4Strategic Development Information & GIS KnowledgeStrategyCorporateGISStrategicInformationResources &SupportInformation and KM strategyProgramme for development of IKM within departments.Spatial data management/ consultancy/ co-ordinationTown Survey MarksGPS SurveysAerial photographySocio-economic Needs AnalysisUrban IndicatorsPolicy ResearchResearch ConsultancyKnowledge Resource CentreCommunications & MarketingOrganisational DevAdministrationDiagram depicts phased implementation approach4
5City’s IKM Development Path Knowledge Hub(Integrated Information)IKM AuditKnowledge Management Framework+Implementation PlanIKM Policy(Improving Practices and Governance)IKM Framework was produced to set direction, based on City IKM statusIKM Policy builds on framework by setting guidelines/principlesIKM Partnerships(Change Management and building Content)
6KM FRAMEWORK Better Practices Risk Management Legal Compliance Better Decision-making through Business Intelligence (BI)Improving access to knowledge assets/ Knowledge reuseRetaining Social/Human CapitalResearch and InnovationData ManagementKM KEY AREAS12345Better PracticesRisk ManagementLegal ComplianceKM FRAMEWORKDepartmental/Programme DriversSpatial ReportingTool +ISIS ViewerSAP BISAP – GISIntegrationIntegrated SpatialInformation System(ISIS)Spatial InformationStrategyKnowledge Hub(City DevelopmentInformationResource Centre)City Internet PortalSharePointCommunities ofPracticeCoaching andMentoringExpertise LocatorExit interviewsJob shadowingCHECSACN KMReference GroupDBSA – LGRC/LGNETLinking withexternal agenciesCREWDataManagementFrameworkData GovernanceIKM DirectoryKM PrinciplesKM INITIATIVESA one-picture view of KM as understood within the City of Cape Town context, consisting of the 5 defined KM Key AreasDrivers like Legal Compliance (not in terms of KM as the area is not that well-regulated yet, but in terms of data/information management (KM Key Area 1), linked to issues like delegations, access to information etc.Speak to key areas only here…Measurable indicators – Speak to under BIKM Areas move from operational levels up towards the more strategic, value-adding levels.KM Area 5 will engage with information broader than just City info6
7Phased IKM Implementation Approach Year 1 (2011)Year 2 (2012)Year 3 (2013)Year 4 (2014)Year 5 (2015)Q1Q2Q3Q4Phase 1: Enabling IKM InfrastructurePhase 2: Embedding IKM CultureShift focus from information management to analysisPhase 3: Entrenching IKM PracticeEstablished Analytical ProductsIKM InfrastructureMonitoring and ReviewExtend IKM Partnerships to rest of departmentsDevelop Change Management Plan/Marketing & AwarenessIKM Partnerships part oforganisational business processesImplement IKM Partnerships with lead/priority departmentsKNOWLEDGE HUB (DIRC): supporting projects:ISIS, Spatial Reporting Tool, Expertise Locator, IKM (Data) Directory, Research Hub, Stats, Info and Trends, IKM PolicyPARTNERSHIPS:First Phase: Community Services; Strategy and Planning, Utility Services, TransportSERVICE PROTOCOLS:IS & T; CommunicationAWARENESS:Via intranet to all Directorates & DepartmentsCHANGE MANAGEMENT:Internal processes & proceduresDiagram depicts phased implementation approachIKM Policy Implementation7
8Growing and sharing the City’s knowledge base UsersKnowledge Products(Information and knowledge being shared across the City)Knowledge hub/portal – DIRC(Integrating information and knowledge corporately)SDI & GIS (corporate)IKM Partnerships(Information and knowledge being contributed by departments)Departments
9The need for a corporate IKM Policy Information and knowledge assets reside in individual departmentsChallenges in relation to departments/directorates prioritising corporate integration and sharing of informationPolicy required to ensure departments share relevant knowledge across the organisation
10(Getting departments to share information) (Improving Practices) How do we drive IKM corporately?Content(Getting departments to share information)IKM PartnershipsMutually beneficial relationshipClearly stipulated requirements or goalsCommitmentShared IKM VisionClear Partnership ProcessMoving from uncoordinated IKM engagements to more formally structured engagementsIKM Policy(Improving Practices)IKM Needs(Corporate&Departmental)
12Strategic Development Information & GIS Research and StatisticsCarol Wright| Manager: Strategic InformationCorporate Services: Strategic Development Information & GIS.
13PurposeResearch:Share information on City of Cape Town Research Management Policy and the Research HubResearch Management Policy Framework and GuidelinesStatistics:Share some information on approach, use and examples of how statistics, in particular those from Statistics South Africa data have been analysed and used to inform decision-making and planning in CCT.
