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Balancing Information Requirements with Data Availability: A case of Transport Planning, Kampala, Uganda

Mazzi Lydia Kayondo Ndandiko

March, 2007

Balancing Information Requirements with Data Availability: A case of Transport Planning, Kampala, Uganda

By

Mazzi Lydia Kayondo Ndandiko Thesis submitted to the International Institute for Geo-information Science and Earth Observation in partial fulfilment of the requirements for the degree of Master of Science in Geo-information Science and Earth Observation Thesis Assessment Board Dr. Ing. P.Y. Georgiadou: Chair (ITC, Enschede) Prof. Dr. A. van der Veen: External Examineer (University of Twente) Ir. W.T. de Vries: First Supervisor (ITC, Enschede) Dr. Ir. M.H.P. Zuidgeest: Second Supervisor (ITC, Enschede)

INTERNATIONAL INSTITUTE FOR GEO-INFORMATION SCIENCE AND EARTH OBSERVATION ENSCHEDE, THE NETHERLANDS

Dedicated to Charles, Bruno & Bridget Ndandiko

Disclaimer This document describes work undertaken as part of a programme of study at the International Institute for Geo-information Science and Earth Observation. All views and opinions expressed therein remain the sole responsibility of the author, and do not necessarily represent those of the institute.

Balancing Information Requirements with Data Availability: A Case Of Transport Planning, Kampala, Uganda

Mazzi Lydia Ndandiko i

Abstract It is increasingly being recognised that spatial data/information is one of the most critical elements underpinning decision making for transport planning. Making well informed responsible decisions basing on geospatial among other data aspects is critical to shaping a nation’s transportation infrastructure. These data can enhance transportation user mobility, accessibility, safety and security. When professionals combine these data with current tools and technologies, improved efficiency in planning, policy development, asset management, and operations can be realized. Many countries today are advancing towards developing spatial data Infrastructures (SDI) for effective management and access to these spatial data. The transportation system of Kampala is faced with many challenges for which research has attributed to lack of knowledge on the side of planners as to which data to use, data not being available and even the available data not being used basically because it does not suit the requirements by planners. To address the research problem, with the purpose of designing guidelines for improving the utilization of geo information within the transport domain in Kampala, this thesis was phased into three. Initially, an understanding of the transport planning data requirements was made from literature and field visits in the cities of Rotterdam, Almelo and Enschede. This was to observe the practices of GI use within an urban transport context in the Netherlands aimed at sharpening the research context, providing a framework of parameters to look at during the fieldwork in Kampala and at providing comparative material needed for guideline development. Even though a generalised view of the Netherlands on Transport Planning and Data Management could not be made, some good practices on organisational and information perspectives have been borrowed. The second phase required interviews in Kampala, the study area, where the Transport Planning sector (comprising of the Transport Ministry and stakeholders in transport planning) and the mapping agencies (data providers both public and private) were investigated. The opinions, attitudes and perceptions of representatives in various organisations were reviewed and analysed. Likewise, aspects of the available data were analysed and it was found that, as alleged, the data available did not suit the requirements of the planners. Also, there was lack of awareness of the private organisation responsible for public transport in the country on the data to use for its planning of routes, determination of transport fares and generally, issues of establishing social and spatial equity were still not ably handled in Kampala. These are just among the many findings streamlined in this thesis. Lastly, guidelines for implementation of the devised strategies to balance information requirements with aspects of the available data are discussed. Some of these guidelines have been used and documented by several researchers for other disciplines and only those aspects suitable for transport planning in the study area have been adopted. The thesis concludes by a general recommendation on transport planning in Kampala and further ideas for researches in the discipline of Transport Planning and Data / Information Management. Above all, any effort to improve the transport system in Kampala that is without attention to organizational and institutional issues is liable not to yield the desired results. KEYWORDS: Data, Information, SDI, Transport Planning


Mazzi Lydia Ndandiko ii

Acknowledgement The opportunity and good health that sustained me during my study at this famous Institute (ITC) is bestowed onto the Almighty God and words are inadequate to express the multitude of thanks towards my appreciation to Him. May you forever reign! For the Netherlands government, I thank you greatly for having me as part of the Nuffic scholarship without which, the knowledge I have acquired these 18 months would be a dream. Thanks to my employer; Makerere University for availing me with study leave despite the gap in my Department. For the ITC community, Student affairs, and the lecturers, I commend your perseverance in attending to the international students let aside the tremendous infrastructure availed. Sincere thanks to my thesis Supervisors Walter de Vries and Mark Zuidgeest. All I have in this book has been thoroughly guided by the two. For Walter, your critical analysis of my discussions was quite educative and still has a lot to learn from. For Mark, your continued assurance of my capability was quite encouraging and a motivation to go on even during the tough moments. I really commend your combined supervision! Thanks to Eric De Man and Mark Brussels for the earlier guidance in developing this research concept, my success is attributed to you all! Many thanks to those I interviewed during the data collection phase; Will Clerkx, Eric Van Dijk, Rob Hullemann, and Marcel Meeuwissen, from the Netherlands who spared time on short notice and availed a background to my investigations. David Luyimbazi, Joseph Ssemambo, John Ndyomugeni, Winsstone Katushabe, Tembo Chris, Charles Kibirango, Jemba Nicholas, Charles Adriku, Peter Katebaleirwe, Okia Yafesi, Paul Muyinda, Godfrey Wandera, and Bywkwaso MoWT from Kampala; May the good lord reward you for the Cooperation and good attitude you gave during that stressful time! Anthony Gidudu and Hetta, I owe you thanks too. To the entire GIM 2005/2007 class, I must admit that I’ve never been so intrigued by the level of amity I experienced with you all. The colleagues from Uganda, Rhoda, Jane, Margaret, Sheila, Susan, Sam and all, I appreciate the encouragement and support we shared at ITC. Heartfelt thanks to my family members; Mum, Mama Charles, and Edward, the support you have given my inner family is worth more than acknowledgment! Special thanks to Christine, my prayer is that your dreams come true as you have been a great blessing to me during this time! To my friends Grace and Clare, thank you for loving my children even in my absence. To my beloved Husband Charles Ndandiko and our children Bruno & Bridget; thank you Charles for understanding and supporting my cause, thank you Bruno & Bridget for holding onto my absence especially in your ignorance. I pledge to make it up to you all! And to all whose names are not mentioned many, many thanks. May the Good Lord bless you!


Mazzi Lydia Ndandiko iii

Acronyms

GI Geographic Information GIM Geo Information Management GIO Geo Information Organizations GIS Geographic Information Systems GIS-T Geographic Information Systems-Transport GOU Government of Uganda GPS Global Positioning Systems ISD Information Services Division JICA Japan International Cooperation Agency JRSR Joint Road Sector Review KCC Kampala City Council LAT Location Aware Technologies LBS Location Based Services MFPED Ministry of Finance Planning and Economic Development MINER Makerere University Institute of Environment and Natural Resources MIS Management Information Systems MLOG Ministry of Local Government MOE Ministry of Energy MoWT Ministry of Works and Transport MPO Metropolitan Planning Organisation NDB National Data Bank NEMA National Environmental Management Authority NFA National Forest Authority NIMES National Integrated Monitoring and Evaluation Strategy NMO National Mapping Organization NRN National Road Network PEAP Poverty Eradication Action Plan PPP Public Private Partnership PSV Passenger Service Vehicle RAFU Road Agency Formulation Unit RSPS Road Sector Program Support SDI Spatial Data Infrastructure SSE Spatial and Social Equity TAZ Traffic Analysis Zones TLB Transport Licensing Board TRB Transport Research Board TPD Transport Planning Department UBOS Uganda Bureau of Statistics UNRA Uganda National Road Authority URC Uganda Railways cooperation UTODA Uganda Taxi Operators and Drivers Association


Mazzi Lydia Ndandiko iv

Table of contents Abstract…………………………………………………………………………………………………..i Acknowledgment……………………………….…………………………………………………....….ii Acronyms……………………………………………………………………………………...….…….iii Table of contents…………………………………………………………………………………….….iv List of Figures ………………………………………………………………………………………….vi List of Tables…………………………………………………………………………………………...vi List of Appendices ……………………………………………………………………………………..vi 1. Introduction ..................................................................................................................................... 1

1.1. Background.............................................................................................................................. 1 1.2. Research Problem.................................................................................................................... 2

1.2.1. Problem statement ........................................................................................................... 2 1.3. Objectives ................................................................................................................................ 3

1.3.1. Main objective ................................................................................................................. 3 1.3.2. Specific objectives........................................................................................................... 3 1.3.3. Research questions .......................................................................................................... 3

1.4. Justification.............................................................................................................................. 4 1.5. Conceptual Framework............................................................................................................ 5 1.6. Methodology ........................................................................................................................... 6

1.6.1. Literature Review ............................................................................................................ 6 1.6.2. Field work........................................................................................................................ 6 1.6.3. Qualitative and Quantitative analysis .............................................................................. 6

1.7. Thesis organization.................................................................................................................. 7 2. Transport Planning and Data Requirements .................................................................................... 9

2.1. Introduction ............................................................................................................................. 9 2.2. Transport planning process.................................................................................................... 10 2.3. Actors in transport planning .................................................................................................. 10 2.4. Urban Transportation systems characteristics ....................................................................... 12

2.4.1. Introduction ................................................................................................................... 12 2.4.2. Planning applications of system control ........................................................................ 13 2.4.3. Planning applications of system feedback..................................................................... 14 2.4.4. Planning applications of Transportation system impacts .............................................. 14 2.4.5. Other planning applications of transportation systems.................................................. 14

2.5. Data requirements.................................................................................................................. 15 2.5.1. Transport data from the perspective of GIS .................................................................. 19 2.5.2. Spatial Data Infrastructure (SDI)................................................................................... 19

2.6. Conclusion............................................................................................................................. 21 3. Transport planning Environments, Netherlands & Kampala......................................................... 23

3.1. Introduction ........................................................................................................................... 23 3.2. Netherlands field visits .......................................................................................................... 23 3.3. Kampala data collection ........................................................................................................ 27

3.3.1. Introduction ................................................................................................................... 27 3.3.2. Approach ....................................................................................................................... 27


Mazzi Lydia Ndandiko v

3.4. Fieldwork results ....................................................................................................................27 3.4.1. Transport planning Organisations ..................................................................................27 3.4.2. Stakeholders ...................................................................................................................37 3.4.3. Data providers ................................................................................................................40

3.5. Conclusion..............................................................................................................................44 4. Data analysis and interpretation .....................................................................................................45

4.1. Introduction ............................................................................................................................45 4.2. Content analysis .....................................................................................................................46

4.2.1. Technology.....................................................................................................................46 4.2.2. Institutional Arrangements .............................................................................................47 4.2.3. Collaboration and data exchange....................................................................................48 4.2.4. Opinions and perceptions on SDI...................................................................................48 4.2.5. Spatial and social equity.................................................................................................49 4.2.6. Standards ........................................................................................................................51 4.2.7. Metadata .........................................................................................................................51 4.2.8. Others .............................................................................................................................52 4.2.9. SDI & Transport System Hierarchies.............................................................................53

4.3. Data Availability ....................................................................................................................54 4.3.1. Aspects of data Requirements ........................................................................................55

4.4. Comparison of Netherlands and Kampala case studies..........................................................56 4.5. General Analysis of the Kampala Transport Planning Sector ................................................58 4.6. Conclusion..............................................................................................................................58

5. Strategy Building and Recommendation........................................................................................61 5.1. Introduction ............................................................................................................................61 5.2. Logical strategy formulation ..................................................................................................61

5.2.1. Strategy formulation.......................................................................................................62 5.2.2. Organisational perspective strategies .............................................................................62 5.2.3. Data perspective strategies .............................................................................................67

5.3. Aspects of the Study area on proposed strategies ..................................................................71 5.4. Good practices........................................................................................................................72 5.5. Recommendation Summary ...................................................................................................74 5.6. Conclusion..............................................................................................................................76

6. Conclusions and Recommendations...............................................................................................77 6.1. Conclusion..............................................................................................................................77 6.2. Recommendation....................................................................................................................78

6.2.1. Specific to study area .....................................................................................................78 6.2.2. Further research..............................................................................................................78

7. References ......................................................................................................................................81 8. Appendices .....................................................................................................................................87


Mazzi Lydia Ndandiko vi

List of Figures Figure 1-1: Perception of Balance ....................................................................................................... 4 Figure 1-2: Conceptual Framework..................................................................................................... 5 Figure 2-1: Organogram of the Transport Sector ................................................................................ 9 Figure 2-2: Actor/Stakeholders in Transport planning...................................................................... 11 Figure 2-3: System Hierarchy ........................................................................................................... 12 Figure 2-4: Components of a Multi Modal Transport System .......................................................... 13 Figure 2-5: Transport Planning data classification............................................................................ 16 Figure 2-6: SDI Components............................................................................................................. 20 Figure 2-7: Nature and Relationships between SDI Components ..................................................... 21 Figure 2-8: SDI Hierarchy................................................................................................................. 21 Figure 3-1: Organizational structure and functions of the Ministry .................................................. 28 Figure 4-1: Website technology within the sampled organisations................................................... 47 Figure 4-2: SDI Awareness within the organisations ........................................................................ 49 Figure 4-3: Data quality Values ........................................................................................................ 52 Figure 4-4: SDI Hierarchy - Relationships between data detail, different levels of SDI and different level of planning. ................................................................................................................................... 53 Figure 5-1: Proposed organisational Structure of the Transport sector............................................. 75 Figure 8-1 Common forms of PPP .................................................................................................. 124

List of Tables Table 1-1: Research Methodologies .................................................................................................... 6 Table 2-1: Data type and respective Custodian organisation(s) ........................................................ 17 Table 4-1: Data Availability and Custodian Organisations............................................................... 55 Table 4-2: Comparison Analysis: Netherlands and Kampala............................................................ 56 Table 5-1: Problems and devised strategies ...................................................................................... 62 Table 5-2: Logical Framework .......................................................................................................... 69

List of Appendices Appendix 1 Interview Guides............................................................................................................ 87 Appendix 2 Themes and quotes ........................................................................................................ 93 Appendix 3 Data comparison parameters........................................................................................ 102 Appendix 4 Newspaper References................................................................................................. 104 Appendix 5 UTODA Constitution................................................................................................... 113 Appendix 6 PPP Reviewed.............................................................................................................. 122 Appendix 7 MIS Data forms ........................................................................................................... 125 Appendix 8 Workshop Attendance List .......................................................................................... 127

Chapter One: Introduction

Mazzi Lydia Ndandiko 1

1. Introduction

1.1. Background

A properly defined transportation system of any country plays a pivoting role in infrastructural development thus promoting sustainable development. Economically, transport is a livelihood of cities; in most countries, including developing countries, cities are the major sources of the national economic growth (2002) World Bank. This is to imply that the economic health of a region is directly linked to mobility. Transport accounts for an appreciable percentage of a country’s GDP and as such is central to development. Poor transport inhibits the growth of cities. Socially, transport is the means of (and the lack of transport is the impediment) to job accessibility, health, education, and the social services that are essential to people’s welfare (2002) World Bank. Transportation facilities form a considerably big part of the Urban Land use. Land as one of the factors of production is a source of capital investment requiring proper planning and management of the resources made on it as well as justifiable utilisation of the said resources. Transportation is critical to the social, environmental, and economic health of every metropolitan area. Planning is a basic function in many areas of society, public systems and facilities, such as cities and transportation systems, generally require more complex planning than private systems and organizations because of their greater complexity and their diverse clients – the general public (Vuchic 2005). Transportation planning is a critical element in the evolution and growth of urban areas. Urban transport planning systems (UTPS) conduct sequential assessment of 4 basic components of trip generation, trip distribution, modal split and network assignment (Thong and Wong 1997). These considerations will impact current and future infrastructure as well as the environment. In review of the urban transport strategy (2002) World Bank states that “Urban transport is a sector more than normally subject to such disconnect between vision and mission. New road construction in the absence of a balanced urban development program that includes demand management, public transport provision, and supporting land–use policies may not improve traffic or environmental conditions. Low fare policies for public transport, in the absence of a realistic understanding of implied resource needs for implementing this social strategy, may actually deteriorate in service.” The provision, operation and maintenance of the physical infrastructure of a transportation sector and its related social services require a prior knowledge and manipulation of geo-information. Geospatial data are a foundation for relevant and critical information for planning, engineering, asset management, and operations associated with every transportation mode at all levels of government and administration (2004) TRB. The geospatial information and technology are a critical part of the transportation infrastructure and are central to the core goals of improving efficiency, mobility, safety and security. The planning, engineering, development and maintenance involve multi-stakeholders, a clear guidance of policies of social and spatial equity (SSE), affordability and the use of appropriate technology. This calls for an urgent need of geo-information to support the necessary transportation decision making.



Transportation planning, management and analysis are data intensive endeavours. Data are needed for; the transportation system itself, the flows in the system, the characteristics of the geographical locations that generate these flows and the physical environment containing the transportation system. Due to the vast amounts of data to be collected, managed and analyzed, there is an inevitable need for data integration in such a way that the needs for transport planning, modeling, evaluation and policy making are satisfied (Huang, Masser et al. 2003). Extracting these data, transforming them, and making them available to decision makers has dramatically increased in importance as all modes and levels of government face increasing responsibility for improving efficiency while maintaining mobility, improving safety and anticipating and addressing security threats (2004) TRB. In many African countries, there is no national policy framework within which the urban transport sector can be addressed. Thus, decisions taken in respect of urban transport are more often a reaction to a crisis (Mbara 2002). Prioritizing road repairs for example requires knowledge of where repairs are needed and what measures to use for prioritization. The necessary data is probably collected and maintained by the office that makes these decisions (2004) TRB. There is need for the integration of data from various transport planning projects so that less effort will be spent on data collection and more time on planning analysis

1.2. Research Problem

Several researchers have indicated the case of poor transport services in Uganda. (Mkwaya 2001) indicates that the public transport system has been developed in a chaotic manner with no plan for a co-ordinated and rationale use of the mode and routes. The infrastructure has also suffered from negligence and erosion causing the public transport operation to survive from the business other than ensuring a good service to the society. (Benmaarmar, Ellis et al. 2002) highlights the absence of transport planning and regulation in the country. There is no available information indicating the characteristics of urban transport demand. Allocation of vehicles to transport routes is decided without reference to transport planning information. More so, there is an imbalance in resources allocation between Infrastructure, Public Transport and Transport Regulation Projects. Upgrading, maintenance and construction of infrastructure is ad hoc thus making transport planning non existent. In general, the problem stems from the lack of an information framework for transportation planning. (Dimitriou and Banjo 1990) in the 1990’s discuss transport problems of third world cities. Uganda is to-date still facing similar problems of traffic congestion, environmental impacts, inefficient public transport operations, high road accident rates, weak institutional support that leads to poor problem definition, differing technology-transfer priorities in problem resolution and varied approaches to urban transport decision making. Above all, they highlighted poor planning and management responses to transport problems as the “root problem”.

1.2.1. Problem statement

The planning and provision of transport facilities is a sector that requires manipulation of all kinds of data both spatial and non spatial; demand, supply, performance and impact to mention but a few. In order to provide a significant service that aids economic growth, this planning is supposed to take the



natural environment into consideration. However, the present transport system has been developed in an ad hoc manner with little coordination and use of geospatial information (Benmaarmar, Ellis et al. 2002). The establishment of spatial and social equity is at present one of the top objectives of transport planning organisations that requires a lot of data manipulation too. Data for transport planning are spread over several organizations, both private and public. Because of this; these data are not known and thus not adequately utilized and at other times, even the known and available data is not used. (De Man and Schaap 1980) highlighted experiences of decision makers (Planners - users) having had access to data but failed to make use of it. They further mention that often in spite of considerable effort in data and information gathering, the supply of data and information does not fulfil the requirements as felt by the users. To date, this analysis still holds as is shown by (Benmaarmar, Ellis et al. 2002). To some users, there is limited knowledge on the data to consider when planning for transportation. This coupled with the shortage of techniques for data processing and integration within these organizations makes decision making impromptu, based on assumptions. The research therefore seeks to investigate the real problem with the transport planning sector of Kampala in relation to transport planning organisations, data producing organisations (National Mapping Organisations (NMO) etc) and other stakeholders with emphasis on public transport.

1.3. Objectives

1.3.1. Main objective

The aim of the research is to analyze and compare the data and information requirements for the transport planning sector in order to develop guidelines to achieve these requirements and make use of the available data in Kampala.

1.3.2. Specific objectives

1. To explore and identify the nature, form and context of transport data based on a selected set of cases and practices

2. To analyze and interpret Producer & User needs from an information perspective 3. To develop guidelines for implementation of strategy(s) to achieve the required information

basing on aspects of the available data.

1.3.3. Research questions

Objective 1 1. What is the nature of transport data? 2. Which Geo Information Organisations (GIOs) produce and manage data relevant to

transportation planning? Categorize organizations and data types. How often and how systematic is the data collected? How (in what format & standard) using which technology, based on which policies and regulations, procedures do they collect data? How is the gathered data supplied to the users?

3. What GI data structure is necessary to address the issue of spatial and social equity for the case of Kampala transportation planning?



Objective 2 4. Who are the users of transportation planning data? Categorize users; Transport infrastructure,

public service provision or otherwise, 5. What are the data requirements? How often the data is and should be provided? What are the

requirements for data formats? How is data exchanged between provider and user?

Objective 3 6. How best can the data & information requirements be met? How can the available data be

made known? 7. How best can the available transport data be put to use? 8. What criteria and or principles can be used to manage transport data?

