Implementing a WebGIS Solution in the City of Sinj in Accordance with the Needs of the City Stakeholders

38 KiG No. 36, Vol. 20, 2021 https://doi.org/1 0.32909/kg.20.36.3 Abstract. The paper describes the establishment of a webGIS pilot project in the city of Sinj, based on the research of the development of local spatial data infrastructure (LSDI) as described in the doctoral thesis (Marasović 2020). A set of LSDI development indicatorswere tested in the pilot project. The indicators to be tested were discovered in the mentioned doctoral thesis using statistical regression, statistical correlation and focus groups. The following key indicators have been identified: 1 ) funding from the local level, 2) awareness, 3) support for development from the decision makers, and 4) administration and citizens recognized as the main LSDI user groups. As an example of LSDI, most main stakeholders of the city of Sinj were interviewed and mapped according to their relevant capabilities, working processes and interaction between the main stakeholders. All the identified indicators were confirmed. The pilot project confirmed that the decision on investment in LSDI from the local level decision makers is essential for its implementation. For such a decision, raising the awareness of the decision makers and citizens about the benefits of LSDI is vital. Citizens and city administration were mapped as two stakeholders which interact most among the stakeholders. Delegating an employee responsible for the implementation and support from the decision makers during the implementation process are essential for success. Human Resources and Public Relationships management activities were recognized as very important in the process of raising awareness of LSDI.


Introduction
Since around 75% of the population in Europe lives in cities, efficient management of cities as well as a high quality of life are very important. Among others, Smart cities information systems (SCIS) as an EU policy are used for improving the management and efficiency of cites using technological solutions like webGIS (European Commission 2018). Big cities according to their budget or population will more easily implement such technologies. The challenge is higher with medium-sized cities, and greater yet with small cities. What makes medium and small cities decide to implement webGIS, what are the obstacles for its implementation and what is important for the webGIS environment in cites was questioned during the webGIS implementation pilot project (Marasović et al. 2019). The objectives of this research are twofold. One objective is to implement a webGIS solution for city management, and the second is to analyse the Local Spatial Data Infrastructure (LSDI) environment in the chosen city from different perspectives. The Implementing a WebGIS Solution in the City of Sinj in Accordance with the Needs of the City Stakeholders Slaven  Sažetak. U radu je opisana uspostava pilot projekta webGIS rješenja u gradu Sinju bazirana na istraživanju razvoja lokalne infrastrukture prostornih podataka (LIPP) u doktorskom radu (Marasović 2020). Na uspostavljenom je pilot projektu testiran skup indikatora razvoja za daljnji razvoj LIPP-a. Indikatori koje je trebalo testirati otkriveni su u navedenom doktorskom radu koristeći statističku regresiju, statističku korelaciju i fokus grupe. To su: 1 ) financiranje s lokalne razine, 2) svijest o LIPP-u, 3) podrška razvoju od donositelja odluka i 4) administracija i građani prepoznati kao glavne grupe korisnika LIPP-a. Većina glavnih dionika grada Sinja intervjuirana je i shematski prikazana prema mogućnostima, radnim procesima, vrsti i intenzitetu interakcije između glavnih dionika. Svi su identificirani indikatori potvrđeni. Pilot projekt potvrdio je da je odluka o ulaganju u LIPP od donositelja odluka na lokalnoj razini bitna za provedbu. Za takvu je odluku ključno podizanje svijesti donositelja odluka i građana o prednostima LIPP-a. Građani i gradska uprava prikazani su na shemi kao dva dionika koja od svih dionika najviše komuniciraju. Odabir zaposlenika odgovornog za uspostavu sustava i podrška donositelja odluka tijekom procesa uspostave ključni su za uspjeh. Aktivnosti upravljanja ljudskim potencijalima i odnosima s javnošću prepoznate su kao vrlo važne u procesu podizanja svijesti o LIPP-u.
The WebGIS solution was selected based on the eligibility criteria ofthe city administration to invest in webGIS and the criteria ofthe most representative city in terms of population and budget indicators among all cities in Croatia The complexity of this research was manifested through both the scientific and organizational challenges. It included planning the implementation process of a webGIS solution, selecting an appropriate city and webGIS solution provider, organizing the team for webGIS implementation, recognizing the LSDI stakeholders, organizing, conducting and analysing interviews. The process of implementation was conducted in the real environment with a number of stakeholders included, so it involved sensitive relations between people. One of the most important stakeholders, if not the most important, are citizens, so it was crucial to understand how public relations influence the citizens and how citizen opinion might be influencing the decision makers. Koo and Lee (2001) researched the obstacles for the development of the Korean LSDI based on a survey on 32 local governments. They identified a lack of funds, lack ofawareness from the decision makers, employee resistance, and a lack of departmental coordination, among others. Owusu (2005) recognized the need for awareness and support from management as the first problem for the development of GIS for urban green development in Ghana. Fountains spatial, inc. (2008) introduced the GIS implementation plan into city management based on the city's needs. McDougall (2006) found that "factor groups such as policy, organizational support, access to state data and business needs were identified as significant" in research carried out in Australia on the motivation and barriers for local governments to collaborate. Marasović (2020) identifies key indicators for the development of the Croatian LSDI which were used in this pilot project as the research starting point. The methods used in this project were interviews and a pilot project. The key indicators for the development of LSDI were recognized. The LSDI environment is observed not just through an analysis of the interviews, but from operational implementation in the real environment, revealing additional insights into the implementation process which are important for the successful planning and implementation of LSDI. The results from this research can be used in the LSDI planning and implementation process in other cities.

