPS) data conversion and entry
Support field work initiatives for data collection
Participate in GPS field team efforts
Daily use of AutoCAD, Pathfinder, Microsoft Office, ArcGIS, and
Trimble GPS units (Geo7x)
He obtained a GIScience Professional Certification while at Old
Dominion University and through his Undergraduate Research
Apprenticeship Program. His skills include:
The retrieval, manipulation, organization, and analysis of data
Conducted numerous field work projects in various environments
Created multiple professional initiatives including the current
ODU
He performs the following tasks for GTG:
Maintains, updates and creates GIS layers to represent current
conditions.
Coordinates with other departments and agencies to receive
necessary information.
Collects and analyzes data in order to prepare maps and graphics.
Contributes to the development and maintenance of the GIS.
Performs graphic and non-graphic data entry and geoprocessing
of various databases.
Checks and evaluates assignments for accuracy in terms of
positional tolerance, completeness and conformance with design
criteria.
Works directly with clients to setup appealing map layouts, using
map cartography
Follows up with clients throughout entire implementations and
projects to ensure satisfaction. Continual follow up with clients at
the completion of implementations and projects.
Computer Science:
o Languages:, C, C++, beginning Java, Python, and UNIX
o Programs:, Adobe Illustrator, MS PowerPoint, Code Blocks, AutoCAD,
MS Word, MS Excel, MS Access, MS Outlook, MS Endnote, iTunes,
Safari, Google Chrome, Internet Explorer, Norton Utilities
Education
Bachelor of Science
Major: Geography
Minor: Computer
Science
Old Dominion
University, Norfolk VA
Years of Experience: 3
GIS Software:
ESRI 9.x.x, ESRI
10.x.x
ArcGlobe, ArcMAP,
ArcCatalog,
ArcScene
Adobe Illustrator
and remaining
suite, ArcGIS,
Pathfinder,
CrimeView, and
the entire
Microsoft Office
suite
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GIS Data Services City of Bozeman, Montana
| 27 Personnel Qualifications
Brandon Lester, BA
GIS Technician
Mr. Brandon Lester serves as GIS Technician for Geographic
Technologies Group since completing his Bachelor of Arts in Geography
from Virginia Polytechnic Institute and State University. He has
experience with field collection, inventory, and data verification. He
also has experience with python process automation.
He has worked on several GIS projects including the following:
St Mary’s County, Maryland – digitized impervious surfaces,
reviewed work other team members did for quality control
City of New Bern, NC – field collected pictures and information for
Disk Golf Course Story Map
Campbell County, WY – inventory of all parks for GreenCityGIS
project, data cleanup and Story Map creation for the parks
City of Healdsburg, CA – reviewed GIS data for water mains, cleaned
up data ensuring lines connected where appropriate, worked with
client to resolve discrepancies
Town of Blacksburg, VA (ongoing project) – reviewed Sunguard LX
records, comparing against locality’s official address data, resolving
discrepancies, correcting data format errors, populating missing
fields.
City of Guelph, Ontario, Canada – selected pictures and built a Story
Map for the City
Process automation – developed and tested a script which merges
multiple geodatabases containing the similar features into a single
geodatabase, while maintaining links to attachment tables
Education
Bachelor of Arts:
Geography
Virginia Polytechnic
Institute and State
University
Years of Experience: 3
GIS Software:
Microsoft operating
systems (XP/Vista/7,
Linux)
Microsoft Office suite
(Excel, Access, Word,
etc)
Network
infrastructure and
administration
HTML, SQL and PHP
web development
ArcGIS 10.3.1
219
rEFErENCES4
We have used GTG for all of our GIS needs.
After helping us with our Strategic Plan, we
have retained GTG for the past five years.
They are truly full-service and have exceeded
all of our expectations.
-City of Unalaska, Alaska
GEOGrAPHIC TECHNOLOGIES GrOUP®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
220
GIS Data Services City of Bozeman, Montana
| 28 References
Section IV: References
The following table shows examples of work that is similar to the scope for the City of Bozeman.
References
Client Experience/Brief Description Contact Information
Dorchester
County, South
Carolina
GTG was selected by Dorchester County to
perform an upgrade of their ArcGIS Server
environment in 2015. GTG upgraded the County
from ArcGIS 9.3 to ArcGIS 10.3.1. This included a
new install of ArcGIS Server, SDE, and Desktop
products. GTG also ensured that relevant map
services were created for the County to serve
parcel data to staff and citizens. Additionally, GTG
migrated all of the County’s GIS data to ESRI’s
LGIM. GTG also created a pilot area for the County
to demonstrate the process of moving to ESRI’s
Parcel Fabric. GTG then created a step-by-step
guide and provided training on how to implement
the Parcel Fabric.
David Garber
201 Johnston Street
St. George, SC 29477
843-832-0208
dgarber@dorchestercounty.net
City of Unalaska,
Alaska
GIS Services including ArcGIS Server and Desktop
Implementation, Geodatabase Design and
Development – full development of client’s GIS,
Data Development – developed parcels, streets,
address points, GPS data collection; Data
Migration, Cartography, Spatial Analysis,
Application Development, and Training. GIS
Implementation Plan including Departmental
Needs Assessment, GIS Strategy and Planning,
Analysis and Design, Development, Deployment,
and Production and Operation. Recently, GTG has
migrated the City’s parcel data to the parcel fabric
and provided training on its use.
Erin Reinders
43 Raven Way
Unalaska, AK 99685
907-581-1251 ext. 4103
ereinders@ci.unalaska.ak.us
City of Hoover,
Alabama
GTG was retained by the City of Hoover to perform
GIS services. The City wanted to focus on quick
successes. GTG has created an address point
layer, street centerline layers, cleaned up the tax
parcels, implemented software, and acted as their
on-site GIS Coordinator. GTG has worked closely
with the City to enable every department with
targeted GIS tools. GTG continues to support the
City with on-site GIS management.
Melinda James Lopez
100 Municipal Drive
Hoover, AL 35226
205-444-7612
jamesm@ci.hoover.al.us
221
GIS Data Services City of Bozeman, Montana
| 29 References
Town of
Windsor,
California
GTG is the GIS staff for the Town of Windsor,
providing all services, including a GIS
Implementation Plan including Departmental
Needs Assessment, GIS Strategy and Planning, and
Analysis and Design. GTG administered the Town’s
ArcGIS Online account and created the needed GIS
data layers. Coupled with the ArcGIS Online
deployment, GTG loaded GIS data layers selected
for the first year implementation into ESRI’s ArcGIS
for Local Government data model. GTG used the
ArcGIS Viewer application to deploy the Town’s
GIS. ArcGIS Viewer was made available initially to
one representative of each department. These
initial users can now access this web-based
application to view, verify and analyze GIS data
with the click of a button. The users now have the
needed data readily available to them in an easy-
to-use and intuitive interface. Without having to
rely on other people to provide this data, the
Town of Windsor has the potential to save time
and increase productivity.
Carl Euphrat
9291 Old Redwood Hwy
Windsor, CA
(707) 838-1195
ceuphrat@Townofwindsor.com
Campbell
County,
Wyoming
GIS Implementation Plan including Departmental
Needs Assessment, GIS Strategy and Planning,
Analysis and Design, Development, Deployment,
and Production and Operation Assessment, GIS
Strategy and Planning, Analysis and Design,
Development, Deployment, and Production and
Operation. Integration with Existing Systems, GIS
portals for all departments, GreenCityGIS, GIS
portals for Emergency Operations Center,
Development of over 50 Data Layers, On-site and
Off-site support.
