InPrint Winter 2015

WINTER2015

IN THIS ISSUE TVWD Achieving Best Management Practices Pg. 8 Spatial Asset Management Oakland County, Michigan Pg. 18 Asset Management with Maintenance Scores Kitchener, Ontario Pg. 30

Counting street light poles in 2015...

REALLY?

Citizen Satisfaction and GIS-centric Public Asset Management Pg. 6

FROM OUR EDITOR

ADVISORY BOARD Brian Haslam | President & CEO Carl Horton | Chief Technology Officer George Mastakas | Vice President of Enterprise Solutions Wayne Hill | Vice President of Client Relations Tom Palizzi | Vice President, Executive Producer Brent Wilson | Vice President of Sales Steve Thomas | Executive Manager, Customer Support INPRINT STAFF Editor in Chief | Tom Palizzi Managing Editor | Kaye Ryser Associate Editor | Lindsay Ferguson Copy Editor | Christine Christensen, Reece Hanzon Graphic Design | Kent Hepworth Graphic Design | Rachel Haslam SUBSCRIPTIONS To subscribe, change your address, or cancel your subscription: inprint@cityworks.com CONTACT US Tel: 801-523-2751 Email: info@cityworks.com Archives available at: www.cityworks.com AZTECA SYSTEMS INC. 11075 South State Street, Suite 24 Sandy, UT 84070 801-523-2751 www.cityworks.com Copyright © Cityworks 2015 All rights reserved.

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A

few years back, my father-in-law and I were recounting our histories with computers when, following a pause in the conversation, he asked me if I thought we had seen the peak of what technology could provide. My response was nearly instantaneous. “Not even close,” I said, suggesting further that we had only just begun!

Technology is our ability to engineer tools and apply them to solve real-world problems. Evident throughout human history and regardless of the result, technological development accelerates exponentially. According to The Emerging Future1, “The amount of technological advancement that occurred in the year 2000 occurred every 1 hour and 6 minutes in 2013, and will occur every 30 seconds in 2020.”

Timing, however, plays a key role in the adoption of technologies. Certain characteristics across various industries tend to predicate the rate at which technologies may be received. Introduced in 1995, Cityworks was designed to assist call takers, managers, and field supervisors with managing reactive and preventative work related to specific infrastructure. Cityworks kept pace with dependent technologies such as hardware, operating systems, and GIS, as well as the needs of our user and partner communities.

From the desktop to the browser, the Cloud, and mobile devices, today Cityworks is a platform upon which many technologies can be grouped and arranged in a common environment and made available to everyone in the organization, anywhere.

This issue of InPrint demonstrates the power of the platform. Many of our clients’ achievements provide great examples of how the Cityworks platform opens up new possibilities far beyond our original capabilities, from Tualatin Valley Water District fulfilling best management practices, to the city of Longview, Texas, working with CitySourced to create a cost effective citizen engagement application. But, have we seen it all? Not even close!

Thanks for reading this issue of Cityworks InPrint!

Tom Palizzi Executive Vice President

1 “Disruptive Technology, Riding the Emerging Wave of the Future.” The Emerging Future.

Web. 23 December 2014.

20 YEARS

2015 marks the 20th anniversary of Cityworks, and we thank you all for being a part of our history, our success, and most of all, our community!

FOR ONLINE TRAINING [Get those ROCK HARD CITYWORKS APPS you’ve been looking for.]

Forget the airfare. Forget the hotels. Online remote training is quickly becoming the most popular form of Cityworks training. It's quick and easy to sign up, and it's by far the most economical way to get an intense workout from a personal Cityworks trainer. Improved worker efficiency and time savings are just a click away.

Excercise all your training options at www.mycityworks.com/cityworkscampus

3

36

CONTENTS

6

PRESIDENT’S CORNER

6

Citizen Satisfaction and GIS-centric Public Asset Management

8

Tualatin Valley Water District Achieving Best Management Practices with Cityworks

10

How One of the Worst Winters on Record Brought Out the Best of Troy, Michigan

12 13 14 16

In Pleasant Prairie, Wisconsin, Cityworks Does the Heavy Lifting

18 20 21

Spatial Asset Management in the Great Indoors

USER COMMUNITY

York County Government moves beyond “Just Making Maps” It’s Cityworks, But it’s Not Metropolitan Sewer District of Greater Cincinnati—Cityworks Platform in Action

10

Congratulations to Dublin, Ohio 1st place Digital Cities Award Congratulations Esri 2014 SAG Award Recipients

18

28

PARTNER COMMUNITY

22 24 26

Custom Web Application Helps Automate Asset Inventory

28 29 30

Edina To Go Mobile App

31 32 35

Cityworks Platinum Sponsor of the Annual LoToJa Classic

36

Golden Gems of Designer 2014

Creating a Digital 311 Citizen Service Platform Southgate Combines Sedaru and Cityworks to Bring Asset Management to Life Fayetteville, North Carolina’s Innovative Solution for Today’s User Asset Management with Maintenance Scores in Cityworks

CORPORATE COMMUNITY Sponsor Events SAM Salutes New Employees

TECHNOLOGY

PRESIDENT’S CORNER

Citizen Satisfaction and GIS-centric Public Asset Management Brian L. Haslam, President & CEO, Cityworks

R

ecently, while having breakfast with a professional colleague and friend, he expressed frustration with the time it took to get the street light in front of his home repaired (Note: the City where he lives is not a Cityworks user). One evening, he noticed that the street light was not working. The next day, he called the City to report the problem. He explained that the street light in front of his home is not working, and provided his home address, phone number, and email.

6 InPrint | Winter 2015

Three days later the street light still did not work. He called the City for an update and was told that a street maintenance crew could not find a malfunctioning street light. Patiently, he reiterated it was the street light located directly in front of his home and he again provided his address.

Several days later the street light was still out. He called a third time.

Once again, he was told the street maintenance crew could not find a malfunctioning street light. Dismayed, my friend asked why is it so hard to find a street light located directly in front of his home? My friend discovered that the City tracked streets lights by identifying the nearest street intersection, the number of poles from a street intersection in a given direction, and the side of the street the pole is located on. My friend had to go outside and walked to the nearest intersection. He then determined the direction and walked back to his home counting poles so he could provide the City this information. “You won’t believe this,” he said laughing. It turned out the street maintenance crew had counted poles on the wrong side of the street.

The City where my friend lives does not use GIS as their authoritative asset data for street lights or other public assets. They use some “freebie” given to them by their financial system software. Instead, the crew was dispatched multiple times to a street intersection, and then told to count

light poles in a certain direction on a certain side of the street—which turned out to be the wrong information. This approach for asset inventory of street lights is clearly a non-geodatabase, non-GIS-centric approach.

The City where my friend lives has a sizeable investment in GIS. He rightfully asks why his City has not empowered their street maintenance crews with the use of their GIS. I explained that his City probably views GIS as “just maps.” They do not see their GIS as what it is: the most up-to-date authoritative source for public asset data. With a minimalist “just maps” view, they undervalue their GIS by not recognizing it as their asset data repository that has the marvelous ability to render as maps, and other data types.

A “just maps” view overlooks that GIS couples this valuable authoritative public asset data with powerful spatial analytical tools for management and decision support.

Cityworks enables cities, utilities, and other organizations to take a truly GIS-centric approach to public asset management. From a foundation of GIS as the authoritative asset data and system of record, GIS is far more than “just maps.” GIS becomes a core system for management and decision support. This GIS-centric approach dramatically boosts organizational efficiency, which translates into greater citizen satisfaction...or you can start counting street light poles.

InPrint | Winter 2015

7

USER COMMUNITY

By Liz Ohlmann, Information Technology Officer, Tualatin Valley Water District, Oregon; Steve Kerr, Cityworks Department Manager, POWER Engineers; and Ryen Tarbet, Asset Management Specialist, Cityworks

O

ver the past two years, Tualatin Valley Water District (TVWD) has made a significant strategic accomplishment that reflects both its excellence in governance and commitment to best practices in the metered utility industry. Using Cityworks as a GIS-centric asset management platform, TVWD has integrated business processes across the Automated Meter Reading (AMR) program (consumption, conservation, loss/leak control), utility billing (meter-to-cash), and GIS-centric asset management (infrastructure operations and maintenance, meeting customer service levels). The interrelationship of these processes is the core of efficient and sustainable water utility management.

TVWD’s business process now seamlessly encompasses physical meter assets and utility billing. Prior to Cityworks, TVWD’s GIS did not include meter data, and the utility billing “meter-to-cash” process involved many paper forms.

This discontinuity created work processes that required spending unproductive hours organizing and re-entering information and resulted in redundancies and errors. Using Cityworks, field crews bring TVWD’s physical meter information directly to their work site. Once at the site, the field crews capture and maintain meter information for both asset management and utility billing.

Cityworks is the platform that brings together the work processes of field and billing staff so both groups contribute to the needs of the other. TVWD’s Field Customer Service crews use laptops to maintain the meter information which, in turn, is used to update the utility billing and GIS systems automatically. The enterprise GIS tracks meter location, service lateral size and location, and physical attributes of the meter for life-cycle maintenance and replacement. Revenue generation relies heavily on the utility billing system, which is the system of record for account-level meter information. It tracks register numbers, account types, consumption, and other information that directly affects the customer’s bill. Updates to the utility billing system from field edits are managed by TVWD’s Customer Service and Billing. Brenda Lennox, manager of Customer Support Services, commented, “Cityworks allows us to better monitor situations that in the past would have required more time and research.”