Pilot Project Plan
Conducting the pilot project was a complex process which included a number of operational activities. Systemizing the implementation steps and experiencing the implementation of webGIS in a real environment was beneficial for understanding the challenges in implementation of webGIS and for comparing conclusions with the conclusions from research (Marasović 2020). There were ten important steps in conducting the pilot project: Selection of the company for webGIS implementation, Selection of a city for the pilot project, Organizing the team for webGIS implementation, Recognizing the stakeholders and working processes relevant for webGIS, Conducting interviews with stakeholders, Interview results coding, Interview interpretation, Implementation of webGIS, Measuring the influence of public relations on citizens, Gathering opinions of webGIS implementation team members about their experience on the pilot project.

Company for WebGIS Implementation
There were three main criteria for selecting the company for webGIS implementation. The first was the cost of implementation, since it is important for medium and small cities which do not have as many resources as the biggest cities. Also, small and medium cities decision makers are more likely to have a lower level of awareness of the benefits of LSDI, making it harder for them to decide to invest in webGIS. The second criterium was that the company has experience in implementing webGIS in cities, especially small and medium-sized ones. The third was the company's willingness to have a more academic and custom-made approach to the research, rather than a commercial one.

Selection of a City for WebGIS Implementation
The goal was to find a city with most of the problems that cities in the Republic of Croatia generally have and in which webGIS could be successfully implemented. The biggest cities were not representative in this case, since they already had LSDI or webGIS, they have much greater capacities and they do not have the same problems as most ofthe cities. On the other hand, the smallest cities were also not representatives since they depend on some services of the middle and big sized cites in their vicinty, they have fewer capacities and different problems than most cities in the Republic of Croatia. Furthermore, most of the cities in the Republic of Croatia are middle-sized cities categorized by population (Zimmermann 1999). It was essential that city leaders have the will to enter the project and support it in the process of implementation. From the researcher's perspective, it was vital that with the least effort, time, and finance, the necessary business and social relationships can be established on a local level in order to conduct this kind ofa pilot project.
The selection criteria for choosing the best candidate were (Marasović 2020): The candidate who could successfully achieve the main goal, The candidate representing most of the cities in the Republic of Croatia, The candidate which will be the least time and finance consuming to finish the project, The candidate willing to go through the process and to provide support in the implementation from the top management level, The candidate in which the researcher can establish the necessary business, social and other relationships to finish the project most efficiently. Marasović (2020) defines medium small cities as a category which represents most of the cities in the Republic of Croatia. Also, this category of cities should have the capacity and potential to implement webGIS successfully. Since the best social and business relationships for the researcher were in the medium small city ofSinj, it was a good candidate for the project. Furthermore, the decision-makers in the city of Sinj were most likely support the project.
The initial meeting and agreement about the project were made with the mayor of the City of Sinj. The head ofthe administrative department ofspatial planning, communal activities, economy and property management was selected as the responsible person on behalf of the city for the process of implementation. A representative of the company "Promet i prostor, d.o.o." was responsible for the technical tasks in the implementation of webGIS solutions. The researcher organized a meeting of the abovementioned stakeholders to come to an agreement and to kick off the project. Before the initial meeting, a number of meetings were organized to prepare the project, introduce the participants to the possibilities ofwebGIS, clear all doubts and get to know the possible risks during the implementation of the project. Meetings with SGA took place separately with the support of mentors from the research as described in Marasović (2020).

