• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
20110714 ma rs presentation -  gcc general slide deck
 

20110714 ma rs presentation - gcc general slide deck

on

  • 588 views

 

Statistics

Views

Total Views
588
Views on SlideShare
587
Embed Views
1

Actions

Likes
0
Downloads
9
Comments
0

1 Embed 1

http://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • We need better, consistent information that is useful, capitializes on past achievements, builds confidence and helps us with the City building process. The supply of timely, relevant, accurate spatially enabling data and providing IT services across the departments is a prerequisite to the continued economic and social growth of our City. Our ability to meet the challenges of the future is linked to an improved management capacity to gather, analyze, maintain and disseminate spatially related data in different ways . The information we need to build and operate the City and encourage economic growth already exists in one form or another. The knowledge required is contained within notes, files, peoples minds, experiences - the challenge we face is to extricate the data in such a way that it clearly and fully informs us - that it enables views of reality that are understandable - and that it somehow manages to clearly present an understandable view of our urban environment in all its messy diversity – “ there is no quick fix to the problems we face today; however, it is essential that we take action to initiate the change process focused on implementable actions that contribute to our long term sustainability, prosperity,
  • 2011: 2.7million people in the Toronto Census Metropolitan Area 64% of the workforce has post-secondary education 50% of the residents are foreign born An average of 75,000 newcomers settled in the GTA each year (2000-2005) Toronto has 8% of Canada’s population, 22% of all immigrants to canada Trends in Vision 2026 The following were the trends that we identified in 2001 as a part of Vision 2026. population will be increasingly older. There will be an increased number of people in low income categories. Region will be home to an increasing number of vulnerable residents. Household forms will continue to change. multi-ethnic population will continue to diversify. The employment growth rate will remain slightly ahead of the population growth. Job growth will be experienced in diverse sectors. Technology will be increasingly significant in York Region, as elsewhere. Citizens will continue to expect more and better services at the same or less cost. More York Region residents will participate in their communities. Governments will continue to identify new ways to show taxpayers that they are responsive and effective
  • Toronto is the 5th largest city in North America by governed population after Mexico City, New York, Los Angeles and Chicago. The economic and cultural wealth generated in Toronto supports the high standard of living enjoyed by all residents of Ontario and Canada. Toronto produces roughly 10% of Canada’s GDP (with only 8% of the country’s population) and 25% of Ontario’s GDP People from around the world and across Canada proudly call Toronto home. Our city is one of the most ethnically, racially and linguistically diverse cities in the world. Depending how you measure such things, it may in fact be the most diverse city the world has ever known.
  • Diversity of race, religion and lifestyle help define and set Toronto apart from other world cities. Toronto is home to virtually all of the world's culture groups and is the city where more than 100 languages and dialects are spoken. Toronto attracts more than 107,000 international newcomers (immigrants) each year, We welcomes more than 10,000 foreign students who chose to study in Toronto originating from countries including South Korea, Japan, China and India. (Source: The Monitor, Fall 2005 - Citizenship and Immigration Canada) FYI ONLY: Almost three-quarters of Torontonians aged 15 or older have direct ties to immigration. About one-half (52%) are themselves immigrants while another 22% are 2nd generation immigrants with at least one parent born outside of Canada. The remaining 26% of the Toronto population (aged 15 or older) is comprised of individuals who were born in Canada to two Canadian-born parents. (Source: Immigrants in Canada's Census Metropolitan Areas - Grant Schellenberg, Statistics Canada). Percent of recent immigrants to Toronto CMA from top five countries of birth, 2001 China10.8 India10.3 Philippines6.9 Hong Kong6.9 Sri Lanka6.4 Top 15 languages by mother tongue* Toronto CMA, 2001 Total responses4,647,960 Single mother tongue responses4,556,475 English2,684,195 Italian195,960 Chinese, n.o.s.**165,120 Cantonese145,490 Portuguese108,935 Punjabi95,950 Spanish83,245 Polish 79,875 Tagalog (Pilipino)77,220 Tamil 72,715 French57,485 Urdu53,895 Greek50,165 Russian47,590 Arabic46,570 Source: Statistics Canada 2001 Census * Refers to the first language learned at home in childhood and still understood by the individual at the time of the census. ** N.O.S. = not otherwise specified, i.e., not specified as Cantonese, Mandarin or Hakka. To view a list of all mother tongues reported in the Toronto CMA please download: Mother Tongue Statistics (Excel file)
  • Ryerson’s Siemiatycki said Canada has a capacity to take in as many as 450,000 immigrants a year by including the 200,000 temporary foreign workers that it lets in to fill labour market needs on a perennial basis. According to the government’s consultation backgrounder, Canada would have to increase immigration to nearly 4 per cent of the population to stabilize its “old-age dependency ratio.”
  • Our Road system are reaching capacity – they must share the space with cars, transit, trucks, pedestrians , bikes and Underground utilities The road system can't continue to accommodate car-dependent sprawl. Projections show that our arterial roads will be seriously congested, both in the regions and in Toronto.
  • Air pollution from increased traffic congestion will further pollute and degrade air quality and, may limit the ability and capacity of Toronto to attract people and businesses.
  • How do we sustain our role as the economic heart of this region? How will we continue to supply water, sewer, roads, housing, places to work, to play Toronto and its neighbours need to grow, but it needs to grow in a smarter way. The City of Toronto is currently forecasted to grow by about 540,000 people and about 540,000 jobs by 2031. Yet, our City can easily accommodate many more people. Just recently, council approve our new Official Plan which proposes adding up to one million people to the City over the next 30 years. In cooperation and understanding, the regional suburbs need to embrace a higher-density pattern of growth and encourage people and jobs to move to already built-up urban areas. Increased population densities support public transit as an alternative to the automobile, preserve farmland and natural areas, and provide for a greater variety of housing types for residents. Smart growth mean we need a mix of high rise apartment, medium to low rise buildings, townhouse developments and ground oriented housing like single and semi-detached dwellings – a place for transit, cars, bikes, people and funded municipal services needed Next slide: The 21st Century challenge for the City of Toronto is to create an attractive City at the heart of this dynamic region and provide the excitement and rewards that will attract people and jobs.
  • So what do we want: Toronto and its neighbours needs to grow, but it needs to grow in a smarter way. The 21st Century challenge for the City of Toronto is to create an attractive City at the heart of this dynamic region and provide the excitement and rewards that will attract people and jobs. Toronto is a safe, caring, and friendly city. Through its community services, public health care programs, parks and recreational program, Council supports many activities that protect` sustain and enrich our lives. Our diversity is valued and celebrated and our communities area source of pride. Toronto is a clean, green and sustainable city. Whether its our blue box program, better sewage systems, other green program, we promote and integrate environmental stewardship into our daily activities. We are expected to maintain and improve the health of the environment or present and future generations. Toronto is a dynamic city. As the nation's leading economic engine, we are a centre of innovation and growth with a strong international presence.Our dynamic city is well positioned to succeed in the world economy. Toronto invests in quality of life. We invest in quality of life - socially, economically, culturally and environmentally - to make Toronto a desirable place to live, prosper and visit.