1.4. Justification

There have been claims of poor transport services in the country attributed to lack of planning. It is discussed that planning requires a manipulation of geo data of which part is available but not being put to use. An understanding of why the available data for transport planning is not being used requires knowledge of; data and information requirements, organisations producing this data, the users (Planners) and the needs assessment on the part of both User and producer. Analysis of the above situation is the basis for a gateway to achieving information requirements from the data availability (hence the term balance) for the case of Transport Planning in Kampala The research shall be of benefit to planners and information managers in the transport planning divisions of Kampala and other metropolitan areas faced with similar problems in reality. With this insight authentic decision making based on the available data shall promote the transport sectors in the metropolitan area. The balancing aspect of the thesis title is elaborated with figure 1-1 below.

Figure 1-1: Perception of Balance

Data / information requirements Literature review Netherlands cases Kampala transport providing Organisations

Balancing information requirements with data availability

How can the data/information requirements be achieved based on aspects of what is available?

Available data in Kampala



1.5. Conceptual Framework

Following the reviewed literature on the problem dominating the transport planning sector, two aspects were selected as the basis of the inquiry i.e. the institution itself (i.e. the ministry and stakeholders) and the data used for the planning. This is because it is questionable whether the actors and stakeholders in transport planning base their decisions on GI and on the one hand, and, if the required GI by the planners is readily available on the other hand. The conceptual framework figure 1-2 was designed on the basis of which the research was undertaken. In brief description, the policies and regulations guiding the transport planning sector, their decision making processes and practice, etc. were used to answer the problem assumption of why the available data is not used. Like wise, the policies, regulations, practices etc on the part of data providers gave the impression of the available data out of the requirements (data requirements were determined through literature review, the Netherlands field visits and Transport planning organisations in Kampala). Basing on the findings, both Users and data providers’ requirements were acquired a basis on which guidelines for achieving information requirements in answer to the problem assumptions were drafted.

Figure 1-2: Conceptual Framework

Transport Planning (Involved

Organizations)

Data requirements (Data providers)

Policies Practice Policies Practice

User’s requirements (Transport planners)

Data provider’s requirements

Guidelines How to Make data Known & use

available data? Information management strategies? Guidelines to achieve strategies

Why available data is not

used?

What data is available?

Transport planning sector = Transport Ministry, Stakeholders, data providers etc,

(Problem area!)

Data not Known

Known Data not used

Decisions based on assumptions Where is the Problem?



1.6. Methodology

The research is a case study approach as suggested by the title with selected cases and practices for expounding on the research concept and borrowing of good practices. The following methodology has been used to accomplish the research in a 6 months’ period. Ideas and arguments are based on (Kumar 2005)

1.6.1. Literature Review

This aided in the build up of the conceptual framework relevant to this research context and comprised of; the Transport planning process, policies, regulations and guidelines, data requirements, Data collection and management technologies, Fieldwork analysis methodologies etc, all of which have been documented in chapter 2

1.6.2. Field work

Fieldwork commenced with discussions and interviews with personnel in the transport planning departments of Rotterdam, Almelo and Enschede, Netherlands. This was intended to give the researcher an in depth knowledge on data requirements in transportation planning and the transportation planning process and more so, to enable comparison between cases in the Netherlands and Kampala. More extensive fieldwork was done in Kampala where the impression of the data availability in context with the requirements was accomplished. The needs assessment on the part of the providers and users of Transport data was made. Interviews and a workshop were used for data collection.

1.6.3. Qualitative and Quantitative analysis

The unit of analysis was based on both the organisational and information perspective of the transport planning sector. The Netherlands case formed the basis on which the comparison analysis for Kampala and the Netherlands’s was made. Analysis also involved that of the existing situation in Kampala regarding data availability vis-à-vis information requirements. The needs that are required on the part of the GIOs and users were also analyzed. This was intended to form a basis for recommendation of a geo information management strategy(s) for the transport planning sector of Kampala. The research questions were addressed specifically as follows

Table 1-1: Research Methodologies

Research Methods Research Questions

Literature Review

Field Work (Interviews & Workshop)

Quantitative & Qualitative Analysis

Logical Framework

1 ✓ ✓ 2 ✓ ✓ ✓ 3 ✓ ✓ ✓ 4 ✓ ✓ ✓ 5 ✓ ✓ ✓ 6 ✓ ✓ 7 ✓ ✓ 8 ✓ ✓ ✓



The research methods were used to answer the respective research questions in a step by step order and the respective chapters were likewise written as depicted in the following figure 1-3;

Figure 1-3: Research Methodology

1.7. Thesis organization

The thesis has been organized in 6 chapters as follows. Chapter 1: Introduction; in this chapter, the context of the research is discussed i.e. the research problem, objectives, conceptual framework and the methods used to answer the research questions. Chapter 2: Transport Planning and data requirements; this involved a literature review on transport planning in general and the data requirements. The representation of transport data and SDI as a data management strategy has also been briefly reviewed.

Quantitative & Qualitative

analysis

Chapter 4

Field work Interviews Workshop Secondary data

Collection

Chapter 3

• Field discussions, Netherlands

• Fieldwork Kampala,

Uganda

• Aspects of data availability

• Producers and Users

requirements • Comparative Analysis

Information management strategies

Guidelines / activities to recommended strategy for case the Kampala

Chapter 5

Conclusions & Recommendations

Chapter 6

Problem definition & Research concept: Chapter 1

Literature review

Chapter 2 • Planning

Organisations, process, etc

• Data requirements

in transportation planning

• Data representation

• Spatial Data

Infrastructures (SDI)

• Information

management strategies Chapter 5

• Aspects of a Logical Framework



Chapter 3: Transport planning Environments, Netherlands & Kampala; this chapter discusses the as-is fieldwork findings. The transport planning practice of the three cases of Netherlands is documented. The organizations, stakeholders and data providers involved in transport planning in Kampala are discussed. The practice of these organizations and concepts on data required, available and used are pointed out in writing. Chapter 4: Analysis and interpretation; In this Chapter, the field work findings have been analyzed basing on SDI components, reviewed literature and the interview guide. Quotes by the interview respondents have been used to generalize the transport planning Sector in Kampala. Chapter5: Strategy Building and Recommendation; here, the concept of a logical framework is applied to the analysed situation in chapter 4 to device strategies to the solutions of the problems realized in the transport planning sector of Kampala. Further, guidelines and or activities to the execution of these strategies are streamlined and discussed. Chapter 6: Conclusion and recommendation; A general conclusion and recommendation on the research findings and the subject area is made. Answers to the research questions have been summarized and recommendations for further research in the discipline of transport planning are also made.

Chapter Two: Transport Planning and Data Requirements


2. Transport Planning and Data Requirements

2.1. Introduction

Transportation systems facilitate the movement of people, goods and services from one point (origin) to another (destination). The transport sector therefore consists of four major modes; i.e. Air, Road, Railway and water transport.

Figure 2-1: Organogram of the Transport Sector

Source: compiled from (Meakin 2002) This research focuses on the Roads aspect of the transport sector in particular the urban road planning section of Kampala. Emphasis is placed on the infrastructural and services facilities of the urban sector with a vision of ensuring spatial and social equity (SSE)1. Infrastructure refers to the physical objects of the built environment while services are to do with the aid aimed at improving social welfare. In order to address this urban setting in terms of transport, the urban travel and transport system characteristics need to be clearly understood. Data requirements for this purpose include not only spatial but also non spatial; the inventory, condition and performance history of the transportation infrastructure but also knowledge of land use, safety, freight movement, environment, commerce (economy) and strategic government initiatives. In order to respond to these requirements, there’s a call for the creation of enterprise spatial data warehouse infrastructures using GIS technologies to integrate relevant external and internal data. Internal information may take the form of roadway

1 The transport system should guarantee the optimal use of space and services should be availed to all social groups in the community.

Transport Sector

Air Roads Railways Water

National District Urban Community access

Infrastructure Services

Research focus



inventory, traffic characteristics, vehicle crashes, water ways, bridge conditions, and rail lines. Most often, this data is collected by the responsible transport agency itself. Externally supplied information on the other hand includes census boundaries and data, legislative districts, land use plans, air quality and wetlands.

2.2. Transport planning process

Developing a common vision is the first step to the transportation planning process from which goals and objectives are then set. The development of an effective transport planning process requires an understanding of the nature of alternative decision making processes and the needs and capabilities of the participants (Actors). Decisions with respect to transportation take place within an institutional framework that is often similar from one metropolitan area to another. Such a framework consists of the organizations created to provide and manage transportation services, each having specific and sometimes contradictory mandates. The formal process of interaction among these organizations and the production of outputs from them is often mandated by other levels of government. This makes the transport planning process institutional and hence socially constructed (Meyer, Miller et al. 2001). In many countries, changes have occurred in the composition of the institutional environment for planning and decision making, including an increased role for non government groups. The linkage of transportation planning to other public policy concerns has resulted in a corresponding broadening of the mix of projects considered in the planning process (ACIR 1997) argues that in principle, each urbanized area of over 50,000 populations should have a Metropolitan planning organization (MPO). The MPOs have five core functions which involve; To establish and manage a level playing field for effective multimodal, intergovernmental

decision making in the metropolitan area. To develop, adopt and update a long range multimodal transportation performance plan for the

metropolitan area that focuses on three types of performances: mobility and access for people and goods, system operation and preservation, and quality of life

To develop and continuously pursue an appropriate analytical program to evaluate transportation alternatives and support metropolitan decision making, scaled to the size and complexity of the region and to the nature of its transportation issues and realistically available options.

To develop and systematically pursue a multifaceted implementation program designed to reach all the metropolitan transportation plan goals, using a mix of spending, regulating, operating, management, and revenue enhancement tools

To develop and pursue an inclusive and proactive public involvement program designed to give the general public and all the significantly affected subgroups access to and important roles in the four essential functions listed above

This research deals with functions 1, 2 and 3 which have a direct association to having organisations collaborating in decision making and establishing of SSE of the transport system.

2.3. Actors in transport planning

Because of the diverse mixture of transportation strategies, a large number of organizations, groups and individuals will likely be involved in any major planning initiatives in a region. This requires that



a planning process be provided with participation opportunities for a diverse set of interests, each having different perspectives on the likely consequences of the plan alternatives. In addition to government agencies, participants in the planning process may include a variety of private sector organizations and community groups (municipalities). Typical participants may include; Governmental agencies, Ministries, Local governments, Federal

and state agencies etc. Private companies, NGOs, civic groups, freight providers,

trade associations, Taxi companies, Buses, mini buses, school bus operators Business associations, Tourist groups, national parks, Professional organizations, Environmental groups, institutions of higher learning Others, Community associations, bicycle or walking advocates, groups

focused on specific issues (e.g. “stop the free way”), general public and representatives from disadvantaged populations, etc.

Figure 2-2: Actor/Stakeholders in Transport planning

With such a diversity of actors involved, the challenge ahead for transportation planning is to provide harmonized data to allow for alternative decision making in consideration of all involved parties. This should take into consideration the fact that each party has its own mission. Transport planning in its contribution to a variety of societal goals has been linked to other planning and policy initiatives. In reality though, communities are represented partially and unevenly by a variety of community organizations, e.g. municipalities. In the case of transport planning, the planning staff is in most cases the producer and consumer of the data. Performance and impact data for example are gathered and analyzed by the transport planner himself. The draft framework for participatory GIS shows a



reciprocal relationship with the geographic information infrastructure, which may be used to help define problems, analyze them and develop proposed solutions

2.4. Urban Transportation systems characteristics

2.4.1. Introduction

A system is defined as a group of interdependent and interrelated components that form a complex and unified whole intended to serve some purpose through the performance of its interrelated parts (Meyer, Miller et al. 2001). A Transportation system consists of the facilities and services that allow travel movements to occur. The characteristic of these travel flows and of the facilities and services that enable them are basic to an understanding of transportation. Transportation can be viewed as one system that relates to and is part of many other systems. It is a system consisting of hierarchies or classification schemes that relate to the respective role of different system components, See below.

Figure 2-3: System Hierarchy Source: Extracted from (Meyer, Miller et al. 2001)

The purpose of a transportation system is to provide opportunities for mobility and accessibility and in the long run take into consideration the SSE. “Mobility” is the ability to travel from one location to another in a reasonable amount of time and for acceptable costs. “Accessibility” on the other hand is the means by which an individual can accomplish some economic or social activity through access to that activity (Meyer, Miller et al. 2001). Since systems are usually parts of other systems, one of the first steps in any planning effort is to define the goals of the transportation system as well as a clear streamline boundary that allows a focus

Urban System

Transportation System

Water SystemLand Use

Institutional structure

Infrastructure and services

System Users

Transit Network Highway Network Non Motorized Network

Modes of Transport

Inter modal connections



on the key relationship within and across the boundary of analysis. The purpose(s) of a transportation system can be defined in a variety of ways and the definition often reflects the perspective of those involved in the planning process. The definition could be narrowly targeted on the specific functioning of the system or more broadly reflect the enabling influence of transportation on other systems. Defining the transportation system purpose during the planning process most often occurs in the vision statement and in the statement of goals and objectives, (Meyer, Miller et al. 2001). Multi modal transport systems consist of numerous components whose interaction becomes a key factor for system effectiveness. These components include system Users, transportation modes, infrastructure such as networks, facilities, and services, inter-modal connections and stakeholders. The challenge to transportation planning is to provide the coordination and foresight for all these components to work together effectively. Important to know also, is that systems have such issues as capacity, control, feedback, impact and performance that are of utmost relevance to the transport planning sector.

Figure 2-4: Components of a Multi Modal Transport System

2.4.2. Planning applications of system control

The interaction of the many different components of a system usually requires some means of system coordination. For a transportation system, this coordination is termed as system control. A technical / operational perspective of system control involves such things as; Traffic management centers, traffic signal strategies, transit guidance technologies and traffic control devices. With the development of Intelligent Transportation Systems (ITS) technologies, new levels of system control can well be utilized with feedback to system users and service providers. Another perspective is the institutional structure for transportation planning, operations, management and decision making. A number of organizations involved in transportation planning are coordinated in a way that encourages system control. (Meyer, Miller et al. 2001) state that the transportation system is usually planned, designed, built, operated, and maintained by organizations and individuals with different objectives, mandates, constituencies, and problem definitions. Changes to the urban transportation system can include a wide variety of infrastructure and service actions that are applied at different geographic scales by the public



and private sectors to improve mobility and the urban environment. Increasingly, private sector groups and organizations are playing a major role in providing transportation services and funding. The effective cooperation of public and private sector entities thus becomes an important criterion for successful transportation planning.

2.4.3. Planning applications of system feedback

By system feedback, reference is made to some form of response from the system components. Two primary feedback mechanisms are; monitoring of system performance by the agencies that operate facilities and networks and the influence of travel cost on user behavior as determined by the market. The most important feedback mechanism to the users of a transportation system is the cost of travel, determined in the market by the equilibrium of demand and supply. Changing transportation costs as perceived by the users influence, in the short run, route choice, time of travel, trip frequency and linking of trips. An understanding of the costing services of the public transport planning companies is likely to indicate the data (GI) structure that is necessary to address SSE (see research question 3). Over the long term, these changes could influence urban form through residential and business location decisions, auto ownership, and the technology of transportation. Increasing attention has been given to the use of road pricing strategies (by planners not politically) as a means of reducing congestion.

2.4.4. Planning applications of Transportation system impacts

System impact deals with the effect that the transportation system has on other systems. It can affect the quality of air, environment, land use, energy and the economy. Most especially, the transportation system will always have an impact on the environment and economic activity, and as such, considerations of planning applications of land use and urban form are necessary. The relationship between land use, economic activity and transportation investment is one of the most important to decision makers and to the planning process. Accordingly, considerable effort is undertaken to inventory current land use and economic development in the region and analyze likely future patterns of both. More so, transportation systems provide tremendous benefits (community, social and cultural impacts) to those who can afford to use the system. Assessment of the equitable distribution of benefits and costs is an important part of transportation planning. However, for both land use and economic activity, transportation investment rarely creates new economic activity or land use, but rather acts to redistribute activity that would likely occur anyway. This redistribution is guided through the use of public policy and financial incentives.

2.4.5. Other planning applications of transportation systems

System performance and system capacity are also components that are vital in planning aspects of a transportation system. The success or effectiveness of a system is referred to as system performance and the operations of the transport infrastructure indicate the real performance over time. The performance of a system extends to how the system outputs ultimately affect society and the environment. It can also be directly related to the level and quality of outputs being produced. System capacity: a system can handle only a finite number of inputs in the process of producing desired outputs. This limit is what is referred to as system capacity. All these aspects of planning applications for transportation systems are data intensive for which data collection and management procedures need to be clearly addressed. The next section of this chapter



addresses data requirements in transportation planning for which diffusion and effective use of GITs is a necessity for the promotion of the transport planning industry.

2.5. Data requirements

In any aspect of society, planning does not take place in a vacuum. As such, decision making is based on information relevant to the field of study. As new planning methods are being developed and more environmental issues are being addressed, the requirements for high quality data are becoming more critical than never before. Arguably, access to and dissemination of information is fundamental to effective and efficient transport planning. Many transport planning professionals have started addressing the need to enhance the data collection methods using a variety of techniques (Perkins 1999). The utilization of Global positioning systems (GPS) and Geographic Information Systems (GIS) as data collector and organizer respectively has been recognized in transport engineering for various purposes. These data collection and management technologies provide such advantages as: accuracy of data (GPS); data post processing procedures, ease of operation etc. GPS is known as an ideal data collector for temporal and spatial features and GIS as a versatile management tool for manipulating and performing analysis of these temporal and spatial data. Basically, the successful integration of GPS data with GIS is the key step in developing an operational data collection and data management system (Perkins 1999). As far as transportation planning is concerned, data requirements take the range of demand data, supply data, performance data and impact data. These data may be static (do not change over time e.g. geometric design and traffic control devices) and or dynamic data (vary with time, e.g. travel time and speed). The data classification is showed in figure 2-5; Basically, transport planning is concerned with supply and demand analysis in a spatial context where transport demand models require data on not only the types of social economic activities but also the places or sites where these activities happen. System supply data includes data on the attributes of the physical network and traffic control devices that determine highway capacity; e.g. Road network such as highways, traffic lights, on street / off street parking facilities, public transport infrastructure, facilities for cyclists and pedestrians, canals and navigable rivers, freight interchange facilities and traveler facilities. Performance data includes measures of how well supply is fulfilling urban travel demand. It comprises of system operational data that must have a clear temporal imprint. E.g. travel time, travel costs, queue length, travel speed, volume on various links, incidents such as levels of congestion and accidents, and information on agency or company or company responsible for maintenance and operation of the facilities so that data on supply and cost can be related. These data are important to system evaluation or performance measurements, which indicate the effectiveness of a transport system. The operational performance, measured by the ease of travel, the quality of service provided, and service reliability, is an important consideration in maintaining acceptable levels of mobility, (Huang, Masser et al. 2003)).



Figure 2-5: Transport Planning data classification Source: Adopted from (Meyer, Miller et al. 2001)

System Impact data includes those aspects for which the transportation system is having an impact either positive or negative. It is this category of data that allows transport planners measure their performance in terms of effects caused both positive and or negative. Transport facility impacts on the activity system may be physical, economic and or social and data aspects include noise, seasonal variations in vehicle miles travelled (VMT) and emissions. Other data categories include; Socio economic and demographic data which is used to analyze origin- destination, trip purpose, trip times, and travel modes. Land Use data on the other hand identifies current, predicts the future and plans for transport aspects in relation to the future land use. Transport network characteristics as data aspects include; roadway location, roadway length, pavement widths, speeds, parking restrictions, and in case of transit, vehicle headways, seating capacity per vehicle, overall line capacity etcetera. Data dictionary: this should include at least three major categorizations of data; spatial, tabular and temporal data. Spatial data provides information about the topology and geometry. Topology describes the connectivity between components or elements of the system. Geometry in the other hand describes the precise location in space (in terms of Northing, Easting and Elevation (NEZ) state plane grid coordinate location) of a component or element tabular data describes the individual attributes (width and number of lanes for a roadway) or characteristics of a component or element. Temporal data describes in some way the relationship that components or elements have with time. The data dictionary is intended to provide complete definitions for each data item, identify both the organizational unit(s) involved in collecting and maintaining that data (Rasdorf 2000).

Demand attributes

Supply attributes

System Performance

System impacts

Safety data Performance data Economic data

Land Use data

Demographic data

Travel data

Traveler behavior data

System data

Service data

Facilities data

Condition data

Project data

Air Quality data Other Env. Data Land Use data Energy data Economic data



Today’s elements that contribute to effective transport planning include; Measures of transport systems performance, mobility, accessibility, system coordination, land use, freight movement, social economic impact, environmental and energy impacts, safety and security, equity, costs and cost effectiveness, financial arrangements and institutional capability There are basically 3 aspects of the transportation planning database:

• The transportation system itself. This is more of an inventory and largely relates to spatial equity,

• Data associated with developing a community vision and a corresponding set of goals and objectives e.g. public attitudes, economic and fiscal trends, and quality of life indicators. This relates to social equity

• Data related to the systems performance. This database type is more of feedback from the transport system

Table 2-1: Data type and respective Custodian organisation(s)

Data type Data Custodian

Demand data Demographic i.e. population, age, income, etc.

Government statistical agencies

Land Use data i.e. land value, land tax, land quality, and land use policy

National mapping agencies

Economic data i.e. household income, car ownership, types of employment

Municipalities, Transport planning agencies

Travel data, space, people and activities Municipalities, Transport planning agencies

Supply data Road networks, related facilities, Parking facilities, public transport infrastructure, layout and capacity , project data, condition (attribute) data,

National Mapping agency Ministry of Transport Transport planning organizations

Impact data Air quality data & Environmental data (pollution) Energy data Land Use data Economic data Accident data

Environmental Management Authorities (NEMA) Ministry of Energy National Mapping Agency Ministry of Finance Police

Performance data Travel time, Travel costs, Queue length, Travel speed, Volume on various links, Incidents such as levels of congestion and accidents, Information on agency or company

Transport planning organizations



responsible for maintenance and operation of the facilities so that data on supply and cost can be related.