A custom Cityworks inspection form, developed by POWER Engineers, automatically populates the GIS meter information needed by the utility billing

system. Field crews enter meter readings and new meter model numbers on the inspection form at the time of change out, and these inspections appear in a Cityworks inbox. Customer Service and Billing staff access the inbox using a custom utility billing form developed by TVWD. Each inspection is reviewed for errors and is either accepted or rejected. Once accepted, the meter information is updated in the utility billing system. All rejects appear in the Field Customer Service supervisor’s Cityworks inbox for resolution. In addition, the utility billing meter information is updated nightly into the enterprise GIS. Kathy Gannet, Customer Service and Billing supervisor, noted, “Having meter exchanges automatically uploaded to the utility billing system helps us avoid manual entry mistakes and has definitely made our process faster.” Lennox added, “New meter data entered by field crews on-site makes tracking installations significantly INEFFICIENT PROCESSES BEFORE CITYWORKS

OPTIMIZED WORK PROCESSES AND REVENUE STREAM

• Many paper forms and lists. 2–3 hours/day to organize work.

• Automated process to enter meter installations and exchanges into utility billing using Cityworks.

• Reduced number of errors and unknowns coming back from the field.

• Manually maintained meter information resulted in some redundancies.

• More efficient flow of information with no duplicate data entry.

• Meters not in the GIS; no geographic location.

• Service points and meter information in GIS provide the ability to perform analysis on consumption by meter location and infrastructure supplying the meter.

• Streamlined AMR replacement project using GIS-based meter reports.

• Multiple entries and checking information from the field.

• More efficient customer service workload.

New work processes compared to the old.

8 InPrint | Winter 2015

easier and prevents duplication of entries. ” TVWD has successfully increased its efficiency in the meter-to-cash business process.

The new Cityworks GIS-centric process allows field crews to select a service point and get customer-related information at the meter. “So far, the process has been promising,” said Chris Johnson, Field Customer Service supervisor.

“And having meter install and exchange information at our fingertips has been helpful. I look forward to TVWD’s future use of Cityworks so we can automate even more of our processes to increase productivity.”

TVWD is committed to ensuring the accuracy of both the GIS and utility billing information. TVWD has established quality assurance processes for utility billing, and the new data ownership taken on by the field crews has added significantly to the utility billing data quality. The meters were mapped in GIS by matching a regional address layer to the existing utility billing addresses.

Staff began with a 90% address match rate due to existing practices to correct normal addressing errors. One by-product of the implementation was the cleanup of an additional 5,000 addresses and now the District boasts a 99% match rate! Field crews benefited as well: having meters mapped enabled re-routing resulting in more efficient meter reading. TVWD also used this capability to re-route field crews when reading meters for a neighboring utility.

All these gains were realized because the GIS-centric nature of Cityworks drove significant business integrations.

Industry best management practices for loss and leak control, conservation, tiered rates, and demand management can affect consumption and gross revenue. These are all part of the growing Automated Meter Reading/ Automated Meter Infrastructure trend. Looking to the future, TVWD has made a sound investment in its ability to sustainably implement these practices. The Cityworks platform allows TVWD to more efficiently and sustainably manage its meter-to-cash cycle and plan for the infrastructure needed to get water to the meter. New requirements for water quality, emergency flows, and the increasing urban footprint will drive up infrastructure operations and maintenance costs. Collectively, TVWD has put in place both business processes and technology that can be leveraged well into the future as it navigates change in the metered utility industry.

TVWD employees work to replace pipe.

About Tualatin Valley Water District As the second largest water supplier in Oregon, Tualatin Valley Water District serves more than 200,000 customers across a 44-square-mile service area in parts of Washington County and portions of the cities of Beaverton, Hillsboro, and Tigard. With almost 60,000 service connections, the District owns and operates its own water distribution infrastructure as well as provides maintenance, meter reading and billing services for neighboring utilities. The district is governed by a five-member Board of Commissioners elected at large to four-year terms by the district’s voters.

The Board is responsible for establishing policies that govern the district, and district staff of 120 carries out these policies that govern the everyday operations of the district.

Customized meter inspections are automatically populated with GIS data.

InPrint | Winter 2015

9

USER COMMUNITY

How One of the Worst Winters on Record Brought Out the Best of Troy, Michigan

By Alex Bellak, GIS Administrator, Troy, Michigan

W

hile experiencing record low temperatures and nearly continuous snowfall during the winter of 2014, it quickly became evident that the City of Troy, Michigan, needed to rethink their operations. Realizing that their current processes for snow and ice control were inadequate, the City set out to take advantage of technology in a way that wasn’t available just a few years ago.

While most communities implement asset management systems solely as a tool to track work orders or service requests—which by themselves are worthwhile endeavors—the City of Troy has always viewed its asset management system as a foundation for process improvement. Regardless of which community you look at, there are inefficient or redundant processes that could benefit from a fresh perspective, an influx of technology, or most importantly, just asking why. Why do cities perform a process in a

particular way, and can it be improved? The answer to the latter question is almost always yes, which was the case for Troy’s snow and ice control operations. Due to the increased demands on staff and the frequency and severity of storms during the winter of 2014, it became clear that the City needed to make improvements in its processes to stay ahead of the snowfall.

The City identified three core areas that required improvement and could boost efficiency in their snow and ice management practices: • Internal communication • Cost tracking • Public communication Improved internal communication was needed between police dispatch, Department of Public Works (DPW), and city administration.

Work order status is used to show snow removal progress.

10 InPrint | Winter 2015

Typically police dispatch initiates the request for snow removal by notifying DPW based on reports from citizens and patrol officers on duty. City administration need to have accurate up-to-the-minute information as the snow and ice removal process progresses.

To accomplish this, the City developed a workflow by taking advantage of existing systems, including the open nature of Cityworks and the work order API. When the emergency notification system used by police dispatch notifies DPW of a snow emergency, administration is also notified. The notification system sends an email that is intercepted by the City’s custom workflow and triggers the creation of a work order within Cityworks. Now a permanent record of the work order is created and available for DPW to log activities against.

The first hurdle of automating the work order creation process to improve internal communication was overcome. Now the next step in the City’s process improvement was to develop workflows that would allow the City to collect accurate cost information from each snow event.

Governing bodies are generally equipped to react to events, but in the past there weren’t many tools in place to provide accurate analysis after the fact. However, by more fully utilizing the features within Cityworks, the City developed analytics to provide invaluable information to administration and help budget for future events.

For the next step, the City determined that the most efficient method of collecting labor and equipment use information was to interface with the current payroll tracking process. DPW employees were already reporting hours and equipment used on their timesheets, which are then entered into the payroll system. A custom integration was written that would automatically grab this information and add it to the work order created earlier to derive accurate cost calculations.

When the City began evaluating public communication, it was clear that two things needed to happen: leverage the current use of social media, and provide information in an easily digestible, visual format.

The City utilized the Geocortex Essentials HTML5 viewer that could be customized to consume real-time spatial data from the active work orders pertaining to a current storm event. As field supervisors upload

real-time progress information to the work order utilizing the Freeance mobile app for Cityworks, the map changes to communicate the status.

This map is available on the City’s website and linked to social media applications, such as the City’s Facebook and Twitter pages, whenever snow and ice management is underway.

Many factors contributed to the success of this new process: • Cooperation between various departments. This effort involved the Public Works, Police, Finance, and Information Technology Departments.

• Brainstorming. Several staff members from IT and DPW worked together to think outside the box and come up with new ideas.

• Immediate feedback. As ideas were implemented, DPW immediately tested and provided feedback. IT was able to quickly make changes and provide a new version to test. As a result, the end product was developed very quickly.

• Acceptance of risk. During the development of these processes, DPW trusted the IT Department to work with them to develop an acceptable end product—even if the concept wasn’t completely functioning right away.

• There was a pressing need. The harsh winter required immediate attention and a focused effort.

• Investment in the technology on hand. The City had invested in a variety of systems over the years, including Cityworks, as well as mobile technology. Mobile technology costs have greatly reduced over the past few years, making it much more economically feasible. The City was able to make these systems work together to produce an exceptional end product without spending any additional funds.

In the end, in addition to developing a much better snow and ice removal process, the City also developed a model and foundation to further automate and streamline other systems. The City learned to utilize out-of-the-box solutions and integrate them to build a system that is more than the sum of its parts.

Major Roads & Hills & Overpasses Dispatch reports poor road conditions (SmartMsg)

Work Order Gets Created

(Email2DB Cityworks)

Salt Trucks Dispatched (SmartMsg)

Timesheet Entry

(Daily Timesheets)

Work Order Costs Added (Cityworks, New World Systems, CCG)

Work Order Manually Completed (Cityworks) Custom Developed Integrations

Out of the Box Solutions

Local Roads Work Order Created

Snow Portal Activated

(Email2DB Cityworks)

(ESRI, GeoCortex)

Social Media Updated (Facebook, Twitter)

Work Order Updated via Field Supervisors (Freeance)

Portal Map Updated

Timesheet Entry

(Cityworks, GeoCortex)

(Daily Timesheets)

Work Order Costs Added (Cityworks, New World Systems, CCG)

Work Order Manually Completed (Cityworks)

The workflow and products used to manage snow and ice removal operations.

InPrint | Winter 2015

11

USER COMMUNITY

In Pleasant Prairie, Wisconsin,

Cityworks Does the Heavy Lifting

By Tom Hupp, Manager of Technical Support, Village of Pleasant Prairie, Wisconsin

T

he Village of Pleasant Prairie has been using Cityworks in the field since 2013.

The foreman assigns work in the morning and the crews complete their work orders, service requests, and inspections in the field on tablets. In an effort to increase efficiency and reduce the workload of the supervisors, work cycles and asset readings are being used to create work orders. Several departments run without ever having to create a work order manually.

