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of Japan, A
International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences, Volume XXXIX-B4, 2012
XXII ISPRS Congress, 25 August — 01 September 2012, Melbourne, Australia
Guideline for proceeding the Integrated GIS, 2008). On this
basis, questionnaires, interviews and other surveys of agency
divisions have also been conducted (Aoki, 2006). However,
existing research only presented the results of analysis; no
research extended to putting in place solutions based on survey
results. There also exists little research that takes local
government mergers as a turning point.
On the other hand, a wide range of research, including (C. M.
Pereira, 2004) and (T. Dewett, G. R. Jones, 2001), applies
frameworks in the field of IT consulting. However, as the
creation of mapping data is considered important in the field of
spatial information, this field differs from IT consulting in the
sense that it involves a proposal of method and putting this
method into practice. As creation of base map is a major
premise in the field of spatial information, first it is essential to
provide consulting that achieves.
2. Consulting method
This research describes a consulting method in the field of
spatial information for merged local governments. As the issue
is the merger of local governments, map digitization and system
construction are not carried out for specific agency divisions.
Rather, such activities must be conducted from the viewpoint of
an optimal overall solution. This requires the analysis of all
current conditions in each division, the setting of goals for the
merged local government entity, and a framework for reaching
these objectives. The consulting method, as a framework,
described in this research can be used consistently across local
governments and in as many instances as possible. The
hypothesis is that even though local governments confront
different circumstances, the states they aim to achieve are
essentially the same. This hypothesis is used to lead them to
best practice.
The consulting method was divided into four phases (Figure 3).
Conducting each phase step by step allows current conditions to
be analyzed, a solution to be determined, and the merged local
government to achieve its target state. Each phase employs our
original appropriate analysis tools. To solve issues concerning
mergers, not only creation of data but also establishing of
system and management should be required. In short, under this
method three elements are important: the data, the system and
management. ;
= E uu
Complete digital |
base maps, data
interoperability ;
Phase 1: Gap Analysis
Practical operation i
rules for
sustainability
i
ue
ERP-GIS for every i
staffs on their desks |
i
Tools: 4,
#
- Questionnaire form A
i
i
i
+
- Interview form |
i
i
n. nm
- Trial GIS (option)
- GIS training (option) ;
AAR oo
No rules, à
personal dependent ;
i)
Mixed digital / paper i Stovepipe-GIS, 3
maps, overlapping | some are not used |
creation currently
Tools: *.. Decide priority for i
- Needs-Cost Chart r data creation specified-GIS jManagement Guideliné
- Priority lists i + A $
- Specified-GIS decision flow
Make position of i Establish committee, i
Phase 3 : Cost-Benefit Analysis
Tools: Cost comparison | Cost comparison j Cost comparison l
CostiBeneft Diagram I between legacy ways i between stovepipe : between as-is and i
-. 3 and data-sharing | and ERP-GIS j work with ERP-GIS Jj
aono i ; X
Phase 4 : Roadmap Consensus
Data creation i System development Committee and
1
Tools: i i i
schedule i schedule i operation schedule :
à $ 3
- Yearly Schedule {
Figure 3. Consulting framework
Figure 4 shows ideal state which has been obtained through this
research and analysis. That is, creating base map for the whole
area, constructing system for the whole agency, and visualizing
and disclosing regional information to citizens, proposing a
future plan based on quantitative evidences for region’s
decision-making. In this research, a GIS that realizes this ideal
state is called a “Enterprise Resource Planning GIS”
(hereinafter referred to as *ERP-GIS").
Citizen
Figure 4. Overview of ERP-GIS
3. Implementation of consulting method
This chapter describes the four phases of this consulting method
that were developed. The city of Nagahama, Shiga Prefecture, is
selected as a model case.
3.1 Gap analysis (phase 1)
3.1.1 Outline
In phase 1, the current conditions are analyzed. That is, an
analysis is conducted that compares the current state of merging
local governments (As-Is) against the ideal state (To-Be).In this
method, the To-Be state means that digital base maps of the
whole area have been created, a system equipped with editing
and viewing functions that can be used anywhere—not only at
head but branch offices—is in sustainable management, and
finally, citizens can be provided administrative services
equitably.
Current conditions (As-Is), however, assume various conditions
as described above. For example, some branch offices have
digital maps.but others have paper maps. The systems in each
branch have different specifications, and sometimes those of
systems have not been used. Personnel from pre-merger bodies
have differing levels of IT skills. Under such conditions, the
administrative services offered by branch offices might be
differentiated. In phase 1, the gap between To-Be and As-Is is
defined.
3.1.2 Questionnaire and interview
Questionnaires and interviews are the analysis tools used to
provide a detailed understanding of current conditions.
Although very typical of current condition analysis methods,
entries in the questionnaire survey are specialized for spatial
information. Not only is the possession of maps and systems at
all divisions in the agency known; how they are used is also
understood. This survey result is important for supporting
subsequent analysis (Figure 5). From a technical standpoint in
particular, the focus is on the method of creating maps so far,
rather, on how maps are used in this approach in terms of cost
effectiveness. To meet additional needs that cannot be
37
