This document discusses building a great city through collaboration and shared services. It outlines Toronto's growth and the challenges of managing that growth, including the need for improved transportation and housing. The document emphasizes using technology and data to help plan and deliver city services more efficiently. It discusses the role of the Geospatial Competency Centre in maintaining foundational geographic data and coordinating geospatial initiatives across city divisions to enable data-driven decision making.
B5 managing best practices in the settlement sectorocasiconference
The document summarizes a presentation on managing best practices in the settlement sector. The presentation covered introducing transparency among service providers, modernizing settlement through logic models and performance reports, and managing service delivery through collaborative approaches and partnerships. It discussed expectations, beliefs that drive high performance, communicating beliefs, and cultivating a culture of safety, faith and fire within organizations to achieve goals. The presentation provided tools to improve focus, reduce interference and interact effectively.
Still have procurement outside shared services? Ever ask yourself why?sharedserviceslink.com
Creating a purchasing shared services is easier said than done. Unlike in an accounts payable shared service, it is often hard to instil a customer service mindset when moving from local procurement to serving business units remotely. Resistance will happen.
In this session Jerker Gunnarsson will share how DHL overcame this to set up a shared purchasing service center for North America. He then discusses how to set up a global service delivery without losing the quality of service originally provided by local procurement.
The document outlines a modernized approach to settlement services in Canada. Key points include:
- The approach aims to support newcomers' language training, understanding of life in Canada, employment assistance, and social connections.
- Newcomers will undergo needs assessments to determine required services. Planning will involve stakeholders and focus on outcomes.
- Services will be delivered through a single program with a suite of activities rather than separate programs. Activities include needs assessment, language training, employment assistance, and community connections to help newcomers orient to Canada, develop skills, access the labor market, and integrate socially. Performance will be monitored to ensure outcomes are achieved.
This document provides information about Novus Community Management, including their vision, mission, services, experience, staff, and approach to community management. Novus is a subsidiary of PRDnationwide Middle East Real Estate and specializes in managing jointly owned properties in Dubai. They aim to create financially stable and socially harmonious communities. Novus offers a range of association management and facilities management services to residential, commercial, and mixed-use developments through a dedicated team of community managers, building managers, and support staff.
Tamer toronto building presentation to egp enterprise geospatial partnershipBob Gaspirc
The Toronto Building division manages construction permits and inspections using an Integrated Business Management System (IBMS). The presentation discusses how the IBMS is used to manage workflows, share information, and track performance measures. Future plans include expanding online services, integrating with GIS, and improving mobile access to the system.
This document discusses building a great city through collaboration and enabling city services with best practices. It provides an overview of Toronto as a diverse, growing city that needs to expand infrastructure and services to support the increasing population. The final sections discuss the scope of municipal services and opportunities for IT service management and the ITIL framework to help manage services across their lifecycle and improve service delivery.
1. The document proposes establishing a Geospatial Competency Centre to develop and manage geospatial frameworks, solutions, and data products across the organization.
2. The Centre would establish an enterprise geospatial management framework, develop geospatial applications and data products, and deploy geospatial solutions.
3. It would also manage geospatial applications and data, establish service level agreements, and coordinate geospatial application management across teams.
Chapter 598 Official Version Numbering Of PropertiesBob Gaspirc
The City of Toront added a section to its Municipal Code, to clearly define and describe the accountabily, responsibility, and process to created, modify, and delete muncipal addresses
B5 managing best practices in the settlement sectorocasiconference
The document summarizes a presentation on managing best practices in the settlement sector. The presentation covered introducing transparency among service providers, modernizing settlement through logic models and performance reports, and managing service delivery through collaborative approaches and partnerships. It discussed expectations, beliefs that drive high performance, communicating beliefs, and cultivating a culture of safety, faith and fire within organizations to achieve goals. The presentation provided tools to improve focus, reduce interference and interact effectively.
Still have procurement outside shared services? Ever ask yourself why?sharedserviceslink.com
Creating a purchasing shared services is easier said than done. Unlike in an accounts payable shared service, it is often hard to instil a customer service mindset when moving from local procurement to serving business units remotely. Resistance will happen.
In this session Jerker Gunnarsson will share how DHL overcame this to set up a shared purchasing service center for North America. He then discusses how to set up a global service delivery without losing the quality of service originally provided by local procurement.