The Village of Pleasant Prairie is located in southeast Wisconsin. It has a population of 20,000 residents and covers 34 square miles. The Department of Public Works has six main divisions with four supervisors and twenty full-time and twenty-eight part-time employees.

Pleasant Prairie decided early on to assign work to crews instead of individual employees.

This allowed all the employees in each department to view the same searches and work orders. For example, Sanitation workers’ work orders are separated by garbage routes, recycling routes, and dumpsters. The routes are the same every week, so work orders are set to repeat every week from the projected start date. The supervisor never has to create or assign a work order, and the crew just grabs the work order projected to start that day.

Snowplow work orders are set up much the same way. Every employee that plows snow has a snowplow tab. A work order is created for every snowplow route and is set to repeat every day from the projected start date. When an employee is called in to plow snow, they grab the work order for whatever route was completed and another work order takes its

12 InPrint | Winter 2015

Crews request fleet repairs from the field.

place. This eliminates the need for supervisors to create work orders for each employee, and ensures work orders are completed at the end of the shift, helping to eliminate any errors. Other areas where work cycles are used include:

Highway Department • Catch basin cleaning • Street sweeping • Leaf pickup

Electrical Department • Cathodic protection

Parks • Park mow sites • Park landscape sites

Fleet • Annual/Semi-annual PMs • Weekly grease equipment • Playground inspections

Water Utility • • • •

Booster station maintenance Hydrant flushing Valve exercising Dept. of Natural Resources (DNR) sampling

Sewer Utility • • • •

Lift station maintenence Sewer main cleaning Wet well cleaning Sanitary sampling

Fleet maintenance work orders are created using work cycles and asset readings. Some vehicles, equipment, or tools are serviced annually or biannually. These work orders were created for each vehicle and repeat as necessary. We have blank repair work orders created for every piece of equipment as well. Rather than having the crews in the field create a work order, they can grab a blank repair work order, type the issue in the comments, and submit it to the fleet foreman. This has saved a great deal of time in the field and cut down on the amount of training required for the field staff.

Other preventative maintenance (PM) is dependent on usage. Fuel pumps are linked with the asset readings in Cityworks. Every time a piece of equipment is fueled, the mileage or hours are logged in Cityworks. When a milestone is reached, Cityworks will create a work order. A light-duty pickup truck may receive a PM every 3,000 miles, an excavator may get a PM every 200 hours, and lawn mowers generally get serviced every 100 hours.

There are many ways to customize Cityworks to fit your workflow. Using work cycles and asset readings are just a couple ways we have automated our work order process and given our supervisors more time to get work done in the field. This also ensures that work is not forgotten or missed.

USER COMMUNITY

York County Government moves beyond

“Just Making Maps”

By Bryan Townsend, GIS Division, York County Government, South Carolina

Y

ork County Government, South Carolina, has leveraged Cityworks in some unusual ways on top of the traditional work management usages. Using Cityworks to meet a variety of needs across multiple divisions, the County has experienced enhanced management of assets and use of GIS. This has resulted in more efficient business processes and better decision making.

Cityworks is championed at York County by the GIS Division and has been implemented throughout many areas, including engineering/ transportation, road maintenance, solid waste disposal, engineering utilities, solid waste collection and recycling, facilities maintenance, and building maintenance. Cityworks is also used for emergency management efforts, to adhere to environmental compliance standards, and to track radiological equipment (such as dosimeters, survey meters, and so on). Cityworks Storeroom is used to distribute evacuation calendars and to track equipment used in meth lab response efforts.

With Cityworks, York County has improved its ability to capture and retrieve structured data from custom fields using SQL Reporting Services.

Cityworks service requests, work orders, and inspections are used to store information instead of Microsoft documents such as Excel. This enables the County to more easily and efficiently fetch details that enhance decision making.

County staff is using Cityworks Server AMS out of the box—with minimal XML configurations—to improve usability, along with some

simple T-SQL behind the scenes to enhance asset tracking in the geodatabase. Groups such as emergency management, solid waste collection and recycling, and road maintenance are looking beyond the traditional uses of Server AMS to improve how they manage assets such as dosimeters, improve data captured for use in grant writing, and to make better decisions about allocating resources.

Originally, Cityworks was implemented in 2012 for road maintenance to replace a failing homegrown system. Since then, its use has expanded into 10 very different departments or divisions. When implementing across many areas, county staff noticed a reoccurring theme: the importance of the continued need for structured capture of institutional knowledge. Many key staff realized they were holders of institutional knowledge and were critical to the continuity of operations. They knew that they could improve their work environment by ensuring that their knowledge was placed in Cityworks. Cityworks became a powerful tool when selling staff on its ability to input valuable data and generate both metrics for decision making and observations about performance.

The County’s solid waste collection and recycling staff attends numerous events each year where they provide educational outreach opportunities. Since using Cityworks, they have migrated from storing event information in Office documents to Cityworks, and can obtain data for grants easier and more accurately at the end of each year. With more than 70 custom

fields and ELM (equipment, labor, and materials) and with dozens of giveaway items tracked in Storeroom, they are now able to have a more accurate handle on inventory and the actual costs associated with these events. They are also better able to justify budget requests and grant applications.

After county staff learned how to configure Cityworks and applied it in a few very different ways, they began to notice it met some needs that would normally have taken weeks for their programmer to complete. By leveraging one software package, county staff reuses new skills and has become more effective at ensuring users are utilizing Cityworks in a productive way— sometimes allowing information to be shared between departments or staff and citizens for the first time.

Cityworks has allowed the county’s GIS program to move beyond “just making maps.” The division is able to have ongoing and engaging conversations with coworkers across the organization about how they can best serve county citizens. The GIS Division feels they can now offer better tools to other areas within the County to store information and be more efficient.

Cityworks has enabled that conversation to take place and allowed the GIS Division to become a champion of that conversation.

Watch for Part II of this article in our next InPrint issue, which will detail some of the unique ways the individual departments and areas at York County are utilizing Cityworks.

InPrint | Winter 2015

13

USER COMMUNITY

It’s Cityworks, But it’s Not

By Amy Rockwell, GISP, Sr. Business Analyst, City of Charlotte, North Carolina

T

he Cityworks asset and maintenance solution can do a lot to help an organization right out of the box, but it’s greatest power is as a customizable platform. At the City of Charlotte, North Carolina, we have taken advantage of Cityworks’ flexibility to make our processes more efficient utilizing XML, HTML, and custom stored procedures, which in turn makes our work more efficient.

Simple XML changes can rename a label on a service request as shown in Figure 1, or hide fields on a work order that are not being used. Moving and renaming fields for improved workflow is easily done using the XML configuration files. In addition, you can also hide or rename controls.

In Figure 2, JavaScript is used to display the ELM buttons from the View dropdown list directly on the form, making it simpler for users to find and add costs.

We can also use form data to manage the format of work orders and service requests. In the two work orders shown in Figures 3 and 4 (red boxes), we show, hide, or rename certain controls using the XML configuration files—all based on the work order template. For example, Data Editor becomes Crew 1, Est Data Entry Hrs becomes Est Field Hrs, and Data Entry Start becomes Field Start. Not only can we manage controls based on the work order template, we can manage the controls based on the data entered.

For example, on the field inventory work order in Figure 4, if Inventory Work Zone is selected for the Project Type, the Origination field appears. If Other is selected for the Project Type, an Other field appears, thereby allowing the user to enter data.

14 InPrint | Winter 2015

Recycled Work Order WorkOrderPanel Description WOID Text1 WO Address Text3

Units Accomplished

Num3

Num2

Num4

TileNo District

SubmitTo LegalBillable

Num1

Num5

ActualFinishDate

ActualStartDate

Text7 Supervisor

Text8

ContrBillable

IsReactive?

ContrBillableWorkCompletedBy

Text5

RequestedBy

Text6

Figure 1: Service request fields have been renamed.

Figure 2: The ELM buttons are displayed on the form.

Figure 3: Customized fields apear on the desktop inventory work order.

Figure 4: Customized fields appear on the field inventory work order.

In both templates, the Status field is set based on the population of other fields, such as Data Editor, Reviewer, and Integrator. There is no data entered in the desktop Inventory work order, and the Status is not scheduled; however, on the Field Inventory work order, the Reviewer is populated and the Status indicates that the project is now ready for Field QC. Using stored procedures, we are able to populate fields automatically based on calculations. In Figure 4, the Est Field Hrs is determined by the number of Preferred features entered (blue box).

While we do utilize Universal Custom Fields for work orders, we often find that additional tables need to be created in the database in order to capture all the data needed by the group. In Figure 5, contact information and tasks in the panel are saved in custom tables. HTML is embedded in the panel, and data is entered directly into the fields and saved to the database using web services.

Web services also display the existing table entries and manages notifications like the outstanding task list in Figure 5. As a task is completed and saved, the task is removed from the outstanding task list. Cityworks tasks were not used because in this case, tasks are not necessarily completed in a set order.

We also repurposed the work order address field for project types in Figure 3. Clicking in the Project Name field (yellow box) opens a window (created using jQuery) that allows the user to select multiple Project Types, Hydrologic Units, or River Subbasins. These values are saved to the database when the user saves the work order.

As you can see, we have done a lot of work to tailor our applications to our users. Upgrading takes a lot longer and we have to test to make sure that all of our customizations continue to work, but on the plus side, getting users up and running is easier, training users is less time consuming, and work gets done faster.

Figure 5: An outstanding tasks list helps users see which tasks still need to be completed.