Cathy Raney
500 South Gillette Avenue, Suite
#B700
Gillette, WY 82716
(307) 687-6297
clr23@ccgov.net
City of Rio
Rancho, New
Mexico
In 2012, GTG was retained by the City of Rio
Rancho to perform GIS services. Services included
software, on-site technical support, GIS and CADD
data entry and conversion, database design, and
training.
John Martineau
3200 Civic Center Circle NE
Rio Rancho, NM 87144
505-891-5054
jmartineau@ci.rio-rancho.nm.us
Columbus
Consolidated
Government,
Georgia
GTG was selected in the fall of 2015 to create a GIS
Strategic Plan for the Consolidated City and County
Government and to migrate their parcel data to
the ESRI Parcel Fabric.
Jeff Griffin
100 Tenth Street
Columbus, GA 31901
706-225-3948
JGriffin@colubusga.org
222
SUBCONTRACTORS5
...the plan continues to serve as the
backbone of Campbell County’s GIS
Implementation strategy. GTG’s owners and
joint project managers were magnificent.
We have partnered with GTG for the past
decade and they have helped us continue
to grow and succeed.
-Campbell County, Wyoming
GEOGRAPHIC TECHNOLOGIES GROUP®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
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GIS Data Services City of Bozeman, Montana
| 30 Subcontractors
Section V: Subcontractors
GTG will not be using subcontractors for this project. All work will be performed by GTG employees.
224
CHANGE IN SCOPE6
Innovative, hard-working, very knowledgeable,
local government GIS experts. Our GIS success
can be tied directly to the excellence of
GTG’s services.
-City of Rio Rancho, New Mexico
GEOGRAPHIC TECHNOLOGIES GROUP®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
225
GIS Data Services City of Bozeman, Montana
| 31 Change in Scope
Section VI: Change in Scope
A proposed procedure to accommodate changes in scope of the contract, and addition or deletion of task
activities.
GTG has been in business for 19 years serving local governments exclusively. Our team understands the
need to communicate with clients and to have a clearly defined project management plan. The following
details our project methods including task and scope changes.
GIS Deployment Methodology, Practices, and Procedures
GTG has implemented the following Project Management Plan to allow for changes in scope of the
contract or any additions or deletions of task activities. GTG’s project methodology is based on our
significant expertise in all aspects of GIS. GTG’s project team will be comprised of GIS professionals that
are subject matter experts. GTG understands that the City of Bozeman’s primary goals are to increase its
GIS capabilities and optimize the utilization of GIS technologies across the enterprise and migrate to the
ESRI Parcel Fabric technology, thereby providing leadership in GIS and its associated technologies.
GTG’s team will utilize over 70 combined years of experience in data integration, parcel management,
innovative geospatial solutions, as well as new and exciting developments in ESRI technology (Parcel
Fabric). We are certain our unmatched GIS skills in governance and management solutions will be perfect
for supporting the City of Bozeman.
Technical Support - Complaint Resolutions and Challenges
GTG is very sensitive to client needs. We believe that communication is the key to success. Therefore,
our project manager is in contact with the City in a very structured way. We employ a number of project
management techniques that mitigate risk for the City. We deploy a multi-tiered communication plan
that includes; an initial kickoff meeting, an ongoing project management plan, weekly updates to key
stakeholders, monthly updates to the project plan, and onsite meetings. Any issues that arise are
addressed immediately and tracked through the project plan and weekly meetings to ensure resolution.
Our project manager and project advisors are available any time to discuss issues if they arise.
We continue to build GTG on the basis of having created enduring relationships with many local
government organizations across the United States. The City of Bozeman will benefit from the hands-on
leadership approach for the entire lifespan of a project of this length and complexity. On occasion issues
do arise with a project and GTG quickly responds and resolves these issues. Some of these issues are as
follows:
Issue - City project manager leaves or is re-assigned. Resolution – GTG meets onsite to debrief
new project manager to ensure they have a full understanding of the project, goals, and current
status.
Issue – Scope/task changes, misunderstanding, or lack of clarity. Resolution – GTG’s detailed
project plan, weekly reports, and monthly reports detail every aspect of the project. GTG will
226
GIS Data Services City of Bozeman, Montana
| 32 Change in Scope
discuss any changes to the scope/task if they arise. If changes are nominal, GTG will typically do
them as part of the current contract. If changes are substantial, GTG will provide a change order
quote detailing the estimated time and additional cost. If more clarity is needed it is provided
through these ongoing meetings.
Issue – Technical challenges. Resolution – GTG has a team of IT and integration experts at its
headquarters. This team has an exceptional depth of experience and can solve any integration
and technical challenge that arises. GTG’s on-site staff works with these staff via remote
technology, such as go-to-meetings, to resolve issues quickly and professionally.
Issue – Education and communication. Resolution – Often organizations don’t have a complete
understanding of GIS or an ongoing GIS project. Our project manager will offer quarterly
meetings with all City stakeholders including elected officials to educate and inform them about
the use and power of GIS.
Our team is proactive. Therefore, we don’t have any long term issues with any of our projects or clients.
GTG’s expertise is apparent through our presentations to elected officials, workshops, and publications,
as well as a unique skill in presenting how GIS-centric software and enterprise solutions can benefit
government organizations. We enter into this as a true partnership with the City of Bozeman. It is vital to
work closely with the City to build consensus and agreement concerning the utilizations of geo-spatial
technology. The proposed work will be completed by using the following:
Technical Support - Methodology
GTG’s Company Philosophy
Open and Regular Communication
Experience and Education
The following list represents our philosophy and the reasons why the
City of Bozeman should consider GTG as the best candidate to provide GIS services and to implement the
very best GIS solutions:
We will build relationships with all of the City stakeholders through confidence and
professionalism.
We have proven listening skills – sensitivity to the needs of all the departments and stakeholders.
We understand the goals of the City. They are critical to the success
of this initiative.
We are responsive to clients
o Reliability – on time and within budget
We are committed to assessing, designing, and planning a cost-
effective and practical solution – meeting the enterprise needs.
We have ownership in this project.
227
GIS Data Services City of Bozeman, Montana
| 33 Change in Scope
Communication is a critical element of any project. We pride ourselves on carefully listening and
documenting client needs. Key staff will be available to the City of Bozeman using a variety of methods:
Multiple Communication Methods
On-site Meetings
Email
Office Phone
Mobile Phone
Toll-Free Number
Video Conferencing
GTG’s staff will use a variety of proven techniques to keep the City of Bozeman updated and informed.
GTG will provide to the City a project management plan that will include progress reports, meeting
minutes and regular communication with the City’s point of contact. The following describes our project
management tasks:
Progress Reports
Weekly: GTG will prepare and submit weekly status updates summarizing the events of
the week. The status update will include any work, tasks completed, tasks ongoing, or
events which took place, who attended and a summary of the event’s purpose. All
documentation gathered by GTG will be inventoried, and a list supplied to the City of
Bozeman.
Monthly: GTG will prepare and submit progress reports to the City on a monthly basis.
The progress reports will include a description of the work performed in the preceding
month and the work planned for the upcoming month. The report will indicate the status
of each activity shown on the schedule and estimate the percent of completion for on-
going activities. It will address data needs and list any problems or unresolved issues.
