A GIS Plan
Beginning in early 1998, a plan was put in place to build an Enterprise Geographic Information System (GIS) that would consist of an infrastructure for the collection, management, analysis, and dissemination of spatial (geographical) data. This system would need to be versatile enough to meet the needs of a variety of users, promote innovation and creativity, and expand the analysis potential of existing and future data. It would need to have benefits that outweigh the cost, by saving time, money, or perhaps lives, more efficiently than the existing methods of management, research, and analysis.
If successful, this system would promote data consistency and reduce duplication through data sharing, provide information in a more clear and concise manner for management, staff, and the public. In order to utilize the GIS, employees & upper management would need to understand the basic principals underlying a GIS. A sound understanding of GIS concepts and the differences between the various software types would be necessary to all stakeholders.
User Types
There are many types of users who have a wide range of knowledge about GIS, however, three different types of users are apparent in this agency. There are those who fall into the expert user category. These users understand what GIS is and what it can do, feel comfortable with the software and are knowledgeable about the data. In some cases, these users are the ones who create data for the organization. Other users may be proficient using the software, but generally do not do much data creation. They only edit, view, and analyze the data. Lastly, there are those who only need to view projects or data that already exist. These users might include clerical workers or department heads. These are users that have a great need for end products, but might have little knowledge of the software or perhaps even computers in some cases.
Designing a system that will meet such a wide variety of needs can be a bit overwhelming, but not impossible. There is no "one size fits all" solution to the diversity of users. If you are going to have an Enterprise system that will serve a variety of products to a variety of users, then you will have to deal accordingly with the different knowledge levels. It is vital to success of the system, and your sanity that you have managerial level support and understanding.
Culture and Management
The old school of thought is that knowledge is power and power gets the bigger budget. This mentality has existed in organizations for decades. It is a driving force in organizational culture, but it can be a tremendous pitfall for technological advancements. An enterprise system requires sharing of knowledge and resources. We are now in the information age, there is no time for power struggles. Organizations struggling to overcome this way of thinking will be left behind.
The good news is that the workforce of the new millennium will include the X-generation and the N-generation. These two groups with an age ranging from 0-30 years have grown up with computers, technology, Internet, and access to data that previous generations could barely conceive. These generations are not afraid of sharing knowledge, it is just a normal function of business for them.
It would be advantageous for your organization to recognize the fact that there are experts in many different disciplines and that that knowledge sharing is in itself a very powerful and enabling tool.
Teamwork
A knowledge sharing culture is where an Enterprise system will best thrive, anything less will hamper the success. Upper management at Arkansas Game & Fish has recognized the importance of sharing and encourage this behavior among divisions until it becomes a routine operating process. Lack of internal cooperation is one of the most likely culprits in the failure of Enterprise systems. One of the best preventative measures one can take against this type of barrier is to select a proper implementation team. The team should include representatives of each user type and from each division or department if possible. The team should meet often at the onset and periodically thereafter. If utilized properly, an implementation team can save much time, money, and frustration.
Needs Assessments
A proper needs assessment can not be completed, if you (the implementation manager) do not understand your clients work and if your client does not understand GIS. How do you mange this? Perform a preliminary needs assessment. First, to gather enough information about the client to understand their work and the ways that a GIS will assist them in their work. Mainly, the person in charge of implementation will use the first assessment. A second more in-depth needs assessment will need to be done later in the process.
During this time, communication is of the utmost importance. In many cases, you may find that GIS would not be a cost-effective solution. Explain GIS to the clients in easy to understand terms. This is a good time for a one on one demonstration and a question and answer session. Be sure you know your stuff! Clients should be informed to the point that they do not feel threatened or intimidated by the technology. Ensure them that it is easy to learn and that you or your team is there to help.
Dog and Pony Shows
At some point the idea of an organizational GIS may need to be sold to department heads or board members. Although, your organization may have reached a consensus to implement GIS, all stakeholders probably do not fully support the efforts in some form or fashion. Again, this can be a major roadblock for the person or team charged with the responsibility of implementing.
One of the best ways to sell the idea is by showing those opposed or uncertain, how truly valuable the products or tools can be. More than likely there are stakeholders who have no idea what GIS is or does. How do you convince them that it is a good thing? You may have to convince their secretary or assistants. Many times those will be the people who will utilizes the GIS, then report the their superior. This can be tricky. Their attention needs to be obtained, without going overboard. A clear and honest picture of what is involved and the complexity of what goes on behind the scenes needs to be seen by all.
Hardware, Software, Data
Even with technology changing daily, the hardware, software, and data will be the easiest part of implementation. Be sure to network with people you know from other organization and get as much information as you can about your hardware and software. You must be flexible to change. New software, hardware, or data, may become available half way through your implementation process. Your client must understand and should allow minor changes that will allow them to take advantage of these changes.
If you or your organizations do not have a good understanding of the software or hardware solutions, you may want to spend a small amount of dollars on some training that will familiarize you with product enough to make a more informed decision. A short training course would be much cheaper than purchasing and implementing the wrong product. It is worth the time and effort to do what is necessary for a good understanding.