Stakeholders and Working Processes Related to LSDI
After setting up the implementation team, the next task was to identify the stakeholders of the working processes related to the LSDI environment in the city of Sinj. Possibilities of webGIS were introduced to all the identified stakeholders, so that they could more easily recognize the working processes where a webGIS solution could help them. Representative of the management level were selected (Table1) since they should have the broadest knowledge about the stakeholder's organization of operational processes. If they couldn't participate in an interview, they were asked to decide, based on the purpose of interviews, on the stakeholder's representative to be interviewed (Marasović 2020). All stakeholders are grouped based on ownership. The first group consists of city-owned stakeholders, while the second of stakeholders not owned by the city. Table 1 shows the duration of each interview.
It was important to recognize which working processes could benefit most from webGIS. It was not possible to identify an economic benefit, so general benefit was estimated. Support from citizens for the working processes was also very important. Working processes were identified through five streams (Marasović 2020): Working processes identified by the head of the administrative department of spatial planning, communal activities, economy and property management, Working processes identified by the researcher (literature review and research), Working processes identified by the stakeholder's management, Working processes identified by the company for implementing the webGIS solution and Working processes identified through research based on the criterium "working processes from which citizens could benefit most".
The process of selecting the working processes was more an iterative process than a concise one. It was essential to make everyone aware of the possibilities and benefits of webGIS. So, some examples of best practices were introduced to the stakeholders during the interviews. Citizens are final, direct or indirect users of outputs of webGIS working processes and as voters, have an impact on the decisionmakers. The strength of the stakeholders' influences on decision-makers is represented in Table 2 where Correa Gomez (2005) recognizes the central government, councillors, citizens, management team, and partner agencies as the most relevant stakeholders.

Interviews with Stakeholders
Interviews took place in offices of the interviewed representative of the stakeholder and lasted from 14 to 54 minutes. The duration of interviews mostly depended on the length of argumentation of the interviewee. The interviewees were introduced to the topic of the interview before the interview by email or by direct communication. During the interview, a representative of the stakeholder and researcher were alone and sat at the table face to face. The researcher's goal during the interviews was to be objective and balanced in communication in all interviews. The interviews were audio-recorded after the approval of interviewee. They were told that minutes of the interview will not be published under their names. Field notes were taken during the interviews.
Većina je radnih procesa definirana u gradskoj upravi, a svi radni procesi vezani su za zahtjeve građana ili su usluga građanima. Najčešće interakcije u radnim procesima s građanima ima gradska uprava koja je i nadležna za većinu radnih procesa definiranih zakonodavstvom Republike Hrvatske. 3. Get approval from the interviewee for audio recording 4. Introduce themes of the interview to the interviewee 5. Provide the interviewee with an estimated duration of interview 6. Give contact information to the interviewee for follow-up questions 7. Let the interviewee know that he will also have time for questions During the interview, the researcher introduces the benefits ofLSDI and provides some best practices from LSDI experiences in Croatia. If there was no knowledge about LSDI or NSDI, the researcher informs the interviewee about NSDI and INSPIRE. Questions for a semi-structured interview were split into thematic groups (Marasović 2020): (1) Organizational -organization, operation and working processes within the stakeholders (2) Public spatial data -necessary spatial data in stakeholder operations, production ofspatial data (3) Cooperation -interaction with other institutions, citizens and the city (4) Human resources -the overall number ofemployees (5) Hardware and software -existing hardware and software for spatial data usage (6) Awareness about SDI and INSPIRE -knowledge about NSDI Questions were formed to get information about the content of the working processes, capabilities of the stakeholder, the interaction of the stakeholder with the citizens, and organizational and operational interaction between each stakeholder and the city administration. Interviewees did not receive pre-defined questions before the interview. Other aspects of the LSDI environment could be addressed as well, but questions were adapted to the current maturity level ofLSDI in an average city in the Republic ofCroatia.