The report will be submitted to the City in Microsoft Word or a compatible format.
Progress Meetings
GTG will schedule and preside over progress meetings with City personnel that will be held on a
monthly basis. Our project manager will conduct these progress meetings and will include any
other staff currently working with the City. GTG will prepare the agenda and issue meeting
minutes. The agenda for the meetings will include the monthly progress reports, data needs,
upcoming milestone dates, planning, memoranda, and other topics as deemed necessary.
228
GTG has been with our Tax Office every
step of the way. They helped us create our
first digital tax map and have assisted us
for years maintaining the best GIS tools to
get our job done. I highly recommend GTG
for any project.
-Wayne County, North Carolina
7
EXPECTATIONSOF CITY STAFFGEOGRAPHIC TECHNOLOGIES GROUP®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
229
GIS Data Services City of Bozeman, Montana
| 34 Contractor’s Expectations of City Staff
Section VII: Contractor’s Expectations of City Staff
Clearly define any expectations for information or support to be provided by City staff during the project.
The following are the expectations of City of Bozeman staff:
• General Tasks
Assign a City of Bozeman project manager
Review the weekly project update email
Attend the monthly project update meeting
Provide latest copy of all pertinent GIS data
Coordinate with GTG Project Manager in regards to answering questions about data
• Task 1 – Spatial Adjustment of Existing GIS Boundary Layer
City of Bozeman Project Manager assist with coordinating kick-off meeting and boundary
data review workshop
Provide a meeting room and AV equipment (projector and screen)
Provide feedback for any questions about the actual location of a boundary as needed
Provide GTG any additional information discovered during the workshop
• Task 2 – Migration of Parcel Dataset to the ESRI “Parcel Fabric”
Invite key staff to the Land-Records Database Design Workshop
Provide a meeting room and AV equipment (projector and screen)
Review the final database along with GTG
Review the migrated parcel layer (Parcel Fabric)
• Task 3 – Creation of Easement and Rights-of-Way Datasets
Provide GTG with all a digital copy of the source documents needed for the creation of
the easements layer
Provide GTG with feedback if a question should arise about an easement boundary
Review the easement layer once delivered
Provide feedback on whether easements before 2010 should be created after the
completion of the 2010-2015 easement layer
• Task 4 – Process of Maintaining Parcel Fabric and Related Layers
Invite pertinent employees to the training session of parcel fabric editing and layer
maintenance
Provide a meeting room and AV equipment (projector and screen)
Attend training (one day)
230
GTG helped Calvert County establish our
GIS. They helped us with our parcel data
conversion, using numerous data sources to
deliver a top-quality project. GTG helped
us go from no GIS to a true enterprise-wide
success.
-Calvert County, Maryland DELIVERY SCHEDULE anD pRICInG8
GEOGRapHIC TECHnOLOGIES GROUp®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
231
GIS Data Services City of Bozeman, Montana
| 35 Delivery Schedule and Pricing
Section VIII: Delivery Schedule and Pricing
The following is the proposed schedule for the City of Bozeman tasks and deliverables outlined in the Scope of Work.
Deliverable On-site Timeline
PROJECT TASKS- GIS DATA SERVICES
Tasks 1 -Spatial Adjustment of Existing GIS Boundary Layer
Step 1- GIS Boundary Layer Adjustment Workshop
Step 2- GIS Boundary Layer Adjustment
Step 3- Final Review Presentation and Delivery
Deliverable: On-site GIS Boundary Layer Adjustment Workshop
Deliverable: Workshop to Review Adjusted Layers
Deliverable: 13 Spatially Adjusted GIS Boundary Layers (Draft)
Deliverable: 13 Spatially Adjusted GIS Boundary Layers (Return to GTG)
Deliverable: 13 Spatially Adjusted GIS Boundary Layers (Final Deliverable)
Tasks 2 – Migration of Parcel Dataset to the ESRI "Parcel Fabric"
Step 1- Land-Records Database Design Workshop and Refinement
Step 2- Final Database
Step 3- Land Records Migration to the Parcel Fabric
Deliverable: Database Design-Land Records Data Model
Deliverable: Database Design Workshop
Deliverable: Data Preparation and Clean-Up
Deliverable: Data Migration to the ArcGIS for Land Records Data Model
Deliverable: Automated Quality Control with ArcGIS Data Reviewer
Deliverable: Preparation of Data Migration Standard Operating Procedures Documents (Draft)
Deliverable: Preparation of Data Migration Standard Operating Procedures Documents (Return to GTG)
Deliverable: Preparation of Data Migration Standard Operating Procedures Documents (Final
Deliverable: Review of Data Migration Results with City Staff
Deliverable: Deployment of ESRI Tax Parcel Editing Template
Task 3- Creation of Easement and Rights-of-Way Datasets
Step 1- Creation of Easements GIS Layer
Deliverable: Easements GIS Layer (Draft)
Deliverable: Easements GIS Layer (Return to GTG)
Deliverable: Easements GIS Layer (Final Deliverable)
Task 4- Process of Maintaining Parcel Fabric and Related Layers
Deliverable: User Manual detailing how to use tools to edit and maintain property data and boundary
layers
Deliverable: On-Site training detailing how to use GIS tools to edit and maintain property data- parcel
editing workflows and boundary layers
Deliverable: Training slides and exercises
Month 1
W2
Month 3
W3
Month 4Month 2
City of Bozeman Proposed Project Schedule
W4W1W2W3W4
Month 5
W1 W2 W3 W4W1W3W2W4W3W2W1W1W4
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GIS Data Services City of Bozeman, Montana
| 36 Delivery Schedule and Pricing
The following is the proposed pricing for the City of Bozeman tasks outlined in the Scope of Work.
City of Bozeman Pricing
Task Price
Task 1- Spatial Adjustment of Existing GIS Boundary Layer $7,500
Task 2- Migration of Parcel Dataset to the ESRI “Parcel Fabric” $13,500
Task 3- Creation of Easement and Rights-of-way Datasets $28,000
Task 4- Process of Maintaining Parcel Fabric and Related Layers $6,500
Total $55,500
233
ATTACHMENT AAND APPENDIX9
GEOGRAPHIC TECHNOLOGIES GROUP®
1202 Parkway Dr, GolDsboro, NC 27534 • 888.757.4222 • www.GeotG.Com
GTG is by far the best GIS company-period!
They gave us a clear roadmap to success with
their project management and coordination.
They have been there every step of the way
to ensure that our agency-wide GIS is a
success.
-Town of Davie, Florida
234
Attachment A: Non-Discrimination Affirmation Form
Geographic Technologies Group, Inc. [name of entity proposing] hereby affirms it
will not discriminate on the basis of race, color, religion, creek, sex, age, marital status, national
origin, or because of actual or perceived sexual orientation, gender identity, or disability in the
performance of work performed for the City of Bozeman, if a contract is awarded to it, and also
recognizes the eventual contract, if awarded, will contain a provision prohibiting discrimination
as described above and that this prohibition shall apply to the hiring and treatment of the
Geographic Technologies Group, Inc. [name of entity proposing] employees and to all
subcontracts it enters into in the performance of the agreement with the City of Bozeman.
Signature of Proposer: ______________________________________ Person authorized so sign on behalf of the proposer
235
GTG’s QA/QC Methodology
236
Quality Assurance/Quality Control Geographic Technologies Group
Quality Assurance/Quality Control 1
The Following is GTG’s Published Quality Assurance Procedures
This QA/QC process is adhered to by GTG.
