GIS Master Plan

City of Berkeley , California



Introduction Milestone 1: GIS Needs Assessment ................................................................... 1 Milestone 2: Technology Readiness and Architecture Assessment................327 Milestone 3: Data Source Assessment ............................................................364 Milestone 4: Organizational Readiness Assessment.......................................417 Milestone 5: Tactical Plan of Action .................................................................480


The Scope of Services for this project identified the need to review and assess the enterprise GIS and then develop a strategic planning framework that outlines recommendations, methods, and strategies for achieving the GIS Program goals and objectives. The creation of goals for the framework document required an extensive amount of information gathering to understand current successes, needs, gaps, and opportunities. Based on the identified GIS needs at the City of Berkeley, an alternative system design was developed to better meet the City’s geospatial needs and a corresponding five-year tactical plan developed that recommends items to be implemented each year along with associated costs.

The following sections describe the general findings of the five milestones developed for the City of Berkeley’s GIS Master Plan. The five milestones include:

1. Needs Assessment 2. Technology Readiness Assessment 3. Authoritative Data Source Assessment 4. Organizational Readiness Assessment 5. Five-Year Tactical Plan of Action

In addition to this Master Plan document, the City has also been provided a separate Executive Summary document that summarizes key findings of the Master Plan.


Table of Contents and Executive Summary 1.0 Introduction .................................................................................................... 1 2.0 Online Questionnaire and Voice of the Customer Survey ............................ 5 3.0 Departmental Needs Assessments City Attorney .....................................................................................................................56 City Clerk...........................................................................................................................73 City Manager ....................................................................................................................86 Finance .......................................................................................................................... 104 Fire Department ............................................................................................................ 117 HHCS.............................................................................................................................. 142 Information Technology ................................................................................................ 171 Parks, Recreation, and Waterfront .............................................................................. 196 Planning and Development .......................................................................................... 215 Police Department ........................................................................................................ 241 Public Works.................................................................................................................. 262 Rent Board..................................................................................................................... 280 4.0 Benchmarking Analysis ..............................................................................299 5.0 Recommended Organizational & Departmental GIS Needs-KPIs.............320


Like most local governments in the United States, the City of Berkeley has been using a Geographic Information System (GIS) for a number of years. The core GIS Team is located in the Information Technology Department and provides support to GIS-using departments in the City. Though the City has a functioning GIS, it recognizes that it is not a true enterprise GIS and that improvements need to be made to both meet existing needs and to support the anticipated growth in number of GIS users. This document is a collection of GIS Needs Assessments that were developed based on information collected by Geographic Technologies Group (GTG) during staff interviews conducted during October 31 st – November 4 th , 2016 and from documentation and data provided by the City. These assessments help determine where needs exist within the following categories:

• GIS Governance • GIS Digital Data and Databases • Procedures, Workflow, and Integration

• GIS Software • Infrastructure • GIS Training, Education, and Knowledge Transfer

Where needs are identified, recommendations are made on how to meet those needs. A compiled list of needs and recommendations will be provided in the “Milestone 5: GIS Implementation / Tactical Plan” document.

In addition to this Milestone 1 document, the following milestones will further enumerate needs and recommendations for the City of Berkeley:

 Milestone 2: Technology Readiness Assessment – evaluation of the readiness of the existing GIS infrastructure and its ability to meet current and future GIS needs

 Milestone 3: Authoritative Data Assessment – assessment of all existing GIS data and its ability to meet the needs of the enterprise, function as authoritative sources, and meet disaster planning needs

 Milestone 4: Organizational Readiness Assessment – develop a governance plan for the enterprise GIS as well as a GIS Training plan

 Milestone 5: GIS Implementation/Tactical Plan – based on information developed in previous milestones, develop a clear roadmap of how Berkeley’s GIS will be improved

 Milestone 6: Final Presentation – presentation of the overall project findings and recommendations to the major GIS stakeholders


The Scope of Services for the City of Berkeley’s GIS Master Plan identified the need to review and assess the enterprise GIS and then develop a strategic planning framework that outlines recommendations, methods, and strategies for achieving the GIS Program goals and objectives. The creation of goals for the framework document requires an extensive amount of information gathering to understand current successes, needs, gaps, and opportunities. Multiple methods were used to gather and analyze the needed background information to include: • An Online Voice of the Customer Questionnaire Instrument – allowed Berkeley staff to answer a series of questions via an online questionnaire designed to illicit information about all aspects of the GIS. o On October 25 th , the online questionnaire was distributed to all departments o 37 GIS users took the online questionnaire from 11 different departments, with the majority of users coming from the Information Technology Department. • On-site Technical Workshop – This workshop was conducted Monday afternoon October 31 st at the City. The workshop included demos of GIS software apps pertinent to City of Berkeley Departments. This allowed staff to better understand what is possible with an enterprise GIS. • On-site Departmental Interviews – multiple days in the first week of November were spent on- site interviewing departmental staff to get details on current uses and needs. An interview schedule can be found below:


