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Strategic Development Information & GIS Kevin Tabisher | Manager: Information and Knowledge Strategy Corporate Services: Strategic Development Information.

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Presentation on theme: "Strategic Development Information & GIS Kevin Tabisher | Manager: Information and Knowledge Strategy Corporate Services: Strategic Development Information."— Presentation transcript:

1 Strategic Development Information & GIS Kevin Tabisher | Manager: Information and Knowledge Strategy Corporate Services: Strategic Development Information & GIS Information and Knowledge Management

2 1. Overview of City IKM 2. DIRC demo 3. Strategic Information (Research and Statistics) 4. Corporate GIS 5. Spatial Viewer demo 6. Q&A Index

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4 Strategic Development Information & GIS Information & Knowledge Strategy Corporate GIS Strategic Information Knowledge Resources & Support Strategic Development Information & GIS Information and KM strategy Programme for development of IKM within departments. Spatial data management/ consultancy/ co-ordination Town Survey Marks GPS Surveys Aerial photography Socio- economic Needs Analysis Urban Indicators Policy Research Research Consultancy Knowledge Resource Centre Communicatio ns & Marketing Organisational Dev Administration

5 IKM Partnerships (Change Management and building Content) IKM Policy (Improving Practices and Governance) Knowledge Hub (Integrated Information) Knowledge Management Framework + Implementation Plan IKM Audit City’s IKM Development Path

6 Better Decision- making through Business Intelligence (BI) Improving access to knowledge assets/ Knowledge reuse Retaining Social/Human Capital Research and Innovation Data Management KM KEY AREAS Better PracticesRisk ManagementLegal Compliance KM FRAMEWORK Departmental/Programme Drivers Spatial Reporting Tool +ISIS Viewer SAP BI SAP – GIS Integration Integrated Spatial Information System (ISIS) Spatial Information Strategy Knowledge Hub (City Development Information Resource Centre) City Internet Portal SharePoint Communities of Practice Coaching and Mentoring Expertise Locator Exit interviews Job shadowing CHEC SACN KM Reference Group DBSA – LGRC/ LGNET Linking with external agencies CREW Data Management Framework Data Governance IKM Directory KM Principles KM INITIATIVES

7 Year 1 (2011)Year 2 (2012)Year 3 (2013)Year 4 (2014)Year 5 (2015) Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 Phased IKM Implementation Approach Phase 1: Enabling IKM Infrastructure Phase 2: Embedding IKM Culture Shift focus from information management to analysis Phase 3: Entrenching IKM Practice Established Analytical Products IKM Infrastructure Monitoring and Review Extend IKM Partnerships to rest of departments Develop Change Management Plan/Marketing & Awareness IKM Partnerships part of organisational business processes Implement IKM Partnerships with lead/priority departments KNOWLEDGE HUB (DIRC): supporting projects: ISIS, Spatial Reporting Tool, Expertise Locator, IKM (Data) Directory, Research Hub, Stats, Info and Trends, IKM Policy PARTNERSHIPS : First Phase: Community Services; Strategy and Planning, Utility Services, Transport SERVICE PROTOCOLS : IS & T; Communication AWARENESS : Via intranet to all Directorates & Departments CHANGE MANAGEMENT : Internal processes & procedures IKM Policy Implementation

8 IKM Partnerships (Information and knowledge being contributed by departments) Knowledge hub/portal – DIRC (Integrating information and knowledge corporately) Knowledge Products (Information and knowledge being shared across the City) Departments Users SDI & GIS (corporate) Growing and sharing the City’s knowledge base

9 The need for a corporate IKM Policy Information and knowledge assets reside in individual departments Challenges in relation to departments/directorates prioritising corporate integration and sharing of information Policy required to ensure departments share relevant knowledge across the organisation

10 How do we drive IKM corporately? IKM Needs (Corporate & Departmental) IKM Policy (Improving Practices) Content (Getting departments to share information) IKM Partnerships Mutually beneficial relationship Clearly stipulated requirements or goals Commitment Shared IKM Vision Clear Partnership Process Moving from uncoordinated IKM engagements to more formally structured engagements

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12 Strategic Development Information & GIS Carol Wright| Manager: Strategic Information Corporate Services: Strategic Development Information & GIS Research and Statistics

13 Purpose Research: Share information on City of Cape Town Research Management Policy and the Research Hub Research Management Policy Framework and Guidelines Statistics: 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.

