3. GEO-ICT FOR GOVERNANCE 3.1 GeoICT defined GeoICT is considered
It consists of:
Geo-Spatial Data Infrastructures constitute an essential component of GeoICT. Governance issues associated with these Geo-Spatial Data Infrastructures are manifold with such questions as:
3.2 Governance requirements for GeoICT When talking about governance we should keep in mind that governance implies decision making:
That is because the dynamics of our living environment is generally the resultant of interacting geo-spatial processes at different spatio-temporal aggregation levels (Molenaar, M. 2006) Levels The fact that we are dealing with interacting processes at different aggregation levels implies that methods should be further developed to manage data at multi scale levels (Tateishi and Hastings, 2000). Semantic definitions at all levels should be mutually consistent and harmonised. These levels should be linked to the different levels of policy implementation as might be identified in the context of the relevant governance contexts. Information transfer between these levels should be possible and consistency rules should be developed (Figure 3).  Figure 3. Processes at different geographic aggregation levels (a) require mutually consistent multi level representations of spatial data (b).(Source: Molenaar 2006 / Figure 2 a Google Earth) Legal consequences Managing our living environment and geo-processes requires actions at a supranational level. This means that cross jurisdiction solutions have to be found for disparate institutional arrangements with respect to mandates and decision power, but also with respect to the disparity of the available information and information concepts and services. Changes over time and space The modern technology can handle dynamic presentations, but the conceptual developments for geodata handling to date dealt mainly with thematic and spatial aspects only. Concepts for modelling time related issues require much more attention before we can model and represent the dynamics of our living environment. Furthermore we should distinguish between different types of dynamics, such as the analysis of the history of processes, the simulation of future process development, the projection of scenarios in the context the planning of land use or urban development. In this respect it is interesting to note the quickly changing way the concept “land administration” is being looked at Complexity The monitoring and management of such complex processes requires interdisciplinary cooperation. Experts from different disciplines have to join their expertise and information which implies multi theme data integration. In the relevant governance contexts different actors representing the multi facetted aspects and multi objectives of dealing with these processes should be able to interact and share their knowledge and views. 3.3 Institutional consequences Institutional Aspects of GeoICT The importance of GeoICT for governance has implications for the national (public and private) organisations responsible for managing GeoICT, particularly for those organisations that have to provide the core information and the infrastructure. Professional organisations involved in GeoICT, are faced with drastic changes in their operating environment, related to:
Hence professional geo-information organisations need to adjust their organisational structure, ICT architecture and their associated strategies to meet the challenges and even be ahead of change in their technological and business environment.  Figure 4. The operational environment of GI-organisations (Source: Georgiadou and Kumar, 2002 / Kraak, 2005) 3.4 Changing roles, changing capacity requirements The changing role of professional organisations engaged in GeoICT has also repercussions for the skills and knowledge of their staff. Apart from technological and conceptual developments in the knowledge field geo-information, we observe a drive for privatization, cost recovery and competition from an emerging private sector. These developments require GI organisations to avail of the human resources that not only have the technical skills and conceptual knowledge but who are also able to deal with the various management aspects associated to a competitive demand-driven environment. The developments with which the GI-Sector is being confronted require an organisation not only to avail of human resources that have the technological skills, scientific knowledge and professional values required to address these developments but also a capability to deal with the various management aspects to operate within and contribute to institutional setting and policy issues (Beerens, 2006) “Capacity” is therefore more than having staff with appropriate technical and scientific skills and knowledge. Hence “capacity building” is more than “education”. Education, directed at human resources development, i.e. the supply of technical skills and professional values is only one component of capacity building (Georgiadou and Groot, 2002). Where a proper organisational and institutional environment is lacking, as is the case in many developing countries, organisational and institutional strengthening form the two major other components of capacity building. Capacity building aims at improving the ability of entire organisations to perform agreed tasks, either singly or in co-operation with others. Capacity building comprises three interrelated activities closely linked to the requirements that professional geo-information organisations are confronted with:
A fourth component of capacity, that is infrastructure, hardware and software, is not considered here as that is more as a result of an organisation properly negotiating its mandate and its tasks and the way it is being managed.  Figure 5. Components of capacity building (Courtesy Georgiadou and Groot, 2002 / Kraak, 2005) |