InPrint | Winter 2015

15

USER COMMUNITY

Metropolitan Sewer District of Greater Cincinnati— Cityworks Platform in Action

By Bob Scott, Computer Systems Analyst, Cincinnati MSD, Mike Pittinger, Wastewater Collection Superintendent, Cincinnati MSD, Becky Tamashasky, Industry Practices Manager, Cityworks

T

he Metropolitan Sewer District of Greater Cincinnati (MSDGC) provides wastewater collection and treatment services for residents and businesses within Hamilton County, Ohio. This results in a service area encompassing approximately 230,000 residential and commercial accounts, covering nearly 300 square miles. It includes approximately 3,000 miles of sanitary main and combined sewers along with more than 200,000 building sewers. The standard operational maintenance of a utility of this size, coupled with the additional compliance and reporting of a Global Consent Decree, mandates the implementation and use of a work order management system. MSDGC purchased Cityworks in 2010

and originally planned to utilize Cityworks as essentially a stand-alone computerized maintenance management system (CMMS) primarily configured by an external consultant to replace its many legacy systems. Upon further analysis of their workflows and business needs, MSDGC determined that while Cityworks is truly the best CMMS to manage its linear assets, integrating additional standard applications would best allow MSDGC to meet its complex needs. MSDGC pulled together its own Cityworks implementation team—composed of operations and IT staff—to develop a comprehensive application framework and make this plan a reality.

Fast forward four years. MSDGC is now operating as the vision of the Cityworks platform.

MSDGC online citizen portal is used to reporet issues online.

16 InPrint | Winter 2015

Cityworks is configured and in operation to track the intake of service requests related to both stormwater and sewer incidents, as well as the follow up work orders and preventive maintenance related to the wastewater collection system and condition assessment. Beyond the collection system infrastructure, Cityworks is also being used for facilities maintenance and repairs, as well as fabrications and modifications related to the MSDGC fleet and small equipment. While Cityworks is being used for a range of activities, many end users rarely (or never) encounter the actual application during the workday.

Residents are able to call directly into MSDGC to report an issue with the wastewater system, or they have the option of reporting an issue online. To enable this option for the public, MSDGC created an online citizen portal, which uses the service request API to create service requests in Cityworks.

Call center staff views a large screen displaying a running tally of service request stats in the system through a business intelligence dashboard developed by the utility’s IT staff. These values update dynamically based on metrics that have been established for compliance with MSDGC’s Consent Decree—specifically tracking a mandate that MSDGC staff arrive onsite within four hours of a sewer backup report. Additional dashboard metrics act as Key Performance Indicators (KPIs) to monitor other important activities within the work group.

Meanwhile, at individual machines, call center staff also have a custom-built map widget (the Dispatch Decision Support Tool) built by Woolpert, which assists with both prioritizing open work and delivering information regarding the location of open work in relation to crews. This tool is embedded within the Cityworks map as part of the system framework, and pulls data from Cityworks as well as MSDGC’s AVL system (Zonar) and electronic key management system (Keywatcher). Crews call in when a current assignment is completed

and dispatchers refresh the Dispatch Decision Support Tool to assess the crew’s location and proximity to open reactive field investigation and preventive maintenance work orders. The Dispatch Decision Support Tool uses saved searches and multi-sort preferences so the same tool can be used by different work groups with different work order types and business needs. In its customer service section, MSDGC further enhanced this tool by developing an algorithm which prompts dispatchers to escalate the priority of Combined Sewer Overflow (CSO) preventive work based on the aging of the activity through the dispatch dashboard. An additional layer of development sends notifications from the remote instrumentation sensors (Telog) at each enumerated CSO and Sanitary Sewer Overflow (SSO) to determine if the priority of an existing preventive maintenance work order requires escalation based on the current water level, and the precipitation (RainVieux) in the sewershed upstream of the CSO. When work is assigned through the Dispatch Decision Support Tool, an email with instructions is sent to the crew leader in the field, and accessed on a mobile device (iPads or iPhones).

Due to specific business constraints with some workflows, MSDGC integrated Cityworks with Flowfinity Actions to develop their own mobile field applications for completing work orders with complex workflows, while other work orders—with simpler workflows (such as sewer cleaning)—are accessed in the field through the Freeance for Cityworks app.

Through Flowfinity, users have immediate access to external job aids as well as a number of ArcGIS Online maps, which have been created to support specific work order types. By linking to specific AGOL maps at discrete points in a guided, logical workflow, users can easily gather asset information from a simple AGOL map—customized with popups and symbology—to support that particular step in the workflow. Mike Pittinger, wastewater collection superintendent for MSDGC, says, “Incorporating a consistent and documented review of GIS asset attribution through the use of simple ArcGIS Online maps into every workflow is a key strategy to improving our systems.” Additionally, using the powerful workflow capabilities built into Flowfinity, any discrepancies in the GIS data identified in the field can easily be identified in the logical step-by-step forms, and appropriate notifications can be created to update the GIS. At the completion of the work activity, Flowfinity generates an HTML formatted email that includes all details of the field work as well as any photos captured in the process. Another

This dashboard displays a running tally of work order and service requests.

standard application (Email2DB) identifies the emails, creates the necessary attachments folders for the work activity in the Cityworks website folders, and renders a PDF of the field report using the HTML in the email. From there, the data is populated in Cityworks, including a number of custom fields configured to support compliance with the MSDGC’s Global Consent Decree. The summarized PDF and attachments are placed in the new folder and are available to users accessing the work order from Cityworks.

Nightly routines update layers in the GIS from the Cityworks work orders, including links to the report PDFs generated from Flowfinity Actions. These layers are available to field users through the ArcGIS Explorer mobile app because they are published through the ArcGIS Web Adaptor by utility IT staff. As a result, field users have complete access to up-to-date reports and work order photos in simple ArcGIS Online maps, which are integrated with the Flowfinity mobile apps.

With these workflows operating smoothly, MSDGC continues to work on future improvements by integrating Interactive Voice Response (IVR) telephone applications for service request submissions; direct dispatching and spatial management of supplemental contractors during wet weather events; immediate emailing of service request field investigation PDFs to customers (including links to educational online videos); and full asset repair and rehabilitation work order integration with Innovyze’s InfoMaster to continuously improve a dynamic, risk-based maintenance organization focused on best practice asset management principles.

The integrations with a number of business systems through the standard Cityworks APIs has set up the Metropolitan Sewer District of Greater Cincinnati as a model GIS-centric and Cityworkscentric organization.

While reflecting on their progress and future goals, Pittinger sums up their motivation for their implementation, “Our customers are paying more to support our Consent Decree driven CIP budget, while operating budgets are declining. Our goal is to use the best industry standard tools to make the work easier, safer, and more efficient for the people that do the work, while providing better service to our customers at the lowest possible cost. We really believe that using Cityworks as their platform to manage all of this work will make the difference.”

An email is generated when a work order is created.

InPrint | Winter 2015

17

USER COMMUNITY

Spatial Asset Management in the

By Michael Dagle, GIS Business Analyst, Oakland County Information Technology and Gina Bohn, Supervisor, Facilities Maintenance & Operations, Oakland County Facilities Management, Michigan

H

ow to best implement a GIS-centric asset management system for a Facilities Management Department with little historical usage of spatial systems? That was the challenge for Oakland County, Michigan, Information Technology (OCIT), Facilities Management (OCFM), and our initial implementation partners, Woolpert, Inc. and GISi. The answer is, of course, very carefully.

Cityworks in Oakland County is a multidepartment, multi-jurisdiction platform affectionately referred to as CAMS: Collaborative Asset Management System. Hosted and maintained by OCIT, the vision for CAMS is to create a centralized, standardized, county-wide infrastructure management system that will allow Oakland County and its local governments to proactively manage assets. The OCFM implementation is an important piece of a much larger whole. This county-wide system also includes the Water Resources Commissioner’s Office, the Parks and Recreation Department, several county municipalities, and the Road Commission for Oakland County. Given the amount of change this new program would introduce for the end users, we decided on

18 InPrint | Winter 2015

an iterative approach to focus on the highest value goals and allow people to adapt to new ways of thinking and doing business over time.

The management of facility interiors created unique challenges and opportunities within our Cityworks implementation. OCFM manages the planning, design, construction, renovation, and maintenance of all county facilities, grounds, and parking lots, as well as interior spaces currently totaling almost two million square feet. Prior to implementing Cityworks, OCFM utilized a version of Maximo; however, it was only used for preventative maintenance work activities, which created a system with spotty work order coverage. Field staff had almost no direct interaction with PCs and applications, and there was a developed culture of maintenance staff responding to ad hoc requests without a work order. As the Cityworks implementation project began to take shape, several key priorities were defined: • Seamlessly and fully replace existing work order business processes • Increase use of service requests and corrective work orders (which entailed a significant culture change)

• Integrate with the existing financial program • Project management • Materials management • Detailed reporting These priorities necessitated an intentional expansion of asset management. The goal of increasing corrective maintenance work orders was greatly helped by the creation of the Facilities Request Portal. In contrast to many request portals used with Cityworks, which often focus on citizen engagement, the OCFM portal focuses on internal county users submitting facility-related requests. Using the Cityworks API, and with the help of Woolpert Inc., we incorporated a simple intranet request portal to serve as a consistent entry point for all requests made to OCFM. The previous work order system did not integrate with OCFM’s financial program.

Integrating the two systems eliminated dual entry of labor and contractor costs and allowed users to interact with financial data outside of a complicated financial system. This greatly reduced questions and requests to administrative staff for financial information.

Another significant aspect of the implementation was utilizing Cityworks for projects, along with the creation of departmental project standards and processes. We developed a simple but powerful integration to export project work order tasks into Microsoft Project. Project management functions, such as creating task dependencies and auto-scheduling, could then be managed within Microsoft Project and tasks could be exported to Cityworks with that information. OCFM also implemented Storeroom to better manage material inventory, and created approximately 20 custom reports to allow easy access to the information within Cityworks. The end result was a better view of project costs.

