chose the USGS 7.5 minute topographic map base, wetlands, upland land use, soils, environmental permit, and rare species data as the primary conversion targets. This extensive data conversion was financed through joint funding agreements with several federal agencies. As of mid-1993, the USGS and the SCWRC have digitized existing information from about 62 percent of the 353 quadrangles within the state through fifty-fifty cost share agreements. Joint funding agreements are also in place with the U.S. Fish and Wildlife Service to digitize the National Wetland Inventory maps. An in-kind-service agreement exists between the SCWRC and the Soil Conservation Service for quality control so that digital soils information will meet national standards. Additionally, the Army Corps of Engineers and the National Park Service have made significant monetary contributions to the project. Data investment decisions are structured to empower regional and local governments to make informed decisions regarding development and natural resource management. However, data base design decisions have always been influenced by the potential long-term value that these investments will have for water-use planning, emergency response, industry siting, transportation planning, forest products development, and all the various missions that could use the information and technology. Recently, several private businesses with large landholdings in the state have begun negotiations with the SCWRC to add additional funding to the project. The Natural Resources Decision Support System GIS now contains in excess of 20 layers of information and has maintained strict compliance with national map accuracy standards.

Other state and local government agencies are now interested in supporting the system as the data coverage and quality are recognized as appropriate for their use, so that the demand for information and the number of stakeholders continue to increase. The partnership's success is based on a shared vision that each stakeholder will achieve greater efficiencies in performing their mandates using this information management tool. Working together will allow each to own and use an application-rich data base that none could afford in isolation. The funding synergy is achieved through a level of mutual respect and codified in joint funding agreements and MOUs. This has been accomplished in spite of outdated rules restricting use of diverse federal funding sources in data conversion matching programs. The investment in building a high quality data base will lead to the development of new applications resulting in even greater benefits to the partnership.

The South Carolina example illustrates a valuable transition to digital data, adding to the resources that have been provided through former