Other data categories and types Transport network characteristics: roadway location, roadway length, pavement widths, speeds, parking restrictions, and in case of transit, vehicle headways, seating capacity per vehicle, overall line capacity etc.

Transport planning organization, (engineering division)

Other data requirements include;

Typical data items in a transit inventory (by a transport planning organization) may take the form of;

List of transit companies and/or operating agencies Total number and type of transit vehicles Transit routes by type of service Total number by miles of routes by type and company Route number, description, and terminal to terminal mileage Location of transfer points, terminals and parking facilities Location of stops Hours of operation Fare structure Accidents by type and location, etc

Of relevance to asset management (management of the transport physical Infrastructure), data

and information requirements may take the form of; Inventory data, which describe the more permanent aspects of facilities, e.g. location Attribute data, which describes the more changeable aspects of facilities, e.g.

condition Performance prediction models Alternative selection methods, Priority assessment methods Validation procedures

It is evident from the above datasets that asset management is a data-intensive process with information management as a critical component. Data integration is a fundamental component of transportation asset management since it reduces duplication and improves data accessibility, timeliness, accuracy, consistency and completeness for integrated decision making (Huang, Masser et al. 2003). However, changing technologies have boosted the data collection and management departments of transport planning. The use of hand held computers for data input, infrared sensors to determine vehicle occupancy, satellite imaging to assess land use changes, automated real time data capture and



environmental monitoring devices such as automated weather stations and Global positioning systems to locate positions have greatly promoted the collection and management of transport planning data. Intelligent transportation system (ITS), Location Based Services (LBS) and Location Aware Technologies (LAT – devices that can report their position in geographic space) have been known to collect continuous real time data which is a fundamental requirement for monitoring. In combination with reductions in data storage costs, all these methods have led to massive enterprise databases and data warehouses. Diffusion and effective use of such technologies is quite vital for the transport planning sector that has proven, already from my preceding discussion, to be data intensive. It is evident that the associated data is not collected and managed by the same organization. Data is spread over several organizations, GIOs, statistics department, municipalities, and NGOs. It is also important to note that even transportation planners collect data as well, particularly for measuring performance. As such, it is recommended that a data management plan be in place to outline firstly, the method for and frequency of data collection and secondly, the agency that is responsible for which data. More so, each region (MPO) should have a coordinated approach towards data management, e.g. distributed systems and geographic information systems. The desires and attitudes of the community in general should be catered for. Public involvement on the other hand is an important source of information that can be used to compliment the data collected by planners.

2.5.1. Transport data from the perspective of GIS

In Geo Information science, data are classified as spatial and non spatial both imprinted with a temporal sign (Huang, Masser et al. 2003). Non spatial or attribute data are linked to their spatial objects by means of object IDs. Since a large proportion of transport data are referenced by location, GIS have been used in the transportation field (GIS-T) extensively (Waters 1999). From a GIS perspective, spatial data in urban transport planning can be grouped as points, lines and areas where; Points: TAZ centroids, activity sites, intersections, surveying points Lines: Road segments, routes Polygons: TAZs, land uses, statistical units, administrative units

2.5.2. Spatial Data Infrastructure (SDI)

The term SDI is often used to denote the relevant base collection of technologies, policies and institutional arrangements that facilitate the availability of and access to spatial data (Nebert 2004). It provides a basis for spatial data discovery, evaluation and application for users and providers within all levels of government, the commercial and non profit sectors, and academia and by citizens in general. It is meant to promote the concept of a reliable supporting environment, analogous to a road or telecommunications network that, in this case, facilitates the access to geographically related information using a minimum set of standard practices, protocols and specifications. An SDI must be more than a single dataset or database hosting geographical data and attributes, sufficient documentation (metadata), a means to discover, visualize, and evaluate the data and some method to provide access to the geographic data. For purposes of functionality, the SDI must include the organizational agreements needed to coordinate and administer it on a local, regional, and national scale. In addition, the infrastructure provides the ideal environment to connect applications to data thus influencing both data collections and applications construction through minimal appropriate standards



and policies (Nebert 2004). The components of the SDI can be expressed in form of building blocks as in the following figure 2-6.

Figure 2-6: SDI Components

Source: (Borisade 2004) Not only in the transport discipline but else where, adequate data have been the basis for policy formulation and implementation. For example, spatial data is needed in the first steps to improve traffic safety, the development of national road accident data collection and in analysis capabilities. This often is instantiated by the formulation of institutional arrangements to ensure that the data are transmitted to those who need them for policy purposes. SDI is an initiative intended to create an environment that will enable a wide variety of users to access, retrieve and disseminate spatial data in an easy and secure way. In principle, SDIs allow the sharing of data, which is extremely useful, as it enables users to save resources, time and effort when trying to acquire new datasets by avoiding duplication of expenses associated with generation and maintenance of data and their integration with other datasets. With this in mind, many countries are developing SDIs to better manage and utilize their spatial data assets by taking a perspective that starts at a local level and proceeds through state, national and regional levels to the global level. These activities have resulted in different models being suggested for facilitating SDI development. SDIs comprise of the fundamental datasets as well as the interrelationships between these datasets, the management of them, and the means of accessing and distributing these data. One of the most important first steps in the creation of an effective SDI is the establishment of good communication channels between the individuals and organizations concerned with spatial data.

Fundamental Datasets Thematic

Metadata

Clearing House Services

Communications Network

Discovery Processing Access

Inf

orm

atio

n

P

olic

y

L

egal

Fr

amew

ork

Standards

People and institutions



Figure 2-7: Nature and Relationships between SDI Components

Source: (Williamson, Rajabifard et al. 2003) Similar to the transport discipline, hierarchies exist in SDI as an information management infrastructure. Countries believe they can benefit both economically and environmentally from better management of their spatial information by taking a perspective that starts at a local level and proceeds through state, national and regional levels to a global level. The spatial data communities participate in different levels of decision making, from strategic, through tactical and operational, in the management and utilisation of spatial data. This has resulted in the development of the SDI concept to support these decision making functions at different administrative/political levels (Rajabifard 2001).

Figure 2-8: SDI Hierarchy Source: (Rajabifard 2001)

Research findings have identified the problems leading to limited collaboration and data sharing among the GI data producers as;

• Insufficient knowledge of who owns what data and the status of the data • Difference in reference frames • Pricing problems, copyright and privacy policies • Data quality aspects • Technological problems - Incompatibility of software platforms

These with SDI arrangements all are possible to be eliminated

2.6. Conclusion

This chapter has given a general concept on transport planning, the relevance, practice, stakeholders and most importantly the diverse nature of the data requirements for transport planning. While the

People Data

Access Network

Policy

Standards

Dynamic



rationalities in the design of systems for transport and SDI may be different, especially with the reasoning in hierarchies, there are also similarities especially in the system’s reasoning. A brief discussion on this is made in sec 4.2.9 in line with research question 7. In the subsequent chapter, the findings from the Netherlands case and the transport planning sector of Kampala are documented based on the fieldwork. The similarities and differences between concepts as found in the literature are identified and discussed in line with the objectives of the research.

Chapter Three: Transport Environments, Netherlands & Kampala


3. Transport planning Environments, Netherlands & Kampala

3.1. Introduction

The research proceeded with some field visits in the Netherlands. The intention was to observe the practices of GI use within an urban transport context in the Netherlands with an aim of sharpening the research context, providing a framework of parameters to look at during the fieldwork in Kampala and providing comparative material needed for guideline development. Also, it was the idea of the researcher to borrow some good practices from a developed country with a better functioning transportation system than Kampala. For these reasons fieldwork visits started with some interviews in the transport organizations of Rotterdam, Almelo and Enschede, the choice of which was due to; Rotterdam- advanced transport system, Almelo and Enschede- conveniently located for the researcher. The findings as briefly discussed here in were criteria for designing the data collection in Kampala. The interview questions were largely dependent on the Netherlands’ case. In reference to the literature reviewed on transport planning, involved actors, and the data requirements in chapter 2, together with the findings from the Netherlands’ case, the next phase of the research was to investigate the AS IS situation in Kampala. In this and the proceeding chapters, the similarities and differences between concepts and practices as found in the reviewed literature are streamlined and in other instances discussed as found crucial. Several elements in the concepts of figures 2-3, 2-5 and 2-6 are some of the variables of the collected data and appear as headers and or sub headers of sub chapters.

3.2. Netherlands field visits

The Netherlands field visits are discussed below with respect to organisational aspects, data and data sharing, public transport provision, staff qualifications, Geo Information Management (GIM) technologies and social and spatial equity (SSE). Rotterdam Rotterdam Transport planning department Organisational aspects The transport planning division is a government organization working for both the city and regional governments even though it provides some consultancy services for other cities. It has a number of departments’ i.e. the pubic works department, department of city development (housing, development, physical planning, and transport), supervision department. It is in the department of city development that transport planning takes place. Each of these departments has people working with GI but there exists a one team-geo that provides advisory services to all the Geo Information (GI) users in the discipline. “This is because transport is so special such that you have your own people working with GI”, says Will Clerkxs. Also, because the data requirements for the several departments are quite



diverse requiring tedious data integration and or disintegration to meet User’s requirements, there is no single GIS unit for the organization. Data and data sharing The department’s data is mainly traffic counts collected by visual traffic counters and modems to retrieve these data. Bicycle and parking space data are collected by the workers. However, the process of geo referencing these data is still in progress. The department collects own data but mostly uses data from other departments. However, there are no formal arrangements for data exchange. Logic and experience are used to check the quality of foreign data but as a rule, the data provider has to be trusted initially. No metadata has been compiled for the datasets. “…it’s partly because this deals with a group of people who always know the area very well and do not need metadata accompanied. It’s a natural thing, everybody knows it but even if everybody is a limited group of people, there is no priority for metadata at the moment, projects always come and go and metadata compilation is one of the last things to think of” says Eric. The national road network developed by the National Mapping Organisation (NMO) and regularly updated with a plan to have all road data linked geographically is a standard by which the department hopes to communicate all transport information. The department claims to have been in existence for over 50 years and this issue of GI is new to it. As such, it is quite difficult to have data providers from the GI world to meet its traditional data requirements. For this reason, integrated GI production is not always possible and at times unnecessary! Limitations to data exchange; the data for decision making may be available but becomes useless when it can not be processed to suit the users needs (scale), data is yet to be geo referenced. Public transport Public transport is no longer a government but a market issue for some years now although the government provides concessions. Public transport companies, all of which are former government organizations, through the regional government get quotations from the central government for a specific period of time under some conditions for some years. It is these companies assigning buses to routes and planning for new lines although the plan is to have the latter performed by the regional transport authority. Staff qualifications Civil engineers, geographers, traffic and transport engineers and planners. GIM technologies The department is privileged with a one way GIS web application developed by the public works department. It contains all kinds of information, aerial photography, panoramic photos, traffic counts, and the National Road Network (NRN). Also, the intranet is used to share data with sister organizations. Social and spatial equity (SSE) These aspects are not really streamlined. However, the national policy is that every spatial development should have public transport considerations.



Almelo Department of Urban planning, transportation and environment of the municipality of Almelo Organizational aspects Transport planning involves the central and regional governments, the municipality and the public transport company that is regulated by the regional government. Collaboration with private organizations is not formalized, consultants are engaged as need arises. There exists a special council of public transport users in planning for public transport. Public transport Decision making is made by the regional government of Twente with little assistance from the above department. Social and spatial equity “The municipality has a policy on those kinds of things” says Rob, but the regional government makes the final decisions. 60-70% of bus fares are paid by the central government. Staff qualifications Traffic & transport planners, engineers and geographers Data and data sharing The municipality deals with traffic counts for traffic density calculations and public transport data. There are people dealing with data management but not specialists in this field. The public transport data is made of rider ships, rider ship changes, seasonal variations, accuracy and delays of schedules and financial data. In planning for routes, social economic data is provided by one department of the municipality and other aspects from the national bureau of statistics. Data exchange is on contractual basis with formal arrangements and also as need may arise. The quality of foreign data is not checked as it is argued that data is obtained from high qualified institutions. Although a lot of data is founded on geographical basis, no data is obtained from the NMO. No use is made of the NRN since the city is small and manageable by the municipality. Real time data on the traffic situation of the city of Almelo is available on the intranet 24/7. Data exchange mechanisms; booklets, CD ROMS, and the internet occasionally. GIM technologies; the data from the public transport companies is collected by the (SBIMOS) Satellite Based Information Management Operating system which has GPS equipped in each of the buses to provide such data as the number of buses moving in certain areas at certain times together with the number of passengers, etc. The department makes use of the Municipality’s website on which is aired a traffic condition map of the city. This is a 2 year old pilot invention with a plan to have this data availed to the public by internet, mobile phones and message signs in the buses. Interesting to note is that this initiative is not for financial gain by the department but a way towards better management of the public transport system which is claimed to be characterized by delays at the moment.



Enschede Municipality department of Traffic and transport planning Organizational aspects Similar to Almelo, transport planning in Enschede involves the national government, regional government and the public transport company (connexion) that runs the buses. Likewise as well, private consultants are involved only as need arises. The department has 3 sub departments; Spatial development, design, and construction. The spatial development category supports policy making. Data and data sharing The spatial development category does not use GI, and the construction group uses attribute data for the road segments for road maintenance purposes. For future development planning, the base map of the city is used to predict demands. AUTO CAD is used to store the base map with all infrastructures located. No spot data (accident) and bus stops do exist on this base map. Spot data is used but obtained form the local government. The PSOV (bureau department) maintains GI in the municipality and it is this department that prepares maps for the traffic and transport planning sub departments. All other data providers deal with it and not with the traffic and transport department. However, the use of information systems is in existence in the department as there exist a parking route information system. The department is at the moment planning for an interactive parking map for better efficiency of parking management in the city. Data from the geo department is obtained as paper maps mainly because the traffic and transport department has no GIS software for digital data exchange. Jpeg pictures and reports are also used for data exchange. The price of the data is quite expensive but considering the consequences of making compromises, it is referred to as affordable. Real time data; have real time data on parking and traffic situations in the city. Data quality; data in the department is dependant on the times of data collection, i.e. weather, times of the day and the methods of data collection which are all issues that are used in accessing the data quality. Data sufficiency; “Sometimes the data is not enough and at other times it is too much. Usually when it is too much data, it is not well structured and accessible. The government actually has a lot of information that is never used in a good sense.” says Marcel. Challenges; the department complains of the reliability of the data, ability to obtain enough data, and too much data that is not structured enough at times GIM technologies; The department has a website on which a mobility map for the public is availed. Social and spatial equity “We do what we feel is important.” says, Marcel. However, the disabled are picked from and to their homes using special buses, there also exist special weekend fares, discount cards, weekend return tickets and school children are considered in the buses. At the moment, there are plans for special cards for the elderly to be used during the off peak period (after 9,00hrs). The above summarized findings were a base for the interview guide used in Kampala (see appendix 1). Questions in relation to organisational arrangements, data and data sharing, GIM technologies, staff qualifications, public transport and SSE as used in the above sub headings were posed. The comparison parameters too used in the analysis of findings were derived from the above aspects.



3.3. Kampala data collection

3.3.1. Introduction

Fieldwork in Kampala was undertaken between 15th September and 23rd October 2006. It involved interviews with the transport planning organizations in Kampala, data providers and other stakeholders in the transport planning sector. In total, 16 persons were interviewed in 12 organizations. The biggest proportion of the information was collected using the primary data source which is recommended for first hand attitudes, ascertainment of needs and quality of service and the best method to evaluate programs (Kumar 2005). The questions used in the interview guide were based on the problem definition, concepts of literature review and the findings from the Netherlands case. Secondary data in form of documents and website material was also used. The recorded interviews were transcribed and returned to the respective respondents for validation.

3.3.2. Approach

The data collection was organized in such a way that at the start of the fieldwork, the Ministry of Works Housing and Communication (MoWHC) soon to be the Ministry of Works and Transport (MoWT) assisted in the identification of the organizations involved in transport planning, data providers and the stakeholders. The collection of data was then phased into 3;

1. Transport planning organizations, i.e. decision makers, Stakeholders and users of transport planning data

2. Data providers; public and private mapping organisations 3. Workshop: for validation of results and development of information management strategies

for the sector. Due to the flexibility of the structure, contents and questions of unstructured interviews, they dominated as the data collection method, (See interview guide appendix 1). Open ended questions were used since the requirement by the researcher was opinions, attitudes, perceptions and factual information. A few days after each interview, transcripts of the recorded interviews were returned for validation to the corresponding respondent. Observations even though used during the interviews were avoided for fear of bias and misinterpretation usually drawn from them (Kumar 2005). This coupled with the controlled behavior on some people during recorded observations ruled the option out of some interview recordings. A workshop with some of the interviewees, those with experience in common with the subject area “…data requirements in transport planning…” was coordinated at the end of the fieldwork period. During then, the initial data collected during the personal interviews was presented and revalidated. In addition, the perceptions, experiences and understanding of viable information management strategies were explored.

3.4. Fieldwork results

3.4.1. Transport planning Organisations

3.4.1.1. Ministry of works and Transport (MoWT)

Part of the ministry’s mandate is to plan, develop and maintain an economic, efficient and effective transport infrastructure and services by road, rail, water, and air. Its vision is “to have a reliable and safe infrastructure and transport that will deliver timely, quality, cost effective and sustainable services to the people of Uganda”. The mission of the works and transport ministry is “to promote an adequate,



safe and well maintained works and transport infrastructure and services so as to effectively contribute to the socio economic development of the country”. The ministry of works and transport has two sub-sectors; the works and transport sector. However, the ministry acknowledges constraints and challenges limiting the implementation and execution of the yearly plans as;

Inadequate and reducing budget resulting in huge backlog Inadequate counter part funding for road projects to improve absorption capacity A huge domestic arrears bill for completed and on-going road projects

Source: - Ministry of works and transport, ministerial budget policy statement 2006/2007 The Ministry is the top most body in transport planning of the country, the overall acting implementer and basically the originator of plans. It handles the planning, design, construction and maintenance of classified road network. It is organized as shown in figure 3-1 below.

Figure 3-1: Organizational structure and functions of the Ministry The research focuses on the two Directorates of Transport and Engineering. The transport directorate develops implements and monitors policies and strategic plans for the transport sub sector. It also regulates and monitors transport services providing guidance to public corporation and regulatory bodies under the transport sub sector. The Directorate has two departments, the departments of transport planning and transport regulations.

Minister Minister of

state Works Minister of state

Transport

Permanent secretary

Accounting Officer and overall administrator

RAFU

Engineering Directorate

Transport Directorate

Overall Seer

Headed by Directors

Department of finance and Administration

Facilitates implementation of the ministry’s programmes

Roads Dept Building Dept

Quality Mgmt Dept

Transport Planning Dept

Transport Regulations Dept

Upgrading and development of new roads &

Effectively manage the implementation of the RSDP

Headed by the under secretary



The transport planning department formulates transport policies and plans for all modes of transport in the county. Its key function is to carry out strategic planning, coordination and monitoring transport sub sector performance and to collect, process, analyze, interpret, store and disseminate data on all modes of transport for strategic planning and timely decision making. The transport regulation’s department on the other hand is responsible for evolving laws and regulations which govern transport by supervising the enforcement of laws and regulations. The directorate of engineering encompasses development and upkeep activities and responsibilities over the road network, bridge stock and public building infrastructure. This is achieved through policy formulation, setting standards, planning, design, construction, maintenance, supervision monitoring and evaluation. The directorate has three departments; Roads, Quality management and Building. The roads department is responsible for the road network categorized into four major groups that is the national roads, district, Urban and community access roads (DUCAR) and private roads.

o National Roads or Trunk roads are Connections between the national road system and neighbouring countries; and links between the capital city and major towns, main population and production centres.

o District Roads are Connections between or across districts; they link major trading centres and developed areas with the principal routes.

o Urban Roads – Link locally important traffic sections of towns; also provide service for nearby smaller communities and suburbs.

o Community Roads – Provide access to land adjacent to the collector roads and transverse community centres.

The classified road network does not include city streets. Such streets are under the jurisdictions of various municipalities. Under the office of the permanent secretary is a resource centre that provides information to the ministry and the public. The centre is a Document Depository for the ministry and is responsible for procuring, preparing, organising, managing and facilitating access to information in the ministry. The Road Agency Formulation Unit (RAFU) (under the ministry), is a semi autonomous unit that was created from the road sub sector reform of 1998 and will cease to exist when the Uganda National Road Authority (UNRA) becomes operational by December 2006. Its role in the ministry has to date been the implementation of the development and institutional components of the Ten-Year Road Sector Development Program (RSDP) except road maintenance. Transport planning in Kampala Kampala is unique as the capital and as such, its planning differs from the rest of the country. Unlike other parts of the nation, Kampala has its own autonomy in that it manages its own budget and the ministry is only responsible for the transition from urban to national roads. Over 50% of vehicles operating in the country run through Kampala and because of this, it has a problem of congestion. The transport planning department is trying to promote mass transport services inform of high capacity buses to fight this congestion. The commissioner of transport planning Mr. Godfrey Wandera illustrates this initiative when he shares an example that the space occupied by three mini buses of 14 seater type is occupied by only one 35 seater bus. The limitation however is that the government does not have funds to invest in this and the only hope lies in the private sector. Another initiative to controlling traffic in the city is the ongoing proposal to relocate the bus park and have



other parks outside of the city. The plan is to have a few vehicles ferrying passengers in and out of the city while majority of the public mini buses are operating in the outskirts. The transport licensing Board (TLB) – the organization responsible for issuing travel licenses to public vehicles is working closely with the transport planning department in the control of traffic.