City of Berkeley Departmental Interview Schedule

The following individuals in each department were interviewed:

Information Technology: Cristi Delgado, Business Applications, Richard Carrillo, Business Applications, Michael Levy, Administration, Rajesh Kewal, Business Applications, Leon Salcedo, Business Applications, Clifton Noble, Business Applications, Rebecca Lowe, Business Applications, Navdeep Mehta, Business Applications, Greg Segraves, ERP, City Clerk: Marty McNulty, Administration, Mark Numainville, Administration, Rose Thomsen, Administration,

Planning Department: Jesse Bright, Building and Safety,


Lisa Cronin, Toxics, Charles Enchill, Land Use, James Frank, Land Use, Carol Johnson, Land Use, Alene Pearson, Land Use,

Fire: David Brannigan, Special Operations, Khin Chin, Special Operations, Steven Riggs, Fire Prevention, Abraham Roman, Training, David Sprague-Livingston, Suppression,

HHCS: Janet Berreman, Public Health,

Finance: Melanie Bynes, Revenue Collection, Roasrio Riche, Treasury,

The data gathered through these various methods was then compiled into four documents that comprise the first milestone of this project. The documents are as follows: • Chapter 1 – Online Questionnaire and Voice of the Customer (VOC) Survey – this document is a compilation of the on-line VOC survey instrument, summary charts, and an analysis of the answers. • Chapter 2 – Departmental Needs Assessments – detailed findings from the on-site interviews. Includes department overview, governance, hardware and software, GIS needs, GIS data layer inventory, GAP analysis chart, multi-tier recommendations, and departmental ROI.

• Chapter 3 – Benchmarking Analysis – this document examines each of the six components of an enterprise, sustainable, enduring GIS, broken down by the key performance indicators (KPIs)


within each component. The City’s current GIS gaps are identified, and an overall score for each category is recognized.

• Chapter 4 – Recommended Organizational and Departmental GIS Needs – This document will include the vision, goals, objectives and tasks of the organization. It highlights the overall needs of the City within the six GIS components, while further categorizing the departmental needs found in Chapter 2. These chapters have been grouped together to form Milestone One, and they provide background context for the recommendation documents that follow in Milestone 2, 3 and 4.



Berkeley has realized various successes in the process of developing a Geographic Information System (GIS) program. A solid foundation and tremendous opportunity exists for Berkeley to expand GIS further throughout the organization and to external customers. A variety of departments use the technology for a diverse set of needs. It is important that the customers have a venue and a mechanism to share their needs, concerns, and opinions about the technology. Many GIS implementations do not reach full adoption and some even fail altogether because the customer’s voice is not heard. Therefore, it is important that the City of Berkeley’s GIS customers (internal and external) feel they have various mechanisms for being heard. Voice of the Customer is used in business and information technology fields to describe the in- depth process of capturing a customer's expectations, preferences, and aversions. It is a market research tool to help identify needs and satisfaction so that priorities can be set to satisfy those needs. In this case, the market being researched is the market of current and prospective users


and beneficiaries of the City’s GIS. The Voice of the Customer is optimally heard through various ongoing feedback mechanisms to include:

• Face-to-face interviews and discussions with users and prospective users • Focus groups such as a GIS Steering Committee and GIS User’s Group • Customer feedback forms

As part of the GIS Strategic Planning initiative, a voice of the customer survey was administered as an on-line survey. The link was sent to a diverse group of users at the City and they were given a number of days in which to fill out the survey. The results and the on-site interviews serve as two very informative mechanisms to understand the customers. The following are the questions and the results of the online voice of the customer survey. Each of following include the question itself, a synopsis of the reason for the question (intended purpose), a short- analysis of the answers, charts summarizing the answers (if contextually appropriate), and the descriptive responses of the respondents (if applicable).


Question #1 - In which department do you work? • Intended purpose – to determine the total number of respondents by department • Analysis of the answers – a diverse number of departments responded, which gives a good cross-section of opinions. As would be expected, the heavier using departments and the larger departments had more respondents (IT, Public Works, Planning). Therefore, it is important to understand that the results are skewed towards the departments with the most respondents and have not been statistically normalized.

