HomeMy WebLinkAboutAgenda Packet 1992/02/27
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t,i$ Jl.,<"!lG€'fihi :aCi1 the Bu:lel!n Board at
th~.E~::¡¡c cry; "es Bu:ldi¡¡g and at City Hall on
Thursday, February 27, 1992 DA'd..2.;¡ '}..2. SIGNED £/~ '" .
'êi:.Œlci! Conference Room
4:00 p.m. Administration Building
ReS!Ular MeetinsUWorksession of the City of Chula Vista City Council
CAll. TO ORDER.
l. ROIJ.. CAll.: Councilmembers Grasser Horton ~ Malcolm ~ Moore ~ Rindone ~ and
Mayor Nader _.
BUSINESS
2. REPORT STATUSAND DISCUSSION OPTIIE GEOGRAPHIC INPORMATION SYSTEM
(Director of Public Works and Deputy City Manager Thomson)
3. JOINT MEETING Cl1Y COUNaL AND SAPE1Y COMMISSION (scheduled to meet at 5:00
p.m.)
I. Introduction: Mayor Tim Nader
II. Comments: Safety Commission Chairperson, Ollie Braden
III. Staff: Presentation
IV. Discussion:
A. Safety Commission Responsibilities
1) Council Policy. Boards/Commissions/Committees Handbook
2) Introduction statement
B. Traffic Engineering Staff Authority - Requires Council Resolution
1) Resolution requirement - Municipal Code
2) Trial traffic regulations - Municipal Code
3) Significance of Chapter 10 Traffic Schedules - Municipal Code
4) No parking resolution for prohibition in excess of 200 feet
C. Present Process
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Agenda -2- Pebruary 27, 1992
ORAL COMMUNICATIONS
This is an opporumüy fm the gmeral pub/ú; to address the CiJy Council on any subject maltD within the Council's
jurisdiction that is not an item on this agenda. (State law, howeo.>er, gmerally prohibits the City Council from
taking action on any issues not induded on the posted agenda.) If you wish to address the Council on such a
subject, please compleæ the yellow "Request to Speok Under Oral Comnrunú:aIions Form" available in the lobby
and submit it to the CiJy Clerk prior to the meeûng. 'Iñose who wish to speak, please give your name and address
fm record purposes and follow up action. Your time is limited to three minutes per spealœr.
OTHER. BUSINESS
4. CI1Y MANAGER.'S REPORT(S)
a. Scheduling of meetings.
5. MAYOR'S REPORTCS)
6. COUNCIL COMMENTS
ADJOURNMENT
The meeting will adjourn to the Regular City Council Meeting on March 3, 1992 at 4:00 p.m. in the City
Council Chambers.
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COUNCIL MEETING/WORK SESSION AGENDA STATEMENT
Item 2.-
Meeting Date 2/27/92
ITEM TITLE: Status and Discussion of the Geographic Information System
Project r'
SUBMITIED BY: Director of Public works;- ¡r
Deputy City Manager Thomson
REVIEWED BY: City ManagerØ' (4/5ths Vote: Yes _ No ..xJ
A contract with Ernst & Young for technical consulting assistance for the Geographic
Information System (GIS) project, which is an approved CIP project, was submitted to the
Council on November 26, 1991 (Agenda Statement attached). The contract was filed and
Council requested that the GIS project be scheduled as a Council MeetinglWork Session item.
The staff will be making a presentation about the Geographic Information System (GIS) project.
As part of the presentation, a short demonstration showing examples of GIS capabilities will be
given, which will be followed by a staff presentation on the status of the City's GIS project.
This will include information on where we are and how we got there, and on what the next steps
are.
RECOMMENDATIONS: Approve Alternative 2 (discussed below) and direct staff to re-
negotiate the contract with Ernst & Young to reduce the cost from $65,000 to $40,000, and to
return for Council approval.
BOARDS/COMMISSIONS RECOMMENDATION: Not Applicable.
DISCUSSION:
What is GIS?
