Governance Of Geospatial Resources - NASCIO

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NASCIO: Representing Chief Information Officers of the StatesGovernance of Geospatial Resources:“Where’s the Data? Show Me” - Maximizing theInvestment in State Geospatial ResourcesIntroduction – The New Emphasison LocationJuly 2008NASCIO Staff Contact:Eric SwedenEnterprise Architectesweden@amrms.comNASCIO represents state chiefinformation officers andinformation technologyexecutives and managers fromstate governments across theUnited States. For moreinformation visitwww.nascio.org.Copyright 2008 NASCIOAll rights reserved201 East Main Street, Suite 1405Lexington, KY 40507Phone: (859) 514-9153Fax: (859) 514-9166Email: NASCIO@AMRms.comLocation awareness is at an all time highand will only increase. Whatever decisionor issue is at hand, there is always thequestion of “where?” Consider how oftenlocation information is sought prior totravel and almost any other decisionmaking. Geospatial resources havebecome a critical and necessary referencefor government, industry and individualcitizens. Geographic Information Systemsor GIS technology has been employed instate government for decades and caneven be considered a mature technology.The proliferation of such capabilities hasactually created another issue – that is thelack of governance for managing geospatialinvestments across the state enterprise.Geospatial Resources refers to more thantechnology. It includes people(knowledge experts), policies andprocesses, spatial data, web services,maps, standards, data models,applications, workflows, locationdependent business rules, informationmanagement discipline, and recordsmanagement related to spatialunderstanding and analysis.Geospatial resources entail more thanGeographic Information Systems (GIS)technology. It refers to a whole disciplinearound managing data with a spatialorientation or component to supportbetter decision making. Geospatialresources include a field of knowledge,people, policies, disciplines such asknowledge and data management, tools,web services, data modeling, applications,processes, and technology platforms.Geospatial resources are so ubiquitousanymore that state government as well ascitizens and industry think “where?”regarding almost every issue.The evolution of the internet, high speedwireless, sophisticated wireless devices,mobile applications, and the emergence ofWeb 2.0 and web based mapping tools(sometimes referred to as the GeoWeb)make geospatial resources available toeveryone including the non-technicalmasses through simple web browsers,mapping mash-ups, geospatial webservices and other collaborative resources.This new availability has contributed tohigher productivity toward breaking downorganizational silos, empowering states toleverage these valuable resources acrossthe government enterprise.“Where’s the Data? Show Me” - Maximizing the Investment in State Geospatial Resources

NASCIO: Representing Chief Information Officers of the StatesPublic leaders, decision makers, stateworkers and citizens are frequently askingfor information to be presented geospatially – they don’t want a list – they want amap! In other instances, businessprocesses trigger or are triggered by geospatially oriented logic that does not present amap. In this instance, the geospatialdimension may even be hidden from thedecision maker, but nevertheless provides animportant reference point or trigger in thedecision making process – such as a trigger topresent information regarding requiredpermitting or jurisdictional responsibility.This new emphasis on location is evidencedfurther as State CIOs named GIS on their TopTen list of Priority Technologies for 2008.Geospatial capabilities are viewed by stateCIOs as a necessary and critical strategiccapability. In a recent NASCIO survey of StateCIOs, geospatial analysis was listed as oneof the least likely capabilities consideredfor outsourcing – along with architectureand security. This demonstrates the highvalue state CIOs place on qualified staffand capabilities in this area.1The following issues have been debatedregarding the effective use of thisextremely powerful discipline. Are state geospatial resources beinggoverned and managed for maximumbenefit?Are there unnecessary duplicative andredundant investments in geospatialresources?Are state geospatial resources readilyavailable for providing contextual andreferential information in decisionmaking across government lines ofbusiness?Is geospatial information readilyavailable to citizens for evaluatinggovernment and personal decisionmaking?and other news channels. And the termGIS is being used to refer to a host ofgeospatial oriented concepts includingmore abstract business informationconcepts as well as technology focusedconcepts. Therefore a clarification isrequired in discussion and conversation asto what is meant when using the term GIS.(Even in this issue brief there will be somefuzziness in the use of terms.) A recentnews article listed many of the ways inwhich geospatial resources, and GIS inparticular, are being leveraged by thegovernment to deliver citizen services.2From base maps to mapping restorationsof architecture and murals in state capitalbuildings, geospatial resources havearrived on the state government scene asa necessary portfolio of capabilities readyto be employed throughout stategovernment. Geospatial resources and GIScapabilities can be integrated withbusiness applications like CustomerRelationship Management (CRM), assetmanagement, and financials to extendanalytics, reporting, and visualization ofdata. The list has been embellished withadditional ideas from state GISCoordinators. As can be seen from this list,nearly every public sector business activityand decision has a location or spatialaspect. Given the influence and relianceon this resource, managing geospatialresources for maximum benefit should bepart of every state IT and businessstrategy. Governance of GeospatialResources – GeospatialApplications AboundNews related to geospatial resources andGIS technology is almost flooding the web2 APPLICATION OF GEOSPATIALRESOURCES3Tracking Program ResultsSiting FacilitiesManagement of Coastal ResourcesPlanning for Sustainable Regions andCommunitiesSiting of Conservation Easements911 ResponseDetermining Transportation RoutesAppraisal and Management of AirQualitySiting for Development & SmartGrowth PracticesManaging Agricultural DevelopmentUnderstanding Population“Where’s the Data? Show Me” - Maximizing the Investment in State Geospatial Resources

