Crossing the lines
For a number of regions, the Sept. 11, 2001, terrorist attacks and subsequent homeland security requirements, combined with natural disasters and budget crunches, have spawned collaborations between government agencies. Technology developments have fostered cooperation, too, making it easier for agencies to exchange information. Sharing data between multiple jurisdictions, however, requires forethought and planning. Before cities and counties begin sending their information, they should answer the following questions.
- Who gets the ball rolling?
Depending on the organizational culture, collaboration can start at a grassroots level, but it must have support among top officials. Government leaders should foster an approach that values cooperation, empowers employees to explore and pursue it, and to take ownership of the results.
- What are the legal details?
Before data and resources are shared, agreements must be in place, explaining who does what, who pays for and owns what, who maintains or upgrades what, and who serves whom. Without those details, partnerships can fall apart quickly if one jurisdiction does not pull its weight.
- What are the technical details?
Partners also need to determine standards for software and systems, data currency, database design and consistent use of terminology. It is especially important that data is consistent and that no gaps or overlaps exist. Agreements should specify that consistency as well as how to manage questionable boundaries in an emergency, such as widespread flooding across city, county and state lines.
- What is the return on investment?
If done right, sharing data and technology can eliminate duplication by government entities, save money and make new ways of operating pay for themselves. For example, one jurisdiction could hold a master license for a work-order system that others can access over a shared wide-area network, saving license fees and improving efficiency among new users.
- What is envisioned for the future?
Data and technology sharing can start small, but it can be useful to think big and consider other uses and partnerships that could develop.
Since answering those questions, Horry County, S.C., has built an intergovernmental, enterprise geographic information system (GIS) in which the county shares resources with North Myrtle Beach. The city and county began sharing GIS data this year to respond to stormwater work orders and have since laid the groundwork for a regional 311 call center. Soon, four other cities and three regional airports within the county will share data. As an outgrowth of the partnership, the county built a public safety information management system using GIS. During an incident, emergency staff can see where events are taking place, allocate resources appropriately and track deployed equipment and materials. They will be able to access evacuation plans, material safety data sheets and view aerial photos to review sites for potential staging points, all while en route to a call.
For Horry County and its partners, better emergency management response and improved customer service were reason enough to collaborate. Since many of the details have been ironed out, data sharing is growing to unprecedented levels.
The author is a Charlotte, N.C.-based project manager for Dayton, Ohio-based Woolpert.
