Organisational Issues and the Implementation of GIS in Massachusetts and Vermont: Some Lessons for the United Kingdom

Technological progress in recent years has removed many of the barriers which inhibited the development of geographic information systems (GIS). However, there is increasing recognition that human, institutional, and organisational factors are likely to have a profound impact on the experiences of individual organisations. With these considerations in mind in this paper the author explores the results of a series of interviews with system designers and users in Massachusetts and Vermont. These findings are examined in relation to a conceptual framework which stresses the importance of the organisational context, the individuals involved, and the level of environmental and organisational stability. Given the generally longer length of involvement of the authorities visited in the United States with GIS, the author seeks to identify lessons for the British context. Consideration is given to the similarities and differences between the broad environmental forces encouraging the take-up of GIS in Britain and the United States. However, the most significant findings concern the process of implementation. Effective utilisation was not found to be simply dependent upon the technical operation of a GIS. Organisational issues, including the ownership and control of information, securing general commitment, and ensuring the needs of users are met through a realistic understanding of the role of information in decisionmaking, were also found to have a marked influence on the implementation process.