Introduction
Every day, thousands of organizations create and/or modify geo-spatial data. This geo-spatial data is core
to an organization’s GIS. Although organizations consistently focus on the maintenance of geo-spatial
data, seldom are proper QA procedures established and utilized to ensure data quality.
Data quality can be a blessing or a curse for an organization seeking to maximize benefits derived from a
GIS. Often organizations make significant investments in creation and maintenance of data, without
making an effort to address data quality. Simple, yet effective, procedures can be implemented to ensure
that an organization creates and maintains quality data.
The benefits of maintaining high quality geo-spatial data are significant, primarily because the production
and maintenance of error-free data can reduce subsequent efforts to correct errors and remediate
decisions based on incorrect information—the integrity of decisions can only be as good as the integrity
of the data used to make those decisions.
Poor data quality can have a compound effect, as derivative data products can inherit errors and
anomalies present in the source data set—as a result, data correction efforts tend to increase, as
additional data sets need to be corrected and validated against the source data set.
Data QA is often viewed as cumbersome and time-consuming by most people. However, more often than
not, a little investment in time and effort in data QA can actually save time, energy, and money in the
long term. In a general context, data QA can be thought of as preventive maintenance for an
organization’s GIS.
This white paper presents five key QA principles utilized by GTG and that will allow an organization to
improve the integrity of geo-spatial data:
1. Testing and Validation
2. Consistency, Reliability, and Repeatability
3. Peer Review
4. Automation of Processes
5. Ownership and Accountability
237
Quality Assurance/Quality Control Geographic Technologies Group
Quality Assurance/Quality Control 2
Testing and Validation
In order to truly benefit from data QA, an organization must design a workflow, or set of workflows, that
include testing and validation of data.
Testing geo-spatial data can entail a variety
of processes, all of which are aimed at
analyzing and diagnosing the integrity of
features and attributes. In other words,
testing is aimed at finding out whether the
characteristics of data meet specific
standards and thresholds. For example, a
set of summary queries could be used to
determine whether a specific attribute
contains invalid values. Validation of geo-
spatial data is complementary to testing.
Validation is aimed at verifying specific
properties and characteristics for the
structure (features and attributes) of geo-
spatial data; usually this verification is based on a pre-defined set of criteria. For example, using the same
example referenced above, validation of an attribute would determine whether the attribute (field) type
is proper—one of the most common examples of this type of validation is determining whether text fields
are being used to store numeric data.
The key objective of testing and validation of geo-spatial data is ensuring that data will function as
expected within a GIS. Feature geometries should be valid, record values should be correct and conform
to business rules, and attribute structures should be appropriate for data types.
Testing and Validation: Data integrity can only be ascertained through testing and validation.
Consistency, Reliability, and Repeatability
In order to truly benefit from data QA, an organization must design and develop procedures that are
consistent, reliable, and repeatable. GIS professionals tend to overlook this facet of QA, believing that QA
is a one-time event in the lifecycle of a data set. However, geo-spatial data is not static, and updates or
revisions can significantly alter the features, attributes, and extents of a data set.
The premise behind consistency, reliability, and repeatability is that QA procedures, if designed properly,
should be consistent for a given data set; consistency subsequently leads to reliability and repeatability.
Lack of QA can lead to inaccurate geo-spatial data.
These misaligned street centerlines were discovered
after the layer was made available on a public web
site. Several derivative geo-spatial data layers had to
be rectified in addition to the original.
238
Quality Assurance/Quality Control Geographic Technologies Group
Quality Assurance/Quality Control 3
Thus, if a QA procedure yields geo-spatial data
that meets specific quality standards (e.g.,
accuracy and attribute integrity), that QA
procedure is reliable and therefore can be utilized
consistently on the same data set. The QA
procedure can be repeated on a scheduled or ad
hoc basis.
Consistency and Repeatability: QA procedures need to be designed and developed to allow for
consistent and repeatable use.
Peer Review
Peer review is perhaps one of the most overlooked QA principles in the production of quality geo-spatial
data. Peer review is the willful and open analysis and assessment of data quality by someone that was
not directly involved in data production—this
is analogous to an audit by a third party (e.g.,
accountants review an organization’s
financial statements to ensure that they are
accurate).
Peer review is a key requirement for data
quality, as it exposes geo-spatial data to the
scrutiny of someone that did not produce the
data. There is potential for errors and
anomalies if someone is responsible for both
production and QA of data. Peer review can
be performed by staff with the same
technical skills and knowledge required to
create data. Some organizations have
considerable resources to draw from for peer
review, while others may have a sole GIS
professional responsible for all aspects of an organization’s GIS.
Consistency will lead to reliability and repeatability. The
QA procedures used for these parcels and street
centerlines are streamlined, based on consistent and
reliable results that can now be repeated for the life of
the geo-spatial data. Users of this data are confident
that any and all derivative products will have the same
accuracy and integrity.
Every analysis is only as good as the data used for it. In
this analysis, a 500 foot buffer around a fire hydrant is
used to select parcels. The analysis can be erroneous if
one or both layers have inaccuracies in their respective
feature geometries.
239
Quality Assurance/Quality Control Geographic Technologies Group
Quality Assurance/Quality Control 4
There are several options for peer review, including in-house peer review, third party peer reviews by
outside consultants, and even cooperative peer reviews between GIS professionals in local and/or
regional organizations. In this last scenario, organizations with limited GIS staff can provide mutually
beneficial services for each other by establishing formal peer review relationships. There are no set
requirements for what comprises peer review. In some instances, peer review is based on macro-level
queries and random sampling to determine if there are significant or prevalent errors or anomalies. In
other instances, peer review is comprehensive and may involve multiple levels of sampling, full feature
set validation, and detailed queries. The complexity and sophistication of peer review is based in part on
data standards.
Peer Review: no data set will be finalized unless it has been reviewed by someone else.
Automation of Processes
Great efficiency can be gained by automation of a process or processes. Automation of processes yields
benefits by reducing the need for
hands-on user action required in
typical geo-spatial QA procedures.
In addition, automation of
processes can reduce user error
and allow for consistency,
reliability, and repeatability (see
Step 2 above).The frequency and
complexity of a QA procedure should be
used to determine whether time,
energy, and money should be invested
in the automation of a process. As a
general rule, if a user is expected to
perform the same manual process at
least five times on the same or similar data sets, it is a good idea to invest in automation of that process.
A caveat that must be noted is that a process should only be automated if the manual process is tested,
validated, and peer reviewed to ensure that the results are consistent, reliable, and repeatable.
Automation of a bad manual process will yield bad data.
Automation of Processes: Sound and effective manual QA processes can and should be
automated to gain efficiency and reduce user errors.
Geocode
Join
Intersect
Summary Queries
DataQA
QA
QA Load
Data QA
Automation of processes needs to be comprehensive.
This sample workflow could be automated—however, it
should be automated only if it is necessary and if it has
been tested, validated, and peer reviewed to ensure the
quality of data.
240
Quality Assurance/Quality Control Geographic Technologies Group
Quality Assurance/Quality Control 5
Ownership and Accountability
A key requirement for any type of data QA is the designation of an owner for some or all of the processes
that comprise a QA procedure. GIS staff must take a proactive approach to identifying and assigning
ownership of QA processes, including design, development, testing, validation, and review of these
processes as well as the QA procedure as a whole. This approach provides a
means for ensuring that QA is visible as a practical part of a geo-spatial data
development effort.
