Inventing a GIS
Neal Myers
Central Lincoln PUD
P.O. Box 1126
Newport, OR 97365
Introduction
The implementation of a large GIS project differs from a standardized procurement
process such as purchasing a new line truck. While there are many options and
configurations available for a line truck those responsible for it's purchase and operation
are very familiar with the resulting functionality and cost to value ratio. The
functionality, cost and even the methods to most effectively use a GIS are often vague
and can be confused further by conflicting assertions and the positive or negative
experiences of other users. Mindful of these issues, Central Lincoln began to explore the
possibility of creating this system to most effectively serve our customers.
Background
Central Lincoln People's Utility District is an electric distribution utility with
approximately 34,000 customers on the central Oregon coast. The district is organized as
three operational divisions covering an area of 630 square miles with a load density of
26.7 customers per wire mile and annual demand of 275 MW.
Motivation
At the onset of this project in 1990 most records for engineering, warehousing,
accounting and other functions performed by Central Lincoln were stored on paper
forms. These paper files were augmented with some enterprise and several isolated
computerized databases. The business rules which originally directed the construction
process were based on a highly formalized, labor intensive and de-centralized system that
generated at least fifteen separate forms which were then distributed to at least eight
departments. From 1970 to 1990 the number of customers served by the District
increased from 14,000 to 27,000. During the same period the Engineering staff levels
remained static. As the increasing volume of construction projects began to overwhelm
available resources, requirements were relaxed. Forms which had been highly
standardized became ad hoc and reflected the requirements of local operating areas. The
lack of standardized construction specifications and practices throughout the district led
to warehousing issues and variable project estimates which was compounded when the
accounting close used different criteria than those used for engineering estimates, to
determine costs.
In order to mitigate this situation an examination of work flow and data used or created
during the construction process was conducted. Advances in software, middleware,
hardware and advantageous price to performance ratios for this equipment were also
studied. The conclusion drawn from this process was that a digital data automation
system should be considered.
The primary goals for the proposed system would be to eliminate redundant data entry; to
standardize construction specifications; and to enhance data retrieval by integrating
isolated databases. These goals would translate to customer benefits of; 1. reduced
operating costs through increased efficiency of personnel at each data transaction and
reduced inventory through the use of construction standards; 2. more effective system
cost recovery through a more accurate reflection of resource costs and by timely update
of accounting and other databases; 3. enhanced customer satisfaction through accurate,
timely and centralized information with which to address customer inquires; 4. the ability
to leverage investments in legacy systems by integrating these systems with new
components and; 5. more effective use of company resources by allowing engineering
analysis to be run against a valid system model.
