Like many local government agencies, the District had the problem of different platforms for different functions within the various groups that make up their water.A major part of the installed base was ESRI for GIS, which included SDE and an Oracle database.They also had a large installation of AutoCAD.
The problem was one of integration and extendibility.The objective was to create a central data store that accommodated posting all of the CAD files from new and finished projects and all the GIS data, and allowed for common posts, extracts and updates from all the entities within the department.The CAD data had to be accessible from within their GIS groups and GIS data accessible from within their CAD groups as well.
Because the District had the existing installation of SDE and Oracle, they decided to use that existing data store and create their own software to allow for posting, extraction and updates from AutoCAD directly through SDE into Oracle.An advantage of this connectivity was that they could extend it to MapGuide, so they could have a means to publish to the web.
Publishing to the web also let the District create wireless links to the field, providing a bi-directional path for redlines.This distribution of data to the field let them upgrade the locational accuracy of their data (now close to two centimeters).Because of the central data store, the turn-around time for redlines being included in updated drawings and posted to the central data store, after approval, was the next day.This field posting could also include GPS points and improved infrastructure positional accuracy.
MapGuide also provided them with a mapping platform to add vehicle tracking, a fairly simple extension to the basic infrastructure.
change and upgrade, there is always the question of
cost justification.ROI is difficult to determine when you have created
services that simply did not exist prior to adding CAD to a central
and the inclusion of MapGuide.However, they could easily note they
at least 4 to 8 hours per project.In addition, they had far better
knowing where their infrastructure was located (and timely inclusion of
points), they were able to improve the "call before you dig" program
of more current and accurate data) and now had vehicle tracking.In
the extensions they were able to put in place, it couldn't have been
without their base data becoming more current and interchangeable
within the District.
Vegas Valley Water District had taken several legacy
systems, updated them, found extensions in bringing the field closer to
accurate data and was providing their constituents new services.
seeing across a problem just needs a little vision.They appear to have
than a little vision in Las Vegas and are well ahead of their problems.