NASCIO: Representing Chief Information Officers of the StatesGIS Enables ManyTypes of DecisionsLocation Relates to the Other Interrogatives in the Zachman Framework Demographics and PredictiveModelingTracking Disease Incidence andPrevalenceMapping Sex Offender Registries andCrime PatternsMapping of Historical SitesLocating Fueling Stations & TrackingPrices3-D Street and Building Modeling forEmergency Response Planning andLaw EnforcementManagement of Public UtilitiesImpact Analysis related to Weather,Flooding and Natural DisastersAllocating Staff ResourcesDetecting Food Stamp FraudRouting Field InspectorsTrainingINTERNAL TO FACILITIESManagement of Human ResourcesAsset Management and TrackingContinuity of Operations – ScenarioPlanningLocation of Vital RecordsRestoration Initiatives TRACKING MOBILE ASSETSRouting FreightLaw Enforcement VehiclesEmergency Response VehiclesGovernment Field Services“The promise of GIS is huge - the promiseof location-based information, the promiseof location intelligence . . . I think thebroader implications are that location isonly going to become more and moreimportant in our decision-makingprocess.” - Mike Agron, V.P., BusinessDevelopment at deCarta - GovernmentTechnology4Achieving the full potential of geospatialresources as an enterprise capability is notnew. Location has been presented forsometime in a number of perspectivesincluding the Zachman Framework5 whichprovides a framework for describingenterprise architecture. John Zachmanhas shown how critical location is and howit (the WHERE question) relates to everyother dimension or interrogative in theZachman Framework (WHAT, WHO, WHEN,WHY, HOW). For those familiar with this“Where’s the Data? Show Me” - Maximizing the Investment in State Geospatial Resources3

