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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, Master of Science
                                   Carnegie Mellon University
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 2007-08,
  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.
DTEI
 Large SA Government Department
 Employs approximately 3500


Core business
 Roads
 Public transport
 Land divisions and land records
 Energy efficiency
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)
Background
 In 2006, DTEI’s executive group decision to rationalise


 GIS Strategic Plan 2007-2012 written involving a
 consultancy from Melbourne

 GIS Office created in 2007


 2008 David Harvey replaces David Goodwins as DTEI’s
 Director of GIS
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%
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
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)
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
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
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
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
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
Return on investment




                       Source: G. Van Gaans
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
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
Acknowledgements
 Mr David Harvey, Director of GIS, DTEI
 Prof. William P. Kittredge, PhD, Carnegie Mellon
  University
 Prof. Kristen Kurland, Carnegie Mellon University
Questions

								
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