A GUIDE FOR SMART COMMUNITIES: Using GIS Technology For .
A GUIDE FOR SMART COMMUNITIES:Using GIS Technology forLocal Government Management
ICMA, the International City/County Management Association, advances professional local governmentthrough leadership, management, innovation, and ethics. ICMA provides member support, publications,data, and information; peer and results-oriented assistance; and training and professional developmentto more than 10,000 city, town, and county experts and other individuals and organizations throughoutthe world. The management decisions made by ICMA’s members affect 185 million individuals living inthousands of communities, from small villages and towns to large metropolitan areas.Esri builds ArcGIS, the world’s most powerful mapping and spatial analytics software. The companybelieves The Science of Where can unlock data’s full potential in every organization. For local governments looking for ways to build safe, healthy, and resilient communities for their constituents, mappingand analytics using GIS offer new insights for delivering services more effectively and engaging residentsmore fully. GIS technology gives governments and their citizens access to the information they need tomake more informed decisions. To learn more about Esri, please visit esri.com.Copyright 2018 International City/County Management Association, 777 North Capitol Street, N.E.,Suite 500, Washington, D.C. 20002. All rights reserved, including rights of reproduction and use in anyform or by any means, including the making of copies by any photographic process or by any electronicor mechanical device, printed or written or oral, or recoding for sound or visual reproduction, or for usein any knowledge or retrieval system or device, unless permission in writing is obtained from copyrightowner. Cited Internet sources were valid as of October 2017. Because URLs and websites are constantlychanging, we cannot vouch for their current validity.To locate other ICMA print and digital publications, please visit icma.org.
ForewordWe live in an age of tremendous creativity and innovation. For local governments, this meanstaking new approaches to problem solving. Seeing the big picture but understanding all theinterconnected details. Adapting quickly when necessary but simultaneously keeping the longrange view of a resilient and sustainable community.Beyond that, innovation requires us to shake things up and do things differently. It’s not justabout brainstorming or blue-sky thinking. It requires taking advantage of employee experienceand competence, and then considering how local government processes, procedures, and systems could or should work. It’s based on understanding what our residents expect when theyinteract with government.Esri has worked with the International City/County Management Association (ICMA) for overtwenty-five years to encourage creativity and innovation in local governments. A geographicinformation system (GIS) enables government staffs to easily tap into existing data and citizenfeedback and to use that information to answer the most important questions about what isbest for the community. This guide shows you how a local government can create new efficiencies, generate cost savings, demonstrate return on investment, and engage everyone usingGIS. We’ll explore how 2D and 3D GIS help developers and residents alike understand real andpotential impacts of a new development. We’ll share the power of storytelling with maps andhow a simple mobile strategy leads to real-time decision making.We have moved from the Information Age to the Innovation Age. Our future lies not in collecting and processing data, but instead, defining the challenges faced by local governments andanalyzing what policies will produce the desired results. Smart communities must approachtechnology with creative minds. This guide highlights how location intelligence is enablingcommunities to respond faster with more confidence and understanding.Jack DangermondFounder and PresidentEsriA GI S GU I DE FOR S M A RT COM M U NI TI E S1
Defining Smart Communities:The Journey to a City of the FutureAmy Ahner, Director of Administrative Services, Village of Glenview, IllinoisThe Smart Cities movement has garnered tremendous attention from local governmentleaders over the past five years, but what do we mean by a “smart city” or a “smartcommunity”? For some communities, becoming a smart city is all about technology andintegrating it into the daily operations of local government departments. It’s havingaccess to real-time data for work crews in the field. For others, it’s about automatingsystems, enabling residents to make service requests from their smartphone or on thegovernment’s website. Or perhaps it’s becoming the “paperless office” that we’ve allheard about for the past two decades.