Involvement of private organizations in transport planning Private organizations are not directly involved in the transport planning of the country but in the implementation of government plans. Uganda Taxi Operators and Driver’s Association (UTODA) is a private company involved in planning and implementing of the public transport service. This is because the provision of public transport services is privatised. In practice, the Transport Planning Department (TPD) makes the plans although the implementation may involve some private organizations. This implementation is per the guidelines streamlined by the traffic and transport road sector act. Among the private organizations involved in implementation are; Uganda communications Trucks owners association, UTODA, TLB, Uganda freight, forwarders Association (UFFA) , Uganda Railways cooperation (URC) Uganda Bus Operators Association (UBOA), Police, and the Uganda Revenue Authority (URA). At regional level collaboration is with the East African Community (EAC), Common Market for Eastern and Southern Africa (COMESA), and the Transit Transport Coordination Authority (TTCA) of the Northern corridor. The TTCA includes five countries namely Kenya, Uganda, Rwanda, Burundi and DRC with its secretariat based in Mombasa. It was established to ensure safety of transit vehicles from Mombassa to all of the member countries. Development partners in Kampala include various councils like KCC.

Policies and regulations There exist Policies and regulations intended to guide the TPD. These policies are clearly aligned to the PEAP and millennium goals and are drafted in the policy statement. However, these guidelines are yet to be formalized as is a requirement for the government that parliament agrees to certain decisions before taking effect.

Spatial and social equity (SSE) Issues on SSE are fuzzily addressed by the TPD. The commissioner believes that having Road and railway reserves is part of establishing spatial equity. He argues that Social equity is addressed through the establishment and management of community access roads and the issuing of licenses to public transport vehicles as clearly monitored by the TLB. However, since the Ugandan economy was liberalized transport fares (one way of establishing social equity) for public vehicles are determined by the private sector through competition with limited intervention by the ministry on irregularities.

Data availability A National Data Bank (NDB) is in existence although not as functional as at inception. Its assumption was funded by a project which on closure left behind no funds for data collection and update. To date, this data bank is outdated with only the roads department equipping it with locations of national roads throughout the country. The rest of the data i.e. Operations data; traffic counts, railways, Technical data; roughness, curvature, etc which is stored in a GIS is also available but outdated. This data is provided by the 22 district offices that have district engineers employed and tagged with the task of collecting data on the existing national road conditions. Periodically, consultants are hired for traffic counts.



The national road database was created to specifically manage data on national roads with just a few district roads that will in the long run be converted into national roads. The management of data for other classes of roads is done by the respective councils or municipal councils depending on the class and location area of the road. The type of data stored in this databank is related to the Road location, its length, width, sections, link numbers and traffic to mention but a few. During the interview, the department’s civil engineer in charge of the planning division, Byekwaso mentions that “as far as our database’s completeness is concerned, the last traffic update was made in 2004 and this is basically due to financial problems.” The plan is to have these roads updated annually. The database is on average well complete except for the usual time lag between data collection endeavors.” Arc View and excel software are used by the data bank managers to manipulate their data which is used for planning, budgeting and forecasting.

o Data exchange Initially, data from the National Forest Authority (NFA), under the biomass study was used to build the NDB framework. Since then, no attempt has been made to acquire and share data between other mapping organizations. Byekwaso states that “What we have is a good representation of the national road network” when asked of data sharing and collaboration with sister organisations. With this he implied that there was no need for data from sister organizations. Management Information Systems (MIS) project The MIS is an ongoing project in the Ministry under the Road Sector Program Support (RSPS) dealing with the management of district Roads in the country. The Rehabilitation and Maintenance Planning System (RAMPS) has been developed to facilitate effective planning of rehabilitation and maintenance works on district roads. The software in use (RAMPS, Arc GIS in which other packages are embedded) enables the district engineers to come up with; Annual work plans, Quarterly Progress reports, Budget requests for financing of their projects and to make visualizations of the existing network within the district.

Data availability MIS stores its data as both tabular and spatial.

o Tabular/ attribute data This includes the name and coordinates of all districts in the country, the roads and their coordinates, their names, length and condition, the lists of structures on these roads and their detailed attributes. Names and conditions of key crossing which are potential locations of bridges, releases of funds to the districts roads divisions, and information on the planned interventions of each of the districts for the last 4-5 financial years. These interventions are on routine maintenance, rehabilitation or road improvement. Information on the progress reports, i.e. what was planned and what was actually carried out; interventions on the different sections of the roads, and information on the expenditure on these roads form the tabular database. With this tabular data, so many reports are generated by the MIS system. These reports are dependent on the requirement at hand, e.g.

Road preferences in sub counties Roads serving various sub counties Cost effective ranking of roads in each district per year Sorting of funds vs. intervention. Funds to the districts come for particular intervention. These

usually need to be sorted and reports produced accordingly.



o Spatial data Spatial data is basically the 3D locations of roads and the structures on them. No data is obtained from other mapping organizations but the 22 district engineers offices. The argument is that data from other organizations is collected for their own purposes and does not meet the requirements of the MIS project hence confirming the assertion in the problem definition.

3.4.1.2. Road Agency Formulation Unit

RAFU is a semi autonomous Road Agency and is already successfully managing the RSDP and other projects funded by various donors and the GOU. Its objectives include;

Proper and efficient co-ordination, monitoring and strategic programming of all RSDP functions;

Efficient management of the implementation of the Road Network improvement, maintenance and capacity building projects of the RSDP from inception to completion;

The establishment of a small, efficient, highly professional performance-oriented organization that will form a suitable nucleus and evolve into a Road Agency (UNRA).

Basically, the organization carries out primary (national) road development and maintenance programmes and the planning that occurs therein involves road rehabilitation and upgrading programmes. RAFU considers various stakeholders in its planning activities; among these include the Ministry, Farmers who move products from points of produce to points of consumption and Manufacturers who import raw materials. However, apart from the ministry, the other stakeholders have no say in RAFU’s decisions, they are simply catered for. Once RAFU becomes an authority as in plan, the hope is to have boards from all these stakeholder groups being represented in the drafting of national road maintenance, development and upgrading programmes.

Involvement of private companies RAFU contracts private organizations for construction works and consultancy services. However, most of these are international organizations apart from the Associated Consulting Engineers (ACE) which is a local consultancy in engineering and mapping. The Contractors include sterling, energo, and SBI international. Consultants are employed for design, supervision, and some scenario studies and the involved organizations include WSB international, DHV (Dutch company), and GIB (British company). However, for purposes of capacity building on the part of the local consultants, RAFU ensures that the international consultancy works with at least one local consultancy on specific assignments.

Data availability The data items in use take the form of Road condition, road Inventory and road Traffic. traffic data collection is usually outsourced to private companies; prome consults trio, Kagga and sons, ACE, NBW consulting engineers. As far as the condition and road inventory is concerned, RAFU is in collaboration with the district engineers. 22 work stations have been dispersed geographically with district engineers who collect these data as road work supervision proceeds.

Policies and regulations RAFU’s original mandate was to manage the road development programs and the national road network. However, at this moment, the road city development program has been approved by the government and development partners. RAFU is now ensuring that this program is implemented. This



is the template that is guiding the semi autonomous organization’s activities. It submits quarterly and annual progress reports to the prime minister’s office to access progress.

GIS At the moment, the organization uses geo information, and has GIS software (Arc View 3.2, Arc GIS) but no GIS unit is in existence. GIS in the organization is primarily used for reporting. Available are shape files for roads, railways, district boundaries, lakes, etc. The road layers have the required attribute data for the roads such that depending on the thematic report that is needed, various attributes are attached to make the report.

o Datasets consistency Data is not complete, not up to date and not of sufficient coverage. There is a plan to commission an up date of the GIS scheme and collect and compile the update scenario of the road for the national road database. The data to be collected will support the dynamic segmentation in progress since there is need for section and aggregate data description so that it is possible to address section by section of the road network by use of addresses and linear referencing.

o Collaboration with GIS centers There are no formal channels for collaboration with other centers. Collaborations occur on personal basis. Since RAFU uses GIS for its own reporting purposes, there are no customers for their products. They are therefore the primary and the secondary beneficiaries are its consultants. No Metadata has been compiled for the available datasets. However, the organization acknowledges the usefulness of metadata and assures that in the planned study, it shall be compiled for all the generated datasets.

3.4.1.3. Ministry of Local Government (MLOG)

The local government Act of I997 aims at shifting government major tasks from the centre to lower local level (Districts) to improve service delivery. The ministry (MLOG) is responsible for inspecting, monitoring and where necessary offer technical advice, assistance, support supervision and training to all local governments. It also plays a co-ordination, harmonization and information role with respect to other higher level governments. Kampala City Council (KCC) local government has a website that has not been in operation for quite a long time. KCC is unique in such a way it has headquarters and five divisions (Central, Kawempe, Makindye, Nakawa and Rubaga divisions) distributed within the urban setting. In the transport sector, KCC is responsible for the infrastructural road network within its jurisdiction. The other aspects of transport are handled if there is a statutory instrument from the minister e.g. one for implementing traffic management where street parking was handled. Under infrastructure management of feeder and urban roads and in consultation with the Ministry, KCC handles

• Road maintenance • Upgrading • Street parking regulations and, • Implementation of some traffic management skills

There are 2 departments, the engineering and planning departments that are meant to work hand in hand to accomplish the above tasks. Interviews conducted independently in both departments compiled the following findings.



Engineering department Data collection and availability

Technical studies are usually undertaken for road repair in order to investigate the condition. Engineering surveys and designs are also conducted and work implemented either in house or contracted out depending on the complexity and availability of staff. There is no data sharing with any other mapping organization. The base data dates back to 1994 when a topographical map was prepared by both KCC and Surveys and Mapping (S&M) department. Kampala City Engineer Mr. Bonny Nsambu states that “even though the maps are outdated as of now, I believe that the roads do not move and that only land use changes”. 99% of the maintenance roads do exist on the map together with a few new roads. Updating of the maps is done by the division itself. Planning department There are no clear Policies and regulations guiding the planning department other than the general Poverty Eradication Action Plan (PEAP), the Town and country planning act (T&CPA), and the Building and environmental guidelines. Also, there is no direct involvement of the public in planning. This is because of the land tenure system in place where much of the land is owned by the people (Mailo) and for any development on it, some form of compensation takes place for which the owner (public) has to have agreed. In this way, the public is made aware of the developments in plan.

Data availability The physical planning department is guided by the 10 year structure plan (expired in 2004) where the planned existence of roads is clearly indicated. To date, the peace make type of planning is being adopted where ongoing developments in area are determinants to rezoning and approval of other developments. The planning department makes the decisions and forwards to the city engineer’s department for implementation. Other spatial data used by this planning department include topographical maps, socio economic data, physical data, census and statistical data. It is provided by Uganda Bureau of Statistics (UBOS), National Forest Authority (NFA), or contracted out as need arises. Utilities data is obtained from the various utility organizations of UMEME for electricity, Ministry of lands, water and development for water, etc.

GIS Unit There exists a GIS unit in KCC although it is still in development. The Unit care taker Mr. Ssemambo Joseph states that “there is no transport data in the center at the moment. Transport data is being confined to the department of engineering even though the department is within the same organization (KCC). The engineering department has developed a Kampala road master plan but it is not accessible by all…!”

Software Available at the unit are ESRI products of Arc GIS 8.9 & 9.0. Arc GIS 9.0 although available is with a license problem. Arc view 3.2, AutoCAD 2004, ILwis, and Eradas also do exist but require up grading. Some applications can not be tackled because of the software problems resulting from pirating.

Data completeness Data are not complete, outdated and are inaccurate with varied formats. “Existing GIS centers are not collaborating. There is no standardization of data, people are not willing to share and hence the data is



not complete” says Ssemambo. KCC’s initiative for the GIS unit is attributed to the lack of data sharing.

Data providers KCC makes use of data from NFA, National Water and Sewerage Cooperation (NWSC) GIS center, UBOS, and S&M which avails only analogue data. S&M when approached for digital datasets claims that “we are still trying it out”. “The sale of data is not legal and as such there are no standard fees” says Ssemambo.

Data availability and sufficiency It is not always possible to acquire the required data for planning i.e., the data is not sufficient. Because of this, a lot of compromise is made and in most cases, some projects have failed to take off. The opinion of the interviewee is to have the illiterates sensitized. In KCC, staffs thrive on monopoly of knowledge. The staffs are willing to be trained but the initiative on the part of management is hardly existent. Ssemambo mentions that “the policy makers are not the problem but the managers”

Collaboration with other GIS centers Formally, KCC is in collaboration with the Regional Center for mapping of Resources for Development (RCMRD). It was previously known as Regional Centre for Services in Surveying, Mapping and Remote Sensing (RCSSMRS) and was established in Nairobi, Kenya in 1975 under the auspices of the United Nations Economic Commission for Africa (UNECA) and the then Organization of African Unity (OAU). Its founder members are Kenya, Uganda, Somalia, Tanzania and Malawi and the Government of the Republic of Kenya hosts it. It is a non-profit intergovernmental organization and currently has 14 contracting member States, namely: Botswana, Comoros, Ethiopia, Kenya, Lesotho, Malawi, Mauritius, Namibia, Somalia, Sudan, Swaziland, Tanzania, Uganda and Zambia. The institution is required to cater for capacity building in geo information management, give technical support and labor where necessary in the discipline. The UN habitat has managed to invite the institution to up date the Kampala base map, convert all the analogue maps into digital and to train the staff in GIS basics. Training components are to involve basic GIS applications, data capture, data entry, data cleaning, and manipulation of datasets, visualizations and some aspects of analysis depending on the level of the trainees. However, collaborations with UBOS and the NWSC GIS centers are on friendly basis.

Users of the GIS unit The Users of the unit include; University Students on research, NGOs and a sizeable proportion of the public whose problem lies in the need for a free service. The frequency for data collection from the providing agencies is dependent on the customers at hand and since the data is expensive, the department relies on the customers to procure the data themselves. This data is obtained in analogue and digital formats depending on the type. The council realizes the need for spatial data sharing to ease the cost and limit duplication of efforts but there seems to be no initiative in place.

Metadata availability There is no metadata. “Not much has been done in the line of metadata” says Ssemambo. However, the department is hopeful for help on the same by collaborating with the RCMRD



Staff qualification

KCC has staffs that are well equipped with diplomas and degrees in the relevant disciplines to sustain the GIS unit. On average, the employees are qualified with the basic GIS functionalities but due to lack of practice and resistance from management, many have moved on to other areas for survival. The decentralization plan is for KCC to become an analysis and control centre and the various divisions of the council to tackle the collecting, cleaning, and maintenance of the data. All this requires training but the idea is being sabotaged by a number of the top personnel to the persistence of the GIS unit care takers.

Data quality aspects There is no standardization of datasets as all data providers use their own systems and the combination of datasets from all of them is quite tedious to handle. However, NFA and S&M have proved to produce reliable data as compared to other providers. Ssemambo mentions complaints by a consultant from the RCMRD that “all the available data on Kampala owned by KCC are incorrect. Plotting this data globally presents Kampala in DRC Congo!”

3.4.1.4. Uganda Taxi Operators and Driver’s Association (UTODA)

UTODA is a private organization providing the public transport service in the country. On liberalization of the Ugandan economy, UTODA is now under supervision by MoWT. The government maintains sound collaboration with this organization by availing all other sector information to it for consideration in their service provision. The organization has a constitution outlining their structure and is composed of; a national executive, founder members who are ex officials on the national executive, and district branches which also have a similar inner structure. The inner structure has got supervisors and superintendents overseeing the entire structure, security personnel, a traffic department, guides in all parks and a chairman at all stages together with his executive. Each stage has a similar structure of administration, security, traffic and park guides. UTODA’s policy statement is “To promote, maintain and further sound public transport system in Uganda through the operation and management of taxi business, as well as providing training for drivers and other taxi operators and ensuring the general welfare of taxi operators and drivers in Uganda.” It has no stated mission and vision despite the National chairman’s confirmation of having a mission and vision in line with the general Mission and Vision of the MoWT. UTODA works closely with;

• The National Road safety council also under MoWT, the body which regulates the acts and manages accidents

• TLB which issues vehicle licenses • MFPED which performs the duties (insurance and subscription) of Uganda Revenue Authority

(URA) for the case of UTODA and the • Commissioner of the police (The Police have been equipped with motorcycles, speed guns and

alcohol testing kits) The organization’s decision making process is simply by periodical meeting. There is no incidence of having departments’ liaise on certain issues. Each department has specific responsibilities as per their naming. Vehicle allocation to routes is dependant on such conditions as; the number of existing vehicles on that route, the condition of the vehicle, the experience and curriculum vitae of the to-be



driver, accident history of the vehicle if old, availability of Passenger Service Vehicle (PSV) license to mention but a few.

Spatial and social equity UTODA maintains spatial equity by having guides ensuring that vehicles move from and to their destinations without terminating the journey otherwise. Receipts with times of departure and arrival are issued at the points of take off and destinations respectively and later used for verification. Likewise, illegal vehicles along routes are checked and managed. For areas with poor roads, UTODA is not responsible for providing services to that effect. “That is now an infrastructure problem and is outside our mandate” says John Ndyomugyenyi, the UTODA National Chairman. At the moment, other private vendors make use of pick-up vehicles and Lorries to ferry passengers and their goods to the nearby road where they can catch a UTODA managed vehicle. UTODA’s responsibility is limited to collecting passengers from road sides, stages and or gazette parks Apart from trying to have drivers disciplined and collecting passenger lost properties, there is no ongoing initiative to establishing social equity in the public transport service organization. At the moment, Transport fares are determined by the vehicle drivers and only when passenger complaints are aired does the organization intervene. In extreme instances, the Ministry too does intervene. However, the national chairman acknowledges that in most cases even the intervention is difficult to be monitored since some vehicles are not registered in the gazette parks and therefore not known.

Real time data: the organization has radio calls working within a radius of 45 kilometers. Beyond that, normal mobile phones are used to truck accidents, traffic conditions and the like. These are just verbal messages and no spatial visualization mechanism is in place.

Challenges The national chairman of UTODA mentions the following as the challenging problems of the organization; discipline on the part of the drivers, limited parking space for the vehicles, difficulty in law enforcement, Passenger complaints in response to fares, language abuse by the operators and vehicle conditions and hygiene. He calls upon any idea and plans from researchers, government and the public that are believed to better the organization’s service provision.

Data providers The organization has a research department although it is not so functional. “There lacks an information system technology specialist” says the research manager. However, at the moment, data for planning is obtained from; passengers by interview and observation, radio complaints, staff at various stations, supervisors, governmental bosses, the likes of the Ministry, KCC, and Researchers.

3.4.2. Stakeholders

3.4.2.1. Ministry of Finance Planning and Economic Development (MFPED)

This ministry coordinates the National GIS task force and is the decision making centre for implementation of government programmes through overseeing the planning of national strategic development initiatives in order to support economic growth, efficiency, stability, eradication of



poverty and enhancement of overall development in Uganda. It plays a pivotal role in the co-ordination of development planning; mobilisation of public resources and for public investment planning; and ensuring effective accountability for the use of such resources for the benefit of all Ugandans. MFPED provides a secretariat role to the RSDP steering committee. Members of this committee are MoWT, MFPED, ISD RAFU, MOPS and the donor community. The ministry has three departments; directorate of budgets, infrastructure and social services department and the transport section (RSDP-CU) department that undertakes the transport planning activities. This department has a GIS unit to aid the performance monitoring of the rural sector activities. The unit is well equipped with a data management specialist, transport economist and financial specialist. However, the unit is to be closed due to effort duplication with other similar units of the Prime Minister’s office, UBOS, MoWT, RAFU and NIMES. “There is no coordinated effort among the various government departments which is a requirement for such an establishment” says Paul Muyinda, lecturer, Makerere University, former data management specialist. However, donors are still ably presented with graphical maps indicating progress of road constructions, environmental impacts and population distributions among others. The unit makes use of Arc GIS 8.0 which is claimed to be expensive. MoWT provided the source maps for the GIS unit and to date, the ministry collaborates with RAFU-ISD and MoWT in all its activities regarding data. Other collaborating organizations include; Oakers services in Kenya, Prime minister’s office, Department of Water Development (DWD), and National Environmental Management Authority (NEMA). Customers to this GIS unit include the RSDP-SC, parliamentarians and the general public. Data is exchanged and availed on either paper as analogue, digital on flash disks, CDs, Tapes and through emails. No website exists for this unit but an online access provision is still in plan.

3.4.2.2. National Environmental Management Authority (NEMA)

The National Environment Management Authority (NEMA) is the lead environmental institution whose mandate is to coordinate, monitor and supervise the environment in Uganda. To effectively manage Uganda's environment, information and expertise from the relevant sectors needed to be brought together. NEMA was therefore selected to be the secretariat of the Environment Information Network (EIN) to coordinate and supervise the activities of the EIN. NEMA is the principal agency in Uganda for the management of the environment and it co-ordinates, monitors and supervises all activities in the field of the environment. NEMA is not particularly targeting transport at the moment. It keeps data on such items as road locations, topography, etc. The role of this data is important in accessing and reviewing Environmental Impact Assessments (EIAs) where the locations and general surroundings of project areas are relevant. Of particular interest is the location of murrum pits which are required to be closed up by being refilled or allowing vegetation to grow. NEMA reviews but does not perform EIAs.

Software The authority uses Arc info and Arc view as GIS software. Remote sensing software like Eradas, ILWIS and ERDISI are limited in use due to insufficient hardware space.



