Strategic GIS Planning and Management in Local Government
This "how-to" book on planning and managing GIS within local government describes and details the key components of a successful enterprise, sustainable and enduring GIS. It describes the strategic planning process an organization must undertake prior to GIS implementation. The heart of th...
Saved in:
| Main Author | |
|---|---|
| Format | eBook |
| Language | English |
| Published |
United States
CRC Press
2016
Taylor & Francis Group |
| Edition | 1 |
| Subjects | |
| Online Access | Get full text |
| ISBN | 9781466556515 146655651X 9781466556508 1466556501 0367867400 9780367867409 |
| DOI | 10.1201/9781315374437 |
Cover
Table of Contents:
- Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Preface -- Acknowledgments -- Author -- List of Figures -- 1: Introduction -- 1.1 Background -- 1.2 Strategic Planning -- 1.3 The Formula for Success -- 1.4 Challenges, Barriers, and Pitfalls -- 1.5 Developing a Vision, Goals, and Objectives -- 1.6 Governance -- 1.7 GIS Training, Education, and Knowledge Transfer -- 1.8 Return on Investment -- 1.9 How to Sell GIS to Local Government -- 1.10 Conclusions -- 2: Strategic Planning -- 2.1 Introduction to Strategic Planning -- 2.2 A Proposed Outline for the Scope of Work -- 2.2.1 Phase I: Needs Assessment -- 2.2.1.1 Step 1: Online Questionnaire -- 2.2.1.2 Step 2: Kick-Off Meeting and Technology Workshop -- 2.2.1.3 Step 3: Departmental Interviews -- 2.2.1.4 Step 4: Present the Findings of the GIS Needs Assessment -- 2.2.2 Phase II: Alternative Conceptual System Design -- 2.2.2.1 Step 5: Developing the CSD -- 2.2.3 Phase III: Final Implementation Plan -- 2.2.3.1 Step 6: Business Plan -- 2.2.3.2 Step 7: Final Implementation Plan and Presentation (Plan of Action) -- 3: The Formula for Success -- 3.1 Introduction to the Formula for Success -- 3.2 Different Perspectives on GIS -- 3.3 A Layman's Discussion of Campbell and Masser's Book GIS and Organizations -- 3.3.1 Technological Determinism: The IT Guru or Tech Geek Perspective -- 3.3.2 Managerial Rationalism: The Local Government Management Perspective -- 3.3.3 Social Interactionism: The Local Government Individual Perspective -- 3.4 The Truth of the Matter -- 3.5 The Formula for Success-A Checklist -- 3.5.1 Category One: GIS Governance -- 3.5.2 Category Two: GIS Digital Data and Databases -- 3.5.3 Category Three: GIS Procedures, Workflow, and Integration -- 3.5.4 Category Four: GIS Software -- 3.5.5 Category Five: GIS Training, Education, and Knowledge Transfer
- 7.2.5 Period 5: 2020 to 2030-The Next Generation of GIS Coordinators -- 7.3 Type of GIS Users in Local Government -- 7.4 Esri-Based GIS Software Solutions -- 7.5 Defining GIS Training, Education, and Knowledge Transfer -- 7.6 Characteristics of a Perfect GIS Coordinator -- 7.6.1 Idea Number One: How to Become an Effective GIS Leader -- 7.6.2 Idea Number Two: Modern-Day Skills of a GIS Coordinator -- 7.6.3 Idea Number Three: The Principles of the CCL -- 7.7 GIS Training Series Module One: Characteristics of the Project GIS Coordinator -- 7.8 GIS Training Series Module Two: GIS Governance and Management Skills -- 7.9 GIS Training Series