Accountability is derived from ownership. Accountability is aimed at ensuring
that owners of a process or procedure take responsibility for rectifying errors
and mitigating problems that are present in QA processes or procedures. An
owner is accountable for taking necessary action to
ensure the integrity of geo-spatial data.
In addition, accountability provides an avenue for
scheduled and incidental assessment of a QA process
or procedure. In other words, accountability
facilitates peer review and assessment.
Ownership and Accountability: An owner for each process in a QA procedure must be identified and
assigned, thereby ensuring that someone is responsible for geo-spatial data integrity and quality.
Summary
Organizations can take several steps to ensure the integrity of the geo-spatial data that they produce and
maintain. A key component of any QA effort is determining which QA procedures can and should be
implemented. The five QA principles presented in this white paper provide a solid foundation for the
implementation of effective QA procedures.
By testing and validating data, an organization should be able to develop consistent, reliable, and
repeatable QA procedures that can be routinely assessed through peer review. Upon developing and
implementing a proven set of procedures, many of the processes required for a procedure (or
procedures) can be automated to gain efficiency and reduce user error. However, all QA procedures
cannot be implemented fully unless ownership and accountability are assigned for these procedures.
Built In To the Project Process
GTG’s Quality Assurance/Quality Control is built into the project process. What does this mean to our
clients? This means that we start with the end in mind and build quality data through how we develop
data. It starts with the building of the geodatabase design and doesn’t end until our clients accept the
final data delivery.
20%
25%
20%
35%
All aspects of a QA procedure must be owned
and accounted for in their entirety. Failure to
assign ownership can lead to lack of
implementation of one or more processes in a
QA procedure.
241
No User LeftBEHIND
44 au Winter 2015 esri.com
Late in 2012, the city promoted John
Martineau to the role of GIS manager. At
the outset, Martineau determined that he
wouldn’t be satisfied unless the GIS was
doing everything that it could to advance
service delivery in every department. He
understood that GIS was not a stand-
alone technology. His goal was to have GIS
become the portal into all city data—spatial
and nonspatial. The city partnered with Esri
Gold Tier Partner Geographic Technologies
Group (GTG) to achieve this goal.
A city in New Mexico has transformed its GIS into an enterprise im-
plementation in a relatively short time, aided by enterprise licensing.
Located just north of Albuquerque, Rio Rancho has a population of
92,000. Like many other cities, Rio Rancho’s GIS had developed in
departmental silos, with Public Works and Development Services
leading the way. After a decade of uncoordinated use, the city under-
stood that GIS was becoming more instrumental to service delivery.
Therefore, the city embarked on a strategic planning process with the
goal of advancing and coordinating GIS enterprise-wide.
By Curtis Hinton, Geographic Technologies Group, and John Martineau,
City of Rio Rancho, New Mexico
Early in the project, it became apparent
that the city’s software needs had out-
stripped its licensing. Users were being edu-
cated about GIS, and the demand for access
to GIS data and software was increasing
rapidly. Concurrently, the GIS team was
investigating ArcGIS for Local Government
and ArcGIS Online as a means of dissemi-
nating information and functionality to the
organization and the public.
An analysis of the financial commitment
necessary to deliver the planned solutions
prompted the city to enter into an enterprise
license agreement (ELA) with Esri. Once the
GIS team was no longer constricted by lack
of software licensing, the expansion of GIS
began in earnest.
Martineau insisted that enabling users
242
45esri.com Winter 2015 au
Special Section
with traditional GIS data was insufficient.
His vision was to use GIS as the window into
all of the city’s technologies and data.
To that end, the city’s GIS team worked
with GTG to geoenable every dataset
imaginable. Existing IT datasets were
scrubbed and geoenabled. This included
data from SunGard HTE (for licensing, per-
mitting, utility accounts, 911, and police
records), MicroPaver (for pavement manage-
ment), Maintenance Connections (for work
orders), RescueBridge (for fire records), and
GraniteXP (for pipeline inspections).
In addition, the city’s 1,800 scanned docu-
ments—engineering drawings, studies, re-
ports, project files, and plans—were linked
to their geographic location. Back end mid-
dleware was deployed to synchronize these
systems continually so that data is immedi-
ately available within the GIS. All this data,
coupled with more than 100 GIS layers, pro-
vides a wealth of information. Existing data
was ported into the Esri Local Government
Information Model (LGIM) so Esri maps and
apps could be leveraged.
The challenge was how best to enable
users to consume and analyze all of this
information. The city recognized that ap-
plication deployment is where many or-
ganizations fail to realize the true power of
GIS. After much planning, the city decided
to implement a diverse collection of ArcGIS
Online, ArcGIS, and third-party Esri-based
apps. These apps were selected to meet the
needs of three groups: internal users, city
workers in the field, and the public.
Internally, a mix of applications was
chosen. ArcGIS Viewer for Flex was de-
ployed through eight targeted portals in-
stead of deploying a single one-size-fits-all
app that would not be the right fit for all
Rio Rancho users. These portals were con-
figured to meet the specific needs of user
groups by configuring MapTips, data layers,
and searches and linking to non-spatial IT
systems.
Police Department Public Safety Analyst, an ArcGIS for Server-based app
243
46 au Winter 2015 esri.com
Portals were deployed for the city clerk,
city manager, code enforcement, develop-
ment services, financial services, parks
and recreation, public works, engineering,
and public works utilities. This meant that
departments no longer needed to consult
various datasets to access the information
needed. The result: decision making has
been streamlined, time is being saved, and
city staff members are more informed.
City of Rio Rancho staff members indi-
cated they not only needed to have access
to pertinent GIS data layers in the office but
also access to this information in the field.
This need was met by deploying mobile GIS
maps to field crews. The city decided to use
ArcGIS Online maps and applications to
make this data available in the field. Staff
members no longer print hard-copy maps or
have to remember information they viewed
in the office. Now they can access that data
in the field.
The city deployed four mobile maps as
part of this initiative. The mobile map for
building inspectors contains two vital
layers of GIS data for inspectors—parcel
data and building permits. The engineering
Public-facing ArcGIS Online portal for viewing active water leaks
ArcGIS Online Field Viewer for Line Locators lets field-workers view the location of as-builts throughout the city and retrieve PDFs for specific as-builts.
ArcGIS Viewer for Flex portal for the city clerk
mobile application allows the engineering
staff to view parcel data as well as record as-
built drawings. Not only can staff view the
area for each as-built, but they can bring up
a PDF of the as-built while in the field to get
more information.
The third application is for line locat-
ing crews. This application, similar to the
application for engineering staff, allows staff
to view the location of as-builts throughout
the city and to retrieve the PDF of that par-
ticular as-built. The fourth mobile applica-
tion allows utility staff to view information
from the computerized maintenance man-
agement system (CMMS) as well as sewer,
water, and stormwater gravity main data.
244
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esri.com Winter 2015 au 47
Special Section
Public safety had needed to use specialized
third-party products. GTG’s Looking Glass
Suite was selected for use in the 911 center, and
police and fire departments. The 911 center
had struggled for years with software that
could not use live data with Esri GIS software.
