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

3. .

4. Strategic Development Information & GIS
Knowledge
Strategy
Corporate
GIS
Strategic
Information
Resources &
Support
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
Diagram depicts phased implementation approach 4

5. City’s IKM Development Path
Knowledge Hub
(Integrated Information)
IKM Audit
Knowledge Management Framework +
Implementation Plan
IKM Policy
(Improving Practices and Governance)
IKM Framework was produced to set direction, based on City IKM status
IKM Policy builds on framework by setting guidelines/principles
IKM Partnerships
(Change Management and building Content)

6. KM FRAMEWORK Better Practices Risk Management Legal Compliance
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 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 INITIATIVES
A one-picture view of KM as understood within the City of Cape Town context, consisting of the 5 defined KM Key Areas
Drivers 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 BI
KM Areas move from operational levels up towards the more strategic, value-adding levels.
KM Area 5 will engage with information broader than just City info 6

7. Phased IKM Implementation Approach
Year 1 (2011)
Year 2 (2012)
Year 3 (2013)
Year 4 (2014)
Year 5 (2015) Q1 Q2 Q3 Q4
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
Diagram depicts phased implementation approach
IKM Policy Implementation 7

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. (Getting departments to share information) (Improving Practices)
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
I will describe some of the criteria we have thought of to distinguish ‘important”

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 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 Development Plan 2030
OneCape2040
National
Provincial
Local
CCT CDS
CCT IDP
CCT Local Plans

31. Overview of Urban Spheres of Influence

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

33. 2011 Census Ward Profile

34. Cape 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

35. Cape 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

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
2001
2011
Flush toilet (connected to sewerage system)
85.3%
88.2%
Flush toilet (with septic tank)
2.0%
Chemical toilet
0.2%
1.2%
Pit toilet with ventilation
0.3%
Pit toilet without ventilation
0.6%
Bucket toilet
4.4%
4.5%
Other
1.0%
None
7.2%
2.7%
Total
100.0%
Cape Town – Census 2011 Services 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

38. Concentration of need in
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

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

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
2011
Black African
Coloured
White
Total
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%
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)

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 Q2 2008-2012

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.

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

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

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 1 2 3 4

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

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

55. Conclusion (CGIS) 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

56. Phased IKM Implementation Approach
Year 1 (2011)
Year 2 (2012)
Year 3 (2013)
Year 4 (2014)
Year 5 (2015) Q1 Q2 Q3 Q4
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
Diagram depicts phased implementation approach
IKM Policy Implementation 56

57. Next Phases of IKM Implementation
Year 1 (2011)
Year 2 (2012)
Year 3 (2013)
Year 4 (2014)
Year 5 (2015) Q1 Q2 Q3 Q4
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
Diagram depicts phased implementation approach
Provide established analytical products
Provide self-service to strategic information
Information and Knowledge Management an SDBIP requirement
Monitoring and review 57

58. City of Cape Town IKM Overview
Year 1 (2011)
Year 2 (2012)
Year 3 (2013)
Year 4 (2014)
Year 5 (2015) Q1 Q2 Q3 Q4
Q&A
Diagram depicts phased implementation approach 58