Question #2 – In which division of your department do you work? 1. Revenue Collections 2. Building and Safety 3. Admin 4. Zero Waste 5. Network 6. Office of Economic Development 7. Administration 8. NetOps 9. Records Unit 10. Operations

11. Current projects and landmarks 12. Business Applications 13. Admin 14. Business Applications


15. Toxics Management 16. Projects

27. Streets and Utilities 28. Transportation 29. ERP 30. Investigations 31. Business Application / Programmer - Portfolio Coordinator

17. policy 18. Admin 19. Capital Projects

(Engineering/Transportation) 20. Engineering 21. Operations/Patrol 22. 311 Customer Service Center

32. Business Applications 33. Professional Standards 34. n/a

23. Public Health 24. City Attorney 25. Building and Safety 26. Admin

35. Waterfront 36. Engineering 37. Engineering

Question #3 - What are the main functions of your department/division? • Intended purpose – to determine the specific background, division, and/or skill set of the respondent • Analysis of the answers – there was a diverse background of respondents. This provides a set of answers that reflect many concerns, uses, and opinions. The responses below are best reviewed in context with their specific questionnaire/answers but are still illustrative apart from the survey instrument. • Specific responses from the respondents : • The Finance Department provides direct services to the entire Berkeley community, which includes approximately 116,768 residents and more than 11,000 businesses. The Finance Department's mission is to conduct all of our responsibilities with integrity, warrant and receive the trust of colleagues and constituents, and to positively support the delivery of quality services to fulfill the City’s mission and citywide priorities. Within the framework of full disclosure and quality customer


service, our principal obligations are to safeguard City assets, maximize revenues, manage the business of City programs, and provide accurate, timely, and complete financial information. • Plan Check • The Parks, Recreation, and Waterfront Department operates and maintains the parks and greenery on City property, and provides recreational programming to the public. The Dept. also manages grants for capital projects. • Picking up household MSW and Recyclables. Running the Transfer Station • Network/desktop support • Data reporting, district/sector reports (for council work sessions and other public audiences), administer Business Improvement Districts, convene industry groups and merchant orgs, assist with real estate transactions, Civic Arts Program, Revolving loan fund etc. • Assist the Executive Director Rent Board and other staff on related to Rent Stabilization Board programs and policy including administrative program responsibilities related to the budget, outreach, program analysis, and the staffing of Rent Board regular meetings and committee meetings. • SRs and Projects • Manage physical offsite storage, consultation on imaging, indexing and creating taxonomies for electronically stored information. Provide consultation and training on current Records Management, Imaging Requirements and Information Governance principles. • Maintenance of City Assets including streets, storm drains, sewers, equipment, sidewalks, graffiti abatement, pressure washing and the removal of illegal dumping. • Ensuring zoning compliance for ministerial and discretionary permits. Reviewing landmark designation applications/criteria, design review for signage and additions to landmarks.

• Procure, manage and update the City's business applications • Overall management, fiscal and administrative management


• Sourcing and configuring software for client departments • Keep records of hazardous materials and emergency response plans for Berkeley businesses, inspect facilities, monitor compliance and remediation, process soil boring and well permits, handle complaints and information requests from public and businesses. • We process land use entitlements. • Develop long range policies that guide development and determine appropriate land use. • Technology Services for the City of Berkeley including Public Safety and GIS • Planning, permitting, design, construction management of capital projects for streets, sidewalks, storm drain and green infrastructure and facilities. • From the website: The Public Works Department provides a range of services that are integral to our community's life every day. Our mission is to provide quality services to the Berkeley community with pride, courtesy, and commitment. Developing and offering efficient, cost effective services, in partnership with our residents and businesses, will help us achieve our vision to make Berkeley a leading city in the country in providing outstanding public works services. Working towards Our Vision In September 2000, the Department was the first agency in California to be recognized as an accredited Public Works Agency by the American Public Works Association (APWA), and in April 2004, it became the first agency in California and the third in the United States to be awarded national re-accreditation. In doing so, our Department is recognized for "leadership in the field of public works and dedication to continuous improvement in search of excellence in government service to the public." The Department is now working on its current re- accreditation process. Our Zero Waste Division is participating in a groundbreaking National Pilot Project by the Environmental Protection Agency to test the value of environmental management systems for improving environmental compliance and performance. We completed construction of the Compressed Natural Gas Fueling Facility and expanded the alternative fuel fleet. Being a leader in disability issues,