A Geographic Information System (GIS) uses recent computer technology to combine graphic
and non-graphic data processing techniques for the creation of geographic or land use
information by integrating diverse automated City data files, including maps. This system will
give staff, managers, and policy makers the ability to use geography (individual parcel, planning
area, city block, etc.) as a common denominator for the review and analysis of data from a
number of different sources that may cross departmental lines, such as streets, sewers, drainage
systems, street trees, street lights, traffic signals, zoning, assessment districts, fire hydrants, etc.
The information can then be retrieved in graphic form. This is a more efficient and accurate
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system for obtaining information on one or more parcels of land as it may relate to project
construction, city operations, land use determinations or future planning. Such integration of
maps (graphic) and goo-data (non-graphic) which is currently stored and handled separately,
allows maps and related data to be shared more effectively, and to produce coordinated maps,
drawings, tables, and textual reports to meet the specific geographic needs of the different
departments.
The business of local government is ultimately to provide services to residents and businesses
within its boundaries. To do this, most local government policy making, planning, and
operations depend on accurate, location-based information. Local governments have long
created and maintained maps for essential functions such as defming parcel boundaries,
maintaining the public rights of way, maintaining sewer services, etc. The growth of population
and the physical infrastructure, the increasing responsibilities assumed by cities, and the sheer
amount of data created and collected, have greatly added to the information requirements. In
most city departments, sharing and updating maps and data is a time-consuming and labor-
intensive process. Many cities are turning to automation to help manage their location-based and
spatial information more efficiently. A GIS not only enables information to be tied to
geography, but to link the diverse business functions of government using a common factor, the
physical location of an activity.
The GIS is a tool which can benefit many departments in many ways (see Exhibit I). The
benefits of using GIS to perform the functions in Exhibit I are of two types, qualitative and
quantitative. Qualitative benefits include improvements in the geo-data products themselves and
the additional analysis capabilities made possible with automation. For example, map quality
and drafting would be significantly improved by the use of the computer aided design functions
of the GIS system. The sharing of maps and geo-related data between departments would not
only reduce the tendency for individuals to keep and maintain redundant maps and databases,
but it would also result in greater efficiency, accuracy, and consistency in the use and
dissemination of information by staff. One of the major quantitative benefits of GIS comes from
the labor savings in developing maps and other design drawings, and in file compilation and
maintenance; such costs would grow steadily if the Current manual methods were to continue.
Productivity increases can range from 2 to 10 fold during the life of the GIS. Such productivity
and efficiency increases are generally reflected in reducing a backlog of work, and in avoidance
of future staff increases. A partial list of benefits includes:
· Ability to access a variety of different information sources (databases), and to show the
related information through a single system.
· Increased accuracy and availability of a common base map for use by many departments;
therefore redundant sets of base maps kept by different departments are eliminated.
· Availability of new, better, and more timely information for a more informed, more
timely decision-making.
· Ability to investigate increased number of alternatives.
· Reduction or elimination of redundant activities streamlining operations, saving money
and staff time.
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· Rapid, shared access to more data, comprehensive information analysis, and reporting
capabilities improve responsiveness (Le. responses to queries are quicker, more accurate,
and more consistent).
· Inter-departmental communications are improved.
· Possible new revenue source through the sale of information, map products, and new
services.
· Improved resource control, asset utilization, and organizational planning and flexibility.
Why GIS for Chula Vista?
Recognizing that many of the above benefits would be in the best interest of the City, and that
a GIS would also be very useful in managing the growth of the City, a feasibility study was
performed by Plangraphics Inc. in 1987, which included a cost/benefit analysis and a general
implementation plan. The cost/benefit analysis indicated that a GIS for the City of Chula Vista
was feasible and that the project payback or break:even point would occur in approximately five
years. The cost savings are generally in increased efficiency and capabilities which results in
increased productivity.
