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State of Connecticut 
Developing Geospatial Strategic and Business Plans for the State of Connecticut 
State of Connecticut's Strategic and Business Plans 
Adoption Meeting

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..Last Meeting: Strategic & Business Plan Overview 
..Reviewed the goals 
..Reviewed the findings and recommendations 
..Discussed the requirements for each component of the plan 
..Today: Implementation Strategy 
..Brief summary of strategic goals 
..Overview of the Implementation Strategy component of Business Plan 
..Discussion of review comments received 
..Open discussion of any other review comments 
Agenda… 

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What are the Strategic Goals for the State of Connecticut? 
Strategic Goals : 
1. Improve coordination and organize GIS efforts across all levels of 
government (federal, state, regional, and local) 
• Establish and fully staff a GIS Coordination Unit 
• Inventory existing Geospatial activities 
• Create a State clearinghouse 
2. Develop a core set of framework data layers that can be shared across state 
agencies and with local government 
• Orthos, parcels, street centerlines and address points 
3. Communicate the benefits of and educate decision makers on the use 
of geospatial technology to increase adoption and provide sustainable 
funding 
• Identify programs that can benefit from geospatial technology 
• Develop communication and outreach programs 
• Develop educational materials to support the programs 
• Execute the programs 
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What are the Strategic Goals for the State of Connecticut? 
Strategic Goals : 
1. Improve coordination and organize GIS efforts across all levels of 
government (federal, state, regional, and local) 
• Establish and fully staff a GIS Coordination Unit 
• Inventory existing Geospatial activities 
• Create a State clearinghouse 
2. Develop a core set of framework data layers that can be shared across state 
agencies and with local government 
• Orthos, parcels, street centerlines and address points 
3. Communicate the benefits of and educate decision makers on the use 
of geospatial technology to increase adoption and provide sustainable 
funding 
• Identify programs that can benefit from geospatial technology 
• Develop communication and outreach programs 
• Develop educational materials to support the programs 
• Execute the programs 

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Implementation Strategy 
Three to four year strategy 
1. GIS Coordination Unit 
2. Orthos – statewide, 100 scale, color 1’ pixel 
3. Parcels-two phased parcel grant program with maintenance 
4. Street Centerlines: derived from orthos, create state and localroads 
5. Address Points (parcel based first, then structure based) 
All starting at once? 

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Implementation Strategy 
Implementation Details 
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Implementation Strategy 
Implementation Details 

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Funding Needs 
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Funding Needs 

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Funding Calculations 
..Staffing Costs: 
..All staff salaries were taken from the State of CT’s DAS website, 50% was added to the salary for 
benefits 
..GIS Analysts: Only one person carried, one currently exists 
..State Clearinghouse 
..1st year budget: initial cost for HW, SW, and development ($385k) 
..2nd year budget maintenance ($45k, $30k mods to site) 
..3rd year budget: maint. plus additional functionality for centerlines, and address point data ($125k) 
..Orthophoto Program Costs: 
..Budget estimate was based on estimates provided by private companies ($1.86m) 
..2nd year cost ($450k) is cost for LiDAR data (should this be separated? contracted at same time) 
..Parcel Program: 
..Budget estimate $1.20/parcel x estimated 1.4 million parcels 
..Phased over two years = $1.7m/2 = $850k 
..$250k ($1,500 / community) for maintenance, will be recurring cost 
..Street Centerlines: 
..Budget estimates based on estimates provided by private companies ($1.6 million) 
..Potential savings could be achieved if consolidation with ortho program or state provides labor 
source 

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Funding Calculations 
..Communication & Education: 
..Year 1: Cost to develop communication & outreach plans ($55k) 
..Year 2: Cost to run regional workshops $2,000/RPO, $5k for administration 
..Year 3: Additional workshops for 75% of RPO’s 
..Recurring Costs: Should we add this to the plan? 
..Parcels: $250k/year, $1,500/year/muni 
..Centerlines: $250k/year, $1,500/year/muni 
..Address Points:$340k/year, $2,000/year/muni 
..Software Maintenance: $45k 
..Hardware Refresh Cycle: every 3 years $50k 
..Staffing Costs: approx. $390k/ year 