15Research Presentation Overview Importance of researchRole of SDI & GISCity of Cape Town CorporateResearch Management PolicyFramework and GuidelinesResearch Management Tools
16The importance of research Knowledge is a key driver of an organisation’s effectiveness and a strategic input todecision-makingResearch efforts in CCT may include :Urban development research, M&E research,customer satisfaction research, service level research, feasibility studies (including for large infrastructure projects), (urban issue related) modelling research, value chain analysisIt is imperative that the City’s efforts directed at knowledge generation and value addition to information (strategic & forward planning) form part of a coherent and coordinated research and management framework.
17Role of SDI & GIS The Department has a role at a corporate level to: Support the City’s research activities on urban developmental matters - through combination of research facilitation activities (e.g. installing/managing corporate research tenders) and providing research adviceProvide a coherent overview of strategic knowledge which the City requires and acquires to take decisions and function effectivelyDrive implementation of the CCT Research Management Policy Framework and Guidelines(CCT, 26 April 2011).Provide the related guidelines and tools to line departments that allow them to improve the quality of, drive any research projects originating from within their department, and share the research outputs at different points along the research process.
19Corporate Research Management Policy Framework and Guidelines The intention of the Policy is to allow for the better management, co-ordination, storage, access and utilisation of research by all in the organization.To promote easy access to and sharing of research information and outcomesTo avoid duplication of researchTo improve the quality of important research and avoid basic errorsTo increase capacity for conducting research at all levels throughout the City by providing guidelines for every step of the research processI will describe some of the criteria we have thought of to distinguish ‘important”
20Research management tools City Research Working Group (CREW) –inter-directorate structure – to identify and advise onstrategic research needs and operationalise researchpolicy implementationResearch Hub – part of DIRC, an online platform for sharing planned completed research – and the tools for sharing that – using the research initiation form (RIF), and (shared) metadataOnline tools for tracking current researchGather inputs to formulate a forward-focussed research planCorporate tender – urban development research
22ChallengesUse of research: research problem – research - recommendations – actionResearch capacity in line departmentsSharing research (especially completed research)Scoping and definition of researchManaging research service providers
23OpportunitiesStrengthen the link between research problem to action/useBuild capacityHave a single access point to all City researchGuidelines for scoping researchDefining research services and standardsImprove the quality of research
25Statistics Presentation Overview Key dimensions of evidence-basedstatisticsBroad approachImportance and use of statistical dataPolicy and planning context and alignmentUse of Stats SA data analysis – range of examplesEvidence based decision-making: challenges & opportunities
26Broad Approach Data to Information to Knowledge to Action to Outcomes Evidence basePolicy relevantBetter policiesEnhanced decision-makingBetter development resultsMonitoring & feedbackTechnical Rigour(Adapted from Data UNity Network, 2011,
27Key Dimensions of Evidenced based Statistics Institutional EnvironmentThe institutional and organisational factors which may impact on theeffectiveness and credibility of the agency producing the statisticsRelevanceThe degree to which information meets the needs of users.TimelinessThe delay between the reference period and the release of the information.AccuracyThe degree to which the information correctly describes the phenomena being measured.CoherenceThe degree to which the information can be brought together with other information, and over time.InterpretabilityThe availability of supplementary information necessary to interpret the statistical information.AccessibilityThe ease with which the information can be obtained(Australian Statistics Bureau,
28Importance & use of statistical data Reliable urban development analysis andunderstanding depends on good and current data.Currently this is one of the major challenges for cities in SouthAfrica.It is important for the City of Cape Town as a municipality to use official STATS SA data:- to align with the official public sector source- to provide a reference and basis for continuityThe City’s corporate approach is for all City Departments to use a consistent set of demographic, socio-economic and other figures.