14 Research

15 Research Presentation Overview Importance of research Role of SDI & GIS City of Cape Town Corporate Research Management Policy Framework and Guidelines Research Management Tools

16 Knowledge is a key driver of an organisation’s effectiveness and a strategic input to decision-making Research 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 analysis It 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. The importance of research

17 Role 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 advice Provide a coherent overview of strategic knowledge which the City requires and acquires to take decisions and function effectively Drive 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.

18 City of Cape Town, 26 April 2011)

19 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 outcomes To avoid duplication of research To improve the quality of important research and avoid basic errors To increase capacity for conducting research at all levels throughout the City by providing guidelines for every step of the research process Corporate Research Management Policy Framework and Guidelines

20 Research management tools City Research Working Group (CREW) – inter-directorate structure – to identify and advise on strategic research needs and operationalise research policy implementation Research 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) metadata Online tools for tracking current research Gather inputs to formulate a forward-focussed research plan Corporate tender – urban development research

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22 Challenges Use of research: research problem – research - recommendations – action Research capacity in line departments Sharing research (especially completed research) Scoping and definition of research Managing research service providers

23 Opportunities Strengthen the link between research problem to action/use Build capacity Have a single access point to all City research Guidelines for scoping research Defining research services and standards Improve the quality of research

24 Statistics

25 Statistics Presentation Overview Key dimensions of evidence-based statistics Broad approach Importance and use of statistical data Policy and planning context and alignment Use of Stats SA data analysis – range of examples Evidence based decision-making: challenges & opportunities

26 Broad Approach Data to Information to Knowledge to Action to Outcomes Evidence base Policy relevant Better policies Enhanced decision- making Better development results Monitoring & feedback Technical Rigour (Adapted from Data UNity Network, 2011,

27 Key Dimensions of Evidenced based Statistics Institutional Environment The institutional and organisational factors which may impact on the effectiveness and credibility of the agency producing the statistics Relevance The degree to which information meets the needs of users. Timeliness The delay between the reference period and the release of the information. Accuracy The degree to which the information correctly describes the phenomena being measured. Coherence The degree to which the information can be brought together with other information, and over time. Interpretability The availability of supplementary information necessary to interpret the statistical information. Accessibility The ease with which the information can be obtained (Australian Statistics Bureau,

28 Importance & use of statistical data Reliable urban development analysis and understanding depends on good and current data. Currently this is one of the major challenges for cities in South Africa. 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 continuity The City’s corporate approach is for all City Departments to use a consistent set of demographic, socio-economic and other figures.

29 Importance & use of statistical data Key inputs to: Policy making, decision making and monitoring : - City Development Strategy; Economic Growth Strategy; Social Development Strategy; Spatial Development Framework 5 year IDP Planning – long, medium and short term: strategic, operational, management - Growth Management Strategy 5 year Housing Plan Water Demand Plan Service delivery - water, electricity, sanitation, waste management; transport; human settlements, health, community services, transport, broad band network Financial planning and management - Equitable share, MTREF Operations and management - asset management plan

30 Policy – Planning context & alignment  National  Provincial  Local National Development Plan 2030 OneCape2040 CCT CDS CCT IDP CCT Local Plans

31 Overview of Urban Spheres of Influence

32 2011 Census Profile Use of Stats SA Data & Analysis Census 2011

33 2011 Census Ward Profile

34 Cape Town – Census 2011 Population Change In 2011 the population of Cape Town was , an increase of 29.3% since 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

35 Cape Town – Census 2011 Household vs. Population Growth Note: 5 years = % change 1996 to years = % change 2001 to years = % change 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.

36 Cape Town – Census 2011: – Age Trends 57% of Cape Town’s population is over 25 years 18% are between years, 10% are 4 years or younger 2011 median age of the population in Cape Town is 28 years Proportion in the years age groups declining Young Black African and Coloured age cohorts Older White and Asian age cohorts. The population is starting to age, in particular White population group

37 Cape Town – Census 2011 Services data - Sanitation Flush toilet (connected to sewerage system) 85.3%88.2% Flush toilet (with septic tank) 2.0% Chemical toilet0.2%1.2% Pit toilet with ventilation 0.3%0.2% Pit toilet without ventilation 0.6%0.2% Bucket toilet4.4%4.5% Other 1.0% None7.2%2.7% Total 100.0% Note: Population Group is that of the Head of Household 88% 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)

38 Overall Very Needy Needy Average Concentration of need in Metro South East Khayelitsha Mitchells Plain South East Index and weighting: Household Services: 30% Education: 20% Housing: 20% Economic: 30% Census 2011: Socio- economic Index Cape Town (Wards)

