1. © M S GIS & Mapping, 2000 Costs for and benefits with GIS How to improve the democratic process by using GIS? GIS Basics 3

2. Costs and Benefits (1) Economic benefit Information availability (structure, quality, known, searchable) Work flow (staff work, remittances, decision source material, informing, information flow, staff processes) Truly corporate information (shared, metadata) Quicker access to data – time saving

3. Costs and Benefits (2) Qualitative benefit Better decisions – fewer appeals Insight for the citizens - relevant conditions – impact in due time More types of relevant information – select the adequate data Review of the entire information management

4. Costs and Benefits (3) Costs Data management (Data capture, storing, conversion) Training and education – new skills, improved skills Technical solution (computers, network, communication functionality, entitlement to data and applications) Software

5. Source: Eken & Arken, 2000 Costs and Benefits (4) -Balanced Scorecard

6. Costs and Benefits (5) Cost-/benefit analysis 15 organisations in Sweden (governmental, municipal, private) Comprehensive analysis repeatedly 1:2 – 1:4 – within a department 1:20 – 1:40 - enterprisewide Costs and benefits when?

7. Case – Uddevalla - Proposals Immediate action Funding for the FY 2001 Find a GIO Interim GIS project manager GIS human network = project organisation Reinforce the IT department

8. Case - Uddevalla - Objectives (1) Objectives for 2001 The GIS organisation A GIS-strategy The basic data sets for the future GIS database available for all users Browser GIS for everybody A separate GIS server operational A metadata base operational with all digital data recorded Ideas for activity specific and departement specific GIS applications recorded

9. Case - Uddevalla (47 000 inhabitants) Conclusions of a basic inventory Enterprisewide and corporate inplementation  great potential More than 300 users - probably approx 100 simultanous users - very important ’daily staff device’ Information management today - major shortcomings Limited GIS-use today – ’GIS islands and GIS secterism  stove pipe systems Lack of skills on all staff levels Lack of funding for the fiscal year 2001

10. Case - Uddevalla - Proposals (2) Objectives for 2002 Activity specific systems versus the GIS server Analysis operations, predictions, data production in the GIS environment Metadata also covering analogue information Objectives for 2003 Activity specific data i the GIS server Strategic decision about future GIS software Detailed proposals are recorded covering the topics ’Technology’, ’Data’, Organisation and skills’, ’Information’ and ’Montoring the development outside the city’

11. Case - Uddevalla - Costs Funding – need for additional funding 3245’ SEK for FY 2001 2790’ SEK for FY 2002 1420’ SEK for FY 2003Totalt 7455’ SEK Staff hours – need for additional staff hours 1235 working days for 2001The total IT costs exceed 650 working days for 200220 000’ SEK for FY 2001 1105 working days for 2003

12. Pay-off For the Investment (Uddevalla) Comparison between costs and calculated benefits Year2001 2002 2003 20042005 Accum costs5855’ 9826’ 13255’ 15518’ 17781’ = Expenditures + staff hours (1600 h = 400’ SEK) Accum benefit 0 2000’ 6000’ 14000’ 24000’ = Reduced expenditures and staff hours (1600 h = 400’ SEK)

13. How to Improve the Democratic Process by Using GIS? (1) More understandable – maps instead of text, visualisation Interactive – alternatives can be presented by pressing one key on the keyboard Interactive – public comments can be given directly through e-mail link to the responsible office Browser GIS available to the public through Internet – Urban planning alternatives remittances, urban planning in progress Availability through Internet – access at home, easy-to-use software

14. How to Improve the Democratic Process by Using GIS? (2) Get in touch with new groups of citizens through Internet – specifically the young population Better internal proceses – GIS encourages transparency within the organisation Better source material for staff work  better external remittances to the public and to authorities concerned