Module Three: GIS Digital Data and Databases Expertise -- 7.10 GIS Training Series Module Four: Understand Procedures, Workflow, and Integration -- 7.11 GIS Training Series Module Five: Understanding the Applications of GIS Software -- 7.12 GIS Training Series Module Six: GIS Training, Education, and Knowledge Transfer -- 7.13 GIS Training Series Module Seven: Understands IT Infrastructure and Architecture -- 8: Return on Investment -- 8.1 Introduction -- 8.2 Local Governments' Scorecard Approach -- 8.2.1 Example One: City of St. Petersburg, Florida -- 8.2.2 Example Two: The City of Boston, Massachusetts -- 8.2.3 Example Three: The City of Fort Collins, Florida -- 8.3 Option One: CBA -- 8.4 Option Two: RoI Analysis -- 8.5 Option Three: A VP -- 8.6 Perceived Benefits -- 8.7 More Trouble Than It's Worth -- 8.8 The Value of a Life -- 8.9 Life is Definable, Changeable, and Improvable -- 8.10 A 70:30 Rule -- 8.10.1 Quality-of-Life Goals with Supporting Objectives -- 8.10.2 Economic Diversity and Innovation -- 8.10.3 Effective and Efficient Government -- 8.10.4 Infrastructure and Facilities -- 8.10.5 Equity -- 8.11 An RoI and VP Solution -- 8.11.1 KPI #1: Saving Money and Avoiding Costs -- 8.11.2 KPI #2: Saving Time
- 5.5.2 Organization's Overall Goal #2: Sound and Stable Utilities -- 5.5.3 Organization's Overall Goal #3: Promote Economic Development -- 5.5.4 Organization's Overall Goal #4: A Great Downtown -- 5.5.5 Organization's Overall Goal #5: Increased Civic Engagement -- 5.5.6 Organization's Overall Goal #6: Promote Fiscal Soundness -- 5.6 Step Five: Create a GIS Vision Statement, Goals, and Objectives -- 5.6.1 GIS Vision Statement -- 5.6.2 GIS Goals -- 5.6.3 GIS Objectives -- 5.7 Step Six: Develop Performance Measures, Outcomes, and Metrics -- 6: Governance -- 6.1 Introduction -- 6.2 But What Exactly Is GIS Governance? -- 6.3 New Management Challenges Introduced by GIS Implementation -- 6.4 Government without GIS -- 6.5 Misguided GIS Governance -- 6.6 Why Is It So Challenging to Deploy an Optimum GIS Governance Model That Meets a Set of Basic Criteria? -- 6.7 Three GIS Governance Models -- 6.7.1 Governance Model #1: Centralized Governance Structure -- 6.7.2 Governance Model #2: Decentralized Governance Model -- 6.7.3 Governance Model #3: Hybrid Governance Model -- 6.8 New Trending Governance Model: Regionalized Governance Model -- 6.9 Adding Functional Teams to the Mix of Governance Models -- 6.10 Departmental Accountability, Best Business Practices, Executive Champion, GIS Technical Committee, GIS Steering Committee, Subject Matter Experts, and GIS User Groups -- 6.11 An Evaluation of the Different Governance Models -- 6.12 Case Study Discussion -- 7: GIS Training, Education, and Knowledge Transfer -- 7.1 Introduction -- 7.2 GIS Timeline-GIS Management and Training and Education -- 7.2.1 Period 1: Big Bang to 1970s-The Geographer and Cartographer -- 7.2.2 Period 2: Late 1980s to Late 1990s-The GIS Software Period -- 7.2.3 Period 3: Late 1990s to 2010-The Era of Local Government GIS Professionals -- 7.2.4 Period 4: 2010 to 2020-GIS Maturity and Complexity
- 10.5 How Important Is Developing a GIS Vision and Goals and Objectives?
