Build your GIS ... No money Down and no closing costs
James A. Cadoret
GIS Director Huntington County, Indiana
201 North Jefferson Huntington, IN 46750
260.358.4859
E-Mail: james.cadoret@huntington.in.us
Eric Torok
GIS Director The Schneider Corporation
8901 Otis Avenue Indianapolis, IN 46216
317.826.7100
317.826.7200 fax
E-Mail: etorok@schneidercorp.com
Abstract
End your confusion and learn how to build 100% consensus and unanimously agree to move
forward with your GIS. Huntington County, Indiana shares their lessons learned both
successful and unsuccessful on how they built consensus among the Commissioners, County
Council and also enjoyed overwhelming public support to move forward with their GIS needs
assessment and pilot study. Learn how the county brought together a diverse group of people,
formed a collaborative effort and ultimately reached a common decision without creating
public clamor. Main issues will address assembling a task force, appointing an effective
leader, providing sufficient and appropriate technical support, and procuring grant money.
Most important, attendees will see one the successful implementation of Huntington County’s
GIS--Echo its Electronic Courthouse Online which provides public access via the Internet to
the county’s GIS information.
Introduction
For the Task Force spearheading an effort to fund, develop and implement a GIS in Huntington
County, Indiana, the process of building 100% consensus for a GIS wasn’t difficult, it just took a
lot of patience, broad participation and creative financing. What started in 1997 as a formidable
challenge -- reaching total consensus for a GIS among interested parties throughout the County
and the public -- turned into a success across the board. Less than two years ago, after several
years of moving forward while keeping focused on building consensus, the County unveiled
Electronic Courthouse Online (ECHO). The web site now reaches all of the county's
constituents, allowing easy access to detailed GIS property maps and records at
http://www.huntington.in.us/website/mvp_hunt/viewer.htm..
The successful development, implementation and ongoing maintenance of any GIS hinges on
two critical factors -- funding and perhaps most importantly, enlisting the support of key
stakeholders, which for Huntington County meant building 100 percent consensus. Though
funding is important, when the GIS effort was launched, Huntington County realized that
building support among both the county government and the public was the crucial factor to
long-term success and realizing the full value of the GIS investment in time, effort and money.
This presentation covers the realities -- victories, as well as the challenges and barriers -- of
initiating, planning, funding and then implementing a GIS. It tells how support for the GIS was
elicited up front and how a GIS Task Force of members with diverse backgrounds and interests
came together to make the program a true success. The main issues discussed in the paper are
assembling a Task Force and keeping the group on course and motivated. Also, tips and criteria
for appointing an effective leader, and securing the appropriate technical support, funding and
grant support are outlined.
Reality 101: The INS, outs and in betweens of a countywide GIS
Imagine this scenario. You work for a small government agency that's in charge of managing
property records for the county and making them available to the public. For years, the County
has been considering a GIS as a solution to the property records problem, but such a program has
remained on the back burner because it lacked ready funding, leadership and support.
In 1997 though, you decided to explore a GIS program and created a large Task Force that
represented the entire county including government agencies, cities and towns. The plan was to
solicit support from the County Commissioners, who subsequently would seek the blessing of
the County Council for funding the first phase of the GIS, a needs assessment. After researching
GIS needs assessments and qualifying potential vendors, you approach the Commissioners with
a $35,000 quote from one of the vendors. Just hours before the meeting, another vendor reaches
the Commissioners with the unthinkable -- an offer of a "free" needs assessment!
There is no free GIS
Much to your surprise though, the Commissioners reject the no-cost offer. Why did they pass up
a golden opportunity for the "free" needs assessment versus spending $35,000? The Council
recognized that during the previous five years, the county's GIS proponents and advisors such as
The Schneider Corporation had focused on educating decision-makers and building constructive
relationships. During that period, trust was built, and at all times, the message was consistent.
Even though the Council rejected the free offer, a pot of money was still not readily available to
fund the first phase of the GIS. Having to secure the initial piece of funding though was a major
benefit. It triggered the process of building consensus across all county government agencies.
The Council and Task Force asked all the county agencies to reach within their budgets and find
any "available" money to put towards this common cause. The thinking was that when you're an
investor, you're going to make sure that the GIS comes to fruition, so you can use this resource
once it's built.
More than one way to build 100% consensus
Huntington County's 18-member GIS Task Force was originally formed through an "open door"
approach, which The Schneider Corporation facilitated. Anyone and every one from any county
agency were invited to participate. This inclusive representation ensured that decision making
by the Task Force would consider factors and issues from all corners of the county. In the
beginning, success of the Task Force was due partly to sheer curiosity -- participant agencies
were all interested in one another and learning about each other's plans for the GIS information
and applications. Soon, a team spirit evolved from the Task Force and agencies began sharing
information openly with one another. The consensus process was far from challenging, in fact
consensus begets consensus. The momentum for a GIS built on itself, compounding along the
way. By the time the needs assessment was formally launched in 1997, 100% consensus had
been achieved. Perhaps one of the biggest victories of the GIS Task Force was bringing together
every agency, triggering an integrated and coordinated mode of operation in the county
government, which still functions today.
When the GIS was launched, the Task Force was also instrumental in seeking information from
other counties on pitfalls to avoid, successful strategies for funding, and new GIS technology.
This information sharing effort also equipped the Task Force with the knowledge it needed to
select the vendors and consultants best suited for their GIS program. Early in the effort, The
Schneider Corporation was hired to assist with several phases and aspects of the program,
including facilitating the work of the Task Force and its leader, securing funding support,
determining GIS needs, and implementing GIS technology. Schneider compiled and presented
GIS information in layman's terms and also kept the decision making process moving forward,
two behind-the-scenes efforts that were critical to consensus building.
Through their GIS experiences, Huntington County determined that along with broad
representation by means of a GIS Task Force, the other two critical success factors were
effective leadership and expert technical and GIS consulting support.