visitors and researchers from around the world come to Berkeley to see an exemplary model of an accessible community. We received national recognition from the Federal Emergency Management Authority for emergency preparedness. Cooperation, integrity, commitment, respect, accountability, and reliability are our values. We put Berkeley first: Community well-being is our reason for being. Did You Know? The Public Works Department is responsible for maintaining 216 miles of streets, 520 miles of sewer mains and laterals, 300 miles of sidewalk and pathways, 7,000 streetlights, 6,000 storm drain sewer facilities, 3,000 parking meters, 643 vehicles and equipment, and over 1 million SF of public building space. Each year: We replace or rehabilitate over 100,000 SF of sidewalks and pathways, 58,000 feet of sewers, and 10 miles of streets. To help beautify our neighborhoods we conduct 10 free cleanups. Our storm water is kept clean by sweeping up 3,000 tons of debris from the street that would have polluted the bay. We pick up over 3,500 tons of litter and remove over 148,000 SF of graffiti. Our crews patch over 2,300 potholes. Zero Waste Programs meet or exceed the 50% recycling goal by diverting over 27,000 tons of waste from the landfill. We respond to over 10,000 requests for service monthly. • Police services to the community. My support role is in computer training and maintenance. • 311 Customer Service Centers process Community members questions, concerns and requests for information. Including payments. • Legal services • Issuing permits Performing inspections Hazard mitigation programs • Records Management/Legislative History of the City, Elections, Conflict of Interest, City Council Meetings and Agendas, Boards and Commissions, Campaign Finance, Customer Service • Operations manages city infrastructure maintenance. • Transportation Planning Traffic Engineering Parking Management • ERP Project, Change Management


• Investigate crime: Identify and arrest the suspects responsible • As Portfolio Coordinators, we are the dedicated technical resources for our respective client department. They would come to us when there is a gap in their business processes that a technology may be able to fill. Because we know our client's line of business, we are able to help them research, acquire and implement the solution. • To provide tools to City employees that enable those employees to perform their functions optimally. • Personnel, Training, Front Counter, Records, Jail, Property Room • Council agenda packets, elections administration, redistricting, campaign finance, conflict of interest, records management • Business operations of Marina, Economic Development of Waterfront, Parks Management, Lease Management of commercial locations, infrastructure oversight, public relations/graphic maps for PR. • Maintain and improve City's owned infrastructures. • Infrastructure CIP, Right of Way


Question #4 – Do you have a thorough knowledge of what GIS is and what it can do to help improve your ability to carry out your job? • Intended purpose – To determine the perspective of users as it relates to their understanding of GIS and how it can improve job performance. • Analysis of the answers – The majority of the users who participated in the survey answered that they believe they have a moderate understanding of GIS and its capabilities. Very few answered no, which attests to the great job GIS staff has done on exposing users to GIS. This is in line with other survey responses related to training and usage of GIS. There is an opportunity to expand the knowledgebase of GIS within the organization.





Question #5 - Do you use GIS? If so, what percentage of time do you spend using GIS?

• Intended purpose – To get an understanding of the intensity of use of GIS. • Analysis of the answers – The City has a core group (less than 25% of respondents) that are frequent GIS users. The remaining users either don’t use GIS or do so infrequently. In comparison to other organizations, the intensity of use could be higher and more diverse. Based on the departmental interviews, there is an opportunity to expand the user base at the City of Berkeley. This plan should increase the overall understanding of GIS and as a result an uptick of users should be expected.







Question #6 - What are the primary kinds of GIS/mapping activities your department/division is involved with? Please choose all that apply. • Intended purpose – To understand how people are using GIS and mapping • Analysis of the answers – Many staff still use paper maps over digital maps. Berkeley should anticipate an uptick in web users and a downtick in the need for some of those users to use paper maps moving forward.










Comments from the respondents in regards to other ways they use GIS: • We could always be doing more! And presentation quality stuff with mobile data collection features would really be good for us. Interfacing with the open data portal would be helpful too • Government District Maps


• Create and manage ArcGIS Online site, web maps and Esri JavaScript applications 2. Manage hosted vendor GIS solution, Pictometry that has oblique photography, years of aerial photos for change detection, and 3D measuring tools (height, slope, etc.) 3. GIS integrations via map services with City applications for 311, permits, 911, licenses, etc. • We're part of IT and provide GIS services to the City employees. There is great opportunity for us to take our GIS to next level and provide maps to Community for various needs including submitting service requests, searching for parks, data analytics and much more • I also use the maps to do reports for back office divisions. • Berkeley Municipal Code Zoning Maps. City Council Redistricting Maps. City Council District Locator (input address, Council district is returned) • Prior to this job, I worked in planning, which had many uses for maps.