Architecture
Depending upon the size and location of your organization, you will need to determine what architecture to use. If your organization is made of only one location, then you can have one central data server with your software loaded on each client's machine or on the server. This type of setup is very scalable. You can utilize this setup for a very small amount of data and number of users or thousands, depending on your bandwidth and/or network environment. In our organization the 10 Mbps LAN and 100 Mbps LAN allowed acceptable connections to our data server for approximately 10-20 users at a time, depending on the network traffic.
If you have a Wide Area Network, the solutions may not be so simple. You have many choices as to how to handle this situation, none of which are an easy one. Regional severs can be used, as they are at Arkansas Game & Fish Commission, with data duplicated on each server or with data replication software. The disadvantage of this setup is the amount of redundancy in data, and the maintenance of keeping data consistent.
A normal 56 Kbps Modem Dial-up connection did not allow for an acceptable connection to any data server. The 1.54 Mbps T-1 was acceptable for vector data and small raster data files, as long as the data was downloaded to the local drive. SDE, X-Emulation, Windows Terminals, or Web Products such as ArcIMS could increase the efficiency greatly, however we do not have enough users at this time to justify the installation of those solutions.
User Training Options
Even if you have the perfect software solutions, Gigabytes of data, State of the Art hardware, and the blessings of all stakeholders, you still do not have a successful GIS if your users do not know what to do with it. Training is a necessity for the clients of the GIS. Since you have a variety of users, you will also need a variety of training options. Depending on the size of your organization, you can develop your own training program and hire, train, or contract the software instructor or you can send the users to the training. Esri offers training courses on-line, in-house, or at one of it's training facilities. Many schools and universities offer GIS training as semester courses or as 2-3 day short courses.
Arkansas Game & Fish has an Esri certified instructor and three levels of training courses that take users through a process from a novice to advance level of GIS training. GIS meetings are held quarterly as a means of user outreach and an opportunity for information and technical knowledge sharing.
User Outreach
New users can get frustrated and give up on learning to use any software. In order to increase awareness, encourage use, and stimulate user interests different modes of user outreach should be practiced, especially in the first few years. Some recommended modes for AGFC were...monthly or quarterly information sessions, newsletters or articles in existing newsletters, opinion surveys, and the posting of questions and answers via e-mail or a list serve on the agency Intranet.
Interaction with other Agencies
Tremendous benefits can come from interactions with other agencies. Aside from learning from each other's successes and failures, communicating with other agencies offers opportunities for sharing data, reducing costs, sharing skills and labor, and in some cases can increase your agencies probability of being awarded a grant. Benefits can most likely be increased when multiple agencies work together on projects.
GIS Management Team
A GIS is not a static system. It will always be changing to fit the needs of an organization. If possible, a GIS team should be a permanent part of the system in order to maintain open communication between all concerned. When possible, participants should include, but not be limited to GIS Coordinator, Clients, technically knowledgeable persons, and Subject Matter Experts. The team should plan, organize, and monitor the organizational GIS activities. The team members should provide leadership for others by maintaining a positive attitude, communicating with each other and keeping departments or divisions informed of GIS activities.
GIS Staff
Maintenance, training, data conversions, database design, web publishing and development, programming, and data development are just a few tasks that will be continuously required in order to support a GIS. As the awareness and understanding of the system grows throughout an organization, so will the demands for products and services. In many cases an organization may have only one person who is responsible for the GIS. This person may be a full time GIS Manager, or might be someone who has been snatched from some other job and is now trying to carry on two roles. Keep in mind that your GIS will need a staff to support the users and maintain the system.
The Future at Arkansas Game & Fish Commission
In two years our number of registered ArcView users have increased from 1-15. Over 100 users have completed some type of GIS training and have begun to access the data server through ArcExplorer or ArcView. In the coming year, we will begin implementation of ArcIMS in order to make products available to the public and more easily accessibly by field personnel. We will be adding 10 redundant servers in each of our regional offices and we have begun to create our own data in addition to the 80 Gigabytes of base data that exists on the central server.
Conclusion
No two organizations are identical, so there can be no canned recipe for how to implement a GIS, however one can learn from the successes and failures of others that have been through the process. It is a never-ending process, which will require time and money to maintain and keep current. Fortunately, help is available through many channels. GIS is an exciting technology and most involved with it are willing to share their knowledge and expertise to new comers. Without the guidance and support of others in the GIS community of Arkansas, the program at Arkansas Game & Fish would still just be a plan collecting dust in someone's office. Implementing an enterprise GIS is not simple, but it can be accomplished with great success.
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About the Author
Tracy Jenee' Ford
GIS Coordinator, Arkansas Game & Fish Commission
2 Natural Resources Dr.
Little Rock, AR 72205
USA
Tel (501) 223-6338
Fax (501) 223-6455
tford@agfc.state.ar.us