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Comments for discussion… 
..DPS (Dan Czaja): 
..Strategic Plan 
• Stressing need for consultants (4-5 times) 
–Word search found: 
–1 consultant 
–1 vendor 
–On-call twice 
–1 added at the request of steering committee 
–We can look to reduce this if others have same feeling 
• Vision include “business operation” not just “products” 
• Establishing a goal to create administrative boundaries layer 
• GIS Coordination Unit should take lead in creation of metadata 
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Comments for discussion… 
..DPS (Dan Czaja): 
..Strategic Plan 
• Stressing need for consultants (4-5 times) 
–Word search found: 
–1 consultant 
–1 vendor 
–On-call twice 
–1 added at the request of steering committee 
–We can look to reduce this if others have same feeling 
• Vision include “business operation” not just “products” 
• Establishing a goal to create administrative boundaries layer 
• GIS Coordination Unit should take lead in creation of metadata 

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Comments for discussion… 
60,000+ Municipality (Patrick Ladd): 
..Strategic Plan 
..High Turn Over Rate: Anecdotal, but look for statistics 
..Internal programming staff versus outsourcing, “outsourcing of applications 
is efficient” section 5.5.2 
• Steering Committee discussed this 
..Business Plan 
..Funding requirements details (previous slides) 
..Business Plan lacks appreciation for massive undertaking 
• BP recommends creation of a detailed for BP for each layer 
• GISC chose higher level view of all activities, rather than detailed BP for 
any one initiative 
..Data available via the Internet but not for download 
• Needs clarification 
• Info Sessions and steering committee consistently stated that only web 
services were needed for parcel download (section 2.2.2) 
• Add requirements section for clearinghouse from SP (2.1.3) 
..Statistics for survey not scientific – add statement 

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Comments for discussion… 
..DSS (Dennis Berry): 
..Separate committee for human services to: 
• Create a forum for public and private human service agencies 
• Determine resources currently available and needed in the 
future to coordinate with the work of the council. 
• Promulgate standards and data relevant to social service 
agencies. 
• Comment on proposals before the Council. 
..Plan needs more emphasis on how GIS can help human service 
“agencies” 
..Document comments: 
• SP: Separate human services in executive summary & 4.2.2 
• BP: Add proposed text on human services to section 3.4 
• Create separate bullet for Health Care 
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Comments for discussion… 
..DSS (Dennis Berry): 
..Separate committee for human services to: 
• Create a forum for public and private human service agencies 
• Determine resources currently available and needed in the 
future to coordinate with the work of the council. 
• Promulgate standards and data relevant to social service 
agencies. 
• Comment on proposals before the Council. 
..Plan needs more emphasis on how GIS can help human service 
“agencies” 
..Document comments: 
• SP: Separate human services in executive summary & 4.2.2 
• BP: Add proposed text on human services to section 3.4 
• Create separate bullet for Health Care 

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Comments for discussion… 
..DSS (Dennis Berry) Section 3.4: 
..Human Services. G.I.S. “applications” for planning 
assistance to people including food, shelter, cash,
and medical and psychological care often use 
aggregate data and as such are different from 
point data uses like addresses.Thematic mapping 
of clients by zip code or census tract helps users toboth look for patterns as well as the optimalplacement of service centers to the affectedpopulation. The tools also enable separate 
programs to layer data. As an example DSS 
aggregated food stamp recipient data by town andoverlaid soup kitchen and food pantry data fromInfoline to check coverage areas. 
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Comments for discussion… 
..DSS (Dennis Berry) Section 3.4: 
..Human Services. G.I.S. “applications” for planning 
assistance to people including food, shelter, cash,
and medical and psychological care often use 
aggregate data and as such are different from 
point data uses like addresses.Thematic mapping 
of clients by zip code or census tract helps users toboth look for patterns as well as the optimalplacement of service centers to the affectedpopulation. The tools also enable separate 
programs to layer data. As an example DSS 
aggregated food stamp recipient data by town andoverlaid soup kitchen and food pantry data fromInfoline to check coverage areas. 

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Questions and/or comments from your review? 
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Questions and/or comments from your review?