Question #7 - What analytical tasks does your department perform through the use of maps (e.g., land suitability analysis, tax assessments, etc.)? • Intended purpose – To identify how people are using GIS from casual to analytical. • Analysis of the answers – Again there is a diversity of use. A majority use GIS for development processing and incident analysis but several users also are using analysis for land management purposes.












Comments: • We have occasional needs for GIS related analyses. In the past, we have used consultants for minor projects, but we have never had the capability for this in-house. • Routing and sequencing of accounts


• We touch all of these things tangentially. Being able to view and mash up data from different sources is very helpful to us. • None • City Government Districts • Vicinity of historic resources to proposed development. • Districting (council redistricting, police beats, inspection areas, etc.) Proximity (school zone buffers, creek buffers, etc.) Geocoding • We provide GIS layers for departments to conduct various analysis and there is so much room to grow specially with all new software we're installing such as CRM, Pay by Phone etc.. and 3-D GIS is already on the horizon • locations of utilities and we will be using GIS for CMMS and EAM • Look for City Assets and parcel information • None • Analysis of City Council redistricting proposals. • Sewer CIP planning Cost estimate and budgeting Coordination with other program • While we're not directly involved in the above, I'm pretty sure we've been consulted above at least some of them. • Redistricting, elections maps • CIP Planning, Asset Inventory, Asset Management, Property Notification


Question #8 - Please list the GIS software applications used in your department/division: • Intended purpose – to identify GIS tools in use.

• Analysis of the answers – more education is needed so that people understand the types of tools they are using. However, it isn’t a bad thing that they don’t know. What it shows is that they are using GIS to get their job done but not forced to understand the intricacies of GIS (i.e. some people browse the web but have no idea which browser they are using). In that regard, this can be seen as a measure of the mainstreaming of GIS technology. The City has an ELA with ESRI essentially providing an unlimited number of server, desktop, and extension licenses. This is very beneficial in providing staff with the tools they need to accomplish their particular geoprocessing needs.

• ArcMap • We tend to use GIS indirectly. It powers the tools we do use like the parcel popper or Accela. • AutoCAD • None • ArcGIS server, desktop, sde, explorer, collector • Business Analyst (new this year! we love it), Arc GIS Online, and regular Arc Map. • Arc Map and Arc Catalog • none • None • Accela • ArcMap • ArcGIS Desktop, ArcGIS Server, Pictometry, Google StreetView

• ArcMap, ArcGIS Server, RouteSmart • ESRI ArcMap, ArcCatalog, and ArcGISOnline • Google maps, connect explorer, most of the GIS maps the city offers. • We are licensed for Enterprise version of ESRI • See above • I occasionally use Pictometry, and the quicklink maps for sewer, storm, et.c. infrastructure. • ArcView? • Community Services (It now has the PW detail in the Map, Parcel Conditions Open Data/GIS Maps • None • Not sure.


• I don't believe that we use any within the department. • ArcMap • Accela • ArcMap 10.4

• n/a • Spatial Analyst Spatial Statistics • ArcCatalog and ArcMap • COB GIS Map Room Portal • ArcGIS, ArcView

Question #9 - Specifically, what are the shortcomings of your existing mapping system? • Intended purpose – to get an idea of what the customers believe are ways that the experience can be improved. • Analysis of the answers – Education and training is the glaring need as well as better accessibility to data. This is being addressed in the strategic plan Training chapter and the Data Assessment chapter. Additionally, some staff are requesting better access to GIS.









• Our main needs are to keep an inventory of parks assets (trees, irrigation systems, benches, play grounds, furniture, restrooms, boat docks, electrical systems, but we have never had the capability to input this info into an electronic system. • More training and awareness will help us • We get calls about latency • Lack of staff resources - staff who are trained in ArcGIS Desktop or ArcGIS Online • GIS is not integrated into the Department's work flow. Departments don't share information effectively. Resources not known by staff. • Multiple data sources and data sets, No ownership of data layer updates, Restart GIS Governance • I would like to manage the Sidewalk Program in GIS: track quantities, property owner information, APN, date of repair, cost estimate, etc., all tracked by each APN number and sub-tracked by block face (for properties adjacent to more than one street). • We not have a specific person who is considered a subject matter expert with GIS. • Am interested in potential opportunities for our dept. to use mapping systems.