Data availability The available data is in relation to a geographical area e.g. Uganda as a whole or a particular district. Such components as topography, land cover, land use and climate may form a particular area’s dataset. This is the data that is used to compile the state of environment report for the country and or district. Datasets are produced and managed in support of the state of environment report for the part of the country in question, usually, the state of district environment report for the districts. However, the datasets are incomplete, are of limited quality, not updated and do not cover the entire country.

Data providers NEMA is not a primary data provider. It compiles secondary data from primary data providers. These include; S&M, NFA, MINER, NWSC and all relevant sectors in environmental issues.

Data exchange Data between these providing organizations is purchased at a fee, through the EIN where almost all the data providers are members, NEMA website, email and at times by physically visiting the provider’s station on personal relational terms. In most cases, NEMA manages to get all the required datasets although they are not up to date.

GIS center Customers The center is used internally by NEMA staff externally by the District Environmental Officers (DEO) throughout the country.

Metadata existence The data has no metadata “These are things we know ourselves” says Mpabulungi Phillip, the GIS and remote sensing research officer. Phillip mentions of an attempt to go metadata but the project was abandoned due to financial limitation.

3.4.2.3. Transport Licensing Board (TLB)

The TLB is the board responsible to issue travel licenses to all public service vehicles in the country. In so doing, the board considers issues of SSE. Some form of regulation is imposed during the issuing of vehicle licenses to especially the buses that take up-country routes. This is dependent on statistics e.g. “it is known from the data that is collected from transport planning division, the numbers of passengers in the up country regions and basing on this, the board determines how many more or less buses are needed for a particular route, the revision of routes in terms of frequency and travel times, etc” says Whinstone Katushabe, Ag Secretary of the TLB. For the UTODA vehicles, no such issue as SSE is maintained by the TLB. Whinstone complains that “the providing company itself can not reveal the number of vehicles involved in the public service industry”. However, basing on monthly earning together with the data from the transport planning office, the TLB is able to accordingly manage to establish SSE.



3.4.3. Data providers

3.4.3.1. Department of Surveys and Mapping (S&M)

This is a government mapping agency with the responsibility of producing topographical and cadastral maps at the scale of 1:250,000. Despite competition from the upcoming private sector, S&M is not threatened. It is looking forward to the NSDI establishment where it has already been assigned to establishing data standards, quality and planning for data integration. The department is organized in four sub departments which collaborate and discuss with each other in all aspects.

• Lands section which handles the land administration • Land sector strategic plan; monitors activities in other divisions and other sector departments

with a role of soliciting for funds and supporting other institutions that play a role in the lands sector.

• Mapping division and • Geodesy and surveying division

The Geodesy & Surveying division provides the mapping division with the required control and maintenance of the UTM, the land sector division is also availed with necessary information required for their administration. The department has got a variety of customers ranging from Government ministries to the public. Many customers demand customized products e.g. religious leaders and representatives from the ministry of defence. Restrictions to data are for political and copyright protection, otherwise data is obtained at a cost of 10,000 Ugandan shillings (approximately 5€) for an analogue map sheet. Digital data is obtained at the cost of the medium of transfer e.g. CD ROMS. Dr. Okia Yafesi, the staff surveyor says that data price is not for commercial gain but to recoup the cost of production and materials.

Partnerships S&M collaborates with other mapping organizations on demand (no formal arrangement). These include; National water, wetlands department, MoWT, UBOS and NFA.

Data Quality The department is equipped with professionals capable of accessing the quality of data from other providers. Failure to match with the existing database results to own data collection by S&M.

Limitation There is limited funding from the central government making S&M unable to update their data as required. This coupled with absence of modern tools is a major limiting factor to achieving goals. However, the department has been privileged with some total stations and GPS from the government which is a strength factor. Most of the long time staffs have been laid off during the restructuring. The remaining staffs are unable to cope with the modern technologies.

Data collection, management and integration technologies S&M is currently making use of satellite images acquired during ongoing projects. There exist computers and software for data integration and management. Capacity building of the staff has been heavily embarked on.



Data up date & completeness “This is the biggest problem of the department. Apart from the assistance from JICA (10 or so years back), Kampala project (10-13 years back) and the west Nile region projects, the rest of the data is so old. It was last updated in 1965. Some effort has been made to update some sections of this 1965 data (using GPS) though there’s still a lot underway and considering that this is not a proper way of updating data.” Says Dr. Yafesi Okia.

3.4.3.2. Uganda Bureau of Statistics (UBOS)

UBOS is the central statistical office of Uganda. It is the principal data collecting, processing, analysing and disseminating agency responsible for coordinating and supervising the National Statistical System. It is a semi autonomous organization coordinating the development and maintenance of a National Statistical System which will ensure collection, analysis and dissemination of integrated, reliable and timely statistical information. There are no drafted policies and regulations on data production in the organisation although measures are taken to ensure that

• Data is freely availed to the public • Data collection is maintained at a national level. • No data duplication with other producers

UBOS collects and compiles such data as administrative boundaries up to village level, social economic facilities like schools, population characteristics and their attributes. There exists a GIS centre using Arc View 3.3, Arc GIS 8.0 and 9.1.

Data completeness UBOS has complete datasets referenced to a specific time period. Census data for example is compiled every 10 years with the next census coming on in 2010. Census data on the year 2000 is readily available.

Data sharing There is no formal arrangement for data sharing. Charles Adriku, the GIS specialist states that “Getting data from other organizations especially government organization is quite difficult. A lot of money all from the government is used to capture this data but sharing it even between government organizations does not happen”. Data sharing is on a friendly basis between sister organisations. On this note, collaboration is with; Karamoja data Center, KCC GIS unit, S&M department, NFA and several Local governments. Data exchange technologies include analogue prints, shape files and digital data sheets on CD ROMS.

Data Price “There is no such thing as selling of data” says Charles, “only when the data requirements for the customer require some extra effort such as transformation or producing analogue copies of digital data”. Schools, hospitals and other socio economic organizations may require particular information that necessitates further data integration. For this, UBOS has a price catalogue that is used to exercise prices of data items. Customers to UBOS include all organisations using GIS, researchers and the public for customized products.



Metadata All datasets at UBOS have metadata associated to them. However, there are complains among the staff over the software differences between Arc view 3.3, Arc GIS 8.0 and 9.1, usually limiting the retrieval of various metadata. In other cases, the attribute data serves as metadata for the datasets. Issues on copyright policy are still difficult to implement. Quality aspects of data especially that which is obtained from sister organisations is difficult to access. Except for the unacceptable error, the rest of the data is integrated as is. “Data from satellite imagery is known to already be of quality” says Charles

Data collection, management and integration technologies The organization boasts of the use of GPS and a website, for advertisement and basic information on UBOS. However, they acknowledge the lack of software for dissemination via the internet and do not have the latest versions of the ESRI products.

3.4.3.3. National Forest Authority (NFA)

The NFA was established under the National Forestry and Tree Planting Act 2001, as a Government parastatal responsible for the management of Central Forest Reserves. It is under the Ministry of Water, Lands and Environment as both autonomous and a public institution. The organization has a contract with the government to produce 2 public outputs in form of land cover mapping and biomass assessment. Since land cover maps would be impossible to interpret, other features like roads and administrative boundaries are also mapped for interpretation by the users. The authority has a GIS unit using Arc GIS and Arc view software and boasts of having 100% data completeness on land cover of the mid 1990s. NFA is now in the process of producing an update of their land cover maps.

Data users NFA’s data is available to sister GIS units, institutions of learning, Ministries and Government organizations. The fees are 100,000 Uganda shillings (approximately 50 €) per sheet of digital data with all layers. There is no formal collaboration with other data providers but on personal relations data is exchanged at a fee.

Data sharing As the pioneer for all digital datasets, NFA finds it convenient to share out its data other than acquire from other mapping organizations. Except for UBOS and MoWT who have tried to update their administrative boundaries and roads respectively, NFA does not use data from any other organization. The imagination is that all digital data has been acquired from NFA and thus no quality assessments are made to the datasets from UBOS and MoWT. The organization is still in a struggle to have its copyright policy implemented.

3.4.3.4. Private mapping Organizations

Associated Engineering Surveyors (AES): AES is a private company providing consultancies in engineering surveys and mapping. M&E Associates (M&E): M&E is a private organization of consulting engineers, surveyors and planners.



Policies and regulations

There are no policies or regulations guiding the company except for customer satisfaction and ethics of the organizations. However, the government requires that the companies are registered. The licensing institution of surveyors and the Institutions of surveyors of Uganda (ISU) also have rules and regulations in the same line of professional ethics. The customers to these private organizations range from government organizations, private consultants and individuals.

Data sharing Private mapping organizations do not share data since their mapping is often customized. Their collaboration with other private organizations is for orientation and controls of survey reference points. Their work is mainly in collaboration with the clients who at times have ground data on their works usually from another company. However, they procure data from the public mapping organizations for use in their private sector.

Transport planning related mapping Private organizations have been involved in such works as; registering the Government’s interest in land acquired for transportation (roads) and surveys for road designs by MoWT (in collaboration as sub consultants with international consultants e.g. COWI, Norplan, and HB consultants).

Copyright policy The client has copyright over the data generated and can always share it as he wishes. Private organizations try as much as possible not to avail client’s data against their wish.

Data quality checks Have mechanisms of checking and analyzing quality aspects of data (especially controls since the quality of mapping is dependent on the control of the reference system) that is obtained from other mapping organizations.

Mapping technologies The companies are well equipped with personnel, equipment, computers and software for mapping and data integration. However, there are complaints on the expense of their maintenance. It is not yet possible to use satellite imagery in the private sector because of the expense. Also, Charles Kibirango of M&E questions the accuracy of satellite imagery when he mentions that “I am not sure how satellite imagery can be used when you want accurate mapping”

Data price The price for the service and or data is computed as a professional fee on a daily rate as has been approved by the ISU. The clients are charged on the number of days that their task shall occupy the company.

Website technology AES and M&E associates do not have websites but acknowledge the necessity for one. It is quite known of the advantages that a website can render to the organizations and the nation as a whole. “A website is a polite way of marketing professional services.” Says Tembo Chris, senior surveyor and director of AES.



SDI awareness The organizations have a vague idea of SDI and are hardly aware of the ongoing initiatives in the country. When asked of knowledge on SDI initiatives in the country this is what Tembo had to say “This is still something that is supposed to come within the ministry of lands and surveys under some foreign support. In more than a year ago, I attended a workshop where something of the sort was mentioned. Is that what is called the land sector support program?” On the other hand, Charles of M&E claimed not to have heard of any such initiative but has a welcoming mind on the idea.

Requirements The requirements for the private sector are basically control points for orientation during mapping and the availability of a base map.

3.5. Conclusion

From the above discussion of results, it is evident of the diversity of collaboration status among the transport planners, producers and users of transport planning data. Compilation of metadata is receiving low priority and the data in self is partly available as seen from dilemmas of incomplete datasets and in capabilities to update due to financial constraints. Data exchange is mainly through analogue print outs, flash disks, CD ROMS and emails. In the proceeding chapter, SDI components as reviewed in chapter 2 are used to analyze the fieldwork results. Also aspects of the interview questions based on the Netherlands case and some theoretical concepts in the literature review are revisited. The opinions, perceptions and attitudes of the respondents are used to urge out the findings in answer to the research questions.

Chapter Four: Data Analysis and Interpretation


4. Data analysis and interpretation

In this chapter an analysis and interpretation of the findings resulting from the fieldwork (chapter 3) is made. Reference is made to various concepts and theories from the reviewed literature. The unit of analysis is transport planning with 2 sub units of transport planning data and the organizational arrangement of the involved organizations. The issues from the results used for analysis include; opinions, attitudes, data and practice of data providers and users in the transport planning sector of Kampala. It follows an interpretative form of analysis owing to the nature of the research objectives and questions. This leads to chapter 5 which gives data and organisational recommendations to the said sector.

4.1. Introduction

For purposes of analyzing the data, 8 themes have been categorized basing on two aspects. Aspect one is the SDI components which have been discussed in section 2.5.2. Further discussion on these is made in the next chapter in recommendation to information management strategies in the sector basing on the as is situation of Kampala, the study area. Aspect 2 is dependant on the interview guide that was used during data collection (See appendix 1 for the interview guide). These two aspects have been used in combination to define the 8 themes for analysis. SDI and Transport system hierarchies as reviewed and documented in the literature (see chapter 2) are also subject to analysis and interpretation later in the chapter. The research intended to borrow some good practices from the Netherlands as a developed country with a better functioning transport industry. However, from the field visits and discussions with some of the personnel in the transport planning field of the cities of Rotterdam, Almelo and Enschede, it was not possible to have a generalized view of the country. Rotterdam is far advanced with its transport system and its organizational structure is quite different from Almelo and Enschede who are linked by their regional government. Also, there seems to be a remarkable difference between transport planning and the GI world in the Netherlands. The analysis of the field data is therefore basing on the Kampala case study with a few references to the Netherlands case. The two cases have been compared in section 4.4; otherwise the transcripts have been submitted along with the research document for further reference. Some good practices could still be borrowed from the Netherlands case as discussed in the next chapter Expectation from Kampala: the preliminary findings from the Netherlands’ field visits created an impression that transport data was so complex and that the field of transport was so unique such that Geo Information management is almost impossible. The link between the GI and transport planning departments in Kampala was a surprise. There, almost every organization involved in transport planning has GIS specialists except (as expected) for the public transport organisation of UTODA which is privately managed. The civil engineers in the profession of traffic management have additional training in GIS. However, still as expected, the sharing of data between mapping organizations is still lacking.



4.2. Content analysis

With reference to (Kumar 2005) and for ease of analysis of the descriptive responses from the interviewees, 8 themes have been created. These themes are based on the SDI component diagram (refer to fig 2.6) and are also in line with the interview guide used during data collection (appendix 1). Social and spatial equity today being one of the top objectives of metropolitan planning organisations as presented in sections 2.2 and 2.4 was one of the interview questions and thus forms part of the derived themes. The open ended and semi structured questions used in the interview guide were intended to investigate the readiness of the interviewed organizations for SDI on one hand and PPP on another. As such, the responses are in line with the SDI components. Those responses that were not in line with the SDI components but form a ground for discussion on the research are categorized under the theme “others”. Basing on the name of the theme, a code in form of an abbreviation of the said theme has been used. The numberings of the coded quotes in the appendix are dependent on respondents and not to do with the organization. Since more than one person was interviewed in some of the organizations, some of the respondent quotes are more than 12- the number of the organizations interviewed. The coding n.2, n.2 …n.n, (where n is a number) is used when a respondent gave more than one response to a question and or if the answer to another question had reference to previous or proceeding questions. In effect, for each theme, more quotes than the number of organizations visited. Workshop responses have been treated as an independent organization. This is because some of the workshop participants had not been previously interviewed and some still were representatives of the interviewee respondents. Their responses although almost similar were not as those from the previous respondents. The categories/themes and their respective codes are;

Category / theme Code Technological TE Institutional Arrangements IA Collaboration and data exchange CDE Metadata availability MA Standards STDS SDI opinions and perceptions O&P Spatial and social equity SSE Others OTH

The various quotes have been coded per theme (see appendix 2) and used in the following discussion by references such as TE 1, CDE 4.2, etc.

4.2.1. Technology

Of late, disseminating geo-data through internet and intranets is becoming an enticing prospect. However, this requires availability of digital geo databases so as to be able to enhance maps on the web and security of enough band width to handle the increased traffic. This coupled with the availability of computer facilities is quite essential for the establishment of an SDI. The availability of such a technology has been investigated among the transport planning organizations in Kampala and the opinions, perceptions and attitudes of the interviewees analyzed.



Of the 12 organizations visited, 7 have a functioning website, KCC’s website has not been functional for over a year and the other 4 have no website in place. The proportions of these statistics are represented in the pie chart below.

Website Technology

Functioning website

55%Website not functioning

9%

No website available

36%

Figure 4-1: Website technology within the sampled organisations More than half of the sampled organizations have functioning websites. Two issues are clearly identified in as far as technology is concerned; Issue 1: For some organizations (UTODA), there is insufficient knowledge on what technologies to adapt within the organization, TE 1. For KCC on the other hand, the illiteracy on the part of management is a limiting factor to the development of such facilities, TE 3.1 & 3.2. Issue 2: It is well know of the functionalities and privileges of a website as noted from the opinions of those without the technology in existence, TE 4. The organizations without an existing website have the idea in mind (TE 8 & TE 10.1) which puts the sector in a viable position to have a 24/7 link between organizations involved in transport planning. However, it is noted that even though website technology is averagely available, it is underutilized for both transport planning and data management.

4.2.2. Institutional Arrangements

The term Institutional Arrangements is being used to refer to arrangements between organisations. It is including a Framework for Legislation, organization, policies, etc concerning the establishment, maintenance, distribution and use of GI between the concerned organisations and for this reason, it is one of the components used in the analysis the fieldwork findings. The MoWT has drafted policies and regulations in its policy framework ministerial budget statement. However, from the respondents of the interviewees, the perception is that there are no functioning policies and regulations guiding their practice. This is implied in the respondents’ opinions that with clearly streamlined policies from the government, limitations of spatial data sharing and dissemination will be solved, IA 1 & IA 14. As such, the transport planning sector is perceived to have no policy and regulation framework in place IA 6.1, IA 6.2. Policies and regulations guiding the involved organizations are borrowed from the country structure as a whole IA 13. These borrowed plans and acts include PEAP, town and country planning act, building laws and regulations, millennium goals, etc IA 13. Apart from the private companies, copyright and price policies of data providers are almost non existent. Having a policy without it being formalized and implemented has caused the various actors to think that it does not exist.



4.2.3. Collaboration and data exchange

Sharing and reuse of data can help avoid duplication in data capture and processing in the long run reducing costs and improving reliability. No single term can be used to describe the status of collaboration and data exchange between the various players in transport planning in Kampala. There is no formal arrangement as some organizations claim that their needs are demand based. Others attribute this lack of sharing to no formal arrangements in place. In general however, when need arises, the various organizations mange to collaborate and share data on a personal relational basis CDE 4.2, CDE 9.2, CDE 10, CDE 11.3. So what happens if no friends exist between organizations? The imagination is that a lot of compromise in decision making occurs hence the deductions from researchers that “data exists but it not put to use”. Between private mapping companies, data exchange is almost non existent except for orientation and control of survey reference marks. Otherwise, much of their data is client based CDE 6.2 and as such, the client has copyright over their data. For public mapping agencies on the other hand, data sharing and collaboration is limited. This is because data is a source of income and powers hence the monopoly CDE 5.2, CDE 12.1. The argument is that data is collected to different details CDE 16.2 for use by multiple users and as such, we have departments within the same organization failing to share data CDE 4.1& CDE 7.2. In chapter one, reference was made to (De Man and Schaap 1980) whose findings indicated that the supply of data did not fulfil the requirements as felt by the users. This is still the case today. CDE 11.5 mentions the fact that data collected does not fulfil the users’ requirements. Further still, research findings on problems leading to limited collaboration and data sharing among the GI data producers at the end of section 2.5.2 are confirmed by the implications of a number of the quotes under quality aspects, technology and policy limitations. QT 7 indicates that data exchange between organizations may be limited by quality aspects of data; TE 7 elaborates the intention of the internet technology and the limitation of having it not functioning as an information sharing tool. IA 1 and IA 14 are also supportive of the policy limitation towards data sharing.

4.2.4. Opinions and perceptions on SDI

Current literature refers to SDI as a framework for connecting all users of GI to the producers (or data) through an efficient infrastructure (Nebert 2004). It is an initiative intended to create an environment which enables a wide variety of users, who require coverage of a certain area covered by the SDI, to access and retrieve complete and consistent data sets in an easy and secure way. It can also be viewed as a tool to provide an environment in which all stakeholders, both users and producers of spatial data, can cooperate with each other and utilise technology in a cost-effective way to better achieve the objectives at the appropriate political/administrative level (transport planning sector in this case). Interview responses indicate that some respondents had not heard of any such initiative O&P 3 while the others were aware but not sure of the ongoing initiatives O&P 1. Basically, 2 awareness initiatives have dominated the transport planning sector: the Prime minister’s office and the Geography department of Makerere. The initiatives to SDI in the sector are highly welcome but with resistance from one organization, NFA, O&P 4.1-4.4. With this organization, there seems to be a lack of understanding of the SDI concept thus the fear for custodianship of data and pricing policy. With sensitization and intended awareness initiatives for both the private and public organizations, the strategies discussed (see table 5-1) on data as part strengthening the link between the components of SDI could be addressed more feasibly.



In the figure 4-2 below, three categories have been used to illustrate the awareness, opinion and perception on SDI in the 12 organizations visited on field work. One organization was aware but not supportive of the initiatives, 7 organizations were aware and part of the initiatives and 4 organizations were not aware of any SDI initiatives.

Figure 4-2: SDI Awareness within the organisations

It is encouraging that the number of organizations aware and more so part of SDI initiatives was more than the other 2 categories. The lack of awareness on SDI however, is an aspect that requires intervention. The only organization that was not supportive of the initiatives is attributed to limited awareness. O&P 4.2-4.4 illustrate the magnitude to which the concepts of SDI are not well understood by the organization’s representative. Although the number the organizations aware and part of SDI initiatives is inspirational, there is need for further sensitization and awareness of the discipline to achieve total support.