NASCIO: Representing Chief Information Officers of the StatesGIS Enables ManyTypes of Decisionsframework the graphic presented on page3 portrays the inter-connection of the sixinterrogatives.Governance of GeospatialResources – Intra-EnterpriseCollaborationWhat is most significant anymore is themagnitude of state investment ingeospatial resources. This investmentrepresents not only the technology, buteven more important is the content – orthe knowledge assets that are managed.These knowledge assets and the relatedtechnology investments must be properlygoverned through policy, strategy, delivery,procurement, and ongoing programmanagement. Governance must beginwith clear identification andunderstanding of government outcomesbeing sought. The various components ofgeospatial resources must be governedand managed within the appropriatedisciplines of state government.Geospatial information must be included inthe policy, strategies, and processes ofstate data governance. Geospatialtechnology must be included in the policy,strategies and processes of stategovernance of information technology (IT).Geospatial resources are so important, andtouch so many areas of government thatthey must be managed as an enterpriseresource within the greater scope ofenterprise architecture for the followingreasons:First, so that state governmentdoesn’t spend funds buying thesame capability more than onceand to avoid inconsistent andpossibly conflicting informationamong state agencies.Second, as collaborativeinformation exchanges continue toproliferate across government linesof business, common governanceof geospatial resources affordadditional opportunities to sharegeospatial information. Patternsand relationships can be uncovered4that were previously notunderstood or poorly understood.Geospatial resources have beenimplemented to some extent in almostevery state agency. Anymore, businesscritical systems depend upon integrationwith location aware resources. Anenterprise approach to managing and fullyleveraging state geospatial resourcesrequires an appropriate governancestructure to ensure coordination acrossagencies. And, an enterprise approach tomanaging geospatial resources can beexpected to provide the benefits outlinedin this report relative to cross-jurisdictionalcollaboration.6Further, governance encompasses theconceptual, logical, and physical layers of astate government geospatial resourcearchitecture. Alan Leidner, former GISdirector for New York City proposed thatthe Return on Investment (ROI) can reach 4 for every 1 invested in Enterprise GIS,or E-GIS, due to the efficiencies andeffectiveness of incorporating geospatialresource capabilities into businessprocesses and decision making.7 Theapproach to enterprise governance ofgeospatial resources includes thefollowing. Understanding the multipurposenature of location data.Maintaining clear “custodial” responsibility for source data as residing withthe appropriate local, state or federalagency or department.Maintaining modeling standards fordata models – which may includeobject modeling standards acrossstate government.Semantics are consistently depicted,naming standards are adhered to,proper separation betweenconceptual, logical, and physical datamodels.Ensuring that data is accurately georeferenced to enable proper overlaysof multiple kinds of information.Metadata remains coupled with theinformation content or “payload.”Defining and maintaining consistent“Where’s the Data? Show Me” - Maximizing the Investment in State Geospatial Resources

NASCIO: Representing Chief Information Officers of the States data definitions – i.e., establishingMaster Data Management.Consistent symbols and considerationof appropriate scale.Records management and preservation plans are properly designed,implemented and supported.Integrated workflow across stategovernment providing a single virtuallogical database view for the entirestate enterprise regardless of thenumber of separate physicaldatabases.Refresh schedules are establishedbased on specific target business andgovernment outcomes.Geospatial data, information andknowledge is recognized andaccounted for within the stateenterprise architecture. Enterprisearchitecture standards and bestpractices are applied to managinggeospatial resources consistent withplanning and management of anyother enterprise information, processand organization components. . . Given that multiple agencies, aswell as private sector entities,provide a variety of services over thesame geographic areas and/orprovide geospatial information andservices in support of business, thereare efficiencies to be realizedthrough collaboration.IntroductionFederal Enterprise ArchitectureGeospatial Profile Version 1.1In previously published reports, NASCIOhas presented the advantages, the considerations, and the various roles that stategovernment can play in establishing crossboundary collaborative relationships. 9,10 Across agency and cross jurisdictional collaborative governance approach leads to thefollowing benefits: Governance of GeospatialResources – Inter-EnterpriseCollaborationThe importance of a coordinated andcollaborative effort at all levels ofgovernment – local, state, tribal andfederal - is a primary recommendationfrom NASCIO and the National StatesGeographic Information Council (NSGIC).This foundational concept is also stressedat the federal level.8The Executive Office of the Presidentwill use the geospatial profile of theFEA [Federal Enterprise Architecture]to ensure that all organizations willarchitect, invest, and implementgeospatial capabilities in acoordinated way that works for theFederal government, as well as otherdata sharing partners.Executive SummaryGIS Enables ManyTypes of Decisions improved decision supportstreamlined work processesintegrated data and systemsreduced duplication of effort anddatamore accurate, defensible, andrepeatable decisionsenabled rapid response to newdemandsbetter leveraging of an organization’s geospatial data andtechnology investmentsbetter communications and collaboration across all levels of governmentAs an example, water quality data iscollected by federal, state, county andmunicipal authorities—all relating to thesame surface water. If such efforts werecoordinated, there are two potentialoutcomes: cooperation and collaborationof multiple efforts to afford a largersampling database that can be used by all;re-use of sampling data and avoidance ofindependent sample collection, analysisand reporting. Geospatial resources canbe leveraged to help coordinate local,state and federal data collection relative tothis and other government initiatives.“Where’s the Data? Show Me” - Maximizing the Investment in State Geospatial Resources5