  • (Excluding the Federal government) The City of Toronto is the 6th largest government in Canada by expenditure , after the provinces of Ontario, Quebec, BC, Alberta and Manitoba. 2011 Tax Supported Operating Budget of $9.381 billion gross and funded primarily by property taxes of $3.579 billion, user fees and charges of $1.435 billion; Provincial ($1.891 billion) and Federal ($0.190 billion) transfers; and Other Revenues of $0.7 billion. 2011 – 2020 Captial Budget & Plan of approx. $13.011 Billion With a combined annual capital and operating budget of about $11 billion per year , the City’s expenditures are roughly equal to those of the Province of Saskatchewan. 2011 population 2.7m We are a complex public sector organization. Depending how one categorizes such things, we operate over 40 different service programs. Jul 18 th 2011 Nation Post Reports 53,000 employed The world is changing at a faster pace than ever before. The forces of the internet, inexpensive computing, ubiquitous connectivity, open platforms, globalization, and a fresh wave of innovation are combining in ways that dramatically alter the transaction costs in almost every business. The result is greater dynamism and flexibility in the definition of markets for services. Markets are created almost spontaneously with innovative business models and value propositions. They emerge within enterprises, defy standard industry classifications, and extend farther in geography. The digitization of commercial activities, social interactions and government has meant fewer physical constraints on new business models, strategies and relationships. Knowledge and productive capacity are more dispersed than ever before. Organizations can rent what they were earlier forced to make or own. Generic concepts like rent translate into collaborative relationships with service providers who provide access to capabilities and resources otherwise not available to the organization.
  • People who live or work in toronto , people who own or operate businesses in toronto, as well as visitors and members of the Toronto Public Service, expect Toronto to be a leader in developing and delivering innovative municipal services. Many Municipal Services are required 24/7 The City of Toronto 4 key Strategic priorities – provide Customer Service Excellence, Transparent and Accountable Services, Reduce the size and cost of government, and improve transportation and city planning Municipal services, and if perhaps “all” municipal services are enabled and may be managed using information technology
  • Information technologies (IT) enable, enhance, and are embedded in a growing number of goods and services. They are connecting consumers and producers of services in ways previously not feasible, while contributing to the productivity of numerous sectors of the services industry such as financial services, communications, insurance, and retail services.3 Government agencies, too, have experienced similar gains associated with the use of IT. • Organizations exploit resources as and when needed without owning them, even when those resources are remotely located and simultaneously shared. • They use self-service channels such as websites, mobile phones, and kiosks to expose business functions such as billing, order processing, reservations, and technical support to consumers. Quality of service is no longer constrained by the capacity of branches, stores, and other staffed locations. • Entrepreneurs and individuals compose new services assembled from existing services available in the commercial and public space. • Service-oriented architectures are allowing organizations to not only reduce complexity of their business applications and infrastructure but to further exploit such assets in new ways. Tremendous change and growth is taking place in information-based services. Information, previously a supporting element, has become the basis for value by itself. The relaxation of physical constraints has changed our thinking about how information is produced and consumed. Recent years have seen significant increases in valuation for businesses that simply facilitate interactions or the exchange of information. Capabilities and resources in the management of IT and the management of services are no longer perceived as merely operational concern or detail. They are the basis for creating value, for competition, and distinctive performance. The trends noted above require IT organizations to have a keener sense of the nature and dynamics of services as a means for providing value to customers. It is not surprising that growth and prosperity of a trade are accompanied by greater demands on the tools of the trade. The practice of service management grows, learns, and matures under the pressure of new challenges and opportunities.
  • To set the context for our next presenter - Rachelle Chevallier There are a wide range of both challenges and opportunities for the I&T division including: Citizen demand for 24x7 City Services City divisions want to use enhanced IT services to achieve efficiency and innovation in their services IT can enhance public citizen engagement IT can improve reporting and accountability of City Services Moving forward, the I&T division needs to achieve new approaches to managing demand and capacity for IT projets and workloads to ensure sustainable IT services can be provided in an agile manner to successfully ENABLE business outcomes For the next few minutes, she will take us on the best practise journey on The City of Toronto IT Service Management Implementation: - Rachelle Chevallier >>>>>>>>>>>>>>>>>>>>>>>> go to next slide >>>>>>>>>>>>> For information purposes only: This slide illustrates the best practise service pattern that says A business/Customer/User has a requirement for an IT Service that it values and is willing to pay for. These services are the result of activities and tasks provided by functions utilizing the tools and organizational resources . Using ITSM and ITIL, The City of Toronto I&T Division is seeing the benefits from organized to better interpret customer requirements
  • IT service management F rom Wikipedia, the free encyclopedia IT service management ( ITSM or IT services ) is a discipline for managing information technology (IT) systems, philosophically centered on the customer's perspective of IT's contribution to the business. ITSM stands in deliberate contrast to technology-centered approaches to IT management and business interaction. The following represents a characteristic statement from the ITSM literature: IT service providers cannot afford to focus on technology and their internal organization[;] they must consider the quality of the services they provide, focus on the relationship with customers and how the IT service delivers value to the customer ITSM is process-focused and in this sense has ties and common interests with process improvement movement (e.g., TQM , Six Sigma , Business Process Management , CMMI ) frameworks and methodologies. The discipline is not concerned with the details of how to use a particular vendor's product, or necessarily with the technical details of the systems under management. Instead, it focuses upon providing a framework to structure IT-related activities and the interactions of IT technical personnel with business customers and users. ITSM is generally concerned with the " back office " or operational concerns of information technology management (sometimes known as operations architecture ), and not with technology development. For example, the process of writing computer software for sale, or designing a microprocessor would not be the focus of the discipline, but the computer systems used by marketing and business development staff in software and hardware companies would be. Many non-technology companies, such as those in the financial, retail, and travel industries, have significant information technology systems which are not exposed to customers. In this respect, ITSM can be seen as analogous to an enterprise resource planning (ERP) discipline for IT - although its historical roots in IT operations may limit its applicability across other major IT activities, such as IT portfolio management and software engineering .
  • “ At the heart of the ITIL Service Lifecyce is the key principle that all services must provide measureable value to business objectives and outcomes ITIL Service Management focuses on Business value as its prime objective. Each practices (Service Strategy, Service Design, Service Transition, Service operation, and Continual Service Improvement), revolves around ensuring that everything a service provider does to manage IT services for the business customer/user can be measured and quantified in terms of business value. This concept is extremely important today as IT organizations must operate themselves as a business in order to demonstrate a clear return on investment and equate service performance with business value to the customer.” P 19, 20, OGC The ITIL Service Management Lifecycle
  • Feedback throughout the Services Life Cycle The strength of ITIL Service Lifecycle rests upon continual feedback throughout each stage of the lifecycle. This feedback ensures that service optimization is managed from a b usiness perspective and is measured in terms of the the value busiiness derives from services at any point in time through the service life cycle. The ITIL service lifecycle is non-linear in design. At every point in the lifecycle, monitoring, assessment and feedback flows between each stage of the lifecycle which drive decisions about the need for minor course corrections or major service iprovement in itiatives.