In 1991, a three-year CIP project for establishing a GIS was approved to begin in FY 91-92 (see
Exhibit 3). Several funding sources were identified for the CIP including the establishment of
a GIS developmental impact fee (DIF) as part of the Public Facilities DIF. The funding sources
are:
Public Facilities DIP for GIS
Sewer Fund
Gas Tax
Transportation DIF
SCOOT
Traffic Signal Fund
Redevelopment Agency
In addition to the GIS DIF, several other steps were taken to support the GIS project; Le.
developers were required to additionally submit new development drawings in digital (computer)
format, a GIS Manager position was approved and filled, a GIS Technical Committee was
established with representatives from seven departments, and a GIS Steering Committee was
formed to provide policy and direction for the city-wide GIS project. The Steering Committee
members are: Jim Thomson, Deputy City Manager, Robert Leiter, Director of Planning, John
Lippitt, Director of Public Works, Cliff Swanson, Deputy Director of Public Works/City
Engineer, Louie Vignapiano, Systems & Programming Manager, Information Systems, and Fred
Wong, GIS Manager, Public Works.
The GIS Implementation Plan
The development of a GIS system, which is a complex and multi-faceted system, is comprised
of two separate, yet highly integrated components. One component is the development and
implementation of the GIS system, which is the computer hardware and software. The other
component is the collection and organization of the City's maps and related data, which is
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combined into a geographic database. Both of these must be designed and developed jointly to
be successfully integrated into a useful GIS. The overall goals of the GIS project are to improve
staff efficiency, and to provide more accurate and more useful information. To meet these
goals, the project requirements are to:
1. Implement a GIS which may be shared and used by all city departments (a city-
wide GIS).
2. Provide a user friendly system to facilitate user access and productivity.
3. Develop an accurate set of base maps of the City, which includes other standard
maps for use by Planning, Public Works Engineering and Operations, and other
departments.
4. Minimize implementation time which will achieve productivity and payback as
soon as possible.
5. Develop useful applications as soon as possible; such as infrastructure mapping,
zoning overlays, and crime analysis.
The implementation plan for the GIS CIP project is arranged in three phases as listed below.
Pbase 1 - FY 91-92
· Development of system specifications.
· Procurement and installation of the initial GIS hardware and software.
· Definition of storm and sanitary sewer portions of the database.
· Development of database, thematic map, and utility map conversion specifications.
· Development of aerial photography and data capture specifications.
· Procurement of data conversion services.
· Prioritizing and developing special applications.
Phase 2 - FY 92-93
· Initial system completed and on-line with limited applications available for some users.
· Procurement and installation of GIS workstations for Public W orkslEngineering and Planning departments.
· Procurement of data conversion services for zoning and general plan maps.
· Continued conversion of databases, thematic maps, and utility maps.
· Continued development of special applications.
· Training for workstation operators and other departmental users.
Pbase 3 - FY 93-96
· Procurement and instaIIation of additional equipment and software.
· Establish a process to maintain and update the GIS databases.
· Continued conversion of databases, thematic maps, and utility maps.
· Continued development of special applications.
· Continued training for City staff requiring access and use of the GIS.
Based on the implementation phases, a detailed work plan was developed which identified the
tasks and resources required for the project (see Exhibit 2). From this work plan, several items
were identified as requiring special expertise which City staff does not have. Some of the areas
of special expertise were necessary on a one time only basis for start-up, which meant that it
would not be cost effective to develop this expertise in-house. An example of this is the design
and specifications for the use of the Global Positioning System (GPS), which is used to set the
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ground control to relate geographic information to an actual ground location reference (i.e.
California State Plane Coordinates). There are other areas of expertise which would be needed
by staff to operate and maintain the GIS system and the database. An example of this is the
design and development of the database. It was deemed most cost effective for staff to gain this
knowledge by working closely with a consultant or other expert to effect a transfer of the
knowledge, expertise, and experience which they had from working with several other cities in
designing a proper GIS system. Many other cities have also found the use of a consultant during
the design phase to be appropriate because of 1) the ever changing "high-tech" nature of GIS,
and 2) the experienced consultant can save project cost, time, and effort by preventing the City
from "re-inventing the wheel" and from "trial and error" in designing a system that will function
and work effectively and efficiently in the municipal environment. Also the experienced
consultant can assist in the selection of the appropriate equipment and in identifying the
appropriate data to collect. Proposals from vendors will vary greatly and the proper selection
of equipment, data and data collection methods, etc. will avoid extra cost in modifying the
equipment to be optimal or in re-collecting the appropriate data.