The document outlines a modernized approach to settlement services in Canada. Key points include:
- The approach aims to support newcomers' language training, understanding of life in Canada, employment assistance, and social connections.
- Newcomers will undergo needs assessments to determine required services. Planning will involve stakeholders and focus on outcomes.
- Services will be delivered through a single program with a suite of activities rather than separate programs. Activities include needs assessment, language training, employment assistance, and community connections to help newcomers orient to Canada, develop skills, access the labor market, and integrate socially. Performance will be monitored to ensure outcomes are achieved.
This document provides information about Novus Community Management, including their vision, mission, services, experience, staff, and approach to community management. Novus is a subsidiary of PRDnationwide Middle East Real Estate and specializes in managing jointly owned properties in Dubai. They aim to create financially stable and socially harmonious communities. Novus offers a range of association management and facilities management services to residential, commercial, and mixed-use developments through a dedicated team of community managers, building managers, and support staff.
Tamer toronto building presentation to egp enterprise geospatial partnershipBob Gaspirc
The Toronto Building division manages construction permits and inspections using an Integrated Business Management System (IBMS). The presentation discusses how the IBMS is used to manage workflows, share information, and track performance measures. Future plans include expanding online services, integrating with GIS, and improving mobile access to the system.
This document discusses building a great city through collaboration and enabling city services with best practices. It provides an overview of Toronto as a diverse, growing city that needs to expand infrastructure and services to support the increasing population. The final sections discuss the scope of municipal services and opportunities for IT service management and the ITIL framework to help manage services across their lifecycle and improve service delivery.
1. The document proposes establishing a Geospatial Competency Centre to develop and manage geospatial frameworks, solutions, and data products across the organization.
2. The Centre would establish an enterprise geospatial management framework, develop geospatial applications and data products, and deploy geospatial solutions.
3. It would also manage geospatial applications and data, establish service level agreements, and coordinate geospatial application management across teams.
Chapter 598 Official Version Numbering Of PropertiesBob Gaspirc
The City of Toront added a section to its Municipal Code, to clearly define and describe the accountabily, responsibility, and process to created, modify, and delete muncipal addresses
This document discusses geospatial data maintenance solutions at the Geospatial Competency Centre (GCC). It describes the data content maintained, including addresses, transportation centreline, cadastral plans/parcels, administrative areas, and background layers. It outlines the data life cycle with continuous updates from various triggers. The document also discusses the data repository with separate maintenance and viewing databases, as well as questions about data maintenance solutions.
CSA s250 Mapping of Underground Utility InfrastructureBob Gaspirc
Public comment on this standard is open till Nov 6, 2010 at https://review.csa.ca/opr/opr_list.asp
Slides provide an overview of the work completed to date
This document discusses the legal concepts of offer and acceptance in contract formation. It defines key terms like offer, proposal, promisor, offeree, and acceptance. It explains that a contract is formed when there is an offer and acceptance. The acceptance must be absolute and unconditional. It outlines rules for a valid acceptance, including that it must be communicated to the offeror in the usual manner or a reasonable manner. It also discusses conditional offers and printed standard form contracts.
This is the specifications Toronto uses to acquire aerial stereo imagery, (GSD<8cm), ortho imagery, dem update. Please feel free to use it, crediting the City of Toronto, please feel free to comment back to me for future consideration and edit - lets work together to make it more vendor friendly, understandable, cheaper to process, and produce a better product for us to us.
!Rfq 9119 13-7035 final draft for approval (jan 30)Bob Gaspirc
2013 RFQ for aerial mapping services. Closed and awarded. I am posting this RFQ for general review and comments by the aerial mapping industrusty and those who in the future may be interesting in using it as a template or perhaps responding to it in the future. Its not perfect. However, with you comments,it can be made more useable, more accessable, more affordable to complete, and add better value. Please stop and take a few minutes to review it, make comments and pass them back to me for the 2014 contracts
CSA S250 STANDARDMAPPING OF UNDERGROUND UTILITY INFRASTRUCTUREBob Gaspirc
The document discusses the Canadian Standards Association's (CSA) new S250 Technical Committee and its work to develop the CSA S250 standard for mapping underground utility infrastructure. The standard aims to increase accuracy and consistency in recording and depicting the location of underground utilities. It addresses challenges such as defining mapping accuracy levels and establishing common terminology, symbology and data sharing practices. The committee has worked to build upon existing best practices and standards. Once published, the CSA S250 standard may be adopted by regulators and voluntarily used by utilities to improve their mapping records management.