While we accomplished some major goals, the first phase of the project was something of a GIS-lite implementation. We created building footprint outlines, but OCFM’s asset data creation was primarily non-spatial (for example, object classes). We realized that, given the priorities outlined above and the nature of the asset data, the best approach to help OCFM accomplish their goals, while managing change, was to wait to implement new GIS-centric workflows.

Three years post-implementation, OCFM began to realize that spatial asset management would help them to more fully take advantage of Cityworks. This was partly due to attending Cityworks User Conferences and noticing what other organizations were doing. Building on the success of Cityworks for work management, the time had come to take

further steps towards true asset management, which meant creating facility interior spatial data. This process was greatly aided by the Esri Local Government data model—specifically the Building Interior Space feature class, as well as utilizing OCFM’s detailed facility CAD drawings for data conversion. This has entailed new processes, capabilities, and training needs since most of the OCFM staff was not utilizing the map for work order creation. It has also greatly increased the number of attached work orders, a significant step towards interior asset management.

Oakland County found that an iterative approach worked quite well for facilities management. We learned that during a complex implementation, it is important to pick your battles and prioritize. We’ve also learned it is important to carefully consider the organizational culture, and how to best implement changes. Perhaps most importantly, it is crucial to identify a champion of the system within the organization (in this case co-author, Gina Bohn).

What’s next for OCFM? In the next year, we’ll implement a mobile solution and upgrade to Cityworks 2014. We are continuously looking for ways to utilize our interior spatial data, such as an Oakland County campus place finder, and a facility dashboard for the OCFM management team.

We’ve taken significant steps in the last few years to change our processes, culture, and technology. We are excited to expand our use of Cityworks and GIS in the future.

Oakland County accomplishes spatial asset management using Cityworks. Facility interior spatial data displayed in Cityworks.

InPrint | Winter 2015

19

USER COMMUNITY

Congratulations to Dublin, Ohio 1st place Digital Cities Award

O

n November 13, the Center for Digital Government (the Center) posted its annual Digital Cities Survey, naming the City of Dublin, Ohio, first in the category of cities up to 75,000 residents. The Center receives responses from hundreds of cities nationwide whose use of technology aligns with and advances city goals, and who use new ideas to boost efficiency, save tax money, and make life better for residents and businesses alike.

In its report on the 2014 winners, the Center’s judges were impressed with Dublin’s social media presence, pervasive use of community engagement tools, and systematic use of GIS. Michelle Crandall, assistant city manager, attributed Dublin’s high ranking to the city’s focus on two main goals: boosting staff efficiency, and getting information and tools to business as well as residents alike.

Regarding the first goal, Crandall said, “We want to provide employees with the technology that they need to do their jobs efficiently and effectively, along with providing the support and training they need to use the technology to its fullest extent.” Cityworks is key among those technological tools.

Dublin first implemented Cityworks in 2006, and currently has around 40 active users taking advantage of their Server AMS deployment. The City is in the early stages of implementing a Freeance mobile solution, with 15 staff members currently involved in the prototype session. Brandon

20 InPrint | Winter 2015

Brown, GIS administrator at the City of Dublin, said they hope to add an additional 20 users in spring 2015.

“We are a younger city and have been in ‘building’ mode for the past couple of decades,” Brown said. “Now some of our earliest infrastructure is getting to the point of needing more monitoring and maintenance. I think the committee [The Center] recognizes us for implementing a system to keep track and manage our assets in a digital and open manner.”

Brown also said Cityworks has given city employees a much better operational awareness when assessing infrastructure issues because they can track the maintenance history of each asset. “Our residents have benefited from the efficiencies our staff has gained as a result of monitoring work activities,” he said.

According to Brown, the City of Dublin is also exploring the integration capabilities made possible by Cityworks’s APIs and web services, especially the use of data visualization software. “We look forward to providing metrics in a way that people don’t have to ask for them, they can just find them.”

“We congratulate the City of Dublin and are pleased to be a part of their success,” said Brian Haslam, president and CEO of Cityworks.

“Providing the technology that public agencies use to ensure the quality and dependability of the services their citizens depend on gives us tremendous pride. And when our customers are recognized by premier organizations like the Center for Digital Government, it confirms the benefits and value of the Cityworks GIS-centric platform.”

Dublin, Ohio, employees receive first place Digital Cities award.

Congratulations

Esri 2014 SAG Award Recipients

District Department of Transportation, Washington, DC

Sarpy County, Nebraska

Pinellas County Government, Florida

York Regional Municipality, Ontario, Canada

InPrint | Winter 2015

21

PARTNER COMMUNITY

Custom Web Application Helps Automate Asset Inventory

By Bill Millinor, GISP, GIS Department Manager, Jones Edmunds & Associates, Inc; Khan Boupha, PE, GISP, Project Engineer, Jones Edmunds & Associates, Inc; and James Boergers, GISP, Systems Analyst, St. Johns County, Florida

K

eeping track of your local government’s assets can be challenging and labor intensive. Wouldn’t it be great to have real-time access to your inventory? To know, at the touch of a button, which parts are in good condition, which parts need to be replaced, and where new parts need to be added? Having a web application that integrates with your Cityworks Server asset management system can help automate the maintenance and upkeep of your assets and reduce operational costs. Jones Edmunds’ GIS team worked diligently to develop a custom web application that does just that. It was first put to the test to help St. Johns County, Florida, manage their traffic signs, and worked so well that the web application is now applied to support a variety of other asset inventory needs, including light poles, annual traffic counts, ADA ramps, and turtle nesting locations.

The beauty of this custom web application is in its flexibility, as it adapts to better track and manage a wide range of local government assets. St. Johns County serves as an excellent example of how this custom web application helps automate asset inventory, increasing efficiency and cutting operation and maintenance costs.

An Overview of St. Johns County’s System With a population of more than 200,000, St. Johns County has used Cityworks since 2005. Their Cityworks system helps manage public works assets and maintenance for stormwater, traffic signals, pavement, traffic signs, right-of-way, and fleet operations. The County currently has over 93,000 work orders and 90 current Cityworks Server users.

In addition to integrating Cityworks into its Public Works program, the County’s Utilities Computerized Maintenance Management System (CMMS) includes its sewer, water, and reclaimed water networks, and since 2009, encompasses 21 storerooms and over 50,000 work orders. CMMS integrates with CIS, AMR/AMI, and SCADA, and has 75 Cityworks users in the field and the office.

A Look at the Custom Web Application in Action: Automating St. Johns County’s Traffic Sign Inventory St. Johns County Public Works Department and Jones Edmunds worked to leverage the County’s Cityworks platform to better manage the traffic sign inventory. The Public Works Department’s initial management approach was streamlined by integrating a JavaScript web application with Cityworks Server and Trimble high-accuracy GPS units. The integration enables field crews to edit signs or add signs in the field and immediately add work orders to Cityworks Server.

The Public Works Department’s original system—written for ArcMap 9.x and Cityworks Desktop 4.x—was upgraded to support ArcGIS 10.1. The new web interface is deployed through ArcServer and leverages ArcGIS Online, which allows for easy integration with Cityworks Server.

The new workflow resulted in a simplified process that reduces the need for in-office GIS support and allows users to reconcile and post from the field.

Jones Edmunds also helped St. Johns County develop a performancebased budget tool, customized dashboards, and MicroPAVER and NAPA integration. The consulting firm’s GIS team also created new reports and a web interface for tracking information related to users, hardware, and software.

Return on Investment The upgraded system saves the St. Johns County Public Works Department 10 hours of labor per week. It has eliminated their backlog for new assets, lowered maintenance costs using a web client, and increased productivity and efficiency. The system also permits the County to stay abreast of current technology.

The County previously received the 2010 Esri SAG Award, and this year received the 2014 Cityworks Exemplary User Award for their innovative and intelligent application of Cityworks and for empowering their communities through the use of GIS. Jones Edmunds is proud to be a partner with St. Johns County and continues to provide the County with training and ongoing support for its system.

Abe Nelson, St. Johns County sign technician, using Cityworks in the field.

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About Jones Edmunds Jones Edmunds is a Florida-based consulting firm providing quality, professional services in engineering and environmental sciences. Our expertise in a broad range of disciplines has grown to meet the needs of our clients, ranging from the private sector to government agencies at all levels.

Target Functionality

The new system allows users to easily: Place a new post • Integrated GPS functionality for point placement with an option for manual placement using aerial photography • Sub meter accuracy with Trimble ProXT Place a new sign on an existing post • Select post and add sign Capture images using a USB camera • Temporary local storage • Ability to navigate to a picture saved locally and upload it to the server • Ability to attach multiple photos Update post data • Ability to recapture “current” Trimble GPS location • Ability to manually relocate existing post using aerial photography Update sign data • User form displaying parent (post)/children (signs) • Removed signs are set to inactive in table.

• Removing post sets signs and posts to inactive within the table

Sign data is displayed in the custom web application.

World class experience—local presence CH2M HILL is a full-service engineering, program and construction management, consulting and operations firm with specialized expertise in GIS, Asset Management and CMMS services. An employee-owned corporation with more than 200 offices worldwide, CH2M HILL is committed FPO (place photo here)

to assisting utilities and municipalities with delivering quality service to customers by using technology to manage and maintain infrastructure assets. CH2M HILL is a Platinum Cityworks Implementation Partner.

CH2M HILL has been recognized by the Ethisphere Institute as one of the World’s Most Ethical Companies for the sixth consecutive year.