4.2.5. Spatial and social equity

In planning for both transport infrastructure and services, it is important to ensure that space is optimally used (spatial equity) and that the services in place are providing for all classes of the community (social equity). By this is meant that the transport infrastructure should go as far as possible to cover the rural areas and all economic and social classes of people should be provided for by the service. In this way, social and spatial equity will be established in the sector. In the Netherlands, this is usually provided for in their National and regional transport operations as provisions made for the elderly, disabled and the young to achieve social equity in the provision of public transport (see Almelo transcript). Rob Hullemann mentions of a policy on SSE covering the region of Twente. He refers to incidences where special buses have been used for the elderly, the disabled being provided with wheel chairs and the young discounted on public transport and at times do not pay when travelling with an elder. However, for the case of Kampala, no such policy on SSE exists. The public transport providing agency is a private organization maximizing revenue in its effort to serve the nation. One of the respondents was quick to mention that “Public transport as a service is a very weak area in Uganda considering that public transport is in the hands of the private sector



which is entirely governed by commercial gain” even before being faced with a question in that line. Besides, the organization is dominated by personnel of no such qualification relevant to either transport or planning. The discussions on SSE are quite scattered illustrating unawareness in their practice (see SSE 6.2 – SSE 6.5). I acknowledge the attempt of having guides monitoring the origin and destination routes of the taxis with issuing of receipts SSE 1.1 as an attempt to achieving spatial equity. The country’s economy is also a limiting factor in establishing spatial equity. In his 2006/07 budget brief, Dr. Suruma makes a list of the country’s priorities see (2) where the development and maintenance of the transport infrastructure comes so low (5/7). Even though part of the priority list, Uganda is not yet able to have all its classes of roads tarmac ked as per the Joint Road Sector Review (JRSR, 16-19 October 2006) workshop part of which I managed to attend. At the moment more attention is placed on the national and district roads rehabilitation and upgrading in agreement to SSE 1.2. The TLB on the other hand attempts to make use of statistical data on present vehicles to certain routes, travellers’ along routes and economic status of residents among others to predict the demand and supply of vehicles along those routes SSE 2.1 & 2.2. Part of objective one of the research is to define the GI data structure necessary to address the issue of SSE. From the interviews conducted in the field, issues of SSE seem to be fuzzy in the transport planning sector. However, mention has been made of the travellers, their origins and destinations, income levels, etc. In combination with (Meyer, Miller et al. 2001)’s transport data classification, the data items below have been identified from the study area as the key considerations to addressing SSE in Kampala, Uganda

• Traffic Counts; to predefine layout and capacity of future developments • Existing road network i.e. existing layout and capacity • Socio economic data (Households and their economic characteristics ) • Origin destinations models (Travel data) • Traveller behaviour data, i.e. people, their activities, and the space context within which the

activities take place. The data aspects of the space are in terms of Land use Zone, Road network, Places etc

• Demographic data • Land use; “Moreover, transport decision making requires information on land value, land tax,

land quality and land use policy” (Pisarski 1997). However, these compare and contrast with the literature on GI data structure for social and spatial equity by (Masser, Sviden et al. 1992) which refers to the following items in order of urgency for the European standards.

• Regional development; promote decentralized system to regions with autonomy to develop their endogenous potential, promote deconcentration of infrastructure

• Urban and rural form; promote small and peripheral cities through modern infrastructure and government agencies, contain urban sprawl in agglomerations

2 (http://www.pwc.com/extweb/pwcpublications.nsf/dfeb71994ed9bd4d802571490030862f/0a090491ff2921658025718e00409a99/$FILE/Uganda%20Newsletter%202006.pdf



• Goods transport; reduce road freight transport through taxation and regulation, invest in combined road/rail transport, reduce volume of goods

• Passenger transport; car use constrained by taxation and road pricing, renaissance of public transport by substantially improving its attractiveness, promote re urbanization and mixed land use

• Lifestyles; support families to reverse decline in household size, promote shift in values from individual to collective goals

• Economy; promote small and medium sized companies, promote equalization of incomes and social security within the country, promote economic cooperation with neighbouring countries for the start

• Environment; established through conscious policy making, plan for sustainable development, adopt environmental standards from other developing countries, redirect transport investments to peripheral regions

• Population; permit controlled immigration from rural areas, improve support for families and working mothers

The difference is attributed to the fact that transport problems are highly context and location specific and as such, a case study approach is the only possible one for this research. Whereas social and spatial equity is one of the main objectives in transport problems and solutions, access to data is one of the main drivers in SDIs. The objective of data access is explained as striving towards lowest transaction costs arising from unavailability of data for one social group of users as compared to another. This strive for social equity in data access (SDI) could be explained as striving towards the lowest transaction costs arising from unequal access to resources between the two different social classes. However, this is yet to become a consideration in SDI arrangements.

4.2.6. Standards

Standards are necessary to make shared information useful across organisations. With no standardized data formats, data exchange and use among the producers and users of transport planning data in Kampala is quite difficult STDS 4.1, 4.2, 4.4 and this coupled with the inability of some organizations to integrate these data for their own use is a limiting factor to data exchange. Without standards it becomes impossible to meaningfully, effectively and efficiently integrate datasets or to exchange data between organizations (Groot and McLaughlin 2000). An organization like UTODA for instance may not be able to make use of the same datasets from 2 different organizations which do not match. Without standardization, meaningful comparisons between datasets of the same geographic area will be more difficult to perform without reading and trying to learn many metadata management styles (Nebert 2004). However, the data providers acknowledge the usefulness of standards and working towards the establishment of the same to allow for collaboration amongst spatial data producing agencies.

4.2.7. Metadata

With the diverse sources from which geospatial databases are built, it is extremely important to maintain information about the content, quality, source and lineage (history of use and changes) of the data (Groot and McLaughlin 2000). Metadata hold information about geospatial databases to support: Queries about the availability of data, Finding and accessing data, Determination of the suitability of data for particular applications and programmes for data maintenance (Groot and McLaughlin 2000). Despite the benefits and potential uses of metadata, its compilation in the visited organisations in Kampala is non existent MD 1 & MD 2.1. Only one organization has attempted to compile metadata



but also relies on data attributes at times as metadata. This lack of metadata coupled with duplication CDE 11.4 is proof that the available data for transport planning is not used basically because its availability isn’t known to the users. The effective use of geospatial data is inhibited by poor knowledge of the existence of data, poorly documented information about the data sets, and data inconsistencies (Nebert 2004). The lack of metadata and more so the low priority attached to its value as seen from the interview transcripts is one reason as to why transport planners in Kampala are no aware of the available data for their applications and hence “available data is not used” see problem statement section 1.2.1.

4.2.8. Others

Data Quality Of the 12 organizations visited, 3 endeavor to investigate quality of the data obtained from other providers. In this they investigate the correctness, completeness, currency, accuracy and reliability, lineage, any other guidelines as per the ISO and other quality standard parameters. It is found as common practice by data producers to assume the quality of acquired data as satisfactory without investigation on acceptability for use QT 1, QT 3, QT 6, and QT 8. As depicted in the figure 4-3 below, more than half of the organisations involved in transport planning bother to access the quality of data obtained from other providers.

0

1

2

3

4

5

6

7

8

9

No. of Organisations

Mind quality Do not mind quality

Data Quality Attitude

Figure 4-3: Data quality Values However, since this data is collected and processed by more than one organization probably using different reference systems and to different detail, it is of importance for each organisation to check the quality of its imported datasets. Data completeness Planning on incomplete datasets may lead to decisions that are not in line with the present situation. Datasets with ample commissions and omissions are misleading and may result into inappropriate plans by the users. This is implied by the respondents’ claims of incomplete and inaccurate data DC 2. Incomplete and inaccurate datasets are assumed to be misleading and hence result to contrary plans. All the Organizations visited in the field are faced with challenges of incomplete datasets. Even those boasting of having complete data have reference to outdated data DC 5 & DC 7. Chances stand that what is regarded as ad hoc decision making for the case study is as a result of using incomplete datasets in the planning phase.



Education & Awareness The capacity of organizations to apply geospatial information technologies to improve transportation is dependent on several factors two of which are clearly addressed by the respondents during data collection.

1. the awareness and appreciation by an organization’s leaders of the value of their investment in geospatial information technologies

2. the level of knowledge that current employees have about applying specific geospatial information techniques and tools (2004) TRB

For 2 critical organizations responsible for transport services and infrastructure in the study area, the capacity in the discipline is lacking. In UTODA, general lack of awareness and understanding of geo information from top managers to the lower level cadres is evident AE2. The entire organizational structure lacks personnel knowledgeable in transport planning and the use of geo information. On the other hand, KCC managers do not seem to realize the value that geospatial data and technologies can bring to their organization IA5. In effect, they continue to frustrate upcoming developments in this direction AE8. This is in contrast with the rest of the organizations that are equipped with professionals in the various disciplines (GIS & Planning) relevant to the sector AE3-AE6.

4.2.9. SDI & Transport System Hierarchies

The SDI hierarchy involves relationships among different political and or administrative levels.

Figure 4-4: SDI Hierarchy - Relationships between data detail, different levels of SDI and different level of planning.

Source: (Rajabifard 2001) The double-ended arrow in the above figure represents the continuum of the relationship (vertical relationships) between different levels of detail for the data to be used at the different levels of planning corresponding to the hierarchy of SDIs (Rajabifard 2001). It is clear that with the SDI hierarchy, data is either collected in a detailed state and integrated to make less detailed or vice versa (disintegrated to make more detailed if collected in a less detailed state). This is evident in the Rotterdam case where the National Road Network (NRN) is being used as a base to refer to all road data at city level hence a conception of vertical data sharing mechanism. Likewise in Kampala a National Road Network exists with the engineering department of MoWT although its use by other



stakeholders is limited. This is because data sharing at this level is found problematic as complaints of scale and the meeting of user requirements were found dominant during the interviews. Additional to the vertical relationships between different levels of SDIs, there are also horizontal relationships between individual SDI initiatives within any level of an SDI hierarchy which should be taken into consideration. These relationships become more important when the respective jurisdictions are spatially adjacent and proximate. SDIs belonging to adjacent jurisdictions play more important roles and have more influence and impact on each other than on SDIs of non-adjacent jurisdictions (Rajabifard 2001). In brief, different levels of SDIs can build upon other supporting levels on the part of SDI hierarchy. With existing data sharing problems in the vertical sharing mechanism, more problems are likely to exist at the horizontal level in relation to different data schemas and scales. And yet, horizontal data sharing may be quite important for regional collaborations between neighbouring nations as seen form KCC collaborating with the Regional Centre for mapping of Resources for Development (RCMRD). However, on definition of standards and a common data model between jurisdictions, feasible data integration may be possible. The transport system hierarchy on the other hand (see figure 2-3) as defined can be compared and contrasted to the SDI hierarchy. Whereas various levels of the SDI hierarchy can contribute to the data requirements of each other, for a transportation system, this is not the case. The data necessary for each system component is independent and collected individually on attribute basis since the hierarchy scheme is domain based relating to the respective role of different system components. However, on the side of information systems design, the transport system hierarchy (domain hierarchy) is more related to how information systems are designed. Figure 2-3 is similar to a data flow diagram (DFD) which is a top down approach form top level to lower level details. The difference between the domain and administrative system hierarchies explains the difficulty to combine the two hierarchy approaches when one wants to have maps digitized or informationalized. However, studying figure 2-5 and table 2-1 more closely, it can be seen that although the rationality for classifying transport planning data may be typically of an engineering domain especially on the part of the supply attributes, it is very similar to SDIs where on the demand side such data aspects as inventory of basic data arise (see fundamental dataset in figure 2-6). The issue of SSE can also be addressed in the Access component of the same figure. In consonance also is the research finding of the private sector data provider’s requirement of a base map. This makes the rationalities of the transport data and SDI similar to some extent especially in systems reasoning and thus the justification to have transport planning data managed on the basis of SDI components and therefore balancing information requirements. This is in response to research question 7.

4.3. Data Availability

Data aspects involved in transport planning as discussed in Chapter 2 (see figure 2-5 and table 2-1) were found available in the transport planning organizations of Kampala as indicated in the table below. As earlier discussed, many of these datasets are not complete, up to date and the quality is questionable. Hardly any metadata has been compiled for the available data and as such, it is not known of their availability by the user group.



Table 4-1: Data Availability and Custodian Organisations

Data Category Data Attributes Custodian3 Organization Supply System data MoWT Service data MoWT, UTODA Facilities data MoWT Condition data MoWT Project data Projects Office Demand Economic data MFPED, Local councils,

Municipalities Demographic UBOS Land Use data NFA & S&M Travel data Local councils (hardly

existent) Traveler behavior data Local councils (hardly

existent) System Impacts Air Quality data Not available Other Environment data NEMA Land use data NFA, S&M Energy data MOE Economic data MFPED System Performance Safety data Police Performance data MoWT (Transport

Planning Department), UTODA and Police

4.3.1. Aspects of data Requirements

In summary, the availability of the above datasets is accustomed to requirements that are can be generalised on the part of all data providers and users in the study area. These are; Data providers

• Complete, up to date and reliable data, In addition to the initial acquisition cost, many of the datasets require frequent and sometimes labour intensive updates to maintain their usefulness. However, many agencies can not afford sufficient resources for this purpose.

3 In Kampala, Custodian organisations besides being responsible for the data, they also tend to own it in contrast to the meaning of the term custodian.



• Sufficient hardware to make use of compact software • Metadata; finances for compilation

Data User’s requirements

• Knowledge of available data and the data custodian • Timely retrieval of accurate and up to date information • Web technologies for real time/temporal dissemination of information • Heterogeneity resolve between individual data providers

Private sector requirements

• Control points for orientation • Base map availability; as seen in figure 2-6, base maps (fundamental datasets) are one of the

components of SDI hence the justification for the strengthening of SDI components and initiatives as data management strategies

4.4. Comparison of Netherlands and Kampala case studies

A comparison analysis between Kampala and the Netherlands case studies has been made and presented as follows. The parameters were derived from the combination of theoretical framework figures 2-3, 2-5 and 2-6 and also the findings from the Netherlands cases (See appendix 3 for parameter definition).

Table 4-2: Comparison Analysis: Netherlands and Kampala Parameters Kampala Netherlands cases

Organisational and associated issues 1. Internet Technology Internet technology averagely

available. Underutilized for data exchange, only via emails

Internet dominantly available. Used for traffic and accident monitoring (Almelo), otherwise underutilized

2. Involvement of private sector in data collection, and planning

No private organizations in planning, only in implementation and data collection

Government organizations, occasional Private consultants, and pubic transport users committees involved in planning

3. Institutional arrangement (involved organizations)

See a no. of organisations (chapter 3) involved but with duplicated efforts. Roles and responsibilities not streamlined

National Government, regional Government, and municipalities for public transport. Roles and responsibilities streamlined

4. Spatial and Social equity • No existing policy on SSE • Focus on Poverty alleviation

• Have regional and national considerations to this effect

• Focus on traffic and accidents 5. Staff qualifications Civil Engineers, Geographers,

Urban planners No traffic and transport planners

Civil Engineers, Geographers, Traffic & Transport engineers

Data / information and associated issues 6. Digital data availability Availability depends on Availability varies depending on



organisation but copyright limitations

supplier and use but even then, requires further integration to suit user’s requirements

7. Up-to datedness Data not updated Data up to date 8. Data completeness Data not complete Data complete 9. Real time data

availability Not visual, 45km radio call range. Otherwise mobile phone use

Visually available. Displayed on intranet (Almelo).

10. Data standards No data standard Standards do exist 11. Data collection,

management and dissemination technologies

(Software and platform compatibility)

• ESRI software, GPS, total stations, 55% internet

• Organisations limited by finance • GIS & Transport planning as

one unit

• 100% available web technology (underutilized), GPS, ESRI Software

• GIS & Transport planning as a single unit still at infancy

12. Spatial data integration and quality

• Means and personnel available for integration

• 50% analyze data quality

• Quite lengthy hence limits data exchange

• Use of logic and experience • Trust data providers

13. Data exchange Limitations

• Copyright policy • Data is a source of income • Expense of datasets • Exchange not institutionalized

• Diversity of information needs • Scale of data varies for different

users

14. Metadata availability Compilation in plan Resource limited and Use underrated “This is something that we know ourselves”

Use underrated, triggered by interview, otherwise Compiled on project basis “Not the text book type of metadata”, “everybody knows it”

15. Information economy Data availability varies from organization to organization but limited by completeness, up to datedness and lack of data standard

Availability varies depending on organization and use “we at times have too much and at other times so little.” “The government has a lot of data that is not used enough ”

16. Freedom of information • Political and copyright protection

• Available at a negotiable fee Unaffordable at times

• Freedom of information • Affordable

17. Data maintenance By the responsible / custodian organization

By the responsible / custodian organization

18. Data supply / collection frequency to / by users

As need arises, no formal arrangements

Established formal arrangements between national and regional governments and public transport organisations but also as need arises



There are some issues deserving emphasis in the above comparison. Even though metadata is one of the main components of an SDI, attention to it in both cases suggests otherwise. Interview discussions seem to suggest that its time and money consuming as it is known what the said data is about (see quotes in table). For the Netherlands case, the value of metadata seems to have been appreciated during the interview interactions while in Kampala, plans to have metadata compiled are in consideration. This implies that if SDI components are to be ranked, metadata could rank low. The difference in limitations to data exchange in the two cases is a point of interest. For the Netherlands, it is to do with the data itself in contrast with Kampala where it is to do with policy and organisational aspects. The focus of transport planning in Kampala is on poverty alleviation with no emphasis on SSE. In the Netherlands, even though issues of SSE are considered at policy level, transport planning is more focussed on traffic and at times accident monitoring. Interesting to note also is that transport planning and GIS in most organisations in Kampala is a combined unit unlike for the Netherlands case where the two are still independent departments hence the lengthy and cumbersome process of data integration. This confirms my earlier assertion that the two cases are unique in themselves and a case study approach is the only feasible for such a research. Kampala on the other hand is further limited by trained transport planners who the belief is that would assist in bridging some gaps such as establishing SSE.

4.5. General Analysis of the Kampala Transport Planning Sector

Fieldwork findings as discussed in chapters 3&4 indicate some strengths and weaknesses of the Transport Planning sector in Kampala. There are also some opportunities and threats if the outside environment is carefully scanned. The sector is found to be strengthened by the monopolistic positions of the involved organisations (UTODA, MoWT, S&M, UBOS & NFA), the technologies and software for data collection and management are available in majority of the organisations and there is ongoing capacity building with the assistance of international collaborations in the discipline of Geo Information management (GIM). More so, there are trained personnel in the various application domains in the country, technologies in data collection and management are continuously advancing and donor funded projects are in existence. However, the sector is also having challenges in form of weaknesses and threats. It is threatened by a limited budget from the central government, political support for the involved private organisations is not guaranteed and the lack of formalized policies and regulations for data sharing, price and copyright. Its weaknesses include non institutionalized collaborations amongst organisations, no standards for data; data is neither complete nor up to date and does not suit the user’s requirements. Also, the knowledge of GIM of staffs and some managers is inexcusable.

4.6. Conclusion

With reference to the above analysis, it is clear that the reasoning behind data for transport planning in Kampala not being known and hence not adequately utilized is partly due to the lack of knowledge on the data requirements and an inappropriate mission, no guiding vision and mandate. This is evident from the responses of the public transport providing organization (UTODA). The data for planning of the organization’s activities is obtained from passengers, guides and stage chairmen. This is coupled with no mission and or vision and with an inadequate policy statement that is not in line with SSE.



More so, even the known and available data is not used mainly because it does not suit the user’s requirements; its expense and due to the lack of data integration knowledge and techniques. The absence of a policy for access and exchange of spatial data is a limiting factor to all producers and users of spatial data. Problems related to the lack of standards and the pricing for geospatial data can not be solved. The existing Uganda National Bureau of Standards (UNBS) is limited in capacity to develop geospatial data standards. Also, the lack of standard price for datasets often leads to negotiations and cost variation thus a bias to the purchasers. Inability to afford the required dataset results in a compromise to the decisions taken by the planners. Lack of data is not the main problem; the problem lies in the Collaboration and coordination arrangements between data providers and users in the transport planning sector. This is in turn coupled with the inability to integrate disparate datasets to form a resource that is useful by some of the transport providing agencies. Basing on the problems identified in this analysis, guidelines to strategies to improve the organisational and information precincts of the sector are discussed in the proceeding chapter.

Mazzi Lydia Ndandiko_________________________________________________________________________________________ 60

Chapter Five: Strategy Building and Recommendation


5. Strategy Building and Recommendation

5.1. Introduction

Following the analysis of the Kampala Transport Planning sector in chapter 4, the concept of a logical framework is used to identify strategies in this chapter. Guidelines in form of activities to the execution of these strategies are also streamlined. These developed guidelines are not necessarily sequential and have in fact been discussed previously by various researchers (SDI Africa 2004), (2004) TRB, and (Groot and McLaughlin 2000). However, basing on the findings from the ongoing case study, it has been found viable to emphasize what is discussed here in as guidelines to implementation of the developed strategies in the study area. Also, some good practices have been borrowed from the Netherlands case and others from reviewed literature. These have likewise been documented.

5.2. Logical strategy formulation

A logical framework is an instrument used to identify a project goal, purpose and outputs and to plan and describe the necessary activities and outputs (Groenendijk and Dopheide 2003). It aids successful planning with a clear overview of objectives, expected inputs and a consistent set of activities. A logical framework in line with this research has been formulated (see table 5-2). 4 steps adopted from (Pitt 1998) were undertaken to develop the logic. These are;

1. Analysis of the situation 2. Problem analysis 3. Strategy identification 4. Guidelines/ activities

The first two steps were performed and discussed in the previous chapters. Analysis of the situation was undertaken in the development of the research concepts and further on data collection. This involved a general understanding of the problem in reality. The collected data was analysed as in chapter 4 from which the problem with the transport planning sector was derived. The goal is to have the transport sector advance towards establishing a NSDI in Uganda by bridging the gap between transport planning and GIM. The purpose is to solve the problems identified as analysed in the study area specifically to eliminate duplication of efforts among organisations and make GI data more accessible to users. The final output is gradual solutions to the problems as identified. Below, the last two steps are tackled. The problems identified in the study area and the general analyses of the sector made in section 4.5 are used in combination to devise appropriate strategies.