Interview Results
All interviews were listened to several times to make an interview extract in a prepared form. Forms with topic and subtopic categories defined by the questions prepared for the interview were used for coding and analysis. Audio records and field notes were used to populate the form for each stakeholder. LSDI stakeholders in the city of Sinj were described through four aspects related to their working processes (Marasović 2020): 1. Recorded working processes by content 2. Capabilities of the stakeholder 3. Interaction of the stakeholder with the citizens and the stakeholder with the city administration 4. Organizational and operational communication between the stakeholders and the city administration.
For each working process, participants in the working processes were identified. The city and the citizens are the most important stakeholders. On the one hand, the city takes care of delivering public services. On the other, citizens, receive services from all stakeholders. The depth of the discussion on LSDI depends on familiarity -awareness about (L)SDI. So, the questions balanced the needs of the research on the one hand, and the possibilities on the field to collect relevant data on the other. There is no use of evaluating performance if it is not measurable. In Figure 1 working processes are written next to the stakeholder responsible for the working processes.
The capabilities of the stakeholder in the LSDI environment are presented in Figure 1 with defined "orbits" around the stakeholder shape. The size of the stakeholder shape is related to the number of employees. The more employees, the larger the shape. The existence of "orbits" defines if the stakeholder (Marasović 2020): knows about NSDI and INSPIRE, uses spatial data software, produces spatial data and employs a GIS expert.
Ifthere is no existence ofa certain "orbit" around a stakeholder, it means that there is a lack of knowledge about (L)SDI, or lack of usage of software for spatial data, or lack of production of spatial data or there is no GIS expert employed in the city.
Interaction with citizens is defined by the fill colour of each stakeholder's inner "square". Purple stands for frequent interaction, blue for medium and green for rare interaction between the stakeholder and citizens. The shape inside the stakeholder's inner "square" represents the interaction between the stakeholder and city administration. A square stands for frequent interaction, circle for medium interaction and triangle for rare interaction between the stakeholder and city administration.
Communication from city administration to the stakeholder is represented through lines connecting each stakeholder and the city. The type of line defines if communication is on an organizational Slika 1 . LIPP "okoliš grada Sinja" definiran s pomoću četiri kriterija. level or operational level. The colour of the line indicates the direction of communication. Red means that communication is initiated from city administration to the stakeholder, while violet means the opposite direction.
Most working processes were defined in the city administration. All working processes in all stakeholders are related to demands from the citizens or are a service for citizens. City administration has the most frequent interaction in working processes with citizens. The city administration has jurisdiction on most working processes with citizens defined by the legislation of the Republic of Croatia.
From more than one interviewed person, it was stated that citizens often call city administration for issues which are not in the jurisdiction of the city administration. Interaction of citizens with stakeholders correlates with the number ofworking processes. Interaction is more frequent ifmore working processes exist in the stakeholder and less frequent if fewer working process exist. Citizens are stakeholders who most frequently call the other stakeholders, while the city does not call the other stakeholders frequently, but rarely.
Most organizational and operational communication comes from the second group (not owned by the city) to the city administration. There is no organizational or operational communication at all between the city and some stakeholders. Mostly, those stakeholders are not owned by the city. It should be taken into consideration that communication with (other) stakeholders could be unknown to the intereviewed stakeholder representative , but that such communication still exists. The person who was interviewed might not know about the processes going on in other departments so he/she cannot know about the organizational and operational communication in other departments (Marasović 2020).