- 8.11.3 KPI #3: Increased Productivity and Organizational Performance -- 8.11.4 KPI #4: Improving Efficiency -- 8.11.5 KPI #5: Improving Data Accuracy and Reliability -- 8.11.6 KPI #6: Making Better and More Informed Decisions -- 8.11.7 KPI #7: Saving Lives and Mitigating Risks -- 8.11.8 KPI #8: Automating Workflow Procedures -- 8.11.9 KPI #9: Improving Information Processing -- 8.11.10 KPI #10: Complying with State and Federal Mandates -- 8.11.11 KPI #11: Protecting the Community -- 8.11.12 KPI #12: Improving Communication, Coordination, and Collaboration -- 8.11.13 KPI #13: Provide Data to Regulators, Developers, and Other Interested Parties -- 8.11.14 KPI #14: Respond More Quickly to Citizen Requests -- 8.11.15 KPI #15: Improve Citizen Access to Government -- 8.11.16 KPI #16: Effective Management of Assets and Resources -- 8.11.17 KPI #17: Good Environmental Stewardship and Well-Being -- 8.11.18 KPI #18: Data Relationship-New Ways of Thinking -- 8.11.19 KPI #19: Promote Economic Vitality -- 9: How to Sell GIS to Local Government -- 9.1 Introduction -- 9.2 GIS Is Immensely Sound and Rich with Benefits -- 9.2.1 Selling Topic One: What Exactly Is GIS? -- 9.2.2 Selling Topic Two: Why Do Local Government Organizations Invest in GIS? -- 9.2.3 Selling Topic Three: Forces That Shape How We Think, Feel, and Behave -- 9.2.3.1 Obvious Forces -- 9.2.3.2 Hidden Forces -- 9.2.3.3 A Values Game -- 9.2.4 Selling Topic Four: The Provocative Language of Selling and Framing the Argument -- 9.2.5 Selling Topic Five: A Loophole in Our Sales Strategy: The Seven Keys to GIS Success -- 9.2.6 Selling Topic Six: Language and Sales -- 9.2.7 Selling Topic Seven: Selling Local Government Data -- 10: Conclusions -- 10.1 Introduction -- 10.2 The Importance of Strategic GIS Planning -- 10.3 A Possible Formula for Success -- 10.4 What about the Major Obstacles Along the Way?
- 3.5.6 Category Six: GIS Infrastructure -- 3.6 The Formula for Success -- 3.6.1 Governance Recommendations -- 3.6.2 Data and Databases -- 3.6.3 Procedures and Workflow -- 3.6.4 GIS Software -- 3.6.5 GIS Training, Education, and Knowledge Transfer -- 3.6.6 Infrastructure -- 4: Challenges, Barriers, and Pitfalls -- 4.1 Introduction -- 4.2 A Pass/Fail Approach -- 4.3 Five GIS Strategic Planning Components -- 4.3.1 Component One: Strategic GIS Components -- 4.3.2 Component Two: Tactical GIS Components -- 4.3.3 Component Three: Technical GIS Components -- 4.3.4 Component Four: Logistical GIS Components -- 4.3.5 Component Five: Political GIS Components -- 4.4 Challenges, Barriers, and Pitfalls -- 4.4.1 Challenges to an Enterprise GIS -- 4.4.2 Barriers to an Enterprise GIS -- 4.4.3 Pitfalls to an Enterprise GIS -- 4.5 The Challenges, Barriers, and Pitfalls of 100 Organizations -- 4.6 The Challenges, Barriers, and Pitfalls during GIS Maturation -- 4.7 The Role and Responsibilities of the GIS Coordinator -- 5: Sequential Steps to Developing a Vision, Goals, and Objectives -- 5.1 Introduction -- 5.2 Step One: Understand the Existing GIS Situation -- 5.3 Step Two: Conduct Blue Sky GIS Sessions with Stakeholders and Conduct a GIS SWOT Analysis -- 5.4 Step Three: Build Consensus and Buy-In for an Enterprise GIS Solution from All Stakeholders -- 5.4.1 Example 1: San Luis Obispo County, California -- 5.4.2 Example 2: City of Carlsbad, California -- 5.4.3 Example 3: Orange County, California -- 5.4.4 Example 4: City of Dayton, Ohio -- 5.4.5 Example 5: Brant County, Ontario, Canada -- 5.4.6 Example 6: Greenville Utilities Commission -- 5.4.7 Example 7: City of Virginia Beach, Virginia -- 5.5 Step Four: Align the GIS with the Vision of the Organizations -- 5.5.1 Organization's Overall Goal #1: Continually Improve Public Safety