S trategic Development Information & GIS

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

2. Index • Overview of City IKM • DIRC demo • Strategic Information (Research and Statistics) • Corporate GIS • Spatial Viewer demo • Q&A

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

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

6. Better Practices Risk Management Legal Compliance KM FRAMEWORK 1 2 3 4 5 KM KEY AREAS Data Management Better Decision-making through Business Intelligence (BI) Improving access to knowledge assets/ Knowledge reuse Retaining Social/Human Capital Research and Innovation KM INITIATIVES • Data • Management • Framework • Data Governance • IKM Directory • KM Principles • 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 Departmental/Programme Drivers

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

8. Growing and sharing the City’s knowledge base Users Knowledge 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

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? 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 IKM Policy (Improving Practices) IKM Needs (Corporate & Departmental)

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

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. The importance of research • 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.

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. Corporate 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 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

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

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 Datato Information to Knowledge to Action to Outcomes (Adapted from Data UNity Network, 2011, http://www.unescap.org/stat/data-unity/Data-UNity-Network-Presentation-EGM-Oct2011.pdf)

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, http://www.abs.gov.au/ausstats/abs@.nsf/lookup/1500.0chapter32010)

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 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

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

31. Use of Stats SA Data & Analysis Census 2011 2011 Census Profile

32. 2011 Census Ward Profile

33. 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

34. Cape Town – Census 2011:– Age Trends • 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

35. Cape Town – Census 2011Services data - Sanitation • 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) Note: Population Group is that of the Head of Household

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

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

38. 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”

39. 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) 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)

40. 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)

41. Quarterly Labour Force Surveys Analysis of Q2 2008-2012

42. 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.

44. 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

45. 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

46. 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

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

48. Index • Priority Areas within Corporate GIS • Corporate GIS Vision • Spatial Information Portal • Questions

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

50. Priority areas within Corporate GIS 1 2 3 4