NASCIO: Representing Chief Information Officers of the StatesEvolution of Geospatial Collaboration in the Government Community13The best governancestructures feature acollaborativeenvironment withrepresentation fromall relevant businessunits.What started as stand alone implementations of GIS technology has evolved intogeospatial resources encompassingenterprise-wide GIS, spatially-enabled datamanagement platforms, and Geoweb 2.0supporting cross communication, collaboration and mutual dependencies of stategovernment agencies. Today, work orders,permitting, and various citizen servicesincorporate geospatial information as partof the description, impact and scope.Further, the necessary resources areavailable to provision this requirement.11Geospatial tools are available on the webwhich makes them reachable by virtuallyany PDA device, any citizen, and anygovernment employee. Provisioningcustomer service requests in anygovernment line of business from healthand human services to emergency servicescan be accomplished ensuring the closestand most available resources are deployedto efficiently and effectively answer servicecalls.The best governance structures feature acollaborative environment withrepresentation from all relevant businessunits. These business units have theauthority to mandate change for theentire jurisdiction.12There is an evolution of collaboration andinformation sharing relative to geospatialresources. The diagram above describesthe evolving understanding and collaboration that has occurred withingovernment. Individual projects havedeveloped useful geospatial capabilities6that have moved from a point solutionbasis to a department wide basis wheregeospatial resources are treated as adepartment wide resource. The next step inthis evolution is the recognition thatgeospatial resources can be – and shouldbe shared enterprise wide. Geospatialresources are then shared across local andstate government, nationally and evenglobally. This evolution or progressiondemonstrates the sharing and contribution of geospatial information asrequired for today’s decision makers.Geospatial resources should not bedeveloped within organizational silos.That approach creates unnecessaryredundancy that not only expendsvaluable and limited resources unnecessarily, but there is also the recognition thatdecision making has evolved to a levelrequiring much more partnership andcollaborative information sharing acrossgovernment lines of business andjurisdictions. State and local governmentshare information - much of the stategeospatial resource is sourced from localgovernment; federal and state governmentshare information – much of the federalgeospatial resource is sourced from thestates; and global communities willcontinue to grow in similar fashion.In more and more situations, governmentleaders must gain contextualunderstanding beyond their specificjurisdictions. This requires partnering andcollaborative decision making at theregional and national levels. The “e” in“Where’s the Data? Show Me” - Maximizing the Investment in State Geospatial Resources

NASCIO: Representing Chief Information Officers of the Statesenterprise becomes a capital “E” throughthis progression. Municipal, county, andstate governments are coming together inthe decision making process and sharingresources such as geospatial data, analysismodels, geo-processing tools and webmapping applications. The evolution willcontinue to include multiple statesworking at the national level and even theglobal level in gathering and evaluatingdata and information that will bereferenced in decision making withinenvironment health, public health, publicsafety, homeland security, disastermanagement, transportation, education,and economic development. Decisionmakers must anticipate this move beyondboundaries toward regionalism.Ideally local, state and federal governmentand the various government lines ofbusiness at each of these levels wouldhave complete agreement on a commondata model that entails symbols, terms,definitions, semantics, etc. The realitytoday is that there is a diversity incollection and representation ofgeospatial data and information and itoften resides within organizational silos atall levels of government. The scope ofresponsibility and interest is oftendifferent from local to state to federalgovernment. Varying scopes of interestand decision making typically requiredifferences in scaling of maps, andlevel of data granularity. Yet there is muchopportunity for collaboration andeconomies of scale to be achievedthrough state and local collaborativerelationships. State government can play akey role as facilitator in looking atstatewide needs across all governmentlines of business involving counties andmunicipalities. There is a considerableamount of data that is collected andmaintained at the local level. Due toadvances in technology this informationcan be transformed and used by entities atall levels of government. Estab

geospatial resources consistent with planning and management of any other enterprise information, process and organization components. Governance of Geospatial Resources – Inter-Enterprise Collaboration The importance of a coordinated and collaborative effort at all levels of government – local, state, tribal and federal - is a primary .

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