  • Improve resource utilization Eliminate problems faster when they occur – By knowing the infrastructure environment interrelationships Learn from previous experience – Reuse, reuse, reuse knowledge
  • ITIL (and others, like COBIT) are the how…
  • ITIL (and others, like COBIT) are the how…
  • Improve resource utilization Eliminate problems faster when they occur – By knowing the infrastructure environment interrelationships Learn from previous experience – Reuse, reuse, reuse knowledge
  • Improve resource utilization Eliminate problems faster when they occur – By knowing the infrastructure environment interrelationships Learn from previous experience – Reuse, reuse, reuse knowledge
  • Imagine a multi-sector, collaborative approach wherein all landscape stakeholders share a “Common Operational Picture” (to use a military term) of the landscape. Consider the efficiency of everyone contributing to and working from the same common data foundation using spatially-enabled, cross-sector workflows that leverage that common data foundation and pass work seamlessly from one sector or another. Also imagine the increased ability to monitor and assess the current state of the landscape and then model sustainable resource practices into the future. We don’t have all these capabilities right now but from a technology perspective, they are entirely possible. What is clear is that eCity – Local government anywhere, anytime for everyone vision is needed and geomatics is a key contributor to making it a reality. Provide access to service transactions anytime, anywhere, through channel of choice Make City services easy to use Build reliable, accessible, and sustainable shared information management and technology Provide meaningful and timely information Collaborate across the enterprise to share common core business services and process Strengthen democracy by promoting easy and meaningful ways for people to participate in City government
  • Slide from City of Ottawa – modified for use within this presentation
  • Operational protocols will be developed on as needed basis Survey & Mapping data will be distributed through GCC client service function Survey & Mapping and GCC will integrate future underground utility networks into enterprise geospatial repository
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008 Tiered & Distributed – Data Layer, Business Layer, Interface Layer Data – SAN, Data Centre, redundancy, refresh cycle Oracle – Spatial & SDE Sun Solaris V1280 Data Server – high availability, technology refresh Business – 2 Map Servers (ArcIMS), 2 App Servers (Websphere AS) – Load balanced for performance and availability Interface – 2 Web Servers – Load balanced Daily Maintenance – Web applications, Stewards of Centreline, OAR, Parcels, Themes, Business Information Red – Next generation Separation – Maintenance, View – same info configured to suit access – Replication 2 minute lag View 15k server with 17 domains. We have 2 domains 16gb & 4cpus - 2 4/7 access – Populated Failover – All Access to View Development/Staging – similar tiered architecture Stringent Deployment processes & Testing Environment
  • March 6th 2008 CLOSER LOOK at Access Data Level: Major operational business repositories link to Geo View Instance Solid Waste – Public Health – Revenue – Transportation ROW management, Asset management of street furniture, issuance of permits Traffic Cetnre – traffic studeis, traffic lights, traffic counts, cross walks Toronto Water- Work Management, Planning – IBMS-Amanda, Police – Parking Tags, Social Services, Economic Development & Cutlutre Linked at DB level, usually Oracle, may or may not be on the SAN Business Level: Map Services of core geography with busienss information, Java applications, Web Services Interface Level Staff & Partners use Desk top tools – proprietary as IBMS/Amanda, ArcMap, MapInfo – browser apps, Map Services via Servlet Connector Web Services EJB components Staff, Partners & Citizens via Browser Map Services Web applications
  • March 6th 2008
  • March 6th 2008
  • March 6th 2008
  • Maintenance Philosopy: Protect data from creation, storage, linkages to distribution Build end-to-end digital systems to reduce errors and protect the integrity of the data across the enterprise. Build once, use often. Tap into the "golden sources" of data. Don’t rely on derivative databases or data derived from other data sources. Go directly to the transactional systems that do the business on a day-to-day basis. Release data in a machine-readable format and encourage third-party applications. Employ common data standards. Use simple, upfront data validations. Release data as close to real time as possible. Engineer systems to reduce burdens. Protect privacy and security. This is critical, especially in the age of Facebook and Twitter. You can create a mosaic effect without really thinking about it. It’s one thing to release data when it comes to health care on a state level, and other thing to release it on a zip-code level. Provide equal access to data and incorporate user feedback on an ongoing basis. “ Our philosophy has been a follow-the-data philosophy,”   “ In order to protect it adequately and ensure that data is safe, you have to follow it wherever it goes and protect it every step of the way."   Today, protections, whether they are manually or automatically applied, can be configured to block users from printing, saving content, downloading it to a CD or thumb drive, copying or pasting it, or even forwarding e-mails to nonauthorized parties.   Failure to properly apply and enforce security permissions can expose data and files to hackers or open the door to data leakage by employees, contractors and agency collaborators — intentionally or unintentionally.   The technology to apply protections at this stage of the security chain — when users are handling the data — is sometimes called data rights management, enterprise rights management or information rights management.  
  • We need to capture accurate data of natural and built events providing a complete picture We need to monitor for change We need to capture observations at the level of detail required for national, regional, local purposes. But we are faced with many challenges too - geospatial technologies are allowing us to capture, store, process and display huge amounts of information about our City and a variety of environmental and cultural phenomena This data needs to be managed.
  • Information sharing between two individuals not belonging to the same information community is usually impeded by any of three conditions. 1. Ignorance of the existence of information outside one’s own information community. 2. Modeling of phenomena not of mutual interest. 3. Modeling of phenomena in two representations different from each other such that each is not recognized by the other. The third condition is very, very typical in the geospatial community. Continuing our example of roads, different users of street Departments of Transportation (different information communities) define and collect road features differently. The result is that a State boundary, a road may have different names, different semantics, different accuracy metadata and so forth. The first five layers, from the Real World to the Project World, deal with the abstraction of real world facts, and are not modeled in software. The final four layers, from Points to Feature Collections, deal with mathematical and symbolic models of the world and are meant to be modeled in software. Even so, this Essential Model of the final four layers assumes that they are real-world objects, and gives no specification, however abstract, for their implementation. The final layer is the abstraction of reality specified in the language an information – the geometric and semantic description of a set of features or Feature Collection.
  • Remote Sensing is a science used to collect data (spectral, spatial, temporal) about objects or phenonmenon at or near the earth`s surface acquiring information about those objects without coming into physical contact So, what exactly is remote sensing ? For the purposes of this presentation, we will use the following definition: "Remote sensing is the science (and to some extent, art) of acquiring information about the Earth's surface without actually being in contact with it. This is done by sensing and recording reflected or emitted energy and processing, analyzing, and applying that information." In much of remote sensing, the process involves an interaction between incident radiation and the targets of interest. This is exemplified by the use of imaging systems where the following seven elements are involved. Note, however that remote sensing also involves the sensing of emitted energy and the use of non-imaging sensors. 1. Energy Source or Illumination (A) - the first requirement for remote sensing is to have an energy source which illuminates or provides electromagnetic energy to the target of interest. 2. Radiation and the Atmosphere (B) - as the energy travels from its source to the target, it will come in contact with and interact with the atmosphere it passes through. This interaction may take place a second time as the energy travels from the target to the sensor. 3. Interaction with the Target (C) - once the energy makes its way to the target through the atmosphere, it interacts with the target depending on the properties of both the target and the radiation. 4. Recording of Energy by the Sensor (D) - after the energy has been scattered by, or emitted from the target, we require a sensor (remote - not in contact with the target) to collect and record the electromagnetic radiation. 5. Transmission, Reception, and Processing (E) - the energy recorded by the sensor has to be transmitted, often in electronic form, to a receiving and processing station where the data are processed into an image (hardcopy and/or digital). 6. Interpretation and Analysis (F) - the processed image is interpreted, visually and/or digitally or electronically, to extract information about the target which was illuminated. 7. Application (G) - the final element of the remote sensing process is achieved when we apply the information we have been able to extract from the imagery about the target in order to better understand it, reveal some new information, or assist in solving a particular problem. These seven elements comprise the remote sensing process from beginning to end.