39 Census 2011:Metro South East (Wards) Index and weighting: Household Services: 30% Education: 20% Housing: 20% Economic: 30%

40 Census – 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”

41 General Household Surveys 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) 2011 Black AfricanColouredWhiteTotal Yes 67.4%72.8%77.7%71.0% No 31.8%26.7%22.3%28.5% Do not know 0.8%0.4%0.0%0.5% Total 100.0% 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)

42 General 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)

43 Quarterly Labour Force Surveys Analysis of Q

44 City of Cape Town – Access Access to data, information and knowledge is critical Data awareness Data quality Fit for purpose Need to bring data providers and data users together Provide client focused data and information Good 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.

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46 Evidence based decision-making: Challenges Limited city/municipality level – local area data Census takes place every 10 years Need for more disaggregated data and at various spatial levels Need for integrated datasets Need for coherence across various data sources Statistical literacy to understand and interpret data correctly Expectation of users to be able to manipulate data by themselves

47 Evidence base decision-making: Opportunities Firm foundation, commitment, capacity and mix of skills to produce quality information Partnerships and collaboration Need to become “knowledge builders” Need to become “communicators” and “educators” Need to maintain relevance and impartiality in light of the changing context In future: - explore the use of social media for access and inclusion of information from public - open data

48 Closure 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

49 Strategic Development Information & GIS Stefan Steenekamp | Principal GIS Analyst Corporate Services: Strategic Development Information & GIS Corporate GIS

50 1. Priority Areas within Corporate GIS 2. Corporate GIS Vision 3. Spatial Information Portal 4. Questions Index

51 Spatial Information Strategy Goals: 2008 Spatial information that is reliable, trusted and interoperable Strengthen the integrated, enterprise-wide management of spatial information to ensure sharing Effective dissemination to ensure accessibility & use Effective governance model to ensure co-operation and coordination Effective support via human resource and technology infrastructure

52 Priority areas within Corporate GIS Approved Spatial Information Strategy & Policy Enterprise wide Spatial Information Management Implementation of a Spatial Information Portal GIS/Spatial Data Governance & Partnerships

53 Professional GIS GIS for Everyone GIS for Everyone Publish Corporate GIS: Vision

54 Interactive Maps Static Maps Data Directory Projects News/Discussions Policy & Standards Business Viewers Spatial Information Portal (live demo)

55 We aim to move GIS forward in a coordinated way We want everyone to be able to use GIS Inform decision making by using GIS Conclusion (CGIS)

56 Year 1 (2011)Year 2 (2012)Year 3 (2013)Year 4 (2014)Year 5 (2015) Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 Phased IKM Implementation Approach Phase 1: Enabling IKM Infrastructure Phase 2: Embedding IKM Culture Shift focus from information management to analysis Phase 3: Entrenching IKM Practice Established Analytical Products IKM Infrastructure Monitoring and Review Extend IKM Partnerships to rest of departments Develop Change Management Plan/Marketing & Awareness IKM Partnerships part of organisational business processes Implement IKM Partnerships with lead/priority departments KNOWLEDGE HUB (DIRC): supporting projects: ISIS, Spatial Reporting Tool, Expertise Locator, IKM (Data) Directory, Research Hub, Stats, Info and Trends, IKM Policy PARTNERSHIPS : First Phase: Community Services; Strategy and Planning, Utility Services, Transport SERVICE PROTOCOLS : IS & T; Communication AWARENESS : Via intranet to all Directorates & Departments CHANGE MANAGEMENT : Internal processes & procedures IKM Policy Implementation

57 Year 1 (2011)Year 2 (2012)Year 3 (2013)Year 4 (2014)Year 5 (2015) Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 Next Phases of IKM Implementation Phase 1: Enabling IKM Infrastructure Phase 2: Embedding IKM Culture Phase 3: Entrenching IKM Practice Enhance content Enhance Knowledge Tools:  Spatial Information and Mapping Portal (SIMP)  Stats, Trends and Indicators Add functionality Develop outward-facing version of DIRC IKM Policy rollout Address analysis capacity Extend IKM Partnerships Accelerate uptake and growth of DIRC Build corporate strategic information platform Provide established analytical products Provide self-service to strategic information Information and Knowledge Management an SDBIP requirement Monitoring and review

58 Year 1 (2011)Year 2 (2012)Year 3 (2013)Year 4 (2014)Year 5 (2015) Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4 City of Cape Town IKM Overview Q&A


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