Looking Glass Dispatch enabled dispatch-
ers to track all active incidents, link building
preplans and CCTV feeds, view live traffic data,
and access any GIS data layer. The fire and
police departments were enabled with Vantage
Points Public Safety Analyst (PSA). PSA allows
staff to view all incidents, do hot spot analysis
and predictive analysis, and access executive
dashboards that display live data.
Public safety wanted to use GIS in the
field. To that end, the department deployed
Vantage Points Mobile for their mobile
data terminals (MDTs) and Vantage Points
SMART for use on tablets and smartphones.
Field staff can now view live GIS data, inci-
dent data, and the geolocation of vehicles
and smart devices.
It was important for the city of Rio Rancho
to provide GIS data and information to citi-
zens through an easy-to-use GIS portal. The
city deployed three GIS portals for citizens’
use: one showing water leaks, another for
viewing parcel information, and a parks and
recreation area locator. Each app was built
using the ArcGIS Online apps the city could
access with its ArcGIS Online organization-
al subscription.
The water leak map lets citizens view
the location and other information about
water leaks in the city. This data is derived
directly from the water database using SQL
statements. With the parcel map, citizens
can view information about real property
located in the city. Finally, citizens can use
the parks and recreation finder to search for
parks and amenities near their address, find
out about city parks, and get routing infor-
mation to parks.
The goal of most municipal GIS imple-
mentations is enterprise-wide adoption.
Rio Rancho has achieved enterprise-wide
success in a short time by focusing on user
needs, identifying practical solutions, and
leveraging the power of the Esri toolset. Plans
are under way to continue expanding Rio
Rancho’s hugely successful effort with data-
set development and implementing a number
of other internal and external portals.
For more information, contact Curtis
Hinton, president of GTG, at curt@geotg.
com or 919-344-2169, or John Martineau,
GIS manager for the City of Rio Rancho, New
Mexico, at jmartineau@ci.rio-rancho.nm.us
or 505-891-5054.
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GEOWORLD /febRuaRy2O1030Industry InsightStories and presentations about GIS success
are common. after attending a local GIS confer-
ence, users typically walk away feeling that GIS
is a “can’t miss” technology; it offers all the “bells and
whistles” needed to wow an organization.
but a large majority of GIS implementations are
less than successful. a sizable amount of them often
are utter failures—they don’t live up to the promise of
enabling an organization with easy-to-use geospatial
tools that allow end users a positive and productive
experience. Why is that?
The technology has been purported as being “must
have” and mission critical for the last 25 years.
Shouldn’t we have learned from our collective mistakes
and not continue to suffer the fate of an underutilized,
underappreciated and misunderstood technology?
after a quarter of a century, most implementations
are replete with stovepipes of non-coordinated GIS
use, and there are many reasons that some GIS imple-
mentations don’t live up to their billing. We’ve been
inundated with “how to do GIS” literature, sales pitches
and presentations, but it might be more instructive to
understand how not to do GIS.
Reasons for GIS Failure
1. Key GIS personnel can’t communicate. GIS is a
compilation of complex technologies that must be
sold to an organization. The return on investment
(ROI) must be carefully documented and touted, early
successes must be attained and trumpeted, and end
users must come to an understanding of the technol-
ogy that has been made available to them.
unfortunately, this often is where GIS efforts come
unraveled. To borrow a line from Cool Hand Luke,
“What we have here is a failure to communicate.”
By Curt Hinton and david HoldstoCk
and
7 Reasons for Failure
7 Remedies to Ensure Success
GIS Implementation
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febRuaRy2O10/ WWW.GEOPLACE.COM 31
So often, GIS staff are technically brilliant but are
communication neophytes. They sit in their back
rooms and create “whiz-bang” applications, but they
fail to communicate with end users or, worse still,
don’t listen carefully to their needs. Time and again,
users testify that GIS staff lord their knowledge over
them and seemingly try to dazzle them with their deep
knowledge of GIS jargon. This can quickly lead to
resentment, and users become jaded with the technol-
ogy and tune out.
an example from an organization in rural Virginia
highlights this “I am the GIS king” mentality. The GIS
coordinator in this example was technically brilliant.
However, the coordinator came off as having a conde-
scending attitude toward end users and, in an extreme
case, referred to an end user as an idiot. although the
implementation was sound and creative from a techni-
cal perspective, after six months, 90 percent of the
end users detested the coordinator, and soon thereaf-
ter the coordinator was fired. It took years for the next
coordinator to turn around the end users’ opinion of
the technology.
The Remedy: Make communication a priority. Talk in
layman’s terms to end users. educate them about the
technology via user-group meetings, newsletters, GIS
Day activities and one-on-one meetings.
2. GIS staff are technologically inept. although
more rare than GIS directors who can’t communicate,
there are GIS directors who don’t really understand the
technology and fail to perform most tasks because of a
distinct lack of technical knowledge. It’s difficult direct-
ing projects without knowing how to digitize, develop
standards, analyze data, project data or Qa/QC data.
Post an online want ad for a high-level GIS staff
person. Within an hour, you’ll have more than 150
resumes. after a few days, your inbox will be inundated
with what appear to be highly skilled professionals
ready to lead your GIS to the “Promised Land.”
The industry is mature enough now that there are
numerous people with qualifications such as advanced
GIS degrees and other items detailing GIS prowess.
Some of these people truly are what they purport
to be, and they can do wonders for an organization.
However, many others turn out to be lacking in the
technical savvy needed to implement a successful
enterprisewide GIS.
all too often, after the hire, it turns out that the
employee actually is an adept user of tools such
as arcView, but they’re hopelessly lost when faced
with the daunting tasks of implementing enterprise-
wide GIS software, corporate geodatabases, end-user
applications, optimal networking, mobile tools and
the plethora of technical items that a successful GIS
leader must understand.
examples of GIS implementations that have stalled
because the GIS leader doesn’t have the technical
savvy to implement an enterprise GIS are numerous.
Worse yet are the GIS leaders who don’t have the
technical savvy yet don’t realize it. Some lead GIS staff
who don’t have the needed skill sets realize it and
lPresenting quantitative evidence that GIS is providing a return on investment could save the program.
247
GEOWORLD /febRuaRy2O1032Industry Insighthire external resources to augment the areas in which
they’re lacking.
The Remedy: ensure that GIS staff members have
the knowledge to lead the organization. Take the time to
thoroughly test candidates or use external GIS experts
to assist with this task. Do not trust resumes. Select
the candidate who has the work ethic, technological
background and personal characteristics required for
the position. use numerous testing methodologies. If
you can’t find the right candidate, don’t hire.
3. Not focusing on ROI. all too often, organizations do
GIS for GIS’ sake. They have been to the trade shows,
read the magazines and took the GIS plunge. In today’s
tough economic environment, this isn’t sufficient.
Organizational leaders are demanding that technol-
ogy use has a quantifiable ROI. unfortunately, many
GIS leaders don’t know how to or take the time to
quantify the effect of their GIS.
One organization in Michigan, for example, recently
presented the need for GIS to its city council. The
GIS team was presenting the case for the technology,
and halfway through the presentation, one councilman
stopped the presenter and simply said, “Can we live
without this? I need some quantifiable savings that we
will attain.” The presenter was stumped and couldn’t
provide quantifiable examples. The GIS effort died and
wasn’t revisited for another two years.
The Remedy: Develop a business plan for GIS.
focus on the ROI. Document the tangible and intan-
gible benefits of GIS technology. Present these ideas
in layman’s terms to elected officials. When asking
for GIS funding, back it up with quantifiable values
in the short and long terms. (a valuable reference
containing 16 ROI categories can be found in “Return
on Investment: The Key to GIS Implementation,”
GeoWorld, april 2007.)