5.2.1. Strategy formulation

The purpose of the devised strategies is to solve the identified problems with activities as to be discussed under the strategies. The problems are categorised as organisational / institutional and data related. Also, based on the conceptual framework (see 1.5) the thesis focussed on organisational and data issues.

Table 5-1: Problems and devised strategies

Identified Problem Devised strategy Organisational

1. Political interference in decision making & Lack of political support for private sector

Struggle to warrant political favour

2. Collaboration not institutionalized Formalize collaborations 3. Policies not formalized and others not in

existence Government to draft and formalize polices

4. Organisational roles and responsibilities not streamlined hence duplication of efforts

Streamline roles and responsibilities

5. Limited knowledge on GIM Embark on Capacity building

Data 1. Data not known Document data and make it known 2. Lack of data standards Develop data standards, 3. Financial constraint hence

• No metadata • Data not complete • Data not up to date

Combine funding mechanisms Make use of existing donor funded projects

The activities recommended to accomplish the devised strategies are discussed here under.

5.2.2. Organisational perspective strategies

5.2.2.1. Political support

In order to gain political support, the private sector could form partnerships with public bodies. Private companies like UTODA and their data are critical to the public sector’s objectives of transport planning and SDI. Figure 2-6 clearly indicates people and institutions as one of the components of SDI. It would thus be beneficial if there were formalized relationships between such companies and the Ministries with the explicit function to exchange data. Initiatives to SDI developments have been impeded by politicians as not justified (see interview transcripts). Further lobbying may proceed by; proof of saving costs and time and proof of meeting data requirements (completeness, up to datedness, etc.). A good way of having this done is by having a presentation to members of parliament on SDI concepts and benefits. A representative chosen from the NMO would be in the best position to make this presentation. However, this step should proceed knowing so well that political support does not



come easily but as a result of lobbying over the years. Private companies like UTODA shall win political favour if the capacity of the staffs employed is recommendable by politicians. UTODA is known to be congested by a mafia group (see interview transcript) of people whose aim is maximization of profits other than service provision. This organisation could have its employers trained in geospatial technologies or employ staff knowledgeable in the use of spatial information for decision making and in so doing become attractive even to politicians. Implication: Efforts to strengthen the links between the SDI components may not be supported by politicians if no justification on the data needs, budget and any information products is made to parliament

5.2.2.2. Collaborations and Policies

“Good government policies are absolutely necessary for the effective achievements of the components of an SDI. The implementation of an SDI is very dependent on government financing, supportive government policies and the political will of the government” (SDI Africa 2004). In the study area, there is a need to address such policies as right of access to information, pricing policies, Policies relating to the use (UTODA in this case) and exchange (other providers and users) of spatial data. For this to take effect, government should take a step further to have the already drafted policies implemented by a hearing in parliament as is the requirement in Kampala. Without a mandate from above, little or no coordination and sharing appears to occur. Organisations are encouraged to have memorandums signed to effect data exchange amongst them for this is most likely to have a positive impact on reducing the price of datasets besides the formalization of collaborations. In this way, data exchange between organisations will become institutionalized thus enabling lawful transactions.

5.2.2.3. Streamline Roles and Responsibilities

Although all transportation organisations need to embrace geospatial technologies to improve decision making, the Ministry of Works and Transport (MoWT) may have to take a leadership role for the transportation sector as a whole. This may be effected by it (MoWT) remaining as an overseer while delegating and streamlining roles and responsibilities for other low level organisations. As suggested by interview respondent (IA 12.1), the roles and responsibilities of the various transport planning and stakeholder organisations should be clearly stipulated by the MoWT management in order to avoid duplication of efforts. As such, these roles should evolve if we are to influence use of geospatial information and the respective tools to best advantage. For instance; the role of the Ministry could shift from implementer to facilitator/enabler and role model this to allow the responsible agencies to become more flexible and responsive. Fortunately, this role of the MoWT in the study area is in the process of shifting (IA 8.1). On implementation of UNRA, the role of RAFU as an authority is also intended to better decision making and reduce the ministerial responsibilities (See 3.2.1.2). When partnerships are involved (as is the case for the SDI development in progress and as is the plan for the public transport provision, also as depicted by figure 2-6) the difference between the roles and responsibilities of the public and private sector in the provision of services is vital to streamline.



Public role The public sector is responsible to ensure that the whole population is treated equally and that it has residual taxing powers. In this, the government has an important role to play to ensure equitable access to infrastructure and services. However, this is yet to take effect in the study area. SSE is yet to become a policy issue as focus is more on poverty alleviation. Government agencies in this transport planning sector may have to assume new roles that are flexible, facilitating, focused towards active participation of all actors involved and provide social, financial and technical support to the urban poor. For instance Public transport provision, setting and Maintenance of public safety standards: users of public transport are entitled to know whether drivers and vehicles measure up to appropriate standards. It is the role of the government through the TLB to establish such standards and provide inspection services to ensure that they are met. Also, it is supposed to ensure that the charges are known although whether it should regulate fares is still a debatable question (Roth 1987). The advantage of having this public organization develop and inspect the set standards is to reduce compromises made by the private company in charge of public transport. More so, the MoWT is to provide rights of way (exclusive rights of way to public transport vehicles) and to provide economic facilities thus promoting social equity. UTODA has argued that its services are limited by road condition and it is the mandate of the government to provide better conditions as discussed (3.2.1.1). Private role The private sector on the other hand is responsible only to its shareholders, owners, and or clients. It’s charging is limited to those who benefit from its activities or those who employ them. To avoid over charging of services, partnerships are encouraged. These should therefore be achieved by taking advantage of each other’s strengths and making use of each others comparative advantage in order to be able to learn from each other’s experiences. In the study area, Public Private Partnerships (PPP) has often been mistaken for privatisation. “Privatisation is a full divestiture or when a specific function is turned over to the private sector and regulatory control remains a public sector responsibility” (CCPPP 2004). PPP on the other hand is “a cooperative venture between the public and private sectors, built on the expertise of each partner that best meets clearly defined public needs through the appropriate allocation of resources, risks and rewards” (CCPPP 2004). As such, privatization is complete transfer of service delivery to the private sector. It is profit oriented, funded by the market and governed by the private company law. Despite that in certain cases privatization has resulted in a better provision of services, there are areas where this policy, as applied now, goes against the concept of an equitable provision and management of public services. This is evident of the as-is situation for the public transport provision in the case study area. Besides the inability to achieving SSE, UTODA is limited by maximization of profits and the absence of a public organization as a backing body. However, this requires a major policy shift! PPP approaches towards attaining SSE in public transport provision and attaining proper information management in consonance with figure 2-6 are recommended. Management Role Another vital aspect of partnerships is the role of management. This role includes; Goal and policy formulation, planning and programming, implementation, operation and maintenance, monitoring and evaluation and the application of information derived from monitoring to planning and operational



functions (Schubeler 1996). In respect of this research, this role is attributed to the MoWT along with the government. This is not forgetting the use of Geo Information in the above role. The actions necessary to make widespread use of geospatial data in a systematic way could be achieved through a focused alliance and collaboration among public, private and academic communities. A more practical role, rather than to order data requirements, would be to solicit data from data owners and providers and to encourage data sharing among the producing agencies, users and decision makers. This in the study area may be effected basing on previous sections 5.2.2.2 and 5.2.2.3.

5.2.2.4. Partnership formulations

A clear definition and understanding of PPP in the study area is required as ambiguities in its understanding result into an unsystematic formation and implementation and the delivery of public services ultimately leading to negative outcomes. The case of UTODA’s provision of the public transport service, for instance is seen as a PPP approach even when it is evidently a privatisation scheme. Most importantly, appropriate legislation and clear policies to support and guide private participation in planning, data collection and management is a requirement. Following are streamlined actions to planning for an effective PPP arrangement. 1. Although a formal, legislated policy document may not be a prerequisite to the development of

partnerships it is important before attempting to introduce partnership arrangements on a scale affecting a large proportion of public services that an overall set of policies is first designed, argued through and promulgated for discussion. A legal framework for a co-operative action of government administrations and private companies must be created. Fees and charges in this case should place the PPP into consideration. A detailed work plan in form of programme objectives and timetable must be clearly stipulated.

2. A management change programme could be designed to help both management and the organization adjust to new procedures and take on new skills.

3. Indicators may be developed to measure the performance both in terms of efficiency and effectiveness. Mechanisms for quality control especially on the part of the private sector should be devised and likewise, ethics should be emphasised with streamlined penalties for mistakes against agreement.

4. Local authorities accountable for the private sector should be in position to initiate, facilitate, monitor, evaluate and control the performance of the private sector.

5. Also, for collaboration to occur, the benefits and the sharing of revenue may have to be made clear by government to all participating parties. More so, this may require a strategic plan and clearly defined responsibilities and roles of both the private and public sector partners streamlined (as previously discussed)

6. The sustainability of the partnership could be catered for by for example having regular reviews of the partnership agreement. Such issues as actors, relationships, financing structure (the financial arrangement ought to be clear at the onset), priority of service category, and value for money, affordability, risk and service outcome when assessing and enhancing the set up, implementation and management and the outcomes of the PPP arrangement may have to be scrutinized from time to time.

7. The government is encouraged to retain final responsibility and ultimate accountability for performance and liability for the consequence of any errors



The practice of contracting out short term, ephemeral or purely supportive tasks e.g. vehicle licensing for public transport vehicles and digitizing of maps on the part of data is encouraged. This should take caution in guarding against corruption in the allocation of government contracts, granting of licenses, supervision of the private sector and other procedures. Effecting this is required a clear and open procedure to all those involved on how contracts are secured. Also, it is desirable to set up mechanisms for evaluating PPP performance e.g. how SSE should be assessed?

5.2.2.5. Capacity Building

The issue of Capacity building may be addressed from two angles, on the one part, strengthening institutional capacity i.e. the public and private sectors as the users and suppliers of spatial data and strengthening the management capacity of the organisations all in geospatial technologies and associated benefits. For these are needed competent, committed, communicative and cooperative personnel. Next is to deal with the creation of a general awareness to spatial data users in all disciplines on the concepts and ongoing initiatives of SDI. Sensitization came up as part of the opinions of the respondents as the awareness of management on geo technologies is devastating (see transcript, KCC GIS & UTODA). The ability of organisations to apply geospatial information technologies to improve transportation is dependent on the awareness and appreciation of an organisation’s leaders, level of knowledge of staff, the development of human capital, and the advancement of the geospatial infrastructure for use by the organisation (2004) TRB. Otherwise, often, most decisions are made on the basis of interest groups and political suitability, rather than on objective decision analysis. In order to ensure that the above abilities are leveraged, the following actions are recommended; Assistance in form of capacity building should be provided to agencies to incorporate technologies into their day to day operations and, as necessary, expand and modify their business processes to capitalize on these technologies. For the public transport providing organisation (UTODA), this may only be made possible if there exists a public organisation in concession (PPP) with it (UTODA). Apparently, this organisation has no awareness on the potential cost of making decisions without geospatial information. Being a private company (profit oriented) and as portrayed in the interview sessions, the organisation is adamant in employing low qualified cadres. A public organisation would be in position to boost UTODA in adapting to new concepts. A public transport policy that streamlines vehicle licensing, taxi fares, taxi legislation, and etc all on the basis of geo information is a requirement the basis on which building capacity may proceed. The Management is responsible to ensure the drafting of such policy by government. More so, short term applied research to develop new tools and adapt existing tools to support various functions such as transportation planning, environmental streamlining, engineering construction and operations could be part of the yearly plans of the organisation if sustainable capacity is to be ensured. It is important to have Transport planning practitioners at all levels well grounded in geospatial information concepts continually updating their knowledge and skills in geospatial information technology. Continuous initiatives of having participatory and role playing workshops to create awareness and build support are highly commended in the study area. Trace of these initiatives is evident in some of the organisations in this research (NFA, S&M, KCC and UBOS – see transcripts).



However, for the management of KCC, further awareness and capacity building on the benefits of geospatial technologies as decision support tools is encouraged. On the part of the private organisation UTODA, this awareness is recommended to begin from top to bottom as the ability of organisations to apply geospatial information technologies is initially often dependent on the awareness and appreciation of an organisation’s leaders. Implication: Workshops could be participatory and role playing other than listening lectures. Small groups and sector specific sessions may be more effective.

5.2.3. Data perspective strategies

Organisational issues can not stand alone without address to the data itself and as such, several actions are necessary to ensure successful access to this data/information and more so, that the data is appropriate. Research has identified data requirements on the part of providers and users (4.3.1). Basing on these data requirements, the following guidelines / activities (non sequential) are discussed in recommendation for achieving the information requirements in transportation planning. However, to undertake the said strategies, caution should be taken to develop vision, raise awareness on spatial data, strengthen institutional capacity with continuous undertaking of research, develop plan and take time to establish priorities and to know that history is always important and has a lot to learn from.

5.2.3.1. Data completeness, update ness and metadata

Start with existing material: The best place to start is with the information that is already held by both transport planners and mapping organisations both private and public. In order to identify where the significant gaps are, development of a metadata inventory (library index) of existing material could be the first step. Archive data; since it is known that most project data is used for a single purpose and then discarded; procedures and activities should be defined to archive available data. In most cases data that are collected for a particular project are useful for other projects as well. Sustainable development requires that all wastes are minimized and resources re-used as much as possible. Moreover, some data required for particular decisions are transient and may no longer be available to collect when required (see workshop transcript). For this reason, current project-based data acquisition may possibly be transformed into a systematic activity for building and sustaining a geospatial information infrastructure. The review of spatial data needs and available data sets will help identify gaps and duplication of efforts and in the long run help in assigning custodianship roles. Data definition and catalogue / dictionary; creators and maintainers of data need to consistently compile metadata or related documentation to every data in custody. Empirical evidence shows that data for transport planning is not used partly because it is not known. Appropriate documentation of data requires that the necessary resources be incorporated into all data activities and projects to ensure that available data is made known. Embrace of change; technologies are in advance and new methodologies and procedures are often coming up. Adopting and incorporating them into the standard operating procedures often tends to maximize the flexibility in collecting, storing, and sharing data. Standardization; the use of data standards facilitates the harnessing of geo information in decision making. It allows for easy checking of the quality of foreign data. However in the study area, data



standards have not been addressed despite the acknowledgement of their viability. This is an issue that requires immediate attention to effecting spatial data exchange amongst sister organisations. Becoming initially informed about standard issues that will impact both the producers and users through participation in seminars, and reading of key scholarly publications may be a good start. The fact that standards develop gradually as the appropriate technology matures should be well known prior to development of any standards. In the mean time, the sector can make use of the same reference system and similar GI language so that data can be shared with fewer difficulties. The value of wisely chosen standards for geospatial information users is reflected in three primary themes of Portability, Inter-operability and information access and maintainability (Groot and McLaughlin 2000) Address legacy and or liability issues and privacy concerns by establishing comfort for the data provider and user. In order to ensure data sharing, these comfort levels must be developed. This coupled with the overpass of Institutional fiefdoms4 will take the sector high in attempts to share information. Once copyright policies are formalized and the data producers remain as custodians of their respective data, the above issues would be more or less achieved. This is more of a policy concern that should be handled by the government as previously discussed. Last but not least, if data providers moved from data owners to data custodianship, data sharing would be simplified. However, this requires that; • An inventory of spatial datasets in the study area be made. This together with such descriptive

attributes will reveal the potential value of each dataset in a data sharing environment. Agencies using part of the nation’s resources to collect data could then be viewed as custodians and not owners of these data.

• A pricing policy be established with a view of having greater usage and growth in the GI industry Implication: Every organization producing and offering spatial data services could appoint a contact person to attend to questions requiring reviewing of spatial data needs and available datasets. It may also be necessary to engage a consultant to carry out a more detailed analysis of the spatial data industry. A possibility of major departmental restructuring should in turn be open to all stakeholders

5.2.3.2. Funding Aspects

(SDI Africa 2004) states that there are no ‘tried and true’ mechanisms for funding SDI in developing countries and implementation of SDIs in these countries varies from infancy stage to the early development phase. The realization in Kampala is that SDI initiatives are based on NSDI standards for which a bottom up approach from Cooperate or Local SDI is recommended, see figure 2-8. Cooperate and local in this case implying discipline oriented SDI. This is because already complaints on such issues as funding have arisen and these are implicated to the scale of the approach. As such, recommendation on the funding aspect of a LSDI based on findings in the study area follows that; • Government budget could increase for some period; the 2 national mapping agencies studied

complain of limited budget which if government devises ways of increasing their budget for a period of say five years in which period attempts to update and complete datasets can be made. Also, other sources of funding can be generated within this period by producing more customized products as has been with some experiences as shared in (SDI Africa 2004).

4 Coming against the fears of loosing the organization’s institutional powers



• Donor funded projects be maximized to cover data aspects; Kampala has a number of ongoing donor funded projects in strengthening the spatial data industry (see interview transcripts). These projects could be used to compile metadata, build capacity on standards and complete and update datasets where possible. Organisations (KCC) that are privileged with International collaborations are urged to maximize all opportunities (data improvement and knowledge) that come with such interactions.

• Limited recourse structures (BOOT - partnerships)5 to sustain the individual components e.g. for standard development and technology. The various components of the SDI could be funded by partnerships. As has empirically been proven that the private sector is more equipped with capable personnel in GI technologies, part of them could be assigned to handle some SDI components on behalf of the sector until a stage when a public organisation (if required) can take over.

• Funding could also be effected through payments made by customers collected through public and private sectors, User charge (special taxes e.g. VAT) on SDI users.

The researcher’s proposal is that the different components of the SDI be funded differently by a combination of funding mechanisms from the options as discussed above. Metadata as a mandate be compiled on project basis using project funds, framework data supplied by the responsible organisations and compiled by NFA, and standards be developed by S&M as the pioneer MPO together with the private sector with more technological foundation and this should be funded through the government budget. Fortunately, the supporting technical infrastructure of electricity, telephone, broadband, internet providers, computer networks, data collection devices and spatial information supporting software are averagely available amongst the organisations. Unfortunately though, the social infrastructure of policies and legislation are yet to be formalized. The trained professionals on the other hand, necessary to support the linkage & strengthening of the SDI components are readily available which puts less demand on the funding to be raised.

Table 5-2: Logical Framework

Intervention Logic Objectively Verifiable

Indicators (OVI)

Means of Verification

(MOV)

Assumptions

Goal To have the transport sector advance towards establishing a NSDI in Uganda by bridging the gap between transport planning and GIM

50% advancement in establishing a NSDI for Uganda by 2010,

Monthly and / or yearly NSDI newsletters

Purpose To solve the problems identified as analysed in the study area specifically to eliminate duplication of efforts among organisations and make reliable GI data more accessible to users

Each organization performing explicit duties as defined by Ministry

Progress report from each involved organization 2007/08/09/10/11/12/13/14/15

All organizations involved have awareness on geospatial technologies, data sharing concepts and associated benefits as required in the transport planning discipline.

5 BOOT- A private agency receives an authorization to finance, design, build and operate a facility and to charge user fees for a specified period, after which ownership is transferred back to the pubic sector.



Outputs 1. Political support 2. Formal collaborations and operational

policies 3. Streamlined roles & responsibilities 4. GIM awareness 5. Complete and up to date standardized

data 6. Metadata to all datasets

100% political support by 2010 By 2008, 100% formal collaborations

100% Compulsory use of data for decision making 80% Accessibility to data 100% Standard data prices

Each organization with specific & streamlined roles No. of organizations using Arc GIS, ILWIS, and other geospatial technologies Data standards are in place by 2010 By 2010, 100% of data is documented with associated metadata

Government Budget allocations to Mapping Organizations and support to SDI initiatives Signed memorandums of understanding Minutes to decision making sessions with attached data used Data user survey sheets Organization’s Sales statistics Organizational handbook with streamlined roles and responsibilities Organizational reports Format of datasets Yearly Handbook of available data and custodian Organisation

MoWT maintains overall responsibility as an overseer of the involved organizations Roles and responsibilities for the involved organizations are annually revisited and amendments made.

Activities 1.1- Make regular presentations to parliament to justify concepts 2.1- Sign memorandums of understanding 2.2- formalize the drafted policies 3.1- Form Partnerships between public and private organizations 3.2- Streamline organizational roles and responsibilities 4.1-Identification of specific areas in need of strengthened training and capacity Building, 4.2 Development of training and capacity building packages/curricula 4.3 Provision of training and capacity building in seminars and workshops

Inputs 1. Human resources 2. Data capture

equipment 3. GIS software 4. Computer hardware Human Resources Human Resources 1. Human resources 2. Data capture

equipment 3. GIS software 4. Computer hardware

Budget (Requires further investigations in the sector)

Type of software required

No. of Human resources needed

Type of equipment and method of data capture to be used

No. of seminars and or workshops to be conducted, No. of Participants, Data needs, etc.

The private sector is willing to compromise its liberty to partnerships involving government interventions (See 3.1) Trainers of trainers are readily available (see 4) There is a willingness of the various organization’s staffs to participate in the training workshops (see 4)



5.1- Assess current organizational technology and status of data (currency & completeness) 5-2- Develop standards to datasets 5.3- Complete and up date datasets 6.1- Identify all data producing agencies in the transport sector 6.2- Make a data inventory in all the identified organizations

1. Human resources 2. Data capture

equipment 3. GIS software 4. Computer hardware Human Resources

Technical professionals for consultations on standard development are available. (See 5.1, 5.2) There are donor opportunities to fund data completion, metadata & update activities (see 5.3 and 6) Organizations have sufficient initial budget for equipment and software

Preconditions There is prior awareness amongst stakeholder organisations in transport planning on geospatial data, technologies, and SDI concepts & initiatives in the country.

