In an increasingly competitive workplace,
getting a start often proves the greatest challenge.� For most people, the most accessible avenue to winning their
first job is an internship.� The
Monmouth County GIS Management Office has designed our internships to ensure
the students' exposure to all phases of a GIS project.� We feel that this approach yields optimum
productivity from the interns and prepares them for the workplace.
Who we are
����������� Monmouth County GIS Management Office (MCGISMO) The
Monmouth County Geographic Information System (GIS) Program has grown in a few
short years from a single project orientated effort in one county department to
a multi-department, multi-user program employing numerous software packages and
data layers. In that time, GIS has become intertwined into many aspects of
county government and the use of GIS has become commonplace rather than the
exception. Because of its vision, successes and guidance the Monmouth County
GIS program is considered one of the leading GIS efforts in NJ.
Monmouth County�s
GIS effort was initiated in 1991 through an initial state grant within the
County Environmental Health Act (CEHA) in the county Health Department. From
1991 through 1994, the health department�s program operated on a project basis,
with the system creating, manipulating, and analyzing data for a single project
at a time. A lot of staff time was spent relearning how to use the system and
identifying data needs. The health department selected Esri�s Arc/Info and
ArcView as its platform of choice. In 1994 the department created the position
of GIS Specialist to oversee the department�s growth and management of
GIS-based projects. This began the expansion of GIS into all aspects of the
Health Department including projects in both public and environmental health.
In 1992 the county
Planning Department began using GRASS software for projects in the Farmland
Preservation Program. By 1993 the Transportation Division of the Planning
Department had begun using MapInfo, and by 1994 the Environmental Planning
Department had begun using ArcView. All of these sections of Planning saw the
usefulness of GIS and began to identify specific applications for their unique
needs.
The growing
popularity of GIS among different departments, each with varying needs and
capabilities carried the risk of overlap and redundancy. Thus the county formed
a Steering Committee in 1992-93 to guide the development of a centralized GIS
program. Currently the Committee is composed of representatives from Information
Services, Parks, Planning, Health, Emergency Management, Engineering, and
Police Radio. Designed to focus the work of the GIS program and users, the
Steering Committee�s role is to develop priorities, set direction, and guide
GIS development direction.
In 1996, a GIS
Coordinator was hired to oversee the implementation and develop a Countywide
GIS program. The Coordinator also identifies and manages data development
efforts such as the County Land Base project and the tax/parcel mapping
efforts. To carry out these charges the GIS Management Office (MCGISMO) was
created and placed in the County�s Information Services department. The
creation of this office has allowed staff to develop an overall implementation
plan for all county projects, to manage major data development projects and the
distribution of data, and to develop standards and methodologies. To further
ensure consistency the GIS Steering Committee formed a Technical Subcommittee
in 1997. This subcommittee works closely with the GIS Management Office to
develop digital data standards, metadata standards, and specifications for data
development proposals.
The rationale for
developing the Monmouth County program is much the same as has been discovered
across the country for both municipal and private entities using GIS. For one,
data is secure in a GIS environment, where it is well organized and accessible
to employees throughout the organization. Because it is well organized, it is
easier to search for, analyze, and access for presentations to others.
Redundancy and other problems associated with having multiple hard copies of
maps and related information is largely eliminated, speeding up the process of
map production and revision. Employees are more productive and the workplace
becomes more efficient.
Furthermore, GIS
revises the way in which users of information can access and make use of that
information. Before the advent of GIS, information users were forced to locate
data in what has been termed "information islands." Someone
interested in retrieving all existing information about a particular parcel in
township X would have to visit multiple sites, such as the planning board
office, the engineering office, the town administrator, the police and fire
departments, and others in order to acquire all existing information relevant
to that parcel. At the end of that search, the records and maps would then be
pulled together and analyzed.
With GIS, all of
that information ideally will have been pulled into a single "data
mainland." The person searching for information about a particular parcel
in township X now conceivably can ask for a map (or maps) and related records
for that parcel and the GIS can deliver the information in a single package,
reducing time, redundancy, paperwork, and cost.