• Not enough staff/staff time to fully utilize • Ability to use active map during briefings • Subject matter experts don't do enough data maintenance. • easy .eps / .ai / .pdf graphic output. • difficulty with data maintenance/updating difficulty with printing


Question #10 – GTG will identify three levels of GIS use within your department/division. Tier1 users are Flagship users who coordinate use for an entire department, edit GIS layers, and use GIS on a daily basis, Tier 2 users are users who routinely use GIS to analyze spatial data, and Tier 3 users are map browsers. How many users do you have in your department/division in each tier? • Intended purpose – to help determine the types of users within the organization. • Analysis of the answers – as is typical, there are a few more tier 3 users within the organization. However, there are also a fair number of tier 1 and 2 users that can assist in expanding GIS.


Question #11 - On a scale from 1 to 10, how effective is the existing GIS at meeting the needs of your department/division? (1 = not effective; 10 = very effective)? • Intended purpose – to gauge the user’s perception of the effectiveness of GIS in meeting the needs of their departments. • Analysis of the answers – Overall, the user base feels that GIS is meeting their needs. However, there is a group of respondents in the mid to low range that feel they could do more with GIS.

Respondent’s Comments: • The GIS data seems to be there but it appears to be inconsistently applied or accessed. We often can’t trust the data we see and can’t see the data that is useful. • Our department uses the current GIS portal regularly for general inquiries and to create general planning diagrams for maintenance and capital projects, special events, and project descriptions for grant applications and agency permits. We use the current system to make general measurements of distances and areas. It would be nice to have all parks and public works assets, including underground conduits and pipes, to be contained in the database. At present, for example, the physical assets at the Marina (utilities, irrigation, electrical, etc..) are not contained in the City's GIS portal. • Rent Board data is not geocoded - need to create custom data anytime we want to perform a GIS analysis. • I think we could think of ways to leverage GIS data in our division, but we largely support other departments' use of GIS • We cannot manipulate maps to show the data we need i.e. adding features to maps that can be printed out and used in the field. We need revised storm maps to show the locations of creeks, trash capture devices, problem areas, and trash racks.


• GIS has been helpful with daily mapping with much of our department and divisions, but is severely lacking in permit processing. For example there are many instances when design review/landmarks staff is left out of the review of a permit. Part of this requires training for intake staff. Additionally, Accela could include a prompt when specific work is being proposed in particular zoning districts. • We are unable to take better advantage of all our GIS tools and get them deployed timely to others because of a lack of dedicated GIS staff • GIS is not currently the system of record for our addresses that are consumed in multiple systems/applications. • There is no one GIS map that gives us the functionality that it would take to know everything in the city files about a particular piece of property. I want to be able to click on a parcel or address and be able to look up everything we have on that parcel. Right now, to even get basic info. I have to look at 4-5 different maps or web pages. • We are using GIS as a basic tool and need to add more functionality for 3 D GIS, Interactive maps, Community facing website for GIS etc.. Increase GIS presence on Open Data Portal • I can only speak from a limited perspective, but I feel confident in saying that our data is flat and does not have the vertical data to be used as a field tool with sub foot GPS for utility location and mapping, for CMMS, or EAM. • As noted above I need information broken down by parcel, not blocks. • The police department can benefit greatly with a subject matter expert in GIS. We have two people with basic knowledge. We are using a very old version of ArcView due to compatibility with our CAD/Records vendor. We should have at least one Tier 1 person and several Tier 2 people within the police department. • I would like to have GIS support, but there is no one I can ask for assistance. It would have been hugely helpful to me when developing an application for a $3 million grant application. We laboriously looked up longitude and latitude, square footage and year built for over 400 buildings online and a variety of other information,


because we did not know how to use GIS. My peers in Oakland who were applying for the same grant were able to use GIS to speed up this research. We have now specifically hired a GIS intern to help with several projects: preparing paper maps for use following an earthquake, to be used by volunteer inspectors to inspect different sections of the City and setting up maps that can be adjusted as circumstances change; updating maps of hazardous buildings and creating a map of non-ductile concrete buildings in Berkeley; • Currently, I believe that our department has very few and infrequent GIS needs, and only utilizes GIS for very specific purposes. The IT department has provided us with GIS support in those limited circumstances. Am interested in learning more about GIS capabilities and possible opportunities to take advantage of GIS in our department. • From my understanding IT has a long list of projects and can only work on so much at one time based on current staffing. The ideas are there however the resources to implement are limited. • Not having GIS as our system of record for land-based data is an increasing pain point. • GIS would be more effective if field personnel had access • As mentioned previously the data layers are out of date making mapping more complex.