29Importance & use of statistical data Key inputs to:Policy making, decision making and monitoring :- City Development Strategy; Economic Growth Strategy;Social Development Strategy; Spatial Development Framework5 year IDPPlanning – long, medium and short term: strategic, operational, management- Growth Management Strategy 5 year Housing Plan Water Demand PlanService delivery- water, electricity, sanitation, waste management; transport; humansettlements, health, community services, transport, broad band networkFinancial planning and management- Equitable share, MTREFOperations and management asset management plan
30Policy – Planning context & alignment National Development Plan 2030OneCape2040NationalProvincialLocalCCT CDSCCT IDPCCT Local Plans
34Cape Town – Census 2011 Population Change In 2011 the population of Cape Town was 3 , an increase of 29.3% since 2001.In period 1996 – 2011 (15 years), the:- population of Cape Town has increased 46%- composition of the population has changed e.g. Black African population increased 124 %Cape Town 2011 population is in line with previous City estimates
35Cape Town – Census 2011 Household vs. Population Growth The number of households has increased at a higher rate than the population has increased.From 2001 – 2011, the number of households increased by 38%; in the 15 year period 1996 – 2011; the number of households increased by 64%.The number of Black African households has increased the most as a percentage of the total households in Cape Town, by 77% in 10 years and 165% in 15 years.Note: 5 years = % change 1996 to years = % change 2001 to years = % change
36Cape Town – Census 2011: – Age Trends 57% of Cape Town’s population is over 25 years18% are between years, 10% are 4 years or younger2011 median age of the population in Cape Town is 28 yearsProportion in the years age groups decliningYoung Black African and Coloured age cohortsOlder White and Asian age cohorts. The population is starting to age, in particular White population group
37Cape Town – Census 2011 Services data - Sanitation 20012011Flush toilet (connected to sewerage system)85.3%88.2%Flush toilet (with septic tank)2.0%Chemical toilet0.2%1.2%Pit toilet with ventilation0.3%Pit toilet without ventilation0.6%Bucket toilet4.4%4.5%Other1.0%None7.2%2.7%Total100.0%Cape Town – Census 2011 Services data - Sanitation88% of households have access to a flush toilet connected to the public sewer system (78% of Black African households)4.5% of households have access to a bucket toilet.3% of households have no toilet (decrease from 7% in 2001)Note: Population Group is that of the Head of Household
38Concentration of need in Census 2011: Socio- economic Index Cape Town (Wards)OverallConcentration of need inMetro South EastKhayelitshaMitchells PlainSouth EastIndex and weighting:Household Services: 30%Education: 20%Housing: 20%Economic: 30%Very NeedyNeedyAverage
39Census 2011:Metro South East (Wards) Index and weighting:Household Services: 30%Education: 20%Housing: 20%Economic: 30%Census 2011:Metro South East (Wards)
40Census – Community Profiles: Libraries and Information (based on 2001 Census data) Community profiles of the area that falls within 3 km of each library as part of the “know your community project”
41General Household Surveys 2011Black AfricanColouredWhiteTotalYes67.4%72.8%77.7%71.0%No31.8%26.7%22.3%28.5%Do not know0.8%0.4%0.0%0.5%100.0%The number of social grants received per household by population group of household head in Cape Town in 2011(Source: 2011 General Household Survey Data, Statistics SA)Exposure of children in Cape Town under 5 years to ECD programmes in 2011 by population group(Source: 2011 General Household Survey Data, Statistics SA)
42General Household Surveys Mode of transport used to commute to work in Cape Town for 2009, 2010 and 2011(Source: 2009, 2010 and 2011 General Household Survey Data, Statistics SA)
43Quarterly Labour Force Surveys Analysis of Q2 2008-2012
44City of Cape Town – Access Access to data, information and knowledge is criticalData awarenessData qualityFit for purposeNeed to bring data providers and data users togetherProvide client focused data and informationGood track record: in 2009 the City of Cape Town was the proud overall winner in the "Dissemination" category in the Statistics South Africa Awards for Excellence.
46Evidence based decision-making: Challenges Limited city/municipality level – local area dataCensus takes place every 10 yearsNeed for more disaggregated data and at various spatial levelsNeed for integrated datasetsNeed for coherence across various data sourcesStatistical literacy to understand and interpret data correctlyExpectation of users to be able to manipulate data by themselves
47Evidence base decision-making: Opportunities Firm foundation, commitment, capacity and mix of skills to produce quality informationPartnerships and collaborationNeed to become “knowledge builders”Need to become “communicators” and “educators”Need to maintain relevance and impartiality in light of the changing contextIn future:- explore the use of social media for access and inclusion ofinformation from public- open data
48Closure The City recognises the importance of valid and quality information in the urban development process.Need to continue to improve and further develop evidence based information and make it accessible, in order to support well informed decisions and planning for policies, programmes and projects.ENKOSI DANKIE THANK YOU
49Strategic Development Information & GIS Corporate GISStefan Steenekamp | Principal GIS AnalystCorporate Services: Strategic Development Information & GIS.
50Index Priority Areas within Corporate GIS Corporate GIS Vision Spatial Information PortalQuestions
51Spatial Information Strategy Goals: 2008 Spatial information that is reliable, trusted and interoperableStrengthen the integrated, enterprise-wide management of spatial information to ensure sharingEffective dissemination to ensure accessibility & useEffective governance model to ensure co-operation and coordinationEffective support via human resource and technology infrastructure
52Priority areas within Corporate GIS Approved Spatial Information Strategy & PolicyEnterprise wide Spatial Information ManagementImplementation of a Spatial Information PortalGIS/Spatial Data Governance & Partnerships1234
53Publish GIS for Everyone Corporate GIS: VisionPublishGIS forEveryoneProfessional GIS