At this moment in time, however, there is nosingle universal definition of what it takes to be asmart community though there are many organizations and businesses dedicated to exploringthis topic. In response to member interest inthis topic, ICMA formed the Smart CommunitiesAdvisory Board. Board members have a stronginterest in providing new content and education to enable our members to become IT-savvymanagers. Defining what it means to be a smartcommunity for their jurisdiction is part of thejourney to becoming a smart community.Implementing technology for technology’ssake or because of a desire to keep up with thecommunity next door is not smart. Local government managers need to first identify whatchallenge(s) or problem(s) they want to resolvein the community. Only after this has been doneshould a community begin to consider technology options. Technology should not drive purchasing and implementation decisions, but ratherit should be used to address community challenges or achieve desired goals. For example, inDubai, officials want the city to be the “happiestplace on Earth”—definitely a goal that requirescreativity and innovation to address. But the cityis well on its way to achieving this goal. Localgovernment leaders have installed HappinessMeters throughout the city to enable residentsto rank their happiness with everyday services.In the case of a city manager in Florida, the thingthat keeps him awake at night is the desire for hiscommunity to “not to become the next Atlantis.”He has seen the effects of climate change atwork in his community and wants to reverse theeffects as well as prevent more problems.Such goals may seem lofty, but they offera clear understanding of what the communities need from technology. Smart communitieshave an overriding purpose that leaders wantto address. To do so, they establish milestonesand track metrics to determine their progress.They ask questions to determine what needs tohappen for the community to achieve its goals.4A G I S G U I D E FO R SMART CO MMUNIT IE SSee how Fairfax County, VA,uses 3D GIS to understandhow new development affectsthe community.Considering the rapid pace of technological anddigital change, what questions should a manager be asking when the discussion turns to thetopic of smart communities? Here are a few foryour consideration:Managers ask about what they can do to keepsystems secure from security breaches. Do our current technology policiesaddress social media use and storage? What are our data breach notificationrequirements? How are we securingpublic data? What is our greatest risk or weakest pointin the network, and what should we do toaddress it? Do our current policies and proceduresemploy best practices to connect devicesto the network?Managers ask about strategies to implementthe technology and to change operations. What can we do to increase connectivityand speed by expanding broadband and/or fiber optic networks in the community?Who are the providers? How are we integrating communications with the capitalimprovement plan? What investments in the infrastructurebackbone would we need to a support aseries of networked cameras or a dashboard initiative to track performance? If the community wanted to organize acrowd-funding project, what technologysupport would be necessary? Should we host a hack-a-thon?
Managers ask about technology trends to stayahead of the curve. What services can be migrated to thecloud? Does our current cloud serviceprovider meet the FedRAMP governmentsecurity standards? Do we meet international standards fordata backup and disaster recovery andhave we documented that goal in a plan?Managers think about their community purposeand ask how technology can enrich it andachieve desired goals. What smart city projects align with ourcommunity vision (trendsetter, moderncity, quiet suburb, etc.)? What would enable greater communica-tion between citizens and public services? Can GIS and smart technology be used toattract economic development and talent?Managers ask about how to store and use data. What collected and stored data is public How can data be accessed easily and usedto measure performance?The IT-savvy manager understands that smartcommunities have a purpose. Communities arenetworks of institutions that work together toaddress social and economic issues. These managers also understand the importance of adopting six foundational pillars on which to build tobecome a smart community:1. Organize your data.2. Improve operational efficiency.3. Emphasize civic engagement.4. Develop a “mobile first” mindset.5. Provide the tools for data-driven decisions.6. Set up the infrastructure for the Internetof Things (IoT).This guide reviews specific GIS trends andcommunity projects that use relevant dataand innovative technology to improve servicedelivery and decision making, which may bevaluable to jurisdictions on the path to becomingsmart communities.and what is private? Do we need a dataclassification policy? Can predictive analytics be used toaddress community problems? How can data help us better understandhow staff is spending their time?A GI S GU I DE FOR S M A RT COM M U NI TI E S5
Trends in the Use of LocalGovernment Data and TechnologyProfessor Stephen Goldsmith, Daniel Paul Professor of the Practice ofGovernment and Director of the Innovations in American GovernmentProgram at Harvard’s Kennedy School of Government.No sector will benefit more from digital disruption and tools than a government led by asenior manager committed to using available technologies to drive higher-quality services tocitizens. We are at a once-in-a-century opportunity for dramatic change, yet that change restson concepts in part foreign to government. These digital tools envision a distributed systemwhere information is broadly spread over agencies, neighbors, and sectors. Creating insightfrom this information will provide the opportunity for managers to drive more and betterorganized data to the field.