Question #12 – Do you perform data maintenance with GIS? • Intended purpose – to gauge the level of GIS data maintenance occurring within the organization. • Analysis of the answers – maintenance of GIS data is currently handled by a small group of staff. This indicates that either there is strong centralization of GIS maintenance tasks or that data maintenance is limited in scope. It could show both are in fact true; that a small number of users are updating and maintaining a small amount of data.




Question #13 – What kinds of information would you like to see mapped and available via the GIS? • Intended purpose – to directly hear from the end users as to what they believe would most impact the usefulness of GIS. • Analysis of the answers – the results indicate there are a number of items to implement. In particular, data availability of numerous sources is key.

• Property characteristics and history including pictures. • Parcel conditions

• All of the City's physical infrastructure utilities (phone, gas, electric, irrigation, sanitary, water, telecomm, cable, methane, traffic signal. Also, the dimensions of all parks structures (buildings, sheds, play grounds, benches) and properties. • Coordinating with the Routing System, RouteSmart • business license data, construction valuation data, vacancy information, ground floor retail tenant information (by type), sales tax data, employment data

• All Rent Board data - more Alameda County data. • IT assets, like networking equipment, City-owned fiber • Plans, Permits, Utilities, Toxics, Inspections, etc.

• Hotspots - areas Map - there are repeat problems of any PW issue. • Capital projects, building footprints, survey monuments, parcel fabric, 3D buildings, real time event data, curb paintings • Pending zoning applications/construction and links to the parcels zoning district. • Infrastructure, e.g. Water meters and water lines • Transactional data, like licenses, permits, work orders, etc.. • Need to update the following information in GIS: Sewer 50-Scale Map Parcel/Address Storm • Everything: from employees to assets, to service requests, to crime, to projects, etc.


• Business name and description, Chemical inventories, facility site maps, emergency contacts, well locations, environmental management areas • I would like to see all of the digitally available information for a particular address come up when I click on a map. • I would like current planners to be able to click on a parcel and see LU potential, permit history, dev standards. I would also like to be able to access info from HHCS, Transportation, Eco Dev., Rent Board. • Asset information, Work Order System, Crime Mapping, Parks data and various other data sets we provide to all departments • Utilities with object data such as: year of construction, type of material, depth, work order history, etc.; sidewalks in need of repair; capital projects. • By individual parcel and block face: property owner name, mailing address, email/phone when available, APN (assessors parcel #), cost estimate, date of inspection, date of repair, quantity estimate of sidewalk, driveway, curb, contractor / CIP #, Lagan case ID (s), HTE Workorder # (s); date of grind, date of make-safe, etc. • Crimes and incidents. Mental health related calls for service. Part I crimes throughout the city. • Parks information Path information Bike Line Information Ride share Bike share, Bollards • Not sure what Clerk Department-specific information would benefit from GIS mapping/analysis. Am interested in discussing to learn more about possibilities. I think that there are huge opportunities and benefits (that may already be in the works) for data from other departments. (Police, Fire, Planning, etc.) • Property data, code compliance data, lease data

• Hazardous buildings • Parking Restrictions • Asset management.


• I would like to see us better leverage and understand the data we have to inform policy decisions. I think this could be easily done if folks understood and made use of spatial analysis. • Real time traffic conditions would be great, especially given all the construction and protest activities here. • population, voting precincts, income, age, ethnicity, voter turnout, council districts


Question #14 – What do you expect from GIS and can you give any specific Return on Investment (ROI) Examples? • Intended purpose – to determine user’s perception of how GIS can benefit them. • Analysis of the answers – Users have identified a diversity of ROI with improving efficiency and productivity and saving time being the front runners.


Comments: • Data should be updated constantly because of the everyday changes that happens to properties and buildings being built and demolished. Save time as all the information are available in one place. Make my work easier with all these resources. • We have the need for the following: Tree Inventory and work order system. Capital projects inventory system, Leases inventory system, Irrigation inventory system, Environmental assets inventory system (e.g., protected species, special habitats, especially at the Marina). • it would help our internal workflows and products to stakeholders tremendously.