Interpretation of Interview Results
The organizational aspect of the working processes, capabilities, interaction, communication types and direction of communication is grouped into two groups. The first group consists of the stakeholders owned by the city. The business strategy, organization, communication and operation ofstakeholders in this group are defined either by themselves or in interaction with the city administrations in line with the legislation. The second group consists of stakeholders who are not owned by the city, but are most often owned by the state. The business strategy and organization in this group are defined on the national level. These stakeholders have much greater capabilities than stakeholders in group one due to their financial, logistical and networking possibilities. Such capabilities are visible through the "orbits" of the stakeholders. The first group is noticeably "poorer" with "orbits" than the second group, except the city as the top of the vertical in the first stakeholder group (Marasović 2020).
Citizens are the stakeholder with the most frequent and comprehensive communication with the city administration. Citizens even call the city for matters out of the city's jurisdiction. It is most likely that citizens recognize the city as a service hub, since there are a number of processes between the city and the citizens. The city needs a tool for communicating with the citizens, as well as with other stakeholders. This tool could raise the city's efficiency in delivering public services to citizens directly or via other stakeholders. Likewise, the citizens could use an online tool for interaction and communication with the city. At this time, citizens come to the offices regarding all sorts of matters. It is time-consuming, negatively affects the motivation and concentration of the employees and disturbs the daily routines.

0 Implementation of WebGIS
Based on the agreement between the city and the company for webGIS implementation, seven new modules and eleven layers selected by the city administration were implemented in webGIS. The implemented modules are (Marasović 2020): M1 Comments (spatial notes) M2 Address register M3 Roads M4 Records of agricultural land M5 Module for citizens to propose changes into spatial plans M6 Evidence of utility services payers During the implementation phase, the SGA was contacted by the researcher with two goals. The first goal was an interview with SGA as an LSDI stakeholder in the city ofSinj. The second goal was to make an agreement on donation between SGA and the city of Sinj. SGA donated several data sets: cadastre parcels, a topographic map (1:25 000), a Croatian basic map (1:5000), central register of spatial units and digital orthophoto maps (1:5000) for all area ofthe city ofSinj used by the city administration. From this interaction one more module was implemented -Cadastral parcels (M7).

Public Release Measurement
During the implementation phase, hits on the city of Sinj webGIS portal were measured. Hits were measured before and after public communication in local media related to the implementation of an individual module (Marasović, 2020). Public releases which were measured by hits were (Marasović, 2020): 12 December 2019: Public releases about an added module for citizens to give suggestions on spatial plans online (M5); released on the official website of the city of Sinj and local digital media (City of Sinj (2019)). 24 June 2020: Added module and mobile application for citizens to report any trouble or irregularities in any infrastructure or the environment (M8) and presentation ofthe draft version ofthe disaster management module (M9) in the area ofthe city ofSinj. 26 June 2020: Public releases about an added module and mobile application for citizens to report any trouble or irregularities in any infrastructure or the environment (M8); released on the official city ofSinj website (City ofSinj (2020)). 27 June 2020: Public releases about an added module and mobile application for citizens to report any trouble or irregularities in any infrastructure Table 3 The number of hits two days before and after the event -date of module added or public announcement about it (Marasović 2020). Tablica 3. Broj ulazaka dva dana prije i nakon događaja -datum dodavanja modula ili javne objave o dodanom modulu (Marasović 2020).
or the environment (M8); first public release on local digital media (Hit radio d.o.o. 2020a). 9 July 2020: Public releases about an added module and mobile application for citizens to report any trouble or irregularities in any infrastructure or the environment (M8); second public release on local digital media (Hit radio d.o.o. 2020b). 15 July 2020: Public release about an added module and mobile application for citizens to report any trouble or irregularities in any infrastructure (M8) and development of module for disaster management in the area; public release in one of the leading national media (M9) (Hanza Media d.o.o. 2020). The number of hits was measured after implementing the module: before public releases (marked in blue in the tables) and after public release (marked in red in the tables). The goal was to detect a possible change in the number of hits if a public release is or is not included. The difference in hits indicates an influence of public releases on the citizens' interest in the public services provided by LSDI. The usage of webGIS was raised by PR actions. The strength of the medium (local or regional) is important as well. The stronger the media, the more significant the influence on the number of hits (Marasović 2020). It is evident from Table 3 that there is a strong influence of public releases on the number of hits. The rate of growth of hits goes from 212% up to 1192%. If there are no public releases, the number of hits before and after is the same.
It is evident that the number of hits after public releases rises not just in two days but much longer after release. If we compare the number of hits after each public release with the initial number of hit (12 hits), we have an even more significant influence of public relations on the number of hits (Table 4) (Marasović 2020).
The number ofthe mobile application installations (Promet i Prostor, d.o.o. 2019) for citizens to report any trouble or irregularities in any infrastructure or the environment (M8) was influenced by public releases as well (Table 5) (Marasović 2020).
It is obvious that the influence is extremely strong, going from 140% to 620%.