The document outlines the key stages in a business purchase process:
1. Price inquiry - A customer requests pricing information from a supplier.
2. Quotation - The supplier provides a quote to the customer's price inquiry.
3. Purchase order - If accepted, the customer issues a purchase order to the supplier initiating the order.
4. Invoice - The supplier issues an invoice to the customer for payment upon delivery or other terms.
Candidate Application Tips (City of Toronto) CityTOjobs1
This presentation will give you some insight for candidate application tips at the City. Make sure to review this presentation before applying to your next position!
Take a look at www.toronto.ca/jobs for our current opportunities.
Follow us on CityTOjobs Facebook & Twitter to learn more about career and job related opportunities!
Hudson Community Enterprises is a non-profit organization based in Jersey City, NJ since 1957 that aims to create employment opportunities for individuals with disabilities or other barriers. It works closely with state and federal agencies to provide a range of education, training, and employment services. It is accredited by CARF and maintains the highest standards of quality in its services. With over 400 staff, it offers document management and business process optimization services to help organizations reduce costs and improve efficiency by digitizing paper records and optimizing processes.
Sdt Presentation One Council Oct 6th 08James Barlow
This document outlines Bristol City Council's transformation strategy over the next 12 months and beyond. The strategy focuses on improving customer and employee experiences through new service centers, simplified processes, and technology-enabled flexible working. It also aims to develop the Council's transformation capabilities and prioritize projects and programs. Over the next 30 days, the Council will consult on a new tier 2 structure, develop its transformation skills, scope initial programs and projects, and focus on quick wins to reduce costs. The goals are to put the right environment, processes and technology in place to work smarter, lead a skilled and satisfied workforce, and build pride in working for Bristol City Council.
The document discusses the evolution from traditional travel management to global mobility management. It highlights key factors driving changes in the travel industry over the past few decades, from multi-channel distribution to the challenges of managing travel in today's digital world. The document envisions an approach centered around simplifying access to services for users, standardizing processes, and maximizing opportunities through a centralized mobility management platform.
This document summarizes the executive director's report from the NELINET Annual Meeting. It discusses the challenges libraries are facing today including demonstrating vision, serving as effective stewards of resources, coping with exploding content, responding to personnel shifts, incorporating new technologies, improving services, and updating facilities. It also discusses trends toward radical transparency, democratization of technology, and user-centered innovation. The report outlines NELINET's transformation from solely being a broker and licensor to an innovation enabler and discusses services to help members contain costs and improve quality.
[Smarter Makati Presentation : Makati City, Philipines]shrdcinfo
The document outlines plans for a training program in urban planning and GIS for city officials of Makati, Philippines held in September 2014. It details Makati's vision of becoming a smarter city through initiatives in smarter governance, people, economy, mobility, environment, and living. Key aspects of the smart city plan include identifying descriptors, factors, indicators, strategies and projects to guide Makati in areas such as proactive governance, empowered people, a globally competitive economy, an interconnected transportation system, environmental sustainability and quality of life.
On January 15, Corinne Charette, Canada’s Federal Chief Information Officer (CIO) kicked off the ITAC Executive Briefing Series on ICT Transformation in Government with an address on the "New Role of CIOs". This was the first in a series of events designed to help ICT industry members better understand Government plans for transformation. Corinne's talk focused on the evolving and pivotal role of Departmental CIOs in modernizing Government services.
York Region in Ontario, Canada has experienced rapid population and job growth, increasing the need for improved transit. The York Region Rapid Transit Corporation was formed to develop the vivaNext rapid transit plan, which will be built in phases by 2020. It uses a public-private partnership (PPP) model for design, construction, financing, and operations. The viva brand aims to promote transit as a modern lifestyle through its visual identity and customer experience features like WiFi and level boarding. The system launched ahead of schedule in 2006 and has seen ridership increase by 26% since.
