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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
frequently and not. Individual training and consultation can be
provided for divisions whose accesses are particularly
infrequent. This approach helps to overcome information gaps.
Access count for
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Figure 16. Log management tool
4. Results of study and discussion
As described above, a consulting method which achieves
development of persuasive ERP-GIS plan for merged local
governments is established. This research puts emphasis on the
following three points. First, this method is the “packaged
framework" including four step-by-step phases: current analysis,
improvement scenario, cost analysis and roadmap formulation.
Second, because of having divided four phases, so that there is
an advantage to be able to apply selected phases depending on
local governments’ budgetary or other considerations.
Table 3 shows achievements and conditions for each phase.
Menu Type menu lachievement (condition
A No- Develop ERP-GIS No Non-policy
consultation| without any analysis consultation integration causes
and planning fee overlapping
investment.
B Only Gap |Questionnaire, Find out Necessary to
Analysis Interview, current consider solutions
Trial GIS situation and |against issues.
issues
€ Gap and Needs-Cost analysis, Present Non-evidence based
Scenario Priority setting, GIS solutions integration makes
Analysis integration planning against issues |difficult to evaluate
validity.
D Gap, Analysis of quantitative | Make Difficult to involve
Scenario and qualitative effect — |persuasive flexibility and
and C/B budget plan |manage plan in long4
Analysis term.
E Complete [Roadmap planning, Log | Equalize costs,| See “5. Conclusion.”
consultation|analysis monitor
performance
of plan
Table 3. Comparison of consultation menu
In case of type A: “no-consultation”, development of ERP-GIS
is executed without cost calculation and problem findings, then
this might be resulted in data and system duplication. Type B:
gap analysis can find out current issues, but not solutions. Type
C: B plus scenario analysis can present solutions, but face
difficulty to evaluate its validity because there's no evidence.
Type D: C plus cost-benefit analysis can make persuasive
budget plan, but face difficulty to modify plans flexibly in long-
term. Type E: complete consultation can be effective in terms of
not only making ERP-GIS plan but executing its plan certainly
with monitoring progress and performance. This leads an
equalization of total costs, and then achieves sustainable maps
and system management with sound financial condition.
41
Finally, the consulting method can be introduced as a packaged
framework to other local governments that have similar issues.
As already described in 1.2, most cases of merged local
governments tend to face a digital divide among pre-merger
bodies. For those cases, this paper proposes setting the “To-Be”
goal shown in Figure 4, and leads there whatever any current
situation.
5. Conclusion
The “Large Heisei Mergers” constituted a turning point in Japan
that highlighted many needs for the creation of areawide maps
and the integration of GIS. The spatial information consulting
method of this research was developed in response to this
demand. Our focus is on integrating maps and systems, and
making “daily” works efficient, enriching services for citizen.
This research, however, has not discussed “data storing system",
which has been increased its importance. During the Great East
Japan Earthquake, in some cases city offices were swept away
and all administrative maps were lost. This situation highlighted
the need to convert paper maps to copiable digital data and
storing this data over a wide and distributed area. This approach
is not entirely unrelated to the trend toward cloud computing.
At present, such data still tends to be stored in the central server
room of the head office of a merged local government. However,
they have got wide administrative area, so that enough to store
their map assets at distributed sites within their area. Moreover,
we keep focus on not only approach to store data over wide area,
but also to continue providing services by switching the role of
head and branch office flexibly in emergencies. Further research
is required to ensure that GIS can handle the task of providing
services equitably anywhere and as usual, even in emergencies.
ACKNOWLEDGMENT
In preparing this paper, we used documents and data provided
by the Nagahama City Government as examples. We express
our thanks to the Nagahama City and the staffs cooperated.
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Aoki, K., 2006. A survey on the use of integrated GIS in local
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Dewett, T., Jones, G. R., 2001. The role of information
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Journal of Management, Vol. 27, No. 3, pp. 313-346.
Haque, A. 2001. GIS, Public Service, and the Issue of
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