Issue link: https://resources.esri.ca/i/1313392
45 | GEOSPATIAL STRATEGY ESSENTIALS FOR MANAGERS MATTHEW LEWIN considering the range of decisions required to sustain a modern geospatial program. Second, geospatial governance programs often lack attention to the ongoing job of governing. It's one thing to establish a steering committee and assign accountabilities, but another to keep the program going beyond a semi-annual meeting. A well-executed program requires commitment and energy to govern day to day. Third, geospatial governance relies too much on other, broader levels of governance. To be clear, geospatial systems doesn't exist in isolation. So, it's not surprising to see governance of GIS and related systems fall under an organization's IT governance or data governance programs. The problem is that these corporate-wide governance programs are often too general and overlook some of the unique aspects of geo that require focused attention. These include platform decisions, unique geospatial data considerations (standards, models) and worker skillsets. Effectively, this speaks to the hierarchical nature of governance, where higher levels of governance dictate broad standards (e.g., corporate data privacy policy) and lower levels shape those standards appropriately (e.g., geospatial asset information access rules). Lastly, governance is a cultural shift that requires discipline. For some, this means rules, and rules mean bureaucracy. Organizations that fail in their governance ambitions often fail because the opposition to change was too much to overcome. A systematic and explicit approach to governance is needed so that stakeholders understand the value of taking this on. A Comprehensive Definition To address these challenges, we need to start with a broad definition of governance. Governance is about decisions and decision making. Specifically, it's about defining what decisions need to be made concerning an organization's geospatial capability (the decisions), and how and by whom those decisions are made (the decision making). Done right, governance creates a system of accountability that defines and enforces the rights of stakeholders. To be clear, governance is not management. Governance is about setting direction. Management is about executing according to those directions. The distinction is important because much of the geospatial conversation has traditionally centered on management topics. While management is vital, we want to draw a clear line between the two to keep the focus on doing the right things (governance) versus doing things right (management). In practice, governance involves executing a set of governance processes. These processes are defined based on the major geospatial decision area they support (discussed in the next section). Each process is comprised of a defined set of goals and metrics (KPIs), structured activities, roles and responsibilities, and policies and procedures. Collectively, governance processes drive key business outcomes. These include improved accountability, compliance, delivery oversight and resolution of issues. Effective governance brings structure to decision making and clarity over responding to change. Ultimately, governance creates stakeholder value. With greater accountability and control, the organization is positioned to make better decisions—decisions that align with and support the strategic mission of the organization and work to find an effective balance among the competing constraints of benefits, risk and resources. The illustration below summarizes the governance value pyramid.