  • NRCAN: If you wanted to map the deciduous (e.g. maple, birch) and the coniferous (e.g. pine, fir, spruce) trees in a forest in summer using remote sensing data, what would be the best way to go about this and why? Use the reflectance curves illustrating the spectral response patterns of these two categories to help explain your answer. Because both types of trees will appear as similar shades of green to the naked eye , imagery (or photography) using the visible portion of the spectrum may not be useful. Trying to distinguish the different types from aerial photographs based on tree crown shape or size might also be difficult, particularly when the tree types are intermixed. Looking at the reflectance curves for the two types, it is clear that they would be difficult to distinguish using any of the visible wavelengths. However, in the near-infrared, although both types reflect a significant portion of the incident radiation, they are clearly separable. Thus, a remote sensing system, such as black and white infrared film, which detects the infrared reflectance around 0.8 µm wavelength would be ideal for this purpose. By combining different channels of imagery representing different wavelengths, we may be able to identify combinations of reflectance between the different channels which highlight features that we would not otherwise be able to see, if we examine only one channel at a time. Additionally, these combinations may manifest themselves as subtle variations in colour (which our eyes are more sensitive to), rather than variations in gray tone, as would be seen when examining only one image at a time.
  • Because these gases absorb electromagnetic energy in very specific regions of the spectrum, they influence where (in the spectrum) we can "look" for remote sensing purposes. Those areas of the spectrum which are not severely influenced by atmospheric absorption and thus, are useful to remote sensors, are called atmospheric windows . By comparing the characteristics of the two most common energy/radiation sources (the sun and the earth) with the atmospheric windows available to us, we can define those wavelengths that we can use most effectively for remote sensing. The visible portion of the spectrum, to which our eyes are most sensitive, corresponds to both an atmospheric window and the peak energy level of the sun. Note also that heat energy emitted by the Earth corresponds to a window around 10 µm in the thermal IR portion of the spectrum, while the large window at wavelengths beyond 1 mm is associated with the microwave region.
  • What is Oblique Imaging Technology? •” Oblique refers to the angle at which an image is captured (Pictometry images are typically captured at a 40 degree angle). By capturing images at this angle, as opposed to a straight down or overhead shot, Pictometry’s images reveal greater detail, enabling users to see different views of an image and notice relevant details such as street lights, fire hydrants etc. With Pictometry, for example, you can see the front door of a house, the back door, the windows and more.” images from Pictometry Canada Oblique Imagery demonstration
  • Photogrammetry in its broadest sense reverses the photographic process described above. It converts or maps the flat 2-dimensional images back into the real 3-dimensional world.
  • Photogrammetry in its broadest sense reverses the photographic process described above. It converts or maps the flat 2-dimensional images back into the real 3-dimensional world. However, since information is lost in the photographic process, we cannot reconstruct the 3-dimensional world completely with just one photograph. As a minimum, we require two different photographs to reconstruct the 3-dimensional world. If this process was perfect, the two photographs are more than enough information to perfectly reconstruct the 3-dimensional world they represent. Unfortunately, the photography and measuring process is not perfect so the reconstruction of the 3-dimensional world is also imperfect. However, we can take more photographs and use the extra information in them to improve the process. The 3-dimensional coordinates we produce from the measurements of multiple photographs are the end result of photogrammetry. Photogrammetry uses the basic principle of Triangulation, whereby intersecting lines in space are used to compute the location of a point in all three dimensions. However, in order to triangulate a set of points one must also know the camera position and aiming angles (together called the orientation) for all the pictures in the set. A process called Resection does this.
  • Note – raw aerial photos/frames, colour corrected, tone balanced, PLUS *.Dat files that contain the interior and exterior orientation parameters readable by a softcopy photogrammetric workstation.
  • Troy – at 271 victoria street, about 2001
  • X, Y, Z terrain coordinates Density &breaklines dwg, dgn and ASCII formats Source of TINs
  • http://insideto.toronto.ca/health/health_environment/p_hazard_wnv.htm Goal The goal of the West Nile Virus Control Program is to reduce the incidence of the disease in Toronto. Objectives To reduce morbidity and mortality associated with West Nile virus. Requirements and Standards A number of initiatives and strategies are utilized by the unit to achieve the program goal and objective. These include: mosquito and bird surveillance to determine the presence of the virus human surveillance to identify cases source reduction to eliminate mosquito breeding sites public education and community outreach application of larvicide to reduce mosquito population establishing partnerships with other City of Toronto departments. West Nile virus (WNv) is a mosquito-borne illness that can cause a range of symptoms of varying severity in humans. Birds (corvids) are the main reservoir of the virus which can be spread to other animals and humans when a mosquito bites an infected bird then other humans or animals. The Culex pipien mosquito is the main known carrier of the virus. Most people infected with the virus show no symptoms or only mild flu-like illness. However, West Nile virus is a potentially serious illness that can result in fatal encephalitis in a few individuals. The first known case of WNv in Toronto occurred in 2002 and 97 confirmed cases that resulted in 12 associated deaths were reported to Toronto Public Health during that year. In 2003 there were 44 reported confirmed cases and no deaths from WNv. It is believed that the virus is established as a seasonal epidemic in North America that flares up in the summer and continues into the fall. Since it is difficult to predict the number of human cases or deaths that may occur as a result of WNv each year, it is imperative to have public health programs in place to reduce the impact of the disease. Toronto Public Health has program for assessing the risk of exposure to the virus and taking the appropriate actions to prevent the disease or to reduce its impact. Public Health staff responds to complaints relating to standing water within 24 hours, using standardized polices and procedures and complaints investigation guidelines. Appropriately trained and licensed staff are used for the application of pesticide to catch basins during the summer months in order to prevent the development of mosquito larvae into biting mosquitoes. A study conducted in the City of Toronto in 2002 confirmed the presence of culex mosquitoes in virtually all the catch basins sampled. This result led to the application of larvicide in catch basins in 2003. The Toronto Public Health Connection Contact Center (416 338 7600) provides information on mosquito control and personal protection from mosquito bites. Complaints relating to standing water and dead bird locations can also be logged with the Contact Center for follow up by Inspectors.