4. Not showing early successes. a fatal blow for
many GIS implementations is a failure to show early
successes. It’s important to identify key items that can
be accomplished early in a GIS implementation.
a GIS initiative in coastal North Carolina ended in fail-
ure because the engineer who supervised the GIS effort
told his staff that no data should be shared or maps
created until all utility base layers were complete and
accurate within a few inches of their true location. after a
few years of showing no tangible successes, the elected
officials defunded GIS, and the effort was scrapped.
The Remedy: understand the key issues and find
ways to use GIS to help. Show these successes early
and often. Small successful projects will be extremely
beneficial to the overall success of GIS.
5. No GIS plan. a successful enterprisewide GIS
implementation not driven by some type of GIS plan is
extremely rare—possibly nonexistent. “He who fails to
plan is planning to fail” is an accurate adage in the GIS
world. Too many organizations are adrift. They move
from one GIS project to another with no road map
defining the “what and why” of their efforts.
The Remedy: Create or outsource a GIS strategic
implementation plan. even those who have been doing
GIS for decades need to create a well-thought-out stra-
tegic plan that guides the implementation. If you don’t
have a plan, then you’re not doing your job.
6. No delegation or enabling. The do-it-all mentality of
some GIS staff has been the undoing of their organization’s
lChoosing a governance model and creating a plan will provide
organization and keep GIS initiatives moving forward.
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febRuaRy2O10/ WWW.GEOPLACE.COM 33
GIS efforts. Good GIS managers realize that they can’t
do it all. They understand that they must enable their
user base to take on the daily tasks needed to maintain
data and create end-user products.
Many organizations have a few GIS experts in a
back room and other staff lining up at their door with
requests for GIS products. yes, this makes the GIS
staff feel needed, but this model is self-defeating, as
the needs of the organization always outstrip what a
few GIS experts can provide.
The Remedy: GIS leaders should focus on GIS
enablement. acquire or build tools that enable users
to do all of their daily tasks. enable your users.
Distribute and delegate all but the most technical ele-
ments of the GIS implementation.
7. No governance model. Numerous organizations
are sold on the benefits of GIS and acquire the tech-
nology. However, many organizations don’t consider
how the GIS is to be governed.
Who is going to lead the GIS effort? Who is going to
champion the GIS? Who is going to maintain the GIS?
These GIS governance items should be decided before GIS
is acquired, or the technology will never be successful.
a county in southeastern Tennessee failed because
governance wasn’t thought through. It purchased
hardware and software without adopting any type of GIS
governance plan. Less than a year after acquisition,
the GIS software was found on a shelf, and the GIS
hardware was unplugged and in a corner.
The Remedy: Create the GIS governance plan today.
formalize the roles of all GIS staff and users in the
organization. a good governance model has multiple
benefits, including clear lines of responsibility and
accountability.
There are many other reasons a GIS might fail, such
as end-user tools that are too complex, lack of training
and lack of integration with existing IT investments.
However, it’s incumbent on GIS professionals to learn
from the mistakes of others. If these failings are under-
stood and not repeated, then enterprisewide successes
should abound, and the current paltry 10-percent suc-
cess rate will be a thing of the past.
Curt Hinton and David Holdstock are president and CEO of
Geographic Technologies Group; e-mail: chinton@geotg.com
and dholdstock@geotg.com, respectfully.
JaNuaRy2O10/ WWW.GEOPLACE.COM249
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r
he benefits of GIS (also known as "pay-
back,""return on investment (ROI)"and
"value proposition")are maximized through care-
ful planning,design and implementation-along
with some coaching,cajoling and deft sales-
manship.And all the components of a GIS should
be in place and tested before trophies,rosettes and
plaques are awarded for successes.
Remember,it takes more than a promise of signifi-
cant ROIto make GIS a success in local government.
But this raises the question:what's ROI?
Deploying a Compelling Technology
In the 1990s,organizations focused on deploying GIS
because it was interesting and sophisticated technol-
ogy.Some recognized that GIS would allow them to do
new things and accomplish more in less time.
Local governments saw GIS as adding value,rather
than reducing costs or saving money.Some organiza-
tions bypassed the strategic-planning process,but
they realized immediate benefits.And for many,GIS
was new technology for new technology's sake,imple-
mented with "fingers crossed."
GIS strategic planning in the 1990s focused on the
application and effective use of GIS,rather than on jus-
tifying the investment and developing a true business
case that quantified ROI.
Evaluation before Implementation
No matter how technically compelling GIS appears to
be,if the business case and payback aren't documented,
and all components (see figure on page 28)aren't
embraced,a GIS is flawed from the beginning,with
diminished prospects for success.The approach to
planning and implementation,however,is changing.
Organizations now focus on the strategic,tactical,
technical and logistical issues of GIS.Specific compo-
nents include the following:
Strategic Issues
·What's our vision for GIS?
How do we define our short-and long-term goals
and objectives?
How will GIS enhance functions in our
organization?
·What are our priorities?
·What pitfalls might we encounter?
·How can we use intergovernmental relationships?
·What obligations do other organizations have?
Tactical Issues
What type of governance model should we use
to manage the GIS:centralized,decentralized or
hybrid?
·What type of GIS users should we have?
·What policies and procedures are needed?
·How will GIS enhance functions?
Technical Issues
·What type of GIS architecture is required?
·What type of data and databases exist?
·Which legacy systems do we integrate with GIS?
·Which skills are required?
What options are there for maintaining and
managing the GIS?
Logistical Issues
•Who should perform GIS duties and functions?
·Who manages the components of the GIS?
·What staff support and contractual services
are needed?
•Can existing staff do some of the work?
•What are the costs?
•Could our resources better support the GIS?
Measurable Results
Although everyone in an organization has different
daily concerns,they all share the same ultimate
goal:results.
Elected officials may have little concern for function-
ality,but they want to know how GIS delivers a return
on the taxpayers'investment and makes the commu-
nity a better and safer·place to live.
City and county managers focus on the governance
of GIS and how best to invest resources to benefit all
stakeholders.Clear lines of responsibility and account-
ability as well as the ability to measure results are
chief concerns.
Information technology (IT)directors and GIS manag-
ers concentrate on the challenges of bringing the tech-
nology to users:designing GIS architecture,managing
bandwidth demands,budgeting for software and server
acquisition,and training personnel.For IT directors or
GIS coordinators,the goal is to provide useful technol-
ogy that immediately yields a high ROI at the lowest
possible cost.
The following ROI opportunities are typically
used in the strategic-planning process for local
governments:
'"""""www.o'"""'.oo.G~
251
.The seven keys to GIS success illustrate the needed elements for sustained GIS improvements.
SEVEN KEYS TO GIS SUCCESS
4)EDUCATION
Make sure users throughout the
organization understand what
GIS can do for them.Give users
at all levels a preview of how
they will soon be able to do Iheir
jobs more efficiently with GIS.
3)QUICK SUCCESS
The earliest phases of GIS are
typically the most expensive and
the most important,but the least
glamorous.High impact projects
that can be implemented in the
first year help maintain enthusi-
asm and build credibilily for GIS.
2)COORDINATION
This is the most critical characteristic
of successful GIS programs.Most
organizations will need to evaluate and
implement the optimum governance
model for managing and maintaining
their GIS.
