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Strategic Development Information & GIS
Kevin Tabisher | Manager: Information and Knowledge StrategyCorporate Services: Strategic Development Information & GIS
Information and Knowledge Management
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
Strategic Development Information
& GIS
Information &KnowledgeStrategy
CorporateGIS
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
Communications & Marketing
Organisational Dev
Administration
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
Better Decision-making through
Business Intelligence (BI)
Improving access to knowledge
assets/ Knowledge reuse
Retaining Social/Human
Capital
Research and Innovation
Data Management
KM
KE
Y A
RE
AS 1 2 3 4 5
Better Practices Risk Management Legal 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
INIT
IAT
IVE
S
Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
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
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
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
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
Strategic Development Information & GIS
Carol Wright| Manager: Strategic InformationCorporate Services: Strategic Development Information & GIS
Research and Statistics
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.
Research
Research Presentation Overview
Importance of research
Role of SDI & GIS
City of Cape Town Corporate
Research Management Policy
Framework and Guidelines
Research Management Tools
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
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.
Figure 1: City of Cape Town Research Management Framework
Line Departments
Strategic Information Department
KNOWLEDGE HUB
SPECIFIC RESEARCH
PLAN
City Strategic Imperatives City Development
Strategy Integrated
Development Plan Spatial Development
Framework Economic
Development Strategy
Transport Plan Others...
Strategic knowledge needs
Service Delivery/ Operational problem focussed knowledge needs
Triggering of research tracker
Standard research guidelines
IMPLEMENT RESEARCH
Research guidelines Possible triggering of
City Research Working Group
Re
City of Cape Town, 26 April 2011)
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
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
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
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
Statistics
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
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, http://www.unescap.org/stat/data-unity/Data-UNity-Network-Presentation-EGM-Oct2011.pdf)
Key Dimensions of Evidenced based Statistics
Institutional EnvironmentThe institutional and organisational factors which may impact on the
effectiveness and credibility of the agency producing the statistics
RelevanceThe 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.
InterpretabilityThe availability of supplementary information necessary to interpret the statistical information.
Accessibility The ease with which the information can be obtained
(Australian Statistics Bureau, http://www.abs.gov.au/ausstats/[email protected]/lookup/1500.0chapter32010)
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.
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 2012-2017
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
Policy – Planning context & alignment
National Provincial Local
National
Development
Plan 2030
OneCape2040
CCT CDS
CCT IDP
CCT Local
Plans
City of Cape Town – 2011 Census – Cape Town December 2012
Compiled by Strategic Development Information and GIS Department, City of Cape Town 2011 and 2001 Census data supplied by Statistics South Africa (Based on information available at the time of compilation as released by Statistics South Africa) Demographic Profile, Economic Profile, Household Services Profile Cape Town Overview – 2011 Census
Cape Town 2001 2011 Change 2001 to 2011
Number % Population 2 892 243 3 740 025 847 782 29.3% Households 777 389 1 068 572 291 183 37.5% Average Household Size 3.72 3.50
In 2011 the population of Cape Town was 3 740 025, an increase of 29.3% since 2001, and the number of households was 1 068 572, an increase of 37.5% since 2001. The average household size has declined from 3.72 to 3.50 in the 10 years. A household is defined as a group of persons who live together, and provide themselves jointly with food or other essentials for living, or a single person who lives alone (Statistics South Africa). The population and household numbers above are to be used and quoted as the official numbers for Cape Town for 2011. Key results for Cape Town:
The population is predominantly Coloured (42%) and Black African (39%).
46% of those aged 20 years and older have completed Grade 12 or higher.
76% of the labour force (aged 15 to 64) is employed.
47% of households earn R3 200 or less a month.
78% of households live in formal dwellings.
87% of households have access to piped water in their dwelling or inside their yard.
88% of households have access to a flush toilet connected to the public sewer system.
94% of households have their refuse removed at least once a week.
94% of households use electricity for lighting in their dwelling.