The document summarizes the findings of the 2040 Regional Transportation Plan. It outlines the plan development process, current transportation needs around maintaining bridges and pavement, reducing congestion, improving safety and security, providing access, and connecting the multimodal system. It also discusses funding needs to maintain existing infrastructure and strategically expand the system over the life of the 2040 plan. The total funding needs identified are $1.7 billion for bridges and $1.38 billion for pavement maintenance alone.
Teeny Tiny Summit March 1 2023 - Planning for Community VitalityCarolyn Puterbough
Teeny Tiny Summits were initiated in 2016 by Ontario Ministry of Agriculture, Food and Rural Affairs, as a forum to discuss scale-appropriate economic development strategies for Ontario’s smallest communities. In 2017, ROMA committed to multi-year support of the Teeny Tiny program. Teeny Tiny Summits share practical examples, lessons learned and community economic development tactics. Since inception, the summits have been hosted in every region of the province and attracted over 2,250 attendees both in person and virtually.
Planning for community economic development activities can help you realize your community’s vision. It allows for strategic use of the resources you have available and provides you with a clear path on how to accomplish your identified goals. A community-driven strategic planning process relies on partnerships, commitment, and community assets all coming together to provide a clear and achievable path to SUCCESS! This session will explore where to begin, critical elements to consider, lessons learned and positive outcomes in the community that resulted.
These are the slides used at the March 1 2023 Teeny Tiny Summit.
ITIL is a widely accepted approach to IT Service Management (ITSM), which has been adopted by individuals and organizations across the world. ITIL provides a cohesive set of best practice, drawn from the public and private sectors internationally.
Because ITSM is driven both by technology and the huge range of organizational environments in which it operates, it is constantly evolving.
The document discusses strategic plans for city planning and management in San Jose, California. It outlines the city's goals of accommodating population and job growth while reducing vehicle miles traveled and greenhouse gas emissions through walkable neighborhoods, transit options, and complete "regional hubs." Metrics proposed to track progress include miles of trails per capita, traffic levels of service, and acres of parkland per thousand residents. The document also reviews the city's "Green Vision" environmental goals and reports progress made toward targets for 2022.
This document provides an overview of e-services project planning and implementation essentials. It discusses key topics such as the definition of e-governance and e-services, requirements for successful e-services, and the major steps in the project lifecycle including strategic planning, analysis, and implementation. The strategic planning step involves defining objectives and priorities. Analysis includes requirements documentation, RFP preparation and evaluation. Implementation consists of system design, testing, training, and post-implementation monitoring. Key terminologies like SLA, QoS, and use cases are also defined.
This document discusses geospatial data maintenance solutions at the Geospatial Competency Centre (GCC). It describes the data content maintained, including addresses, transportation centreline, cadastral plans/parcels, administrative areas, and background layers. It outlines the data life cycle with continuous updates from various triggers. The document also discusses the data repository with separate maintenance and viewing databases, as well as questions about data maintenance solutions.
CSA s250 Mapping of Underground Utility InfrastructureBob Gaspirc
Public comment on this standard is open till Nov 6, 2010 at https://review.csa.ca/opr/opr_list.asp
Slides provide an overview of the work completed to date
This document discusses the legal concepts of offer and acceptance in contract formation. It defines key terms like offer, proposal, promisor, offeree, and acceptance. It explains that a contract is formed when there is an offer and acceptance. The acceptance must be absolute and unconditional. It outlines rules for a valid acceptance, including that it must be communicated to the offeror in the usual manner or a reasonable manner. It also discusses conditional offers and printed standard form contracts.
This is the specifications Toronto uses to acquire aerial stereo imagery, (GSD<8cm), ortho imagery, dem update. Please feel free to use it, crediting the City of Toronto, please feel free to comment back to me for future consideration and edit - lets work together to make it more vendor friendly, understandable, cheaper to process, and produce a better product for us to us.