• All of the above. All documentation should be available to authorized City employees through a GIS map of a static address location whether it be a utility, location of a gas meter and its type, plan, permits, list of inspections, etc. • Staff would have the information they need at their fingertips to make decisions. It would allow for better analysis of problem areas. We need to be able to make changes in real time to some of the asset information. I.E. we are installing new street lights and it would be great to add them as they go in. • The City is phasing in a new tobacco retailers ordinance - tobacco cannot be sold within 600 feet of a school. In the planning phase, the HHCS department was able to map out different buffer sizes (1000'? 500'? 600'?) against existing retailer locations to understand impact and make an informed decision on the appropriate buffer size. In the implementation phase, we embedded an interactive map in the city's website with the city's schools, the 600' buffer overlay and a search by address tool to allow retailers/public to determine what retail locations are impacted • Much of the information(uses permitted, development standards, etc) that we continually repeat to residents or take several minutes to draft emails for, could be far more efficient if accessed through a GIS interface that includes this general information. I believe we should spend time answering more refined questions, but general information should be accessible from a single link or GIS interface to the public. • We use parcel/address layers to distribute public notice postcards. The database in these layers are very old and as a result hundreds of postcards were sent to incorrect owner addresses and vacant lots. If the database is accurate, we can save time/money. We use GIS for CIP planning. If GIS database within the department is up-to-date, communication/coordination/collaboration will be improved. We use GIS to look up our sewer record. If database is up-to-date, it will help us to address resident requests more quickly. • GIS can be the system of record for a lot of things and therefore, can bring disparate systems together and promote consistency and efficiency. • Emergency responders should have access to info collected by Toxics


• It takes so long to find out what is built on any given property b/c I have to look in so many different places (G:drive, web apps, etc). I do this at least 20-30 times a day and if there was one map that linked to all the info that is already digital, it would save the city a ton of money. • Improved Community access to GIS data through Crime Analysis, Open Data, Community facing GIS website Public Safety, Land Management, Property Tax are separate data sets and need to centralize Improve Asset Management , Work Order system, CRM etc.. Map traffic lights, bike paths etc.. Use latest technologies such as Live and 3D mapping Currently there is lack of workflow approvals • This is a very common tool used for all of the reasons above by large municipal public works and public utilities departments. • 311 uses the reports regularly. • While all of these checkboxes are true for GIS opportunities across the various departments, the boxes that I checked are relevant for Council District lookup and City Council redistricting. It would take countless staff hours to map the various redistricting proposals by hand, not to mention the increased opportunity for error. Using GIS makes the Council District lookup (previously looked up manually by staff), and the redistricting maps more accurate, accessible, and improves customer wait time. • Management of assets. Detailed records of asset maintenance. Would improve communication to see what was done. Information improvement and could generate work. • We use GIS mapping to help determine tactical responses • My semi-educated guess is that maintaining multiple systems of record for land-based data costs the City about $500,000-$750,000 more per year than maintaining a single system of record. • All of my responses are tied to the Police Dept's Operations Div (not mine). They specifically relate to changing from 14 beats to 16. • Use automatic tools for changes to maps and data to eliminate manual processes. Maps available through the web for the public helps staff assist the public better.


Question #15 - What kinds of information would you like to see mapped and available via the GIS? • Intended purpose – to directly hear from the end users as to what they believe would most impact the usefulness of GIS. • Analysis of the answers – the results indicate there are a number of items to implement. In particular, data availability of numerous sources is key. • I would just like to improve and complete existing capabilities. • We are interested in basic functions of a GIS system. We do not have the need nor the staffing to do sophisticated analyses. • easier to make and share maps online with others in my dept. easy interface with simpler products like excel. • I would like to see all City data readily available in GIS format to allow for cross departmental data analysis. • Using GIS as the system of record for addresses Citywide. • 3d mapping similar to Smart Plant for different facilities in the city. • 3D mapping, real time event mapping, single sign on to ArcGIS Online, Esri Maps for Office on all staff desktops • New building permits/zoning permits that are submitted to the PSC readily viewable on GIS. • Faster layers, targeted trainings on how GIS can work for depts • 50-scale sewer map is frequently updated by the sewer group. This database should be mapped in the GIS. • Enhanced Search (similar and better than the eSearch created by Robert) capability in apps. Increase the number of datasets. • Want to manipulate data in field as well as desktop. Be able to print out department form letters and mail-merges (notifications, consent forms, billing). Communicate with Finance's system for invoicing and billing.


• Status maps of officers, in the field, mapped with AVL data. Crimes trends and heat maps. • Will get back to you on this request. We would like to know whenever the layers are updated or features are added • I would like for there to be someone in IT who would have the time available in their schedule to respond to occasional GIS requests from the Building and Safety Division within a two week turnaround time. Right now, my understanding is that the one GIS person is assigned to Public Works, so it is hard for her to provide support to other departments. • In addition to the real time traffic conditions already mentioned, I know that community members have been clamoring for a subscription notification system. (For example, I want to receive a text message whenever there's about to be a street closure within 5 miles of my business address.) GIS should be a key piece of such a system. • access for field personnel


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