To learn more about CH2M HILL, visit: w w w.ch2mhill.com

t wit ter.com/ch2mhill

w w w.ch2mhillblogs.com/water

facebook.com/ch2mhill

or contac t: Rami.Raad@ch2m.com or Tim.Hill@ch2m.com © 2014 CH2M HILL

InPrint | Winter 2015

23

PARTNER COMMUNITY

Creating a Digital 311 Citizen Service Platform

By Andrew Kirk, VP, Sales & Marketing, CitySourced

T

he city of Longview, known for its sweet tea and ‘squeeze butter,’ is located in East Texas between Dallas and Shreveport, Louisiana, and has an estimated population of 80,500. Looking for ways to increase service to its residents, the Longview City Council investigated building-out and deploying a traditional 311 citizen service center in 2010. The City hired consultants to analyze the project’s feasibility and the resources required. While the projected outcomes were positive, the council ultimately realized that a traditional citizen service center, based on agents answering live telephone calls, would be too expensive to be feasible.

Not to be discouraged, Justin Cure, information services manager at the City of Longview, saw an opportunity to implement a digital 311 service, which would allow citizens to report issues directly to the City from a smartphone or the web. Cure believed he could accomplish many of the same goals of a traditional 311 citizen service center in an innovative manner by using a low-cost civic engagement application.

Understanding the Requirements There were several important requirements for the solution: first, it needed to integrate directly into Cityworks for service request and work order management; and second, it would have to reduce manual data entry and ensure existing processes would be impacted minimally. While increasing customer service was important, the solution would also need to increase the efficiency of taking in citizen service requests and benefit overall operations financially.

Creating a Platform In 2012, Longview contracted with CitySourced, a real-time civic engagement platform that allows for branding and customizations, to provide a digital 311 service. Longview deployed the application on smartphones and its existing website for staff and citizen services.

The 311 application allows users to file service requests from both a native mobile application and the City’s website. Residents simply take a picture or video of the issue, enter some

YEAR

SERVICE REQUESTS THRU PHONE CALLS

SERVICE REQUESTS THRU CITYSOURCED

TOTAL SERVICE REQUESTS

2010

5,980

NA

5,980

2011

6,091

NA

6,091

2012

5,520

887

6,107

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basic information, and click submit. Using the Cityworks service request API on the backend, CitySourced automatically converts the issue into a service request in Cityworks, which is displayed in the appropriate staff member’s Cityworks Inbox.

Seeing Results The solution shares many similarities with a traditional 311 citizen service center: direct, central communication to the City and automated routing to the correct department. However, in this solution the data is received in a structured format without a staff member required to manually enter or clean data. According to Gartner, a leading information technology research and advisory company, this drives the cost of each transaction down from close to $10 per call for live agents to less than $1 per call for automated citizen reporting.

Within twelve months of the 2012 digital 311 app launch, 15% of the reports were submitted digitally and directly into Cityworks. Additionally,

Service Request Metrics Chart: Within 12 months of the 2012 launch of the digital 311 app in Longview, 15% of the reports were submitted digitally and directly into Cityworks, without a significant increase in total requests.

Longview – Nearby Requests: For transparency, nearby requests are displayed in the app as map pins with each color signifying the current status of progress: “Submitted,” “In Process,” and “Closed.”

the new methods of communication resulted in no significant increase in total requests. By shifting away from more expensive telephone and in-person service request intake transactions, the City of Longview saved approximately $8,000.

This efficiency, coupled with a centralized administration of the application, provides a central hub for citizens and streamlines operations for city administrators. Cure states that “the 311 app was very well received by executive leadership at the City. This helped to drive acceptance from division managers. It has now become a part of how we do business.” The app is also helping unify City departments. Cure says, “Some employees even use the app to report issues they find for other departments while they are out in the city.”

Realizing the Added Benefits of Responsiveness and Transparency The Cityworks service request API allows for two-way information sharing, and as a result the CitySourced platform automatically notifies users of status updates as staff makes updates in Cityworks. Once a report is submitted, a notification with the Cityworks service request ID is generated. This automatic communication feedback loop is one way in which the digital 311 customer service app is very different from traditional systems; using traditional communication methods, it would be nearly impossible for the City to pick up the telephone and call back residents each time a status update occurred.

The information sharing doesn’t end with the one-to-one updates. The mobile and web apps offer the option to broadcast real-time information to the community by displaying existing service requests on the City’s authoritative Esri GIS maps within the smartphone or web apps. This interactive display increases transparency and allows Longview to offer 24/7 access to information.

Conclusion and Future Longview’s digital 311 citizen service platform provides a one-to-one communication between the government and citizens without additional staff resources, allowing Longview to foster transparency and increase residents’ access to information. Additionally, the digital method is streamlined into Cityworks to make it easier on residents and less expensive to the City, which has not experienced an increase in the total number of requests created.

With the success of the initial deployment, the CitySourced platform has since expanded beyond service requests to become a mobile city hall that includes access to any service for residents on the go. The Longview app now includes the ability to pay water bills and traffic tickets, view trash/recycling pick up times, and register for Parks & Recreation activities, just to name a few. By decreasing the communication gap, the civic engagement application is transforming the way citizens interact with their local governments.

InPrint | Winter 2015

25

PARTNER COMMUNITY

Southgate Combines

Sedaru and Cityworks to Bring Asset Management to Life

By Dave Harrington, Sedaru Product Manager, IDModeling and Kevin Koshko, Sedaru Product Director, IDModeling

T

he Southgate Water and Sanitation Districts (Southgate), in the Greater Denver area, recently deployed IDModeling’s flagship smart water enterprise software, Sedaru®, with network integration to help leverage their investment in their Cityworks asset management system. The industry’s real-time, decision-support platform for mission critical water network operations and management, Sedaru leverages the company’s proven hydraulic, asset, and operational performance analytics so utilities can anticipate water operations, understand impacts, and solve problems for water loss, energy, quality, and asset management initiatives.

Southgate is responsible for operating and maintaining the water distribution and sanitary sewer collection systems for more than 75,000 residents in the Denver, Colorado, area.

Southgate contracts with Denver Water to supply treated water to the Southgate system.

“Sedaru Brings Asset Management to Life” IDModeling worked with Southgate to deploy Sedaru as their smart water network, connecting their field and office operations by integrating their Esri GIS Cityworks asset management system and hydraulic model into a single, easyto-use operating platform to enable role-based water analytics that are accessible anywhere, anytime. Southgate publishes and hosts its own GIS and Cityworks map services, and Sedaru connects securely, seamlessly, and efficiently to these services to deploy a lightweight, serviceoriented smart water network. Sedaru ensures that every group—either in the office or in the field—has access to up-to-date, accurate, and analyzed system data for better decision making.

Sedaru connects Southgate staff to a broad range of systems. “Sedaru, working alongside

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Cityworks, allows our staff to view information in real-time, enabling us to respond as needed. Sedaru brings asset management to life,” said Elthron M. Anderson, GISP, GIS administrator at Southgate. Sedaru’s flexibility means that users both in the office and in the field can use either Sedaru or Cityworks to assign, view, complete, and track tasks. The end result is seamless completion, tracking, and trending of work.

Distributing Enterprise Benefits for Mission Critical Decision Support Sedaru’s deep integration with Southgate’s Cityworks asset management system is delivering immediate and positive impacts on decision making and daily productivity by making field data entry quicker, more intuitive, and instantly analyzed. Sedaru’s purposebuilt user interface enables automation of day-to-day operations and maintenance tasks: field crews create Cityworks work orders, complete inspections, enter or update maintenance data, and understand the impacts of decisions—all while out in the field. Data entered in the field is received by office staff in real-time to instantly communicate, share analytics, and take action on any event with informed decision-making.

“Sedaru’s integration with Cityworks allows us to better track customer calls, resulting in lower costs for repairing assets,” said Anderson. Southgate has already used the combined power of Sedaru and Cityworks to develop a number of custom valve and hydrant inspection reports, which calculate condition scores for their assets. Operators answer straightforward questions in their inspection forms and the scores are automatically calculated to help Southgate prioritize their maintenance and capital replacement programs.

Sedaru Modeling Powers the Smart Water Network Sedaru also serves as Southgate’s easy-to-use network monitoring and predictive operational tool by expanding access to their hydraulic model. This provides immediate benefits to Southgate since they will be able to evaluate system performance and anticipate the impact of water system operations and maintenance, resulting in increased awareness and more efficient, accurate response to planned and unplanned events. “[Sedaru] models water main breaks, and lets us see how [failures will] impact the system hydraulically,” stated Anderson.

When tied with real-time system data coming in from Cityworks (such as inoperable valves), this has proved to be a crucial tool for outage response planning.

“Southgate is an established technology leader in the Denver area,” said Kevin Koshko, Sedaru product director. “We’re excited that they recognize Sedaru’s abilities—as well as how it complements their well-established Cityworks deployment—to connect every group in the utility, drive productivity, and deliver business analytics for asset and operational management in a user-friendly, smart water platform.”

Sedaru is the intuitive, always-on smart water network that connects utilities with their data and the collective knowledge of their staff.

It paves the way for utilities to move forward, continually improving preservation of their water resources, allocation of staff, and knowledge management. Furthermore, because Sedaru is browser-based, Southgate users can securely access this insightful information anywhere in the world without the need to install any client or server-based software.

About Sedaru Sedaru is the industry’s smart water enterprise software, preparing water/wastewater utilities for their mission-critical tasks to understand and take control of What Happens Next™. Sedaru saves failing infrastructure, reduces water loss and energy costs, enables compliance, and powers informed decisions across the entire utility enterprise.