2 Implementation Team Members Opinions
The final step ofthis project was gathering opinions of the webGIS implementation team members. The responsible person from the city and from the webGIS implementation company gave their opinions.
The company representative stated (Marasović 2020): "The webGIS implementation in the city ofSinj, as well as in most other users ofwebGIS, is primarily due to the need to solve a specific legal obligation, such as the establishment ofa utility cadastre register (most often: unclassified roads, public lighting, green areas), records of agricultural land disposal, keeping a real property register and similar. Other important reasons for the implementation are: increasing Table 4 The number of hits two days before adding the module and two days after each public release (Marasović 2020).
The following would contribute to a greater implementation speed and faster and more comfortable use from employees: Serious involvement in the implementation process of the LSDI employees responsible for managing software solutions and applications.
Making an official decision at the city level (LSDI) to use the webGIS system as an official system for managing a database ofspecific databases. It is important to emphasize that younger and technical educated staff usually achieve a more straightforward adjustment towards the use of the new programming system. Essential criteria that WebGIS must meet for LSGU (Local Self-Government Units) employees to use it in their daily activities (key for the program system to "live" in long-term use) are: Simplicity of use of primary spatial data within the jurisdiction ofthe SGA (register ofspatial units, digital cadastral plan). Integration with other IT systems and equipment used by local self-government units (public spatial data services, ERP system, GPS vehicles, traffic and security cameras, sensors). Availability of the service provider for user support (preferably the same service provider employee as coordinator for resolving any problems in use). Implementation ofthe webGIS system in the city ofSinj was characterized by gradual upgrading of the software modules (expanding the database in GIS), which is positive for its development and acceptance by employees." A representative of the city stated: "From my experience, for the successful implementation ofthis system, the following are important: Application of adequate technology and continuous technical support, Active involvement of all stakeholders (cities, utility providers, citizens) and Adequate organizational structure In the implementation process, it is important that there is no lack of coordination among the stakeholders. Also, for the process to be successful, the organizational structure needs to be adapted. The current benefits are that citizens are given faster and more modern access to public services, and within the city, there is a higher level of transparency of internal processes. On the other hand, the risks ofthis system are that it will be misused (e.g., false alerts about irregularities in infrastructure) and failure to act by individual utility service providers. The personal experience ofparticipating in this project has helped me in my daily work tasks and professional development. To be able to estimate the influence of the entire working community, it is necessary for more time to pass from the beginning of the implementation to recognize all of its advantages. I certainly believe that an adequate organizational culture would contribute to a better acceptance of this system and thus benefit more from this system." The researcher stated: From the researcher's perspective, the key for initiating the development of webGIS in the city is awareness about the benefits of LSDI or webGIS. Raising awareness can be done systematically or individually. In this case, it was done individually by the researcher and representative ofthe webGIS implementation company. Also, a low or lower price for the WebGIS implementation service than usual on the market was important for the decision to go ahead with the implementation ofwebGIS.
After the decision, the decision-makers do not participate in the operative tasks, but their constant support and interest in the process ofimplementation are essential. It could be that the intensity of interest also depends on awareness. A crucial part ofthis process is the selection of an employee responsible for the operative implementation of webGIS and communication between stakeholders. In this case, an employee had this task added to others. Most likely, it would have been better if the employee had had just this task or ifthis task had been the main one. Also, it seems that webGIS awareness and knowledge of this employee are also critical since they could influence motivation. It would be best if there were possibilities (financial and organizational) in the city to have one person responsible for this process exclusively. Moreover, it would be best ifthey are is an IT expert with specialization in GIS.
Moreover, the usage ofwebGIS by the city administration demands changes in the daily working routines which is usually followed by resistance. So, HR skills are advantageous and particularly those for implementing change in the daily working routines. This could be a significant benefit for accepting the tool.
Finally, the promotion of webGIS through PR seems to influence positively all of them. After the project finished successfully, those who participated were proud and motivated to carry on. Citizens got familiar with the tool and started using it, and the city administration easily accepts it.
Based on the successful experience, it seems that decision-makers will be more willing to invest in it ifthey are aware ofthe benefits ofwebGIS. Also, after the success they are willing to pay more for new services which are primarily useful for the city administration and citizens, as well as for other stakeholders. Most ofthe indicators from the statistical analysis were confirmed. HR and PR activities are recognized as well. The pilot project confirmed that the decision on investment in webGIS from the local level decision makers is essential for implementation of webGIS. Such a decision came after the presented benefits of web-GIS. The main recognized target groups were the city administration and citizens. Besides the confirmed indicators, from the practical side, support from the decision makers level in implementation is crucial. Knowledge about webGIS ofthe employee responsible for the implementation is critical. Human resources activities are essential for accepting change in the daily routines ofthe employees. PR activities seem vital for raising awareness and knowledge ofthe citizens about the usefulness ofwebGIS.