  • TORONTO MIDS PILOT - finished in 1998 - Streets Inventory data on the mainframe COMPARISON STUDY - assessment of several data models: HANSEN, Toronto MMS, Toronto MIDS, Marcam ADVANTIS, ITX, SHL MAP - prioritized plan for enhancing the non-proprietary data models TRANSFORMATION TO A COMMON STANDARD PILOT - the large study completed in November which will be explained shortly INFORMATION TECHNOLOGY STRATEGIC PLAN - completed in Dec 1999 setting out the unified business systems and applications to support the City's roads infrastructure and transportation systems
  • TORONTO MIDS PILOT - finished in 1998 - Streets Inventory data on the mainframe COMPARISON STUDY - assessment of several data models: HANSEN, Toronto MMS, Toronto MIDS, Marcam ADVANTIS, ITX, SHL MAP - prioritized plan for enhancing the non-proprietary data models TRANSFORMATION TO A COMMON STANDARD PILOT - the large study completed in November which will be explained shortly INFORMATION TECHNOLOGY STRATEGIC PLAN - completed in Dec 1999 setting out the unified business systems and applications to support the City's roads infrastructure and transportation systems
  • TORONTO MIDS PILOT - finished in 1998 - Streets Inventory data on the mainframe COMPARISON STUDY - assessment of several data models: HANSEN, Toronto MMS, Toronto MIDS, Marcam ADVANTIS, ITX, SHL MAP - prioritized plan for enhancing the non-proprietary data models TRANSFORMATION TO A COMMON STANDARD PILOT - the large study completed in November which will be explained shortly INFORMATION TECHNOLOGY STRATEGIC PLAN - completed in Dec 1999 setting out the unified business systems and applications to support the City's roads infrastructure and transportation systems

20110714 ma rs presentation -  gcc general slide deck 20110714 ma rs presentation - gcc general slide deck Presentation Transcript

  • Building a Great City – Together IT Best Practises - Enabling City Services from the Ground UP Bob Gaspirc, Manager GCC
  • Problems cannot besolved at the samelevel of awarenessthat created them.
  • What makes a great City?• a great city is one that is known around the world for the quality of life it offers its citizens.• It’s safe, strong, creative and clean.• It has a great transit system.• And leaves no one behind by creating opportunity for all.
  • Toronto is home to 2.7m people
  • Toronto is a place of work
  • Toronto:A place to play
  • A place to learn and grow
  • A place ofinspiration to many
  • Toronto is a major centre of economic growth andopportunity for Ontario and Canada
  • Toronto is... Diverse and Multicultural 2006–2007 Mathieu Da Costa Challenge Winning Artwork - Ages 9–12 Lindsay Yates Title: Seeing Canada Regal Road - Public School Toronto, Ontario
  • • Our population continues to grow• 2.6 million more people will move to Toronto by 2021 11
  • Who will need 1.6 million more jobs . And 12
  • … 1.25 million more homes 13
  • By 2021 we will need 19additional lanes ofexpressway capacity to movesuburban commuters to jobsin the City and City residentsto jobs in the 905 regionwhich cannot be effectivelyserved by public transit.
  • From a simplistic point of view Uncontrolled growth may ...• Lead to more air pollution• Limit our ability to attract new business 15
  • Globalization and new telecommunication technologies mean ... 16
  • …can flow into the City … or flow out of it. 17
  • We need to grow,we need to grow smarter
  • What do we want ? Toronto is a caring and friendly cityToronto is a safe, clean, green and sustainable city Toronto is a dynamic city Toronto invests in quality of life
  • •2011•6th largest government in Canada• $11 Billion gross capital/operating budget•53,000 employed We Live in a Changing World 20
  • Scope of Municipal Services  many services provided round-the-clock • Solid waste collection, processing • Tourism promotion and recycling • Planning and development• Water and wastewater services  • Building permits• Emergency services • Licensing √ Policing  • Bylaw enforcement and √ Fire  inspections √ EMS  • Social and health services• Goods and people movement: √ Social assistance √ Transit  √ Homes for aged  √ Roads  √ Child care √ Sidewalks √ Hostels • Economic development √ Social housing • Libraries, parks and recreation √ Public health• Court services √ Community support• Arts, culture and heritage
  • I&T Opportunities and Challenges• City growth and need for I&T services is greater than capacity to supply services• Financial constraints on IT investment may hinder ability to be a catalyst for change and improved service delivery
  • Challenges and Opportunities Business Business needs drive service portfolios Services Services drive process design Processes drive tool Process drive organizational design selection Processes Tools Organization23
  • IT Service Management
  • Agenda What is IT Service Management/ITIL? Continual Service Improvement Process ITSM/ITIL Status at the City of TorontoQ & A 25
  • What is ITSM?IT Service ManagementA best practise set of specialized organizational capabilities for providing value to customers in the form of services. IT Service Management takes the form of a set of functions and processes for managing services over their lifecycle. 26
  • ITIL is an approach to ITSM• Service StrategyDesign, develop, implement service management• Service DesignDesign and develop services and service mgt. processes• Service TransitionTransition new and changed services into operations• Service OperationManage IT Service delivery and support• Continual Service ImprovementCreate and maintain business value through better service design, transition and operations Describes the organisation of IT resources to deliver business value, and documents processes, functions 27 and roles in IT Service Management
  • ITIL creates a continual feedback loop
  • ITIL offers a function carries outconsistent and carries out procedure policyuniversally explains actionrecognized documents contains contains process defines standardcontrolled plan Is a part of accomplishes activity accomplishes guideline describesvocabulary business owns resources results in defines objective requirement need fundsand … people infrastructure exercisesnext slide asset follows outcome risk delivers cost facilitates warranty service bears avoids utility customer ownership delivers value generates revenue buys value 29
  • and … processes across The ITIL Service LifecycleService Service Service Service Continual ServiceStrategy Design Transition Operation Improvement Which How service Requests for Requirements services? is delivered Change How service How service is deployed is supported Operational requirements Metrics 30
  • What does it look like?ITIL® is a Registered Trade Mark of the UK Office of Government Commerce 31
  • What is CSI?CSI focuses on maintaining value for customers through the continual evaluation and improvement of the quality of services and the overall maturity of the ITSM service lifecycle and underlying processes. 32
  • What is CSI?The primary purpose of CSI is to continually align and realign IT services to the changing business needs by identifying and implementing improvements to IT services that support business processes. 33
  • Continual Service ImprovementPlan, design, develop, deploy CSI Process: – Generate and manage process metrics – Formalize Process Maturity Assessments – Conduct Process Compliance Audits – Implement Process defect tracking and enhancement repository and procedures 34
  • CSI Toronto• Output of each CSI recommendation is input to the IT Process Improvement Mgmt Function 35
  • Critical Success Factors Senior Management support Alignment with the client Alignment to strategic objectives Realistic improvement cycle Stakeholder participation Measurement Awareness campaign Feedback repository Kotter’s 8-step Change Model 36
  • Kotter’s 8-step Change Model 37
  • I&T Division Vision To partner with City Programs todeliver excellent services and ensure Toronto’s financial sustainability Mission To provide quality and responsive shared services through strategic and innovative leadership 38
  • E-City Vision – Local Government Anywhere Any Time for Everyone E-Foundation E-Government E-Business Geospatial Environment E-Public E-ServiceIntegratedSpatially EnabledWorkflows
  • I&T Division Services Program Services Activities 40
  • Geospatial Information Value ChainGeospatial Competency 41Centre
  • Benefits Model Improved Greater data decision making availability (internally) Better service for Time saved used to the public prepare more data ISO19115 Better data Get more for Metadata quality same money Greater data availability (externally) Costs less Facilitates data Common Improved datathan face-to- dissemination via Spatial management face or the web Data telephone Replace client applications which use Redundant Ability to Open- local data image file provide new standards server functionality approach e.g. routing facilitates data sharing Better service Better service Get more for for the public for business same money and staff partners
  • I&T Services – Cost Allocation 43
  • I&T Activities – Cost Allocation Gross 2011 Budget (‘000) 44
  • RegulatoryGeospatial Transformation Process Framework Policies. Standards. SLA/OLA Review GCC Organization Business functions. Roles. Skills and skill gaps. Positions. Reporting relationships Organizational structure. Clients and Partners Internal and external organizations Measure interacting with GCC Transformation Focus Areas Geospatial Governance Infrastructure Component Servers, networks Data and Applications Data repositories. Data maintenance. Act Technologies. Tools. Service Delivery Processes Trends. Models & describes. How service delivery will be sequenced and carried out. Plan Business Model How geospatial service delivery is organized Review Product and Service Portfolio Land base data. Data Integration. Data products and tools. Business solutions.