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27

PARTNER COMMUNITY

Edina

To Go

Mobile App

By Gayatri Mohan, Marketing & Community Coordinator, PublicStuff

T

he City of Edina, Minnesota, sought a robust and interactive platform for its 47,941 residents to report community issues directly to city staff and to use as an additional communications platform.

On the backend, the City needed a way for staff to be notified of incoming requests quickly and automatically, and include a direct line of two-­way communication between staff and residents.

The City partnered with PublicStuff to launch a mobile app—Edina To Go—to increase resident access to the City. One of the key features of this digital platform is the mobile/web portal through which residents can connect with the City on their computers, mobile phones, and tablets to

Edina, Minnesota

28 InPrint | Winter 2015

submit, comment on, and support requests. The City uses customizable widgets to deliver other important information, like city code, election information, neighborhood parks, recycling schedules, and street construction projects, among others.

In developing this system with the City, PublicStuff was able to integrate with Edina’s existing Cityworks system. When PublicStuff receives a service request from a resident, the data is sent to Edina’s Cityworks system through an API. City staff then uses Cityworks to manage the request by making comments and updating its status. PublicStuff tracks updates as they occur in Cityworks, and adds these updates to the system accordingly.

Previously, city staff would receive email notifications with resident request details, which would be manually entered into Cityworks. The direct integration between PublicStuff and Cityworks enables automatic notifications within the system and eliminates the need for staff to manually enter request details. The direct integration also helps residents by providing them insight and transparency into the City’s process for addressing their issues.

Since launching the platform in June 2014, the City has seen more than 900 mobile app downloads and is on track to exceed their goal of 1,000 downloads by the end of the year. The City has most commonly received requests for street repairs, street light issues, and storm water problems, which have been entered directly into Edina’s Cityworks system via the PublicStuff integration. The ability for residents to upload photos of their issues has been the most helpful feature for city staff because it allows them to easily locate the problem and allocate resources to fix it accordingly, rather than just hearing a description from the resident over the phone.

Fayetteville, North Carolina’s

PARTNER COMMUNITY

Innovative Solution for Today’s User

By Joseph Vittorelli, Project Manager, City of Fayetteville, North Carolina Ron Butcher, Asset Management Practice Leader, Timmons Group

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he City of Fayetteville provides services to over 200,000 residents throughout the area. Located in the southern region of the state, the city of Fayetteville neighbors the renowned Fort Bragg US Army Base. With a growing community, the City required their current GIS system to be upgraded to a more robust Enterprise GIS system. The City began implementing Azteca Systems’ Cityworks Server AMS (Asset Management System) and Cityworks Server PLL (Permits, Licensing, and Land) for an integrated asset management, permitting, building inspection, and code enforcement platform. The multi-phased implementation was conducted by Timmons Group, a Cityworks Platinum Partner, and included deployment of Cityworks Server 2014, which is integrated with Esri ArcGIS and SeeClickFix citizen service request portal.

Several factors led to the implementation of the new solution. Most importantly, the City needed a software solution with a higher rate of mobility, reliability, and customer service. The existing system’s workflows had become extremely cumbersome over the years, and with a growing community, changing to Cityworks was a vital necessity. Additionally, there was an overall lack of a city-wide work order/asset management capability.

To deal with these factors, the City required a reliable system to handle all permitting, work order, and asset management needs.

With the successful implementation of Cityworks, the City of Fayetteville will be able to more precisely manage their permits, inspections, and code enforcement violations through Cityworks Server PLL and the development of over 168 cases and 50 reports. The City, leveraging Cityworks Server AMS, will better manage waste management assets through an integrated system of work order management, preventative maintenance, inventory control, and review processes, while improving efficiencies for city staff.

Ted Voorhees, Fayetteville city manager, speaks of partnering with Timmons Group as an opportunity for “improved customer service and increased transparency and accountability.” Voorhees also states that working with them “allows the permitting and inspections divisions of the City to be more responsive to the development of the community and the 433-1FAY Call Center will be able to receive the tools that they need to improve services.”

Asset data displayed on the map.

About the City of Fayetteville The city of Fayetteville is located in Cumberland County, North Carolina, which sits in the southern region of the state. The city has more than 200,000 citizens and ranks as the sixth largest municipality in North Carolina. Fayetteville has been a recipient to numerous prestigious awards, including being named an All-America City three times by the National Civic League.

About Timmons Group Timmons Group is a leading provider of geospatial information architecture and engineering services, focusing on developing intuitive, enterprise geospatial web applications, highly-usable, cross-device mobile applications, and integrated, geospatially-enabled enterprise solutions. Timmons Group is both a Cityworks Platinum Implementation Partner and a Strategic Development Partner. Timmons Group develops solutions across multiple platforms, including JavaScript, HTML5, and native mobile operating systems. For more information about Timmons Group’s geospatial products and services, contact Ron Butcher at ron. butcher@timmons.com or visit www.timmonsgis.com.

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PARTNER COMMUNITY

Asset Management with

Maintenance Scores in Cityworks

By Barry Kelly, Public Works Industry Manager, Esri Canada

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anaging vast amounts of critical infrastructure and capital assets is a challenging task for many public works departments.

The City of Kitchener (City) recently applied maintenance scores that improve project planning and prioritization by classifying the importance of infrastructure maintenance and asset upgrades. Utilizing the Cityworks Suite, a score is applied to every work order. A score is assigned based on the consequences of work not being performed.

Additionally, the City applied a script to past work orders dating back to 2010 to gain a broader and cumulative perspective to include historic calls and work activities. Over time, this technique visualizes the location of similar and reoccurring work orders, providing crucial historical context that gives the City a holistic understanding of its infrastructure, which enhances asset maintenance and management.

Maintenance scores leverage data to help determine an asset’s life cycle and plan for long-term capital expenditures. As specific asset scores rise, management can adopt a proactive approach by understanding where preventative maintenance is needed and prioritize projects accordingly.

Because maintenance scores help identify issues before they escalate, cities are less likely to encounter emergency infrastructure issues that can be costly and a drain on both capital and labor resources. It is far less costly to perform timely repairs than after a catastrophic failure. As well, visualizing work activities that are continually carried out in a certain area can increase efficiencies when preventative maintenance can be performed in conjunction with other repair work.

For example, a blockage in a sewer pipe causing a back-up will receive a high score, which will be represented by a heat bubble on the map. Usually this would be a reactionary service call and crews would be sent out to repair. If the same area receives more calls for the same type of problem, management can be notified to take a closer look at the underlying causes. It may be determined that tree roots are penetrating older pipes, leading to repeated blockages. Identifying pipe

degradation sooner can lead to more strategic decision making where pipe replacement can be combined with other repair or maintenance work required in that area.

The City of Kitchener uses maintenance scoring to sell the value of proposed preventative projects when compared to the time and costs associated with repeated repairs. The City is using the technology to monitor infrastructure, including sewers, water and gas piping, as well as connections and facilities. Looking forward to the mobile capabilities of Cityworks, the City will be implementing condition scoring where crews can report asset conditions in the field to help determine the best action plan for maintenance or replacement. The City also plans to extend the mobile functionality to track the conditions of roads, parks, trees, and signs.

“Adopting maintenance scoring with Cityworks has allowed us to make better data-driven decisions,” said, Jason Winter, manager, Support Services & Business Systems, City of Kitchener. “The data lends itself extremely well for analysis and visualization in a GIS environment. It provides a more holistic picture of an asset lifecycle to help better manage and plan for long-term asset maintenance, repair, and replacement.”

Maintenance scores are displayed on the map to show areas with a greater number of work activities.

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CORPORATE COMMUNITY

Cityworks Platinum Sponsor of the

Annual LoToJa Classic

By Lindsay Ferguson, Associate Editor

Alpine feed zone sponsored by Cityworks.

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his fall, Cityworks was pleased to be a platinum sponsor of the 32nd Annual LoToJa Classic. Held on Saturday, September 6, 2014, Cityworks was largely represented at the event with over 30 Cityworks volunteers, as well as Cityworks cyclists and relay teams riding the 206.2 mile, one-day route.

“We are thrilled to have played a large role in support of LoToJa this year as a platinum sponsor,” stated Brian Haslam, president and CEO of Cityworks–Azteca Systems. “Additionally, it was terrific to have teams representing Cityworks in the ride.” As an avid cyclist, Haslam rode in the race and led a Cityworks team of seven individual cyclists in the cyclosportive route. Kylir Horton, a programmer at Cityworks, and his wife, Mindy, rode as a relay team. All completed the ride safely.

LoToJa is short for Logan to Jackson. The ride begins in Logan, Utah, and ends in Jackson,

Cityworks LoToJa Team (l-r) Rick Curletti, Dave Eldredge, Brian Haslam, Adam Suttlemyre, Mindy Suttlemyre, Brad Unsicker, and Loren Young.

Wyoming. LoToJa is the longest one-day USACsanctioned bicycle race in the country and has grown into one of the nation’s premier amateur cycling races. The course is incredibly scenic, diverse, and challenging—a grueling test of physical and mental stamina.

As a platinum sponsor of the event, Cityworks managed a booth for the packet pickup, and gave away energy treats the day before the race, as well as sponsored Feed Zone 6 in Alpine, Wyoming on

race day. Cityworks volunteers directed traffic, assisted in parking areas, provided crowd control, and offered support for riders who didn’t have support teams riding with them.

Haslam concluded, “It was wonderful to see so many of our Cityworks staff volunteering, giving back to our community, and enjoying the experience. It was a fun day for all involved. We are already looking forward to LoToJa 2015!”

Alpine volunteers (Cityworks staff and spouses) enjoying Yellowstone National Park.