!Rfq 9119 13-7035 final draft for approval (jan 30)Bob Gaspirc
2013 RFQ for aerial mapping services. Closed and awarded. I am posting this RFQ for general review and comments by the aerial mapping industrusty and those who in the future may be interesting in using it as a template or perhaps responding to it in the future. Its not perfect. However, with you comments,it can be made more useable, more accessable, more affordable to complete, and add better value. Please stop and take a few minutes to review it, make comments and pass them back to me for the 2014 contracts
CSA S250 STANDARDMAPPING OF UNDERGROUND UTILITY INFRASTRUCTUREBob Gaspirc
The document discusses the Canadian Standards Association's (CSA) new S250 Technical Committee and its work to develop the CSA S250 standard for mapping underground utility infrastructure. The standard aims to increase accuracy and consistency in recording and depicting the location of underground utilities. It addresses challenges such as defining mapping accuracy levels and establishing common terminology, symbology and data sharing practices. The committee has worked to build upon existing best practices and standards. Once published, the CSA S250 standard may be adopted by regulators and voluntarily used by utilities to improve their mapping records management.
The document outlines the key stages in a business purchase process:
1. Price inquiry - A customer requests pricing information from a supplier.
2. Quotation - The supplier provides a quote to the customer's price inquiry.
3. Purchase order - If accepted, the customer issues a purchase order to the supplier initiating the order.
4. Invoice - The supplier issues an invoice to the customer for payment upon delivery or other terms.
Candidate Application Tips (City of Toronto) CityTOjobs1
This presentation will give you some insight for candidate application tips at the City. Make sure to review this presentation before applying to your next position!
Take a look at www.toronto.ca/jobs for our current opportunities.
Follow us on CityTOjobs Facebook & Twitter to learn more about career and job related opportunities!
Hudson Community Enterprises is a non-profit organization based in Jersey City, NJ since 1957 that aims to create employment opportunities for individuals with disabilities or other barriers. It works closely with state and federal agencies to provide a range of education, training, and employment services. It is accredited by CARF and maintains the highest standards of quality in its services. With over 400 staff, it offers document management and business process optimization services to help organizations reduce costs and improve efficiency by digitizing paper records and optimizing processes.
Sdt Presentation One Council Oct 6th 08James Barlow
This document outlines Bristol City Council's transformation strategy over the next 12 months and beyond. The strategy focuses on improving customer and employee experiences through new service centers, simplified processes, and technology-enabled flexible working. It also aims to develop the Council's transformation capabilities and prioritize projects and programs. Over the next 30 days, the Council will consult on a new tier 2 structure, develop its transformation skills, scope initial programs and projects, and focus on quick wins to reduce costs. The goals are to put the right environment, processes and technology in place to work smarter, lead a skilled and satisfied workforce, and build pride in working for Bristol City Council.
The document discusses the evolution from traditional travel management to global mobility management. It highlights key factors driving changes in the travel industry over the past few decades, from multi-channel distribution to the challenges of managing travel in today's digital world. The document envisions an approach centered around simplifying access to services for users, standardizing processes, and maximizing opportunities through a centralized mobility management platform.
This document summarizes the executive director's report from the NELINET Annual Meeting. It discusses the challenges libraries are facing today including demonstrating vision, serving as effective stewards of resources, coping with exploding content, responding to personnel shifts, incorporating new technologies, improving services, and updating facilities. It also discusses trends toward radical transparency, democratization of technology, and user-centered innovation. The report outlines NELINET's transformation from solely being a broker and licensor to an innovation enabler and discusses services to help members contain costs and improve quality.
[Smarter Makati Presentation : Makati City, Philipines]shrdcinfo
The document outlines plans for a training program in urban planning and GIS for city officials of Makati, Philippines held in September 2014. It details Makati's vision of becoming a smarter city through initiatives in smarter governance, people, economy, mobility, environment, and living. Key aspects of the smart city plan include identifying descriptors, factors, indicators, strategies and projects to guide Makati in areas such as proactive governance, empowered people, a globally competitive economy, an interconnected transportation system, environmental sustainability and quality of life.
On January 15, Corinne Charette, Canada’s Federal Chief Information Officer (CIO) kicked off the ITAC Executive Briefing Series on ICT Transformation in Government with an address on the "New Role of CIOs". This was the first in a series of events designed to help ICT industry members better understand Government plans for transformation. Corinne's talk focused on the evolving and pivotal role of Departmental CIOs in modernizing Government services.
York Region in Ontario, Canada has experienced rapid population and job growth, increasing the need for improved transit. The York Region Rapid Transit Corporation was formed to develop the vivaNext rapid transit plan, which will be built in phases by 2020. It uses a public-private partnership (PPP) model for design, construction, financing, and operations. The viva brand aims to promote transit as a modern lifestyle through its visual identity and customer experience features like WiFi and level boarding. The system launched ahead of schedule in 2006 and has seen ridership increase by 26% since.