  • GCC Mandate Provide centre of excellence for geospatial data, technology, and consulting Separate geospatial services from lines of business Serve as first point of contact for geospatial services Maintain foundation geography (land base) data Coordinate policy, standards, and methodologies for applications development Coordinate access to geospatial data and technologies Ensure alignment with enterprise frameworks Promote and share experiences Monitor and track business solution requirements Develop and sustain solutions Collaborate with stakeholders and business partners
  • Geospatial Governance Committee – Mandate1. Provide leadership and strategic direction for alignment of geospatial data and technology with the City’s strategic goals and objectives3. Approve geospatial related policies, standards and guidelines;5. Approve direction into the geospatial data content management strategy7. Review and approve geospatial initiatives and projects for inclusion to Geospatial Integrated Work Plan for the City9. Direct changes to the current year Geospatial Integrated Work Plan to accommodate extraordinary requests or other urgent matters11. Evaluate, prioritize and recommend geospatial initiatives and projects through the EARP to the BAP13. Discuss and resolve non-compliance issues in regard with geospatial data collection, maintenance, integration and applications development15. Champion innovation for new and emerging geospatial and other technologies17. Foster geospatial enabled organization through the establishment of two-way communication channels for information sharing, education and identification of best practices
  • SLA/OLA Geospatial services are included in Service Level Agreements between I&T and other divisions
  • Accountability for core Geospatial Data Sets• GCC – acquire, maintain, change • One Address Repository (OAR) • Toronto Centreline (TCL) • Cadastral Database • Topographic database • Space-borne, aerial, and terrestrial imagery/ortho-imagery and its by-products • Digital Elevation Model (DEM) • Digital Terrain Model (DTM) • Triangulated Irregular Networks (TIM) • Contour generation as a service • Geospatially enabling linkage mechanism for business data• Survey & Utility Mapping Services – acquire, maintain, change • Control survey data • Street Naming and municipal numbers • Underground utility networks
  • Accessible, timely relevant, accurate data• Authenticated and tagged data• Content• Coverage• Completeness• Currency• Spatial Accuracy• Works with my application
  • Data Content - Operational Information/Needs– Business data linked to Addresses, Segments, Intersections, Administrative Areas, Parcels, topo features, imagery– Secured and under the stewardship of the Business Unit.– Stored on Geospatial or Business Server– Linkage allows Business Units to spatially analyse, strategically plan, operationally plan and financially analyse services, products, and operations. 51
  • Near Future Directions (2 years) Access  Improve Mapping experience  Expand Open Data Geospatial Information  Integrate topographic mapping  Improve visualization  Accept location based information from hand held devices Conform to Enterprise Architecture  Enterprise service bus technology Geospatial Software  More re-usable tools 52
  • Data Content - One Address Repository (OAR) Land Structure 20 Structure Entrance or Land Entrance 18 18A 23• ½ million Authorized Municipal Address Numbers, all unique ids, under daily maintenance – GCC MS• Edit tool – GCC GS• Full history and lineage• Classified (Land, Structure, Structure Entrance, Land Entrance) feature coded as to general use• Address Family• Positioned within parcel/structure• Linked to Centreline, derives street name• Stage is Reserved prior to plan registration/deposition, Regular after plan registration/deposition• TBI: Business status records current status as planned, approved, demolished, foundations underway,ready for occupancy, occupied, 53 …
  • Data Content - Transportation Centreline Derived Address Ranges• ~ 50,000 segments, ~ 35,000 intersections, unique IDs, under daily maintenance – GCC-MS• Edit tool – GCC GS• Includes road, highway, ramp, river, railway, hydro line, trail, pathway, laneway• Full history and lineage• Feature coded according to Transportation (arterial, local,…)• Authorized names, operational in absence of authorized• Address ranges derived from OAR• One-way, overpass/underpass, restricted turn and time limited turn Maintenance triggered from by-laws GCC-GS 54• TBI: Business status according to planned, constructed, dedicated, assumed, …
  • Data Content – Cadastral Plans, Parcels, Easements• 700,000 parcels – Survey accuracy, unique ids, under daily maintenance – GCC-MS• Parcels – Municipal (corridor, condo, standard), Tax• Easements• Plans – Subdivision, Reference, …• UD: History and lineage• Maintenance is tightly tied to business processes in the City, in MPAC and in Land Registry/Titles 55
  • Data Content - Administrative Areas Forestry RegionsCity Wards Police Zones• ~200 (growing as needed) Administrative Areas – integrated with Centreline, OAR and Parcels• Generally loaded as needed/requested by BUs. Sometimes created by GCC-GS on behalf of Bus. Load Tool – GCC-GS• Each with dedicated business steward, e.g. – Elections for Voting Subdivisions, Voting locations – online editing by Election Services Edit Tool – GCC-GS – Parks, Forestry & Recreation for Forestry Regions – Toronto Police Services for Police Zones – Solid Waste Management for Solid Waste Management District … 56• Each immediately associated with associated addresses, streets and parcels
  • Data Content - Background Layers – loaded as available• GTA Centreline from MOH • 75,000 street segments, names & address ranges (equivalent of 3.1 million addresses) covering Burlington to Clarington to Brock in the north TBI: extension to cover Windsor, to Kingston to Kawarthas & Muskokas in north• Imagery • Currencies include 1999 50cm color, 2002 20cm color, 2003 7.5cm BW, 2005 20cm color, TBI 2009 20cm color• Topographic Mapping • Curbs, buildings, fences, trees, pools, … Maintained by GCC-MS• Utility Mapping • Toronto Water & Sewer Maintained by TW, Edit Tool - TW 57
  • Data Content - Operational Information/Needs• Operational Information – Linked to Addresses, Segments, Intersections, Administrative Areas, Parcels – Secured and under the stewardship of the Business Unit. – Stored on Geospatial or Business Server – Linkage allows Business Units to spatially analyse, strategically plan, operationally plan and financially analyse operations. – Linkage Tools – GCC-GS• Operational Needs – Feed, Link, Display, Analyze operational information 211 Services 311 Service Requests Street Furniture Postal Code Solid Waste Demand Parking Tags – Traffic Restrictions Road Salt Handheld Solid Waste Routes Traffic Counts Sidewalk Cracks Work OrdersTax Health Visits Traffic LightsAssessment Traffic Flow Pedestrian Crossings 58