3 Conclusion
Both of the research objectives have been achieved. The pilot project, the initial webGIS implementation phase was successful. In future this project should be driven from the city exclusively, and it will most likely depend on support from the decision-makers, or rather, the awareness of the decision-makers about the benefits of LSDI.
The LSDI environment is determined by obstacles and key indicators of successful implementation. The key for investment in this pilot project was awareness about the benefits of LSDI. Raising awareness was done individually by the researcher and representative of the webGIS implementation company. PR activities seem vital for raising awareness and knowledge of citizens about the usefulness of LSDI.
The main recognized obstacle is lack of support from the decision-makers for LSDI development due to lack of knowledge, awareness and financial possibilities. Financing depends on the awareness of the decision-makers since they decide in what to invest. If there is enough awareness about LSDI benefits, the decision makers will decide to invest in LSDI and, furthermore, invest in human capital to implement and drive this infrastructure.
The main target group are the city administration and citizens. For LSDI to be useful and efficient, citizens must know about it and how to use it. Although citizens were not included in this research, it is possible that most of the citizens also lack awareness of LSDI and its benefits, which could lead to low use of LSDI.
After the decision, the decision makers do not participate in the operative tasks, but their constant support and interest in the process of implementation are essential. A crucial part of this process is the selection of an employee responsible for the webGIS operative implementation and communication between the stakeholders. In this case, an employee had this task added to other tasks. Also, it seems that awareness and knowledge about LSDI of this employee is also critical since it could influence the motivation. It would be best to have one employee responsible for this process exclusively. Moreover, it would be best if they were an IT expert specializing in GIS. Public relations influence awareness of LSDI.
Moreover, the usage of webGIS by the city administration demands changes in the daily working routines, which is usually followed by resistance. So, human resource activities are essential for accepting change in the daily routines of employees.