The design and specification of the city-wide GIS is critically important to the procurement phase
and all of the other later phases of the proj ect. In recognizing the importance of this design
phase, approximately 4.5 % of the CIP budget was for technical expertise and assistance. It was
these considerations which led staff to recommend the use of a consultant, which was the item
brought to the Council on November 26, 1991. Since that time, and based on the direction of
the Council, staff has developed a plan to perform more of the tasks in-house; and has begun
the city-wide needs assessment, and the identification and prioritization of applications for
development. As part of a technology assessment, staff has been investigating GIS hardware,
software, applications, and data collection equipment and methods. This includes soliciting
information and demonstrations from vendors and map conversion firms, and other city and
county agencies that have implemented a GIS.
The next steps are to design and specify the requirements and functionality of the GIS system,
and to design and specify the requirements for mapping and database conversion and data
collection. These specifications will be used in two RFPs to solicit and select a GIS vendor and
for a map and data conversion contractor. Based on the recommendations of this report, staff
hopes to submit these contracts for Council approval around June or July of 1992 after selecting
the vendors and after working with the City Attorney's Office to construct a contract which will
provide the City with the maximum protection in procuring these services.
Alternative Approaches to Desilm and Procurement
Several alternatives have been identified for accomplishing the design and procurement phase
of the project. Alternatives 1, 2, and 3 are listed in order of preference, with Alternative 1
being the original contract submitted for Council consideration on November 26, 1991, and
Alternative 2 being the current alternate recommendation by staff based on the concerns
expressed by Council. Alternatives 4, 5, and 6 are not recommended because the risk of
ultimately ending up with a GIS that is less than adequate to meet the needs of the City or may
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be more expensive than necessary is significantly increased. The specific reasons are listed
below with the alternatives.
Alternative I. Orie:inal contract - Oril!inal Recommendation.
Consultant: Update city-wide needs assessment, and specify functional requirements.
Establish detailed design and specification for the GIS system, and for the
base map conversion and database development. Develop procedures and
criteria for benchmark test for the system. Evaluate proposals and assist
in the selection of the GIS system vendor. Evaluate proposals and assist
in the selection of the map conversion contractor.
Staff: Work closely with consultant on all tasks to effect a transfer of
knowledge.
Consultant
Cost: $ 65,000
Comments: This alternative utilizes the consultant in areas where a special expertise
is needed for the start-up, and in areas where staff can learn some of the expertise
needed by working closely with the consultant. This level of consultant assistance also
expedites the implementation of the project.
Alternative 2. Reduction from ori~inal contract - Alternate Recommendation.
Consultant: Establish detailed design and specification for the GIS system, and for the
base map conversion and database development. Develop procedures and
criteria for benchmark test for the system. Evaluate proposals and
benchmarks, and assist in the selection of the GIS system vendor.
Evaluate proposals and assist in the selection of the map conversion
contractor.
Staff: Update city-wide needs assessment, and specify functional requirements.
Work closely with consultant on all other tasks to effect a transfer of
knowledge.
Consultant
Cost: $ 40,000
Comments: In this alternative the consultant performs the tasks which staff has very
minimal expertise or experience in, and for which the consultant is well qualified. Staff
will perform a detailed assessment of the city-wide needs and develop the functional
requirements. Staff will work closely with the consultant to learn from their knowledge
and experiences. This alternative is a 39 % reduction in cost from the original contract
(Alternative 1), but will cause a slightly longer implementation period.
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Alternative 3. In-house.
Staff: Update city-wide needs assessment, and specify functional requirements.
Establish detailed design and specification for the GIS system, and for the
base map conversion and database development. Develop procedures and
criteria for benchmark test for the system. Evaluate proposals and select
the GIS system vendor. Evaluate proposals and select the map conversion
contractor.