  • IGE Data Repository• Maintenance Repository & Viewing/Access Repository – Transaction based ETL• Security – As appropriate & View for Access Oracle role based • Denormalized for ease of use • 24/7 AccessibilityMaintenance • Implemented for 311, available to all• Normalized for • Failover integrity • Isolation• Business hours • Highly tuned for Viewing/access Performance• No failover ETL GCC-GS • Oracle Spatial with ESRI SDE, MapInfo, … access• Tuned for maintenance • Multiple Coordinate Systems • WGS84 for Web mapping and interchange• MTM NAD27 • MTM NAD27 for maintenance & other City use • Enterprise Applications • 311, TMMS, Hansen, RACS, IBMS 59
  • Data Maintenance Solutions• Steward – clearly defined business roles• Defined Business processes• Source – authorization for changes • iMaint (OAR & TCL) • ArcGIS Server 9.2• Work flow of tasks – controlled activities, steward driven• • iRealigner (Voting Subdivisions) Transaction – long transaction management • ArcGIS Server 9.2• Multi-user editing – version and conflict management• History & Lineage maintained • Cedit Cadastral Plan/Parcel UD • ArcGIS Server 9.4 (10)• Validation and audit – transaction and database level• Distributed Maintenance encouraged • iBiz (Operational Info) • Oracle 10G, ArcIMS 9.3.1• Software version control (CVS)• Problem/issue tracking (iTracker)• Multiple environments – Development, integration testing, QA, user acceptance testing, staging, production (CM)• Application Design – five tiered component architecture – Web based – Presentation – Web Interface, ArcGIS server ADF, my faces, JSP, … – Application – Java manager classes - Reusable – Services – ArcGIS server and server objects, SDE (Spatial Database Engine) - Shared – Business – Oracle stored packages - Reusable – Data – Oracle database objects• Application Security – LDAP authentication 60 – Application authorization
  • Data Access Solutions• Security – if necessary• Version control, Problem Tracking, Multiple • iMapIt v1 in production: 200 configurations e.g. iView, environments and tiered application design TOMaps, ORHighways, Zoning public consultations, as per Maintenance Solutions 211,311, Elections• Intuitive and comprehensive • ArcIMS 9.0, JSF• Fast development (reusable components, • Road Restrictions generic solutions built for one used by many) • ArcGIS 9.3.1, Dojo, Javascipt, Ajax, REST• Utilize existing Services and components, also used in Maintenance solutions • UD iMapit v2 – October/November availability • As Road Restrictions• Dynamic access to external data feeds – XML data services• Tools/Services include location search, identify, tabular display and geometry service to project MTM NAD27 to Web Mercator• Support both divisional needs and public needs – Complex versus simple – Intranet versus internet – Secure versus open• iMapIt uses shared environment and services, is configurable, avoids multiple/overlapping developments• Configurations are database driven, programmatic failover, load balancing and isolation• Road Restrictions – prototype of next generation: – Map with cartographic appearance – Cached Maps for performance - updated according to maintenance Transaction activities – near real time – XML feeds• UD iMapIt v2 – 61 Similar to Road Restrictions for look and feel. Configurable and additional functionality – Tools/Services such as closest services within a distance of a location, closest intersection to an event, all events within an Area of Interest, mailing lists
  • Configurable Web Access - iMapIt v1 & v2 62
  • Pr Infrastructure Architecture - Production IGE Maintenancee Distributed Maintenance Stewardss Intranet/Interneten Browsert iMaint (TCL/OAR)a iRealigner (Elections)t Cedit (Cadastral Plan/Parcel) WebServeri iBiz(information linkage)o IBM HTTP ServernB Application Server Lu WebSphere AS os gi in ces Map/GIS Servers ArcIMS, ArcGIS Geospatial Maintenance Server Oracle/ArcSDED (SDO & SDE binary)a Geodatabaseta SAN IGE Maintenance ETL 63
  • Pr Infrastructure Architecture - Data Warehousee Staff /External Partner/Citizen Accesss Intranet/Internete Webn Browser Appsta WebServer WSDL/ Staff & Externalt IBM HTTP Server REST/ Partner Accessi Desktopo SOAPn ServicesB Application Server ESRI Map Toronto Police L WebSphere AS Public Healthu o (Java applications & EJBs Services Economics Development g Servlet Connectors, Traffic Centrei &Web Services & OGC Web Map Services) & Culture i …n c OGC Web Parks, Forestrye Map/GIS Server 311 211s ArcIMS/ArcGIS Map & Recreations (ESRI Map Services, Geo Services) Services EJBs Enterprise Spatial Data ServerD Oracle/SDE Fire Solid Wastea DBLinks Social Services SDO & SDE binaryt Oracle Procedures for Dataa Planning Emergency Medical Services Stored Procs Toronto Water Hansen Revenue ServicesETL IGE Data Warehouse SAN Transportation TMMS/RACS 64
  • Enterprise View• Use Standard Address Validation & Location • Consistent citizen experience • Accurate Address, Place Name & Intersection validation and location • Seamless Address locate with associated Administrative Areas (as soon as loaded) • Immediate locate of newly assigned addresses & newly created intersections • Consistent Oracle Procedure for validate and locate at heart of EJB & WSDL, REST & SOAP•Avoid extract and load of data • Currency – out of date as soon as extracted – creates liability issues • Complexity of transaction/incremental based loads • Resource impact of “replace” loads • Creating replicated datasets is against EA principles• Leverage IGE for Data access • Fully sustained, accessible 24/7 • Conforms to City EA standards• Leverage existing Solutions/Services • Fully sustained • Conforms to Enterprise Solution Architecture standards • Avoid software/tool replication according to EA principals • Developed with usability, flexibility and resuability in mind• Be a Player 65 • Report any E&Os. More eyes, the better it gets for all
  • Data Maintenance Solutions• Business processes identified• Steward – clearly defined business roles• Source – authorization for changes• Work flow of tasks – controlled activities, steward driven• Transaction – long transaction management• Multi-user editing – version and conflict management• History & Lineage maintained• Validation and audit – transaction and database level• Distributed Maintenance encouraged• Software version control (CVS)• Problem/issue tracking (iTracker)• Multiple environments – Development, integration testing, QA, user acceptance testing, staging, production (CM)• Application Design – five tiered component architecture – Web based – Presentation – Web Interface, ArcGIS server ADF, my faces, JSP, … – Application – Java manager classes - Reusable – Services – ArcGIS server and server objects, SDE (Spatial Database Engine) - Shared – Business – Oracle stored packages - Reusable – Data – Oracle database objects• Application Security – LDAP authentication – Application authorization 66