Note: There are small variations in the total population and the number of households in the profile tables which follow. These occur as Statistics South Africa had to calculate the true population to correct omissions and double counts in the enumeration process. These variations are not significant. Go to top of document
2011 Census Profile
Use of Stats SA
Data&
Analysis
Census 2011
City of Cape Town – 2011 Census – Ward 001 January 2013
Compiled by Strategic Development Information and GIS Department, City of Cape Town 2011 and 2001 Census data supplied by Statistics South Africa (Based on information available at the time of compilation as released by Statistics South Africa) Ward Overview, Demographic Profile, Economic Profile, Household Services Profile Ward Description Ward 001 includes the areas of De Duin, Glenwood, Kaapzicht, Kleinbosch, Monte Vista, N1 City, Panorama, Plattekloof, Plattekloof Glen, Sonnendal, Tygerdal and Welgelegen
2011
Census
Ward
Profile
Cape Town – Census 2011 Population Change
• In 2011 the population of Cape Town was 3 740 025, 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
Cape Town – Census 2011:– Age Trends
0 to 4 years 5 to 14 years 15 to 24 years 25 to 64 years 65 years and older0%
10%
20%
30%
40%
50%
60%
9.4%
18.8% 19.0%
46.7%
5.0%
8.7%
17.9%20.0%
48.4%
5.0%
9.9%
14.9%18.4%
51.3%
5.5%
1996 2001 2011
• 57% of Cape Town’s population is over 25 years • 18% are between 15 - 24 years, 10% are 4 years or younger• 2011 median age of the population in Cape Town is 28 years• Proportion in the 5 - 24 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
Black African Coloured Asian White Other Total75%
80%
85%
90%
95%
100%
78.2%
93.2%
97.7% 98.5%
94.7%
88.2%
3.2%
2.0%
2.5%
1.2%
8.9%
2.3%
4.5%
4.9%
1.8% 2.7%
Flush toilet (connected to sewerage system) Flush toilet (with septic tank) Chemical toilet
Pit toilet with ventilation (VIP) Pit toilet without ventilation Bucket toilet
Other None
Cape Town – Census 2011Services data - Sanitation
2001 2011Flush toilet (connected to sewerage system)
85.3% 88.2%
Flush toilet (with septic tank)
2.0% 2.0%
Chemical toilet 0.2% 1.2%Pit toilet with ventilation
0.3% 0.2%
Pit toilet without ventilation
0.6% 0.2%
Bucket toilet 4.4% 4.5%Other 1.0%None 7.2% 2.7%Total 100.0% 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)
Overall
Very NeedyNeedy
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)
Census 2011:Metro South East(Wards)
Index and weighting: • Household Services: 30%• Education: 20%• Housing: 20%• Economic: 30%
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”
General Household Surveys
1 Grant 2 Grants 3 Grants Over 3 Grants0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
54.8%
26.0%
10.9%8.3%
50.4%
27.4%
14.2%8.1%
79.4%
18.3%
2.2%
53.5%
26.4%
12.3%7.8%
Black African Coloured White Total
Number of social grants per household
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)
2011Black
African Coloured White Total
Yes67.4% 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% 100.0% 100.0% 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)
General Household Surveys
Office
is at
hom
e
Wal
king
Bicycle
/mot
orcy
cle
Min
ibus
taxi
/seda
n ta
xiBus
Trai
n
Lift c
lub
usin
g a
priva
te ve
hicle
Privat
e /co
mpa
ny ve
hicle
Unspe
cifie
d
0%
5%
10%
15%
20%
25%
30%
35%
40%
2009 1010 2011
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)
Quarterly Labour Force Surveys
Analysis of Q2 2008-2012
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.
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
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
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
Strategic Development Information & GIS
Stefan Steenekamp | Principal GIS AnalystCorporate Services: Strategic Development Information & GIS
Corporate GIS
1. Priority Areas within Corporate GIS
2. Corporate GIS Vision
3. Spatial Information Portal
4. Questions
Index
Spatial 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 & use Effective governance model to ensure co-operation and coordination Effective support via human resource and technology infrastructure
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
1
2
3
4
Professional GIS GIS forEveryone
Publish
Corporate GIS: Vision
Interactive Maps
Static Maps
Data Directory
Projects
News/Discussions
Policy & Standards
Business Viewers
Spatial Information Portal (live demo)
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)
Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
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
Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
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
Year 1 (2011) Year 2 (2012) Year 3 (2013) Year 4 (2014) Year 5 (2015)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
City of Cape Town IKM Overview
Q&A
