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Enterprise GIS at the Department for Transport, Energy and Infrastructure: a business case study in return on investment Simon Callaghan Independent Study,

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Presentation on theme: "Enterprise GIS at the Department for Transport, Energy and Infrastructure: a business case study in return on investment Simon Callaghan Independent Study,"— Presentation transcript:

1 Enterprise GIS at the Department for Transport, Energy and Infrastructure: a business case study in return on investment Simon Callaghan Independent Study, Master of Science Carnegie Mellon University

2 Introduction Undertook an Independent Study during Master of Science in Public Policy and Management at Carnegie Mellon University Previously worked as a GIS Officer at DTEI in , topic suggested by the South Australian Surveyor-General, Peter Kentish Unable to gain detailed monetary figures, therefore politically inappropriate to conduct a cost-benefit analysis “Enterprise GIS ROI: a case study from SA”, Position Magazine, October/November 2011 No. 55, Intermedia.

3 DTEI Large SA Government Department Employs approximately 3500 Core business Roads Public transport Land divisions and land records Energy efficiency

4 GIS History at DTEI Began using GIS in 1993 in the Transport Services Division Growth driven by technically determined enthusiasts Ad hoc GIS growth department-wide Traditionally map-based and data centric The “Fujitsu” project (South Australian Government)

5 Background In 2006, DTEI’s executive group decision to rationalise GIS Strategic Plan written involving a consultancy from Melbourne GIS Office created in David Harvey replaces David Goodwins as DTEI’s Director of GIS

6 Background Formation of GIS Steering Committee GIS Steering Committee recommends rationalisation 2008 Global Financial Crisis hits In 2009 South Australian Government Treasurer demands all Departments cut their budgets by 30%

7 Previous state Ad hoc growth caused entropy Entropy occurs in any ICT system when left unplanned and unchecked 100’s of servers scattered throughout the Department Redundancy of data throughout the Department Need for a single point of truth

8 Current state Approximately 50% of DTEI employees use spatial data in some capacity and 30% use GIS in some form Federalised structure – moving towards a centralised structure Corporate Data Repository – allows distributed data management Spatial Data Sharing Initiative (SDSI)

9 Current state Streamlined approach to find the 30% budget cuts 250 ESRI licenses and < 10 of AutoDesk and MapInfo – minimising diversity of products Fixed licenses for specialists only Floating licenses for the organisational users eg environmental scientists and planners Move towards web-based services eg Property Location Browser

10 SDSI It has committed stakeholders – beginning with only 4 State Government departments Budgets have been slashed post-GFC forcing the need to do more with less There is a longer-term commitment to success from the stakeholders

11 Continual Growth Moving towards an enterprise GIS Continued development of tools by GIS specialists Continued development of geo-processing by GIS specialists Growth of the CDR as a centralised “single point of truth” to provide more certainty in decisions

12 Challenges Maximise the return on investment from GIS at every opportunity GIS Office has a mandate, but limited budget, limited staff, a short-term life-cycle, and a politically volatile agenda Funding for the GIS Office runs out in 2012 Clever organisations do not build an ICT systems without planning for the future – this is now taking place

13 Challenges Continued growing demand for digital services One of the first few South Australian Government departments to tackle this problem One of the biggest users of spatial data of all South Australian Government departments Continually finding new improvements on return on investment

14 Return on investment Source: G. Van Gaans

15 Return on investment Broadening customer base and increasing the use of spatial data throughout the department Utilising the technology and specialists to automate processes Minimise spending through shared cost structure both internally, through CDR, and across government through SDSI Incorporate location intelligence further into decision- making processes and executives’ thinking

16 Conclusion DTEI’s Executive have recognised the value of GIS to the organisation Must give the GIS Office more authority to make decisions for the Department Must invest further in the move towards an enterprise GIS at DTEI in order to avoid further entropy

17 Acknowledgements Mr David Harvey, Director of GIS, DTEI Prof. William P. Kittredge, PhD, Carnegie Mellon University Prof. Kristen Kurland, Carnegie Mellon University

18 Questions


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