Enormous technological changes in the lastfew years alone have made GIS platforms andtheir related solutions indispensable in producing changes in the quality of life in communitiesaround the world. While these changes affectall sectors, I view them through the lens of thepublic sector, having spent thirty years in orinvolved with local government. Officials nowpossess powerful tools to improve outcomes,responsiveness, and civic engagement that wereunimaginable as little as five years ago. And yet,these tools will only reach their potential if wecan figure out how to integrate them into day-today governance.Let’s look first at some of these technologybreakthroughs and the challenges that inhibittheir application. At the most basic level wesimply have more potentially useable datathan organizations have capacity to effectivelyutilize. Four big trends reflect this opportunity/challenge gap:1. The movement from analog to digitalhas produced massively more data butthat data are often trapped in the transactional, siloed systems utilized by a singlecity agency.2. Mobile devices allow field workers accessto critical information in real time, whichcan enhance their problem-solving abilities—but only if it is organized in a mannerrelevant to the area in which theyare working.3. Social media provides opportunities forcommunity engagement in the coproduction of city services but, again, only ifthe observations are curated and taggedgeographically.4. Cloud computing and open-source codeallow workers in one city to benefit fromapplications developed in another—if thelatter officials share a similar GIS platformand a commitment to openness.Government can play an important role inunlocking knowledge. In my recent book, A NewSee how the city ofSan Antonio, TX uses GISto tell the history ofThe Alamo and missions.City O/S: The Power of Open, Collaborative, andDistributed Governance, we call out Los Angeles’sGeoHub as one powerful example of how citymanagers can build these foundations. In LosAngeles, the GeoHub organizes public data ona well-visualized GIS platform, allowing publicemployees to see what other agencies are doingin a given geographic area and allowing residentsto gain more knowledge about and contributeto solutions in their neighborhood. Much of theGeoHub data can be utilized and analyzed bycitizens, who can fully see what activities andchallenges are occurring in their community and,as a result, make contributions that can be easilyconnected to public employees’ stream of work.In one such initiative, Vision Zero, Los Angeleshas provided easily visualized data from variousagencies and made the insights available to residents as part of a citywide initiative that concentrates on pedestrian and bike safety. Here LosAngeles is taking massively more available digitalinformation, integrating it across departments,visualizing it for community participation, and, inturn, improving the insights of its city workers.The open data movement further reinforcesthe importance of GIS as an organizing platform. A few years ago, residents could not seereal information about how their governmentresponded to various issues. In the early daysof open data, some cities provided reports tothe public but not in a way that was meaningful.Imagine the difference between a spreadsheetof city data on street and sewer repairs and ahigh-quality, well-designed map reflecting complaints and the time to resolution, revealing cleartrouble spots and service areas. This evolvingopen data movement will next add even morevalue when it takes city enterprise performanceA GI S GU I DE FOR S M A RT COM M U NI TI E S7
data and integrates the observations of citizens.Thousands of unorganized and often ignoredcomments add little more than frustration unlessthey are also curated and GIS tagged. The GISplatform provides context, allowing an organization to produce more value from its other ITexpenditures—an important benefit for cashstrapped public entities.The digital revolution includes the Internet ofThings (IoT), where things like streetlights, peoplewith wearables, and smartphones are constantlyconnected. Data produce understanding whencontextualized. A city that can organize and mine8A G I S G U I D E FO R SMART CO MMUNIT IE Sthese types of data, giving it geospatial relevance,will jump ahead in terms of responsiveness.GIS today can turn data into the knowledgenecessary to produce value. When data areorganized geographically and effectively visualized, they tell a story that will drive both resultsand policy, as well as engender the civic supportof citizens. Trust in government can be renewedthrough accurate information that leads toenhanced responsiveness. GIS is context, literallya civic switchboard knitting together that whichwill produce a high quality of life.