Monmouth County�s
GIS program has engendered a momentum such that it has grown into most of the
county departments. Growing from a single Department of Health project in 1991,
the program now encompasses projects in county tax mapping, planning and land
use (including transportation and environmental planning and farmland
preservation), parks and recreation, election board and voter information
tracking, engineering and public works, emergency management, prosecutor�s
office, human services, environmental and public health, environmental
decision-making, and mosquito control. Further, in 1998, new projects are
anticipated in the Board of Elections, County Sheriff�s Office, and County
Clerk�s Office.
Multiple
factors account for this success. First and foremost, GIS staff has engaged the
support of County Freeholders, who have continuously supported, funded and
allowed the program to grow. An active GIS Steering Committee has helped keep
all GIS users throughout various departments on track. This has allowed a two-way
"street" of communication, whereby the departmental users have become
increasingly educated on GIS uses and applications. Public exposure through
municipal libraries and the Internet has increased the program�s exposure and
highlighted its successes. The GIS Management Office has encouraged private
organizations / utility company / non-profit organizations / outside agencies
interest and access, as well as identifying public access and use
possibilities.
For the future, the
county has an ambitious plan for developing, implementing, and maintaining an
ongoing County-wide GIS program. The Phase 1 initial program startup in 1997
has been completed. Phase 2, wherein GIS use and standards are identified, is
ongoing, and will last through 1998. The full GIS implementation program for
all county departments (Phase 3) is conceived for 1999-2000 and taking 18
months to complete. The 18-month Phase 4 marks countywide implementation, which
is to occur between 2000-2001. Phase 5 marks ongoing maintenance and management.
Monmouth County has
developed an aggressive timetable for the full development of the GIS program.
But at the same time has worked very hard to eliminate redundancy and wasted
steps in the process. To develop a successful GIS program, the county will continue
working closely with the municipalities, state, and federal agencies, as well
as continue the development of applications and data that support, enhance, and
advance the efforts of Monmouth County.
MCGISMO Philosophy on Interns
����������� We feel the experience an internship
offers is of overwhelming value to this office.� The interns gain in practical knowledge, and MCGISMO staff gains
perspective.� Seventy five percent of the
MCGISMO staff has the benefit of an internship.� We also feel that our internships are a natural extension of our
GIS training program.� Based on our
experience, interns are a value added way to generate large volumes of data
quickly.� Additionally, utilizing
interns numerous small scale or short-term projects can be completed with out
the addition of permanent staff.
MCGISMO Administration of Interns
����������� The first, and most important,
aspect of a successful internship program is the careful conception of a
realistic project.� The project goals
and schedule should be determined well ahead of the interview.� There should be no ambiguity as to who is
responsible for what, and by when.
����������� The second aspect of a successful
internship program is the selection process.�
The overall idea here is to generate an adequate amount of qualified
applicants so that all the skill sets a project may require can be found.� We create an outline to serve as a focal
point during the interview.� Typically,
our interns fall in to several majors from both in state and out of state
schools.� This approach provides us with
the depth and breadth of skills we need to complete the projects.
����������� The third aspect of a successful
internship program is keeping the interns productive.� This is accomplished by four main methods of evaluation; status
reports, mileage sheets, academic requirements, and professional
references.� Interns are required to
complete metadata on projects that involve data creation.� Projects completed for other Monmouth county
departments may require further reports.�
Mileage sheets are a form that details the date, time, distance, and
purpose.� Some of out interns are
earning academic credit.� The
institutions granting the credits have performance requirements.� The majority of our interns are preparing to
enter the workforce.� Their desire for a
professional recommendation upon completion of the internship is a
motivator.�
Conclusion
����������� There are a few remaining items that
need some attention.� Interns will NOT
possess all the skills that you need them to have.� There should be time allotted in the project schedule to invest
in some training.� Although interns save
time, they require constant and consistent guidance. Be prepared to spend a lot
of time initially teaching them the details of workplace habits and culture as
well as particular GIS project management skills. And finally, the benefits of
having interns far exceed the costs.��������������
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