Consultant
Cost: None
Comments: This alternative, which does not utilize any consultant assistance, is
considered to be do-able but inefficient and unnecessarily risky in terms of designing and
procuring such a major computer system, including complex base map conversion and
database development. This alternative would require that staff increase its knowledge
in the areas requiring special expertise through a combination of attending special
seminars and courses, and multiple informational meetings with vendors of hardware,
software, and database conversion services. This educational process would require
significantly more staff time than working directly with an unbiased consultant already
possessing the necessary expertise, and would also require additional costs for seminars,
courses and travel. Even with this educational process, staff would not have obtained
the degree of hands-on implementation experience which can prevent the "trial and error"
type of effort in configuring and setting up a system. This alternative would thus require
a significant increase in staff time with a longer implementation period and with less
assurance of an optimal system. Given the magnitude and cost of the overall GIS
system, the cost implications of the system design and specifications can be several times
as much as the proposed consultant cost. This alternative is nonetheless preferable to
Alternatives 4, 5, and 6 because it does not have the negative factor of looking primarily
at only one vendor's solution, or of conducting an RFP process without first adequately
designing the system and determining the specifications for its hardware, software, and
database components.
Alternative 4. Vendor to desi~n & s1Jecify for free or reduced cost - Not Recommended.
Vendor: To perform GIS design and prepare specifications for GIS system, and for
base map conversion and database development. Vendor is allowed to bid
on project.
Staff: Will work closely with vendor.
Consultant
Cost: Free or reduced cost for services.
Comments: There is a "conflict of interest" in having a vendor design and specify a
system which could be biased towards their own products. The vendor may not want to
do all tasks, and only do the ones that they are interested in which results in an
inconsistent or incomplete design/specification. As a free or reduced cost job, the vendor
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may stop or interrupt the work in favor of a new paying job, which results in impacts
to the project schedule or an uncompleted job. The vendor may not be motivated or
qualified to do a complete and proper design/specification for both the GIS system and
the base map conversion.
Alternative 5 Vendors to propose complete turnkey ~ystem. including design - Not
Recommended.
Vendor: To provide turnkey system which includes designing and building of the
GIS system, perform base map conversion and database design and
development, and install/implement the GIS system.
Staff: Issue a general RFP for a city-wide GIS system with map conversion and
database development.
Consultant
Cost: Systems design and all other costs included in the complete turnkey
package.
Comments: This alternative requires selecting a system without knowledge of the
specifics of the design (the design phase is included as part of the proposal). This means
that a final decision is made up front with the least amount of knowledge about the
resulting system's capabilities. The process may not result in the most optimum product
for the City. The vendors "conflict of interest" may result in a system that is much more
than the City needs and therefore, over-buys the system; or it may result in a system that
may not meet the needs of the City and therefore, under-buys the system. The vendor
may not be qualified to manage all phases of the turnkey project.
Alternative 6 Select a vendor and negotiate a sole source contract without using any competitive
process - Not Recommended.
Vendor: Will implement a system to meet the needs of the City, which will be
determined by the vendor and staff.
Staff: Work with vendor to implement the system.
Consultant
Cost: Systems design and all other costs included in negotiated contract.
Comments: In this alternative there is no incentive for the vendor to keep cost down
or to design and provide an optimum system. Extremely high risk that the resulting
system will not be as efficient or useful as possible. High risk of cost over-run before
the system is finally implemented.
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Conclusions and Recommendation.
An evaluation of the above six alternatives reveal that Alternatives 1, 2, and 3 are "do-able" and
are listed in order of highest preference starting with Alternative 1. However, Alternative 2 is
the current alternate recommendation by staff based on the concerns expressed by Council
regarding Alternative I (the original recommendation). Alternative 2 moderately reduces the
level of technical expertise and assistance which reduces the consultant cost, and Alternative 3
eliminates the assistance and technical expertise from the consultant and eliminates all consultant
costs. However, each of these two reductions in the level of technical expertise and assistance
will result in I) an increased risk that the GIS system may not be as optimum for the City as
possible, and 2) extra staff time will be needed, which with special technical expertise would
have been avoided, as well as increasingly longer implementation periods. These concerns are
much more acute with Alternative 3 than with Alternative 2. Although staff considers
Alternative 3 do-able, it is inefficient and unnecessarily risky in terms of not providing as much
assurance that the City would be obtaining the most cost effective GIS system possible.