Got Data? Visualize It to Get ResultsLori Sassoon, Deputy City Manager/Administrative Services,City of Rancho Cucamonga, CaliforniaWe took a fresh look at the business of the city and how we deliver services. Thatintrospection resulted in developing a mobile app strategy to better reach citizenswhere they are and help them communicate with us. A key component of this strategyis GIS. Maps and place-based information resonate with everyone, from citizens tomanagers to elected officials, regardless of the communication channel, enabling all ofus to work on and solve community problems together.
Public works, police, fire, recreation, libraries,social services—all the essential functions oflocal government involve collecting all sorts ofdata. Often the data sit in disparate computersystems and even in paper files. It’s a treasuretrove of information, and it can be hard to wrapour arms around it all. In the meantime, we’reall looking for ways to use that data to evaluate our performance and help solve importantproblems in our communities.GIS provides a platform to organize our dataand visualize it in ways that make it useable toindividuals and teams. Before going out to collectmore data, our team first reviews what data arealready being stored and maintained, and thenuses that information to make data-driven decisions about resource allocation, policy development, and personnel deployment.The city of Rancho Cucamonga has made apractice of fostering the use of its existing datafor new innovations whenever it can. For example, data collected during processing permits andbusiness licenses are cleaned and used in thecity’s RC2GO mobile app to direct citizens tolocal restaurants and other area small businesses.Like Rancho Cucamonga, many local governments and public agencies have used GIS toolsin creative ways. The following is a selection ofpopular GIS tools for local government managers.Learn how the city of RanchoCucamonga, CA uses mobileapps to provide services toits residents.DashboardsDashboards provide a quick visual reference ina familiar way. Dashboards draw from differentdata sets. When the data are displayed alongside one another and in real time, they providea comprehensive view of operations and what’shappening in the group. Rancho Cucamonga’scity manager and other leaders use an executive dashboard that showcases police and fireincidents, vehicle locations from the automaticvehicle location (AVL) system, and citizenrequests for service. Users can drill down intothe data to learn more details, such as finding outthe location of a fire incident or seeing photosof the incident that were uploaded on the scene.The executive dashboard is an app accessible onsmartphones and tablets.Creating DashboardsThe Rancho Cucamonga’s GIS Team worksclosely with city staff to understand workflowsand other needs of the city departments. OnceTable 1. City of Rancho Cucamonga, Popular Public ApplicationsData Set(s)AppDescriptionService RequestRC2GO Mobile App(iOS / Android)Allows residents to report issues aroundthe city, and city services can respondquickly.RC Major ProjectsCity Projects and PrivateDevelopmentDisplays the major improvement projectsand developments taking place aroundthe city.Public ParcelsMy CommunityAllows residents to look up informationrelated to properties around the city.This includes zoning, general plan, trashpickup day, school district, etc.10A G I S G U I D E FO R SMART CO MMUNIT IE S
Table 2. City of Rancho Cucamonga, Popular Internal ApplicationsData Set(s)AppDescriptionService Request, Incidents, InspectionsExecutive DashboardAllows executive staff and departmentleads to view live data from multiplesources. Popular examples include fireincidents, resident service requests, andcity inspections.Service Request, Sidewalk InspectionsConcrete RepairsUsing information gathered from RC2GO,this app allows Public Works crews to respond to damaged sidewalks around thecity. Work crews use mobile devices toview and update the status of locations.Before and after photos are taken aswork progresses. Office staff monitor andupdate inspections in the field and anoverview of all inspections can be viewedby superintendents and supervisors.Service Request, Graffiti RemovalGraffiti RemovalService Request information fromRC2GO identifies graffiti reported
The Smart Cities movement has garnered tremendous attention from local government . leaders over the past five years, but what do we mean by a “smart city” or a “smart community”? For some communities, becoming a smart city is all about technology and integrating it into the daily operations of local government departments. It’s having
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