The document summarizes the findings of the 2040 Regional Transportation Plan. It outlines the plan development process, current transportation needs around maintaining bridges and pavement, reducing congestion, improving safety and security, providing access, and connecting the multimodal system. It also discusses funding needs to maintain existing infrastructure and strategically expand the system over the life of the 2040 plan. The total funding needs identified are $1.7 billion for bridges and $1.38 billion for pavement maintenance alone.
Teeny Tiny Summit March 1 2023 - Planning for Community VitalityCarolyn Puterbough
Teeny Tiny Summits were initiated in 2016 by Ontario Ministry of Agriculture, Food and Rural Affairs, as a forum to discuss scale-appropriate economic development strategies for Ontario’s smallest communities. In 2017, ROMA committed to multi-year support of the Teeny Tiny program. Teeny Tiny Summits share practical examples, lessons learned and community economic development tactics. Since inception, the summits have been hosted in every region of the province and attracted over 2,250 attendees both in person and virtually.
Planning for community economic development activities can help you realize your community’s vision. It allows for strategic use of the resources you have available and provides you with a clear path on how to accomplish your identified goals. A community-driven strategic planning process relies on partnerships, commitment, and community assets all coming together to provide a clear and achievable path to SUCCESS! This session will explore where to begin, critical elements to consider, lessons learned and positive outcomes in the community that resulted.
These are the slides used at the March 1 2023 Teeny Tiny Summit.
ITIL is a widely accepted approach to IT Service Management (ITSM), which has been adopted by individuals and organizations across the world. ITIL provides a cohesive set of best practice, drawn from the public and private sectors internationally.
Because ITSM is driven both by technology and the huge range of organizational environments in which it operates, it is constantly evolving.
The document discusses strategic plans for city planning and management in San Jose, California. It outlines the city's goals of accommodating population and job growth while reducing vehicle miles traveled and greenhouse gas emissions through walkable neighborhoods, transit options, and complete "regional hubs." Metrics proposed to track progress include miles of trails per capita, traffic levels of service, and acres of parkland per thousand residents. The document also reviews the city's "Green Vision" environmental goals and reports progress made toward targets for 2022.
This document provides an overview of e-services project planning and implementation essentials. It discusses key topics such as the definition of e-governance and e-services, requirements for successful e-services, and the major steps in the project lifecycle including strategic planning, analysis, and implementation. The strategic planning step involves defining objectives and priorities. Analysis includes requirements documentation, RFP preparation and evaluation. Implementation consists of system design, testing, training, and post-implementation monitoring. Key terminologies like SLA, QoS, and use cases are also defined.
This document discusses why managers should understand telecommunications. It defines a manager as someone who allocates resources and directs an organization to achieve its goals. Telecommunications is communication at a distance via systems like telephony, telegraphy, and television. The document explains how telecommunications is important for managers locally to coordinate functions, regionally to establish goals and develop plans, and globally to lead and motivate employees worldwide. Overall, understanding telecommunications allows managers to effectively transfer information and link with stakeholders to achieve organizational goals.
This document provides an overview of ITIL (Information Technology Infrastructure Library) which is a framework for IT service management best practices. It discusses that ITIL aims to align IT services with business needs, improve quality, and reduce costs. The key topics covered include the 10 core ITIL processes, the ITIL service lifecycle, the history and advantages of ITIL, and why organizations implement ITIL best practices.
APA 2012 General Plan Action Plans - San JoseJoseph Horwedel
The document outlines the General Plan and action plans for the City of San Jose. It discusses planning for growth over the next 20 years, with an emphasis on creating walkable neighborhoods, reducing vehicle miles traveled, and providing adequate land and infrastructure for new jobs and housing. Metrics and targets are presented for monitoring progress, including increasing park access, transportation options, and achieving sustainability goals outlined in the Green Vision plan. Regular reporting of accomplishments and reassessing goals is highlighted as important for ensuring the plans achieve the desired outcomes.