5.3. Aspects of the Study area on proposed strategies

In consonance with (Radwan, Nasr et al. 2005), most NMAs around the world are still characterized by their traditional way of doing business (see S&M for Kampala as discussed in chapter 3), built up in the time when government funds were secure and the mapping market was relatively stable. They are lacking experience with collaborative work and partnerships with other public and private institutions for the creation of services beyond their capacity as a consequence of these users are permanently dissatisfied. There is need to have them revise their mission from business perspective to competitive without violating their national mandate. One such way is by exploring new business models for collaboration with other public and or private institutions (PPPs). The Surveys and Mapping department of Uganda is currently playing an active role in the initiatives taking place to create the National Spatial Data Infrastructure NSDI. These initiatives are intended to have all mapping organisations come together in view of standardizing and sharing data. However, sec 4.2.4 has highlighted incidences of lack of awareness of SDI on the part of private organizations. For this reason, continued Capacity and awareness building in form of workshops and seminars as initiatives towards the ongoing SDI developments in the sector is encouraged. The problem with adapting the PPP concept to Kampala begins with its status as a developing nation. Developing countries are economically depressed, lacking the resources to effectively apply a PPP. PPP approaches are suited to and at the moment working best in countries with relatively strong public and private sector institutions, sound economic resource-base, and an appropriate and enforceable regulatory framework. In Kampala however, the public sector institutions are weak, they have poor economic resource base and weak regulatory framework. The private sector on the other hand is still young and lacks adequate financial and managerial capabilities. Yet, PPP seem to derive their strength and success from the availability of an appropriate enforceable regulatory framework and a vibrant private sector with financial, managerial, innovative competencies that the public sector would like to exploit. The PPP approaches in Uganda are largely motivated by how much the private sector is willing to remit to the local government in form of fees. There is therefore a need to find strategies that



reconcile motivation for increasing returns at the same time secure improved service delivery from the PPP approach. This would be considered the number one activity to entering into any new partnership arrangement in Kampala. Various studies ((Zhang 2005); (UNDP. 2005); (Zhang, Kirpatrick et al. 2004)) have indicated the critical success factors to consider when implementing a PPP as;

• Goal compatibility • Stakeholders’ acceptance and

support • Enabling political environment • Workable legal and regulatory

frameworks

• Economic viability of the project • Credibility and transparency in

procurement processes • Generally good governance.

In Kampala, all these are weak areas especially basing on the fact that it is dominated by ambiguities in the understanding of PPP itself. The private sector has complained of lack of political support and corruption has been highly reported in the procurement processes (see appendix 4 news paper references). With good governance and workable legal and regulatory frameworks, it is possible to achieve these success factors as issues like goal compatibility, economic viability of the projects and stakeholder acceptance can always follow suit. The provision of public transport in the study area is completely privatized and in consequence facing the challenge of equitable provision of public services. However, from the reviewed types of partnerships, its constitution (see appendix 5) shows that the PPP is a 5 year lease agreement. Bearing in mind the roles of the public, private and management sectors in a PPP arrangement as briefly discussed in sec 5.2.2.3, PPP is more feasible than privatisation for the case of the public transport service in the study area if SSE is to be achieved. PPP modeling as lessons from similar disciplines is recommended for further research (see chapter 6).

5.4. Good practices

Despite the inability to generalize the transport planning sector of the Netherlands, some good practices have been borrowed from the country and others from reviewed articles as was part of the aim of the research. Real time data In the Netherlands, Geospatial technologies have been used to collect, analyze and display planning data such as rider surveys, travel patterns, rider ship counts, on-time performance, jurisdictional boundaries, sensitive environmental zones and so forth for service planning, which determines the general location of bus routes and facilities. On a general note, their applications provide real time tracking of bus, Para-transit and rail vehicles. Tracking of transit vehicles is critical for operating efficiencies e.g. maintaining headways, rerouting vehicles, performance tracking, and signal priority (Kitamura, Fujii et al. 1997). Almelo municipality is able to visualize real time vehicle location information via the web with a plan to have the traffic situation of the city transmitted to the public in the near future. These are such practices that should be borrowed by the MoWT in collaboration with UTODA for the case of the study area. Since this is an



approach to benefit the public, a private organisation in UTODA’s circumstance would not be in place to provide such a service at an affordable rate. In collaboration with a public body (government intervention), this would boost efforts of reducing traffic congestion and aid effective accident monitoring in the city. To achieve these, UTODA could collect and analyse such real time data as the GPS locations of their vehicles and accident spot data for purposes of rerouting vehicles during traffic congestions and analysing accident spots for future control. Bureau of transport statistics A bureau of transport statistics whose mission is to lead in developing high quality transportation data and information and to advance their effective use in transportation decision making is recommended for the transport planning sector in Kampala. This is a good practice that can be borrowed form the U.S. department of Transportation (2004) TRB. For instance, with such a bureau equipped with traveller behaviour, origin-destination routes, and demographic data among others, effective planning for the routing of public vehicles may be based on reliable data. Strategic planning department The purpose of such a department is to understand travel patterns within the metropolitan area. This requires a combination of census and land use data and coordination of such information involves forming institutional links not only with the city but also with the local governments that the company serves in the area. This strategic planning department relies on customer satisfaction surveys that frequently have an associated geographical element. An impression of this planning department is seen in the Regional government that covers Almelo and Enschede municipalities. This is yet another good practice that can be borrowed from the Netherlands where the private company providing public transport is controlled by the regional government and for this; SSE can be addressed unlike for the situation in Kampala where privatisation of the public transport industry has failed to allow for SSE. In Kampala, UTODA and the various local councils could form a strategic planning department with the Local councils playing the role of the regional government as is in the Netherlands. Others It would also be a good practice to involve users of public transport in planning for their provision. This can be argued by the fact that they use the means and are in the best position to give ideas as users. Also, committees of data producers, users and other stakeholders with the responsibility to oversee the development of geo information policy and standards have been known to ensure compliance. Setting up such committees for the Kampala situation may go a step further to re-engineering the GI industry with a change in the overall view of the collection and use of geospatial data. Focussing on technical tools and standards alone may not be enough for the Kampala case, instead, roles and responsibilities of all participants must be fundamentally redefined. Formal arrangements for data exchange amongst organisations could start with public organisations that are dominantly financed by the government and develop further to include private and other bodies once arrangement is institutionalized. In Almelo for example, contractual arrangements have been made by the regional government to have data supplied to the Department of Urban planning, transportation and environment by several data providers yearly, every 4 months and monthly depending on the frequency of need. Subscriptions have also been made to other bodies like the bureau of statistics which is a good practice that could be borrowed.



5.5. Recommendation Summary

Geospatial information and technology are a critical part of the transportation infrastructure. This coupled with the availability of more and more data produced and at the moment managed by the different producing agencies, five issues need to be further streamlined; 1. Different levels and types of transport planning organisations need to combine geospatial

information to improve decision making 2. A mechanism needs to be provided for transportation stakeholders to access information and

this could be initiated by a policy (ies) for all levels and application areas of transportation The workshop discussion and majority of the interview sessions in the data collection phase (see appended quotes) of this thesis were dominated by a cry out on the part of formalization of collaborations to this effect with policies. Without a mandate from above, peer pressure, or the support of practitioners, little coordination or sharing appears to occur! 3. A clear coordinating mechanism within the transportation community must be established to

ensure that the geospatial sector is assessed. This entails; • The individual data providers are identified and have a way, and the incentive, to share

their data • A plan is established and maintained to fill information gaps. Standard update periods of

specific data aspects could be defined. • Decision makers understand the importance of having and using the geospatial

information infrastructure. 4. Data acquisition and management projects should be able to compete in budgetary terms with

many other needs that show immediate and tangible payoffs. Funding for such national mapping agencies involved in data collection and management is often compromised at the expense of politics in the study area

5. Issues of funding should be clearly addressed well in advance • Central government should set aside a special budget for this initiative for at least 5 years

after which it can sustain itself by see 5.2.3.2 The researcher’s proposal on the structure of the transport planning sector (users and providers of transport planning data) basing on the organisations from which data was collected is as in figure 5-1 next page; Transport planning organisation: the MoWT should remain as the overall leading organisation to do the master planning (20-30 years) of the transport infrastructure and services and RAFU, NEMA, MOLG, MFPED and the Transport Planning (TP) and engineering department (Eng Dept), all directly under it. All these organisations are to work in collaboration to ensure that the Ministry’s master plan is achieved. They are to indulge in control planning (10-15) of the top level plans and could have their specific roles clearly streamlined to avoid the alleged duplication of efforts. The proposed roles follow as; MFPED – for strategic budgetary planning with emphasis on ensuring spatial and social equity, RAFU – Primary road development, rehabilitation and upgrading, MLOG – PPP arrangements and management of public transport infrastructure and services, TP & Eng Dept – making strategic policies on urban expansion and planning and ensuring physical expansions (construction of new road developments). This includes comprehensive transport



surveys, strategic transport planning, Road network planning, local transport improvement and road design.

Figure 5-1: Proposed organisational Structure of the Transport sector Under the MOLG, the public transport service organisations exist which, in consultation with the MOLG, make detailed plans in line with the Master and control plan’s provisions for public transport. This service is to be provided under PPP arrangements between the MLOG and other private companies UTODA inclusive. This is to minimize the monopolistic position of UTODA as observations are made on these organisations to assess the PPP initiative. The Transport Licensing Board (TLB) to issue vehicle licenses and determine transport fares and the police to monitor traffic and accidents are also directly under the MLOG and work in consultation with each other. Data management: Surveys and Mapping (S&M) as the pioneer National Mapping Organisation (NMO) is to take a leadership role on the part of the data providers. At this moment, this department is assigned with the responsibility of developing standards, managing quality aspects and data integration between several data providers. NFA, UBOS and the private mapping organisations follow underneath. The private mapping organisations could have a representative body that relates directly with S&M on the same level with NFA and UBOS on decision making. E.g. NFA could be responsible for the framework data / base map; the private sector may develop metadata formats as S&M maintains quality and data integration issues all of which are foundations to data sharing. All this data should be accessible by users through the Bureau of transport statistics (see section, 5.4: Good practices)

PD: Private data producing agency

Bureau of transport statistics

S&M

PrivateNFA UBOS

PD3 PD2PD1

MFPEDNEMA MLOG TP& Eng Dept

RAFU

TLB PT Police

UTODA PT2 PT3

PT: Private Company providing public transport Services

MoWT

Government



MoWT and S&M are responsible for formulating policies and plans as the Government (Parliament) takes the responsibility of formalizing them. The two should work hand in hand to ensure that the required data and / information for transport planning is readily available. Also, definition of roles and responsibilities for their sub ordinate organisations with the initiation of policies to effect data sharing should be the responsibility of these leadership organisations. Currently there are no PPP arrangements which as recommended in the above structure are hopeful to improve the whole transport planning sector.

5.6. Conclusion

Several issues in the transport planning sector of Kampala need to be addressed in order to have a clear and useful link between the SDI components. These include the issue of coordination of the contributions from both the users and producers of spatial data, the need to re-engineer the spatial data industry by mandating metadata compilation, developing data standards and most of all change from data ownership to data custodianship. Since all spatial data infrastructure activities cost money and Kampala has a serious financial constraint, to avoid such circumstances of unnecessary spending, and the saving of time, Uganda has a valuable opportunity of learning from the successes and failures of those whose SDI constructions are at advanced stages. For this reason, various activities have been discussed in this chapter and some good practices highlighted. Arguably, any effort to improve the transport system in Kampala that is without attention to organizational and institutional issues will not yield the desired results of meeting information requirements and promoting data exchange to avoid effort duplication. Infrastructures are expensive to develop and maintain, and the returns from the investment are usually long term. This calls for other funding besides the government budget options for which have been suggested, PPP models as part of them. It is evident from the above discussion that partnering that includes the private sector is necessary for the long term sustainability of the data needed to support decision making. This is due to the increase in demand for quality infrastructure, services and data at the inconstancy of resources such that transport planning agencies can no longer afford to produce single purpose datasets.

Chapter Six: Conclusions and Recommendations


6. Conclusions and Recommendations

6.1. Conclusion

This research has found the most difficult issues facing transport planning agencies and relating to geospatial data as more of social than technical. The technical problems of Software and hardware have not come up dominantly as compared to the way organizations operate on a daily basis and how various agencies relate to each other in data acquisition, management and dissemination. This research had three objectives and 8 research questions all of which have been consistently responded to in the previous chapters. Research question 1; From the discussion in chapter 2, it has become clear that the following aspects of the nature of transport data are complex: the data are acquired and provided at different administrative levels, heterogeneous data formats and structures are being used, there are no geo information standards prescribed for similar transport analyses in the different locations. An important notice also was that data are both spatial and non spatial. Research question 2; Several GIO produce and manage data relevant for transport planning. These include, National mapping Organisations (NMOs), private mapping organisations, bureaus of statistics, Environmental management organisations, Transport ministries and stakeholders in transport planning (MoWT, RAFU, MFPED, MLOG, for the case of Kampala). The NMOs, MoWT & RAFU produce and maintain inventory data of the transport system; NEMA maintains the environmental impact data, data in relation to accidents by the police and UBOS is responsible for statistical data. Policies and regulations guiding the production and management of the respective data are available but not formalized hence the perception that there are no policies to this effect. The data in the above organisations is partially available but incomplete, outdated, and of limited quality. Research question 3; The GI data structure necessary to address the issue of social and spatial equity for the case of Kampala was found comparable and contrasting on the other hand to that reviewed in literature for European standards. In Kampala, this structure comprises of such data as traffic counts, existing road network, social economic data, origin destination models, traveller behaviour data, demographic and land use data. For the European case, it comprised of regional development, urban and rural form, goods and passenger transport, lifestyles, economy, environment and population. In Kampala, Environment consideration in transport planning is at its infancy while the issue of lifestyles is yet to be tackled altogether. The northern and southern by pass projects in Kampala are intended to streamline goods and passenger transport which also is a consideration in the Netherlands case. Both cases consider demography (Population) as one of the data items sufficient for the planning for SSE. Research question 4; The users of transport planning data in Kampala include the Ministries of Transport, finance and local government, the public transport providing agencies (UTODA and



UBOA) and various stakeholders (RAFU, NEMA) while the producers include National mapping agencies (S&M, NFA), the Ministry of Transport engineering division, some stakeholders such as RAFU and privately practising mapping organisations. Research question 5; Both users and producers require complete, up to date, quality and timely reliable data. Data users require knowledge of which data is available and the organisations being custodian to it. Also, data standards to ease exchange and integration of data from other organisations are a requirement. The private data providers on the other hand are more interested in control points and a base map for mapping and orientation. Above all, both parties require formalised collaborations with each other which further require functioning policies on use and exchange of data, pricing and copyright policies. Research question 6; Chapter 5 has addressed the last objective of the research and concluded that the best way to meet data and information requirements is by strengthening collaborations, establishing and improving partnerships amongst the participating organisations. Research question 7; The available data can best be put to use if made known by documenting it and compiling metadata. Also, if geospatial technologies are incorporated into the daily operations of organisations, the available transport data could be put to use. Research question 8; Empirical evidence has confirmed that strengthening the links between the SDI components is the best way to manage transport planning data. Partnerships have been recommended in ensuring that these components are right in place. However, empirical evidence seems to suggest that metadata although one of the components of SDI ranks low. This is implied by responses from both the Netherlands and Kampala case arguing that “these are things we all know”. Generally, in order to improve decision making, all transportation organizations may need to embrace geospatial technologies but more so, the MoWT is to take a leadership role for the transport sector as a whole.

6.2. Recommendation

6.2.1. Specific to study area

Besides the general recommendations as discussed in the previous chapter, addressing the transport planning problems in Kampala requires that;

• National government formulates and implement an information strategy for decentralized data management for sustainable transport planning

• The proposed information management strategies (IMS) in place in the various organizations be implemented

• Capacity building modules be developed for the different categories of users of the GIT (SDI) in transport planning

These are some issues that were identified during the fieldwork but due to time constraints no in depth investigations were made. Further investigations on the existing IMS that have failed to take off and how capacity in GIT can be best built in the various organisations is recommended.

6.2.2. Further research

The researcher recommends the design of a prototype for the discussed strategies in the previous chapter for which the discussed guidelines can follow.



It has been recommended that Public Private Partnership (PPP) arrangements are essential for sustaining SDI components and that they would transform the public transport service in the study area. Various activities to have this in place have been drafted in the previous chapter. However, this is not a sufficient start. Further research on PPP models especially as lessons learnt from other countries where it is working effectively should be accessed and the viability more clarified.

Since the data needed for transport planning is from distributed systems, resolving heterogeneity, an issue that requires standards in place is the most required function at the moment. This is also a researchable theme that will entail development of generic models for transport planning in order to understand the process and its requirements and more so as a step further to standards development.

The research concludes that there is no single approach to collection, analysis, display or dissemination of the diverse requirements for geospatial information in addressing the complexity of the transport sector. A need exists for different levels and types of transport organizations to combine geospatial information and technologies to improve management, decision making and resource allocation.

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concept to reality. London etc., Taylor & Francis. 50. Yin, R. K. (2003). Case study research: design and methods. Thousand Oaks etc., Sage. 51. Zhang, X. (2005). "Critical Success Factors for Public Private Partnerships in Infrastructure

Development." Journal of Construction engineering and Management Vol. 131 No. 1. 52. Zhang, Y., C. Kirpatrick, et al. (2004). "State versus Private Sector Provision of Water

Services in Africa: Empirical Analysis". Working Paper Series, University of Manchester. 53. (1993). Manual project cycle management: integrated approach and logical framework.

Brussels etc., Commission of the European Communities, Directorate General for Development Evaluation Unit.

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54. (1997). Multimodal transportation planning data: final report. Washington, D.C., National Research Council, Transport Research Board, National Cooperative Highway Research Program (NCHRP).

55. (2002). Cities on the Move. A world Bank urban Transport Review. 56. (2004). Towards a foundation for Improved decision making, Geospatial Information

Infrastructure for Transport Organizations, Conference Proceedings 3.1, Transport Research Board (TRB).

57. (2005). Guiding Principles for Public-Private Partnerships PPP, in Land Administration,

United Nations Economic and Social Council. 58. (2006). Ministry of Works and Transport, Ministerial Budget Policy Statement Vote: 016,

Financial Year 2006/2007, Presented to Parliament for the debate on the budget estimates of revenue and expenditure.

Acts and Plans

59. The Local Government Act of 1997 60. Poverty Eradication Action Plan (PEAP) (2005) 61. Town and Country Planning Act (T&CPA) (2001)

Websites

62. CCPPP: http://www.pppcouncil.ca/ 63. Ministry of Finance Planning and Economic Development: http://www.finance.go.ug 64. National Forest Authority: http://www.nfa.org.ug 65. National Environmental Management Authority: http://nemaug.org 66. Road Agency Formulation Unit: http://www.rafu.or.ug/ 67. SDI Africa: http://geoinfo.uneca.org/sdiafrica 68. SDI Cookbook:http://www.ikg.uni-

hannover.de/lehre/katalog/amtliche_gis/cookbookV2.0_Gliederung.pdf 69. Surveys and Mapping Department: http://www.africover.org 70. Uganda Bureau of Statistics: http://www.ubos.org

71. http://www.imf.org/external/NP/prsp/2000/Uga/01/index.htm 72. http://www.geom.unimelb.edu.au/research/SDI_research/

http://www.pppcouncil.ca/

http://www.finance.go.ug/

http://www.nfa.org.ug/

http://nemaug.org/

http://www.rafu.or.ug/

http://geoinfo.uneca.org/sdiafrica

http://www.ikg.uni-hannover.de/lehre/katalog/amtliche_gis/cookbookV2.0_Gliederung.pdf

http://www.ikg.uni-hannover.de/lehre/katalog/amtliche_gis/cookbookV2.0_Gliederung.pdf

http://www.africover.org/

http://www.ubos.org/

http://www.imf.org/external/NP/prsp/2000/Uga/01/index.htm

http://www.geom.unimelb.edu.au/research/SDI_research/

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73. http://www.ikg.uni-annover.de/lehre/katalog/amtliche_gis/cookbookV2.0_Gliederung.pdf 74. http://www.uneca.org/awich/AWICH%20Workshop/YaoundeWorkshop/Sdintro-Paul.pdf 75. http://www2.siu.no/pub.nsf/0/FC51489A66A5ADFEC1256F39003F82EC/$FILE/annual_rep

ort_norad_fellow_2001.pdf

Online Newspaper references 70. http://monitor.co.ug/letters/index.php 71. http://newvision.co.ug/D/8/459/539789 72. http://www.newvision.co.ug/detail.php?mainNewsCategoryId=8&newsCategoryId=13&newsI

d=519397 73. http://www.newvision.co.ug/detail.php?mainNewsCategoryId=8&newsCategoryId=21&newsI


d=524893 75. http://www.newvision.co.ug/detail.php?mainNewsCategoryId=8&newsCategoryId=13&news

Id=528808 76. http://www.newvision.co.ug/detail.php?mainNewsCategoryId=8&newsCategoryId=21&news

Id=540054 77. http://sundayvision.co.ug/detail.php?mainNewsCategoryId=7&newsCategoryId=124&newsId

=539525 78. http://www.newvision.co.ug/detail.php?mainNewsCategoryId=8&newsCategoryId=21&news

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d=537908 84. http://www.newvision.co.ug/detail.php?mainNewsCategoryId=8&newsCategoryId=12&news

Id=