Automating Workflow Procedures
GIS helps automate tasks that expedite workflow and
enhance the ability to react efficiently during a crisis.
GIS can automate routine analysis,map production,
Saving Lives
In an emergency,when every second counts,GIS can
lead rescuers quickly and accurately to a scene.The
time saved in locating a citizen can be the difference
between life and death.
Making Better Decisions
GIS is a critical tool to query,analyze and map data
in decision support.GIS can,for example,be used to
choose a location for a development that has minimal
environmental impact,is located in a low-risk area and
is close to a population center.
Improving Data Accuracy
GIS creates maps from data.Paper maps can be digi-
tized and translated into a GIS.Maps can be created
on any location,at any scale,showing selected infor-
mation to highlight specifiC characteristics.Precise
GIS data enable users to generate accurate reports
and produce quality maps instantly.
5)EASE OF USE
Gone are the days when GIS was
limited to a few highly trained power us-
ers.Make sure you implement intuitive,
easy solutions so everyone can benefit.
Some of Ihe most widely accepted GIS
applications are delivered to the publiC
via the InterneL
1)GIS MASTER PLAN
Careful planning ensures broad
organizational commitment and
adequate funding,and minimizes
common road blocks.It serves as
a guide for staffing.data standards,
training,and hardware and soft-
ware purchases.
6)ENTERPRISE-WIDE
IMPLEMENTATION
Spread the responsibilities for GIS
throughout the organization and offer
all departments the opportunity to
use the techno!ogy_GIS should be as
widely used as a word processor,on
every desktop in the organization.This
approach helps turn data into valuable
information.
7)QUANTIFY
BENEFITS VS.COST
Proving savings in time,life,and
money guarantees continued
support and momentum.Make
sure you invest resources on
solutions that solve specific
problems.
Saving Money
A GIS results in cost savings and avoidance.Immediate
savings can be seen through better decisions and
increased productivity.Cost avoidance becomes apparent
as GIS helps organizations reduce and eliminate costs.
Saving Time
Having the information when you need and want it
saves time,staff resources and money.Information
can be made available to the pUblic through a Web site
or touch-screen kiosks in convenient locations,reduc-
ing demands on staff.
Increasing Productivity
Access to accurate,current information instantly saves
the staff from having to waste time searching for lost
data or trying to correct inaccurate data.Accurate digi-
tal and electronic GIS mapping can easily be accessed
by and shared among all departments.
Improving Efficiency
GIS helps organizations reduce and eliminate redun-
dant steps in workflow processes.GIS programs
help reduce workloads and facilitate new procedures,
resulting in increased productivity and efficiency.
••w 0 R L D /A P R J L 2 0 0 7
252
I
data creation and maintenance,reporting,and statisti-
cal analysis.
Improving Information Processing
Enterprisewide GIS streamlines the flow of information
throughout the organization,leading to better accuracy
and access as well as increased efficiency in every
aspect of the organization.
Complying with State and Federal Mandates
Digital inventories of water,sewer and stormwa-
ter infrastructure are becoming increasingly impor-
tant in local governments.A complete GIS includes
asset management,inventory control and depreciation
based on accurate and timely data,including age,size
and construction materials.This allows managers to
predict and schedule repairs and replacements.
Protecting the Community
GIS helps pUblic-safety officials develop emergency
plans and respond to disasters more effectively.It
also provides tools to monitor conditions,recognize
threats,predict consequences,and respond effectively
and efficiently to man-made or natural disasters.GIS
also can help officials deliver information to citizens
during an emergency,through emergency-notification
systems and the Internet.
Improving Communication,Coordination
and Collaboration
Good communication is the key to running an effective
organization.GIShelps staff and elected officials convey
complex information in easy-to-understand formats.
Delivering Data
GIS makes it easy to deliver information for complex
political and regulatory requirements.GIS allows regu-
lators and developers to consider all pertinent data,
which results in informed decisions and better results.
Responding to Citizen Requests
With GIS data at hand,staff members can easily
respond to citizen requests for information with maps.
Maps are inherently easy to understand,and they con-
vey complex statistics and graphs clearly and easily.
Improving Access to Government
Internet access to GIS information is the ultimate conve-
nience for citizens,delivering information "24/7/365"
that's accessible from their home or office.Staff then
can help citizens with more complicated requests,
resulting in increased customer satisfaction.
'..••......
•A mapping interface to the Decatur,III.,police department's
Computer-Aided Dispatch system is saving lives.In March 2006,
assailants robbed a man,threw him in his trunk and drove away.The
man called 911from the trunk of the car,and the map interface,
coupled with the cell-signal location,resulted in his rescue.
Effectively Managing Assets and Resources
Effective management starts with analyzing,track-
ing,managing,allocating and conserving assets.GIS
technologies make production and delivery quiCk and
efficient,with maximum benefits.
The traditional approach to GIS implementation
is changing.GIS is being folded into the IT depart-
ment's operations and services,creating a more
structured process for governance,management
and "payback."Fewer organizations are bypassing
the strategic-planning process.
Towns,cities and county government should embrace
the key ingredients to success,understand the barri-
ers to implementation,and,most importantly,estab-
lish measurable goals and objectives that illustrate
and quantify a return on investment.
Author's Note:Geographic Technologies Group has developed
case studies that correspond with each of the aforementioned ROI
opportunities (see www.geotg.com/casestudies.html.)
David Holdstock isCEOand owner of GeographicTechnologies
Group;e-mail:dholdstock®geotg.com.
APRIL2007/WWW.GEOPLACE.COM fI)253
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UNDERSTANDING LOCAL GOvERNmENT
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Strategic Technical Tactical Logistical Political
“I have been very impressed with the work completed in Phase 1 of the Town’s GIS project. GTG is very
responsive to our needs and flexible when we change priorities or ask for special requests. Communication
has been excellent and we have not had any issues with them being based out of North Carolina
(remote vendor versus local vendor).”
-Town of Windsor, CA
1202 Parkway Drive Goldsboro, North Carolina 27534
www.geotg.com | 888.757.4222
Why Select Geographic Technologies Group?
We’ll lead the way!
Incorporated in 1997, Geographic Technologies Group (GTG) has a history of providing superior GIS solutions and support to
organizations throughout the United States. Conceived and organized specifically to assist local government with planning, designing,
and building award-winning GIS solutions, GTG understands that GIS is not an add-on discipline; it requires a comprehensive and
planned approach.
We Understand Local Government
GTG offers a comprehensive and insightful understanding of local government operations and has a cadre of experts representing
all areas of local government: planning, engineering, finance, and information technology. GTG has worked with towns, cities, and
counties across the entire United States to evaluate existing practices and design optimum GIS solutions.
We Assess, Design and Plan
GTG delivers unique, tailored solutions developed only after carefully analyzing needs, budgets, goals, and resources. The
Return on Investment standards ensures that our clients can evaluate the costs of implementation and set priorities. Our strategic
implementation planning methodology is unique to the industry. When it is time to implement your plan, GTG will develop a
framework that ensures hardware, software, data storage, best practices, responsibilities, and standards are clearly defined. GTG
strives for continued improvement and client satisfaction by building feedback collection methods into all project plans.
We Have Outstanding Credentials
We have received state, national, and international awards for local government GIS implementation and, more importantly, we have
earned the trust and confidence of America’s most highly respected local government organizations.
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