The document is an agenda for the Smart Cities Europe 2011 conference being held in Amsterdam on November 29-30th. The conference will focus on developing intelligent infrastructure for transport, water, power and waste to create more sustainable smart cities. Topics will include smarter transport, energy and water technologies, citizen engagement, and developing smart city planning strategies. The agenda outlines keynote speeches, panel discussions, and workshops on issues like low-carbon transport, waste management, and creating engaged communities.
The document discusses a case study of Newgen Software Technologies implementing workflow and imaging solutions for a large multinational bank in India. The bank wanted to centralize and automate back-office processes to improve efficiency. Newgen helped the bank set up a shared services center to process trade finance transactions across India. This allowed the bank to reduce turnaround times, improve control and decision making, and increase overall productivity. Newgen is a global leader in business process management and document management solutions with over 750 installations in 35 countries.
Similar to 20110714 ma rs presentation - gcc general slide deck (20)
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
How MJ Global Leads the Packaging Industry.pdfMJ Global
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
3. 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.
9. Toronto is a major centre of
economic growth and
opportunity for Ontario and
Canada
10. 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
11. • Our population
continues to grow
• 2.6 million more
people will move
to Toronto by 2021
11
14. By 2021 we will need 19
additional lanes of
expressway capacity to move
suburban commuters to jobs
in the City and City residents
to jobs in the 905 region
which cannot be effectively
served by public transit.
15. From a simplistic point of view
Uncontrolled growth may ...
• Lead to more air pollution
• Limit our ability to attract new business
15
19. What do we want ?
Toronto is a caring and friendly city
Toronto is a safe, clean, green and sustainable city
Toronto is a dynamic city
Toronto invests in quality of life
20. •2011
•6th largest government in Canada
• $11 Billion gross capital/operating budget
•53,000 employed
We Live in a Changing World
20
21. 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
22. 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
23. Challenges and Opportunities
Business Business needs drive service portfolios
Services
Services drive process design
Processes drive tool Process drive organizational design
selection Processes
Tools Organization
23
25. Agenda
What is IT Service Management/ITIL?
Continual Service Improvement Process
ITSM/ITIL Status at the City of Toronto
Q & A
25
26. What is ITSM?
IT Service Management
A 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
27. ITIL is an approach to ITSM
• Service Strategy
Design, develop, implement service management
• Service Design
Design and develop services and service mgt. processes
• Service Transition
Transition new and changed services into operations
• Service Operation
Manage IT Service delivery and support
• Continual Service Improvement
Create 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
29. ITIL offers a function
carries out
consistent and carries out procedure
policy
universally explains
action
recognized documents contains
contains process
defines
standard
controlled
plan Is a part of accomplishes
activity accomplishes guideline
describes
vocabulary business owns
resources results in
defines
objective requirement need
funds
and … people infrastructure
exercises
next slide asset
follows
outcome
risk
delivers
cost facilitates warranty
service
bears
avoids utility
customer ownership
delivers value
generates revenue
buys
value
29
30. and … processes across The ITIL Service Lifecycle
Service Service Service Service Continual Service
Strategy 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
31. What does it look like?
ITIL® is a Registered Trade Mark of the UK Office of Government Commerce
31
32. 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
33. 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
34. Continual Service Improvement
Plan, 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
35. CSI Toronto
• Output of each CSI recommendation is
input to the IT Process Improvement
Mgmt Function
35
36. 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
38. I&T Division
Vision
To partner with City Programs to
deliver excellent services and ensure
Toronto’s financial sustainability
Mission
To provide quality and responsive shared services
through strategic and innovative leadership
38
39. E-City Vision – Local Government Anywhere
Any Time for Everyone
E-Foundation
E-Government E-Business
Geospatial
Environment
E-Public E-Service
Integrated
Spatially Enabled
Workflows
42. 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 data
than 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
45. Regulatory
Geospatial 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.