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CORPORATE COMMUNITY

SPONSOR EVENTS Dirty Ninja Mud Run for Kids – West Bend, Wisconsin

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n August 2, 2014, more than 650 children participated in the first ever Dirty Ninja Mud Run For Kids, an event co-founded

by Cityworks employee Greg Walters and the West Bend Recreation Division. The participants navigated an outdoor obstacle course built by West Bend Parks, Recreation & Forestry park crews.

“We hoped for 50 registrants, would have been happy with 75, and 100 would have been mind-blowing!” said Walters. “But to have over 650 participants the first year was beyond even what we could have imagined or anticipated.” Walters proposed the idea to the West Bend Parks, Recreation & Forestry Department after he saw the success of the FitKid Triathlon in Herriman, Utah, also sponsored by Cityworks, and wanted to bring a similar event to his hometown. The City of West Bend heartily agreed and chose to model their event on the popular mud runs for adults. More than 60 volunteers from local community organizations and businesses, including the West Bend branch of Cityworks, helped organize and operate the fun run.

The participants were divided into four groups based on age.

Children in the 4–6 age group ran a 1/3 mile course, children in the 7–8 age group ran a 1-mile course, and children in the 9–10 and 11–14 age groups all ran a 1.5-mile course.

At the end of the race, all participants received a Finisher’s Medal and a goodie bag including a t-shirt, sweat band, complimentary lunch, and a free day pass to the Regner Park Beach & Splash Pad. The first 150 children to sign up for the event also received a free Cityworks water bottle.

The 2015 Dirty Ninja Mud Run will be held on July 11 and will be open to children ages 4–15. Cityworks will once again be a sponsor, and Cityworks Sam will also be joining the fun!

“I’m so happy to be part of a new and exciting event just for kids,” Walters said. “It’s wonderful to have an opportunity to participate not only as a citizen, but as a Cityworks sponsor. It’s hard to imagine, but it’s possible next year’s event may have over 1,000 children take part.”

You’ve read about Cityworks in print and now you can see Cityworks in action.

CityworksTV is now

YouTube.com/user/AztecaCityworks 32 InPrint | Winter 2015

Greg Walter’s children, Nicole (pink shorts) and Dawson, participating in the Dirty Ninja Mud Run.

GLMR NAMI – Utah and Juab Counties, Utah

The GLMR (Gary Ludlow Memorial Ride) is a century bike ride that was started in 2009 to honor a friend, father, and avid cyclist, Gary Ludlow, and his family. Proceeds from the event go to NAMI Utah (National Alliance on Mental Illness).

Daniel Liu, son of Cityworks employeee, John Liu, on the Great Wall of China rocking his Cityworks SAM shirt.

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O Thanks for stopping by our Booth at Esri UC14

34 InPrint | Winter 2015

nce again the 2014 Regional User Group meetings were a huge success, with more than 800 clients and business partners attending the Regional User Group meetings in 16 different locations in the US and Canada. The highlights of the 2014 RUG meetings included Cityworks Mobile (both web and native apps), web-based Designer and Storeroom, EURL with AGOL, and Cityworks Analytics.

CORPORATE COMMUNITY

SAM

Salutes New Employees!

Spencer Quilter

Cory Hill

Hyrum Kruger

Spencer Adkins

Blake Mize

Susan Brown

Conor Fishback

John Koenigs

Linda Eldridge

Nick Topper

Bradley Chatman

Brad Johnson

Spencer works as a development tester and GIS developer. He graduated from Brigham Young University in 2014 with a bachelor’s degree in GIS.

Spencer is our newest project manager. A recent graduate of Brigham Young University, he studied GIS and worked as an intern for the NASA DEVELOP Program.

Conor is a technical trainer who graduated from Brigham Young University with a degree in geography with an emphasis in geospatial intelligence.

He previously worked as a GIS intern for The Nature Conservancy.

Nick is a technical sales associate in our West Bend, WI, office. He recently graduated from University of Wisconsin—Eau Claire with a degree in environmental geography.

Cory is a technician in our IT Department. He is in his senior year at Weber State University. He will graduate with a bachelor’s degree in network management. He has previously worked with Larry H. Miller Group as a field technician and as a help desk technician at Instore Audio Network.

Blake is a University of Utah graduate who studied geography and environmental science with a GIS certificate.

He works as an account manager for the South region, working out of Austin, Texas.

John joined the Customer Support Department as a help desk representative in the West Bend, Wisc., office. He earned a master’s degree in GIS from University of Minnesota.

Bradley is an intern at our DeSoto, Texas, office.

Majoring in applied geoscience with a minor in energy technology and management, he graduated from Texas Christian University in December, 2014. He also completed a certificate in GIS.

A software analyst from Sandy, Utah, Hyrum graduated from the University of Utah with a major in history teaching and a minor in geography teaching. He and his wife have two children.

Susan is one of our new receptionists. She has four children and two grandchildren and is excited for the arrival of two more grandchildren this spring.

Linda is another of our new receptionists. She has been married for almost 23 years and has four children and two grandchildren.

Brad is an industry practices manager. Previously he had 10+ years with Montgomery Ward in HR and Distribution Management. When they went out of business, he moved to Utah to work for International Paper - Dixon Paper company and xpedx as their Group Logistics and Operations Manager for 15 years. Most recently he worked at L3 Communications as a Material Project Manager.

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Golden Gems of Designer 2014

By Steven R. Thomas, Executive Director of Customer Support, Cityworks

Introducing Designer 2014

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ityworks 2014 introduces the new webbased Designer, allowing Cityworks administrators to configure the software in the same environment that they are already using to manage service requests, work orders, inspections, permits, and licenses. The change in the user interface (UI) from a desktop application to a web-based application introduces enhanced functions and object relationships, making it much simpler to configure Cityworks.

It is understood that the new UI may take some getting used to when trying to make specific configurations, so we are providing an introduction to this exciting new interface.

Knowledge Base Article #11677 To assist users in finding functions in the new interface, Cityworks staff has posted a location guide in MyCityworks.com Knowledge Base (KB) article #11677. It is organized in the order that the functions appear in previous, familiar versions of Designer. For example, to find out where to configure Employee Relates, locate the Employee Relates heading and follow the directions.

And to find where to set work order template security, find the Work Order Templates heading and you will see this text: “Click Work Orders and then click Template Security to assign security rights to the work order templates.�

Other functions are just as easy to find in the KB article.

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TECHNOLOGY

Golden Gems Configure Employees Web-based Designer simplifies the process of configuring settings for an employee and his/her corresponding user accounts by making the separate settings accessible on a single page. An employee’s Server menu roles, domain, and group assignments are all configured on the employee Details panel. Rates, employee relates (labeled as Permissions), and software Licenses are also configured on the Details panel.

Search Most of the pages have a dynamic search field.

Typing any portion of an employee’s name in the search field on the Employee page will filter the list to show valid matches. It searches both the full name and the employee login for the entered text. Employee groups may also be used to filter the list.

Define Template Security Template security has been simplified by the addition of global check boxes. After highlighting one or more work order templates, you can set the permissions for each individual employee group. Use the Check All check box to the far right of the group name to select all five permissions at once, or set permissions for all groups by selecting the global check boxes at the top of the Employee Groups panel.

Clicking the Advanced button exposes check boxes to manage permissions for Work Order, Equipment, Labor, Material, and Tasks individually for each of the highlighted templates.

This design is also used for custom inspections and service requests. The Advanced button for service requests exposes check boxes to manage permissions for Service Request, Customer Call, and Labor.

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Define Crews Defining crews has been simplified by introducing data entry fields that utilize type-ahead searches and control-click functionality. For example, to add equipment to a sewer flushing crew, simply click the Add Equipment button.

Type a keyword, such as ‘jet,’ into the search field to filter the list. Then highlight the valid equipment records using the control-click function.

This can be repeated for multiple selections as often as needed to populate all equipment for the selected crew.

This same functionality is also available when adding materials to a crew. When adding employees to a crew, simply type any portion of the employee’s name into the Employees box.

Configure ArcGIS Setup In Desktop Designer, defining GIS object classes for use by Cityworks required multiple settings to be made from several pages and links. Many of these have been combined into a single page. Defining an asset group and adding asset types, including feature classes, object classes, and “Other” can be done in a single panel. On the same page, the asset groups can be assigned to domains by selecting the asset group and the relevant domain. The entity UID field, display field, primary image field, condition field, condition date field, default image directory, asset form configuration, and GIS relationship identification relevant to the Cityworks asset management forms may also be defined on the same page after selecting an asset type.

In Desktop Designer, these settings were made on three separate tabs and forms.

Assign Licenses to Employees Assigning licenses to Cityworks users is easy in web-based Designer. The license key, maintenance end date, and date activated are displayed on the summary page. Licenses can be set for all users by selecting the global check box at the top of the column, or the license settings may be set for a single user by entering text in the search field to filter the list and then selecting the relevant license check boxes. As licenses are

38 InPrint | Winter 2015

set for the users, the total licenses assigned are displayed at the top of each column.

Define GIS Services The new, web-based Designer supports map services being assigned to employees via service groups. Each service group may have four map services: a public service, a geocode service, a geometry service, and an SOE service.

This introduces a significant level of flexibility within the GIS-centric UI. These functions are a sampling of the numerous ease-of-use enhancements found in Designer 2014. You will find that Designer 2014 will simplify the design and configuration of your Cityworks database. For additional information on Designer, refer to the Designer 2014 Guide located under Cityworks 2014 > Help Documents on MyCityworks.com.

2015 User Conference | Salt Palace Convention Center | Salt Lake City, Utah InPrint | Winter 2015

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