Alternatives 4, 5, and 6 were evaluated and considered to be unacceptable because 1) the risk
of ending up with a system less than adequate for the City is extremely great, 2) the possibility
of cost over-runs to complete the implementation is high whenever this type of project is not
fully defined at the start (i.e. the final product is a "moving target"), and 3) some degree of bias
towards the vendor's own products will be introduced since they know their own products best;
this will limit the solutions and options for the City to chose from, and therefore another more
viable or cost effective solution may be overlooked.
It is the staffs recommendation that Alternative 2 be approved, and that the contract previously
negotiated with Ernst & Young be renegotiated to be consistent with Alternative 2 by eliminating
the tasks that staff will perform in-house as listed in Alternative 2, which is the needs assessment
update and functional requirements definition. This will reduce the cost from $65,000 (original
contract) to $40,000.
FISCAL IMPACT: Funds are budgeted and available in the FY 91/92 Capital Improvements
Program for the GIS Project (Project No. 00-104).
FW, File NP-OOl
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EXHIBIT 1
POTENTIAL GIS APPLICATIONS
Radius maps for public hearing notices
Environmental constraints analysis
PlanimetricfTopographic Mapping
Parcel Mapping with easements and Right-of-ways
Street centerline mapping
Zoning Mapping showing zoning boundary and parcel boundary
Re-zoning analysis
Census Tracts Mapping showing census and sub-census boundaries
Subdivision Mapping with parcel numbers, lot dimensions, and centerlines
Redevelopment planning
Special economic and planning studies
Special land use studies
Police and Fire response analysis
Routing for emergency response, optimal routing/route planning
Crime analysis
Police beat redistricting
Frequency analysis of permitting and inspection activities
Mapping of existing zoning ordinances and restrictions to facilitate building inspections and enforcement
of zoning ordinances
Location and tracking of toxic materials and hazardous waste
Location and type of fire hydrants
Zoning of the areas of responsibility by cooperating fire departments
Emergency and disaster recovery planning
Determination of inter-relationships of local issues such as:
Crime occurrences
Traffic congestion
Planned developments
Demographic Analysis and Mapping, population dynamics, and trend analysis
Assessment District planning
Wastewater system planning and flow analysis
NPDES mouitoring
Storm Drainage Fee analysis and implementation
Drainage basin and stormwater runoff mapping
Traffic modeling and planning
Road design
Survey mapping
Pump station site selection and flow monitoring
Facilities management:
Road maintenance and pavement management
Wastewater infrastructure inventory and mapping
Stormwater infrastructure inventory and mapping
Street signing and striping inventory and mapping
Street light and traffic signal inventory and maintenance
Street Tree inventory
Coordination with water, gas, electric, and other underground utilities
Design of undergrounding projects
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EXHIBIT 2 12/03/91
GIS ACTION PLAN Page 1
GIS GIS Consullon!
Steering GIS Tech. Syat. Vend.
Comm. Manager Comm. Mop. Conv. Others
I. GIS SYSTEM DESIGN
1. Review and update 1987 GIS Studv.
a. Review needs assessment. X X Consullon!
b. Review mappinQ assessment. X X Consullon!
2. Review & approve Updated study X
3. ID and prioritize areas of City to map X X Consullon!
4. Approve areas & phasinQ of City mappinQ X
5. ID and recommend user applications X X Consullon!
6. Review and prioritize applications X
II. GIS (SYSTEM HARDWARE AND SOFTWARE)
A. RFP Process
1. Dev. functional/technical spec. X X Consullon!
2. Prepare RFP. X X Consultant
3. Review & approve RFP. X
4. Issue RFP. X
B. Selection Process
1. Dev. benchmark orocedures. X X Consultant
2. Evaluate proposals. X X Consultant
3. Short-list proposals. X X Consultant
4. Interviews/reference checks. X X Consullon!
5. Site Visits. X X
6. Benchmark test. X X X Coneultant
7. Select finalist. X X Consullon!
8. Neaotiate contract. X City Attornev
9. Review & approve contract X City Attornev
10. Award of contract. City Council
C. Implementation
1. Purchase reouest/Purchase Order. X Syat. Vond<><
2. Deliverv. Syat. Vond<><
3. Installation. X Syat. Vond<><
4. System acceptance X X X Con.& &to.V. Tech. Comm
5. Trainina.
a. GIS Manaaer. X Syat. Vond<><
b. GIS Techs - BeQ. Syat. Vond<>< G IS staff
c. GIS Techs - Adv. Syat. Vond<>< G IS staff
6. Mappino data installation. X Con.& 5yL v. GIS staff
7. Dev. applications. X X Con.& Sy..V. GIS staff
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-
COUNCil.. AGENDA STATEMENT
Item
Meeting Date 11/26/91
ITEM TITLE: Resolution Approving an Agreement with Ernst & Young for
GIS Consulting Services to design and implement the City-wide GIS CIP
project.
SUBMITIED BY: Director of Public wory ~
REVIEWED BY: City Manager (4/Sths Vote: Yes_No-X.)
The Geographic Information System (GIS) is a multi-year CIP project which is currently
budgeted beginning with this fiscal year (FY 91/92). A brief description of this project was
included in the informational memo sent to the City Council on May 30, 1991. As part of the
first phase of this project, professional GIS consulting services are necessary to assist in 1)
defining the needs and requirements for the City-wide system, 2) developing specifications for
the GIS system, and 3) developing specifications for the land base information and the digital
base maps of the City.
Future phases of this project include 1) the acquisition of the initial GIS hardware and software,
and 2) the development and data collection of the new land base for the City.
RECOMMENDA TION: That Council approve:
1. An agreement in the amount of $65,684 with the firm of Ernst & Young to provide
consultant services for the Geographic Information System CIP project.
2. An authorization for the Director of Public Works to execute agreement modifications
for future related additional services for amounts in aggregate not to exceed $7,000.
BOARDS/COMMISSIONS RECOMMENDATION: Not applicable.
DISCUSSION:
On August 9, 1991 staff issued a request for proposals to provide professional consulting
services for the GIS project. The following seven proposals were received in response to the
City's RFP.
EMA, Inc., St. Paul, Minnesota $ 78,800
Emery DataGraphic, Englewood, Colorado 98,200
Ernst & Young, Irvine, California 65,684
'2" ¡if
--'---~"-~-.-._.-
Page 2, Item
Meeting Date 11/26/91
Plan Graphics , Inc., Frankfort, Kentucky 116,600
M.I.B. Chock, Santa Monica, California 71,500
Bruce A. Joffe, Piedmont, California 45,000
Roy F. Weston, Inc., Seattle, Washington 229,236
A GIS Technical Committee, which is comprised of ten staff members from the departments of
Planning, Building & Housing, Community Development, Police, Fire, Management and
Information Services, and Public Works, evaluated all of the proposals and recommended four
firms for further consideration by the GIS Steering Committee.
The GIS Steering Committee, which consist of Jim Thomson, Deputy City Manager, Robert
Leiter, Director of Planning, John Lippitt, Director of Public Works, Cliff Swanson, Deputy
Director of Public Works/City Engineer, Louie Vignapiano, Systems & Programming Manager,
and Fred Wong, GIS Manager, also evaluated the proposals and concurred with the Technical
Committee's recommendation. The four firms selected for interview by the Steering Committee
were EMA, Inc., Emery DataGraphic, Ernst & Young, and PlanGraphics, Inc. The other three
firms were evaluated as non-responsive to the RFP and eliminated from further consideration.
Based on the written proposal and an oral presentation, the GIS Steering Committee selected
Ernst & Young as the top-ranking candidate. The decision was based on the criteria of overall
cost, consultant's objectivity, the project team's experience and qualifications in projects of a
similar nature, project method and approach, project schedule, and responsiveness to the City's
RFP.
Consulting assistance is necessary only during the design and initial implementation phases
because the establishment of a new coordinated multi-departmental system is very complex. The
benefits of using the consultant comes from their expertise and experience in setting up this type
of system in other cities, which will help to minimize the risks and problems the City will have
in setting up its new GIS system. After the system has been established, City staff will be able
to operate and maintain the system. Since this assistance is needed only for a limited time, it
is not desirable to hire staff that would be eliminated.
The consultant will be required to perform the following tasks for the development of the City-
wide GIS project.
. Review and update the needs assessment and mapping requirements of the 1987 GIS study.
Deliverables: Updated assessment of present and future needs.
Updated assessment of existing map and dalabase resources; Including resources
and services from other local and regional agencies.
Identification and recommended priorities of GIS applicalions to meet user needs.
Assessment and recommendation for the phasing of areas of the City for mapping
conversion and dala base development.
R£commended approach and general planfor system development and Implementation.
2-/S-
._-_..~--_...._--_......- .
Pale 3, Item
Meetin& Date 11/26/91
0 Development of functional and technical specificationslRFP for a GIS system that will meet the
present and future needs of the City. The system shall include all necessary hardware, software,
and peripheral equipment.
Deliverables: RFP junctional/technical specifications for GIS.
0 Development of functional and technical specificationslRFP for aerial photogrammetry and
mapping conversion.
Deliverables: RFP junctional/technical specifications for aerial photogrammerry and base map
conversion.
0 Assist the City in evaluation/selection of the proposed GIS systems (includes development of
benchmark test procedures). Assistance may include participation in interviews, selection
meetings, contract negotiations with GIS vendors, and presentations to the City Council.
Deliverables: Benchmark Test Procedures.
Benchmark Test Evaluation.
Evaluation of GIS proposals.
0 Assist the City in evaluation/selection of the mapping conversion proposals. Assistance may
include participation in interviews, selection meetings, contract negotiations with conversion
contractor, and presentations to the City Council. .
Deliverables: Evaluation of mapping conversion proposals.
0 Assist the City in initial implementation of the selected system. Consultant may propose or
recommend additional assistance needed by the City.
Deliverables: Additional services may include project implementation and other support
activities as requested by the City.
The additional services and assistance required to implement the new GIS system is unknown
and can not be determined until a specific GIS system is selected. Therefore, an estimated not-
to-exceed amount of $7,000 has been included for this purpose.
Because the GIS Steering Committee felt that one individual on the Ernst & Young team was
key to that proposal, the contract also provides that there be no substitution for that one
individual without written approval by the City; and in the event that no equally qualified
substitute is available, then the è¡ty may terminate the contract per Section 9 of the contract.
Changes to other project team members also requires written approval by the City.
FISCAL IMPACT: Funds are budgeted and available in the FY 91/92 Capital Improvements
Program for Project No. GG-104.
FW: File NP.{)IO
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ITEM '10
llf.tlIlRAItDlltl
TO: Chairperson Braden and Safety Commissioners
FROM: Hal Rosenberg, City Traffic Engineer
DATE: February 6, 1992
SUBJECT: Scheduled meeting between Safety Commission and City Council members
This is to inform you that a joint meeting of the City Council and the Safety
Commission is tentatively scheduled for Thursday, February 25, 1992. The time
for the meeting will be decided as the date approaches. It will most 1 i kely
be at either 4:00 or 5:00 p.m. The meet i ng will be held in the Mayor's
Conference Room located next to the Mayor's Office in the City Hall building.
The purpose of this meeting is to discuss the role of the Safety Commission
and possible changes in procedure to reduce the number of items appearing
before the City Council.
A suggested agenda for the joint meeting is presented below for the Safety
Commission consideration and discussion.
Safetv Commission/Citv Council
WorkshoD - Thursdav. Februarv 23. 1992
location: Council Conference Room
1. Introduction: Mayor, Tim Nader
2. Comments: Safety Commission Chairperson, Ollie Braden
3, Staff: Presentation
4. Discussion
A. Safety Commission Responsibilities
1) Council Policy - Boards/Commissions/Committees Handbook
2) Introduction statement
B. Traffic Engineering Staff Authority - Requires Council Resolution
1) Resolution requirement - Municipal Code
2) Trial traffic regulations - Municipal Code
3) Significance of Chapter 10 traffic schedules - Municipal Code
4) No parking resolution for prohibition in excess of 200 feet
C. Present Process - see attached flow chart
WPC 5SS5E
Attachment
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