46. 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
47. Geospatial Governance Committee – Mandate
1. Provide leadership and strategic direction for alignment of geospatial data and
technology with the City’s strategic goals and objectives
3. Approve geospatial related policies, standards and guidelines;
5. Approve direction into the geospatial data content management strategy
7. Review and approve geospatial initiatives and projects for inclusion to Geospatial
Integrated Work Plan for the City
9. Direct changes to the current year Geospatial Integrated Work Plan to accommodate
extraordinary requests or other urgent matters
11. Evaluate, prioritize and recommend geospatial initiatives and projects through the
EARP to the BAP
13. Discuss and resolve non-compliance issues in regard with geospatial data collection,
maintenance, integration and applications development
15. Champion innovation for new and emerging geospatial and other technologies
17. Foster geospatial enabled organization through the establishment of two-way
communication channels for information sharing, education and identification of best
practices
49. 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
50. Accessible, timely relevant, accurate
data
• Authenticated and tagged data
• Content
• Coverage
• Completeness
• Currency
• Spatial Accuracy
• Works with my application
51. 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
52. 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
53. 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
…
54. 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, …
55. 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
56. Data Content - Administrative Areas
Forestry Regions
City 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
57. 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
58. 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 Orders
Tax
Health Visits Traffic Lights
Assessment Traffic Flow Pedestrian Crossings
58
59. 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 Accessibility
Maintenance • 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
60. 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
61. 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
63. P
r
Infrastructure Architecture - Production IGE Maintenance
e Distributed Maintenance Stewards
s
Intranet/Internet
e
n Browser
t iMaint (TCL/OAR)
a iRealigner (Elections)
t Cedit (Cadastral Plan/Parcel) WebServer
i iBiz(information linkage)
o
IBM HTTP Server
n
B Application Server
L
u WebSphere AS
o
s g
i i
n c
e
s Map/GIS Server
s ArcIMS, ArcGIS
Geospatial Maintenance Server
Oracle/ArcSDE
D (SDO & SDE binary)
a
Geodatabase
t
a
SAN IGE Maintenance ETL
63
64. P
r Infrastructure Architecture - Data Warehouse
e Staff /External Partner/Citizen Access
s
Intranet/Internet
e Web
n Browser
Apps
t
a WebServer WSDL/ Staff & External
t IBM HTTP Server
REST/ Partner Access
i Desktop
o
SOAP
n Services
B Application Server ESRI Map Toronto Police
L WebSphere AS Public Health
u o (Java applications & EJBs
Services Economic
s Development
g Servlet Connectors, Traffic Centre
i &Web Services & OGC Web Map Services) & Culture
i …
n c OGC Web Parks, Forestry
e Map/GIS Server
311 211
s ArcIMS/ArcGIS Map & Recreation
s (ESRI Map Services, Geo Services) Services
EJBs
Enterprise Spatial Data Server
D
Oracle/SDE Fire Solid Waste
a DBLinks Social Services
SDO & SDE binary
t Oracle Procedures for Data
a Planning Emergency Medical Services
Stored
Procs Toronto Water Hansen Revenue Services
ETL IGE Data Warehouse SAN
Transportation TMMS/RACS
64
65. 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
66. 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
67. 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 Accessibility
Maintenance • 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
68. 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
69. Topographic Database
Maintenance Program
Mapping for the Challenges of Today
Geospatial Competency 69
Centre
70. What data needs to be collected to
support the delivery of public services
71. We need spatially enabled
technologies to document events
in our Natural and Built
Environment
72. 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
73. How do we model topo features?
9 levels of abstraction
The OpenGIS® Abstract Specification
73
74. 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 74
Centre
75. What can we
see
Geospatial Competency 75
Centre
76. 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 ideal
Geospatial Competency 76
Centre
78. We need 3D views
Pictometry Canada Oblique Imagery
79. 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
81. 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
82.
83. 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 feature
Geospatial Competency 83
Centre
84. Photography is a process that
converts the real 3D world into
flat 2D images
Geospatial Competency 84
Centre
94. 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
106. 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
108. Leverage Topographic Data
ASIAN LONGHORN BEETLE INFESTATION
•Individual
tree locations
mapped in
topo database
•Buffers
developed
around
infected trees
•Accurate
assessment
of damage ($)
•Improved
management
of resources
109. Leverage Topographic Data
PERMEABILITY CLASSIFICATION
•Stormwater
billing may be
based on
percentage
permeable land
•Lot level
permeability
•Developed from
topographic
mapping
113. 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 study
Geospatial Competency 113
Centre
114. 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 plan
Geospatial Competency 114
Centre
115. 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
books
Geospatial Competency 115
Centre
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 &quot; back office &quot; 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
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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
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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 &quot;golden sources&quot; 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.&quot; 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: &quot;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.&quot; 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 &quot;look&quot; 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