  • IGE Data Repository• Maintenance Repository & Viewing/Access Repository – Transaction based ETL• Security – As appropriate & View for Access Oracle role based • Denormalized for ease of use • 24/7 AccessibilityMaintenance • Implemented for 311, available to all• Normalized for • Failover integrity • Isolation• Business hours • Highly tuned for Viewing/access Performance• No failover ETL GCC-GS • Oracle Spatial with ESRI SDE, MapInfo, … access• Tuned for maintenance • Multiple Coordinate Systems • WGS84 for Web mapping and interchange• MTM NAD27 • MTM NAD27 for maintenance & other City use • Enterprise Applications • 311, TMMS, Hansen, RACS, IBMS 67
  • 2010 ACTIVITIES 311 Audit Bill Boards ACCESS SOLUTIONS iAssess Links to Enterprise ArcGIS-Share Real Estate iMapIt Plus Applications Export Train iMapIt Geocoding iRoutIt Legacy 24/7 Toronto Locator Water Metadata GPA Cycling DB WEB Migrate (Hardware & Software) Heritage Deploy GEO DATABASE TPH - HE igeView igeDM IGE DATA Test Zoning igeMaint igeMA iArea Consult/ iMaint iTag Present/ 911 iRealinger Exhibit Cadastral Editor Metadata 211 PEDIT iBiz Bulk Load Document Elections MAINTENANCE SOLUTIONS 68
  • Topographic Database Maintenance Program Mapping for the Challenges of TodayGeospatial Competency 69Centre
  • What data needs to be collected tosupport the delivery of public services
  • We need spatially enabledtechnologies to document eventsin our Natural and BuiltEnvironment
  • WHAT IS TOPOGRAPHIC MAPPING ?• A map “view” that represents the horizontal and vertical positions of features• Distinguished from planimetric by the addition of relief & contours• 3D mapping introduces the concept of 3D planimetric
  • How do we model topo features? 9 levels of abstraction The OpenGIS® Abstract Specification 73
  • Final product• Timely, relevant, and accurate data needed for your business purposes.• Accuracy: Truth in advertising• Content, coverage, completeness, spatial, temporal• Metadata - (series, layer, feature)Geospatial Competency 74Centre
  • What can we seeGeospatial Competency 75Centre
  • What do we need to map? What band, what time of year Shape, size, shadow, colour, leaf on or off Spectral reflectance curves show: Visible wave length – green difference not distinguishable BW Near IR 0.8 µm wavelength idealGeospatial Competency 76Centre
  • Band or channel selectionGeospatial Competency 77Centre
  • We need 3D views Pictometry Canada Oblique Imagery
  • What do you need to see RESOLUTION• Feature/Object identification• shape, size, height, XYZ, elevation• Typical Use or Display scale• Ground pixel distance• Variable display scale – Actual shape – Cell, symbolization – Generalization – Skeletonization – Cartographic off set
  • How does itneed to be modelledGeospatial Competency 80Centre
  • Data Life Cycle Map Data Collection Repositories Processes Dissemination general Imagery Feature Soft copy Update DSM/DEM/DTM •Spring, summer, fall, winter photogrammetry •BW, Colour, IR, multi-band ESM • feature recognition •GSD • edge detection •Aerial, satellite, LiDAR • Line following •Other sources • manual tables Imagery Notification Library tables Specific Forms Feature User tables Update• Query Markers By area• CWP• Permits Topo-db Features Objects Temp Attributes Business User Data DB/ Centric Entry Other Feature• Business transaction Update• Catchbasins, park features• Above ground As-builts•Flush, replace 81
  • Main components of softcopy photogrammetry• Data requirements defined, area and type of coverge determined• Ground sample distance is defined• Plan mission and ground control• Aerial photography• Aerial triangulation• Generate Stereo pairs• Generate DSM/DEM/DTM/TIN• Generate Orthos• Feature Mapping• Update featureGeospatial Competency 83Centre
  • Photography is a process that converts the real 3D world into flat 2D imagesGeospatial Competency 84Centre
  • Photogrammetry reverses the processGeospatial Competency 85Centre
  • At least Project Limits one principle centre2km and 3 km buffer between 2/3km Imagery clipped to 2km buffer
  • Plan mission, get approvals 87Geospatial Competency Centre
  • Collect the imageryGeospatial Competency Centre 88
  • Lines/images captured as per RFP/RFQ
  • Complete aerial triangulationGeospatial Competency 90Centre
  • Generate stereo pairGeospatial Competency 91Centre
  • Sample Data - Control NetworkGeospatial Competency 92Centre
  • Use Enterprise stereoscopic ModelGeospatial Competency 93Centre
  • STEREOSCOPIC MODEL Neat Model Index• Complete coverage• 1800 – image pairs• 1:6,000 Scale images• 920 km of flight lines• 6-15 cm resolution• 3000 control points• 250 GB per series• Visual reality in 3D
  • Collect, maintain and ground truth featuresGeospatial Competency 95Centre
  • Generate DEM ...Geospatial Competency 96Centre
  • Digital Terrain Model X, Y, Z terrain coordinates Density &breaklines 97 dwg, dgn and ASCII formats Source of TINs
  • Triangulated Irregular NetworkEstablishes the mathematical relationship Geospatial Competency 98Generate models, surfaces, drapes and renders Centre
  • With Aerial ImageGeospatial Competency 99Centre
  • Feature collection 2D ViewGeospatial Competency 100Centre
  • Feature Collection 3D-ViewGeospatial Competency 101Centre
  • Geospatial Competency 102Centre
  • Geospatial Competency Centre 103
  • Current ESM Environment DVP MicroStation Vectorization Geographics Workstation 9i
  • End Result• Stakeholder requirements met• Sufficient production capacity• Imagery ready when needed• Maintenance of selected key feat• Mode of maintenance is mode of input at source• Data is Authenticated, tagged, published• Multiple service channels
  • More Sample Projects Insert here
  • Leverage Topographic DataASIAN LONGHORN BEETLE INFESTATION •Individual tree locations mapped in topo database •Buffers developed around infected trees •Accurate assessment of damage ($) •Improved management of resources
  • Leverage Topographic DataPERMEABILITY CLASSIFICATION •Stormwater billing may be based on percentage permeable land •Lot level permeability •Developed from topographic mapping
  • Leverage Topographic Data BASEMENT FLOODING Leverage 3D to identify reverse sloped driveways
  • Leverage Topographic Data Planning - BILLBOARDS
  • Location of Laviciding http://www.toronto.ca/health/westnile/index.htm
  • Divisions Benefiting from Topo Program All Divisions which Benefit • Real Estate, Parks, Planning and others benefit from aerial photos, Toronto Mono Viewer, topographic maps • CAO’s Office - Hydro One surplus corridor lands studyGeospatial Competency 113Centre
  • Divisions Benefiting from Topo Program (cont’d) Transportation • 3 D workstation environment set up for staff to inventory pavement markings • topo maps used for preliminary design • used to create municipal map books for operations staff • emergency snow removal planGeospatial Competency 114Centre
  • Divisions Benefiting from Topo Program (cont’d) Water and Wastewater • Wet Weather Flow Master Plan- permeability ratings • water course erosion assessment • used as a base for creating digital sewer and water main networks • ravine by-law mapping • used as a base for creating the sewer and water main booksGeospatial Competency 115Centre
  • QuestionsBob Gaspirc 416-392-7764 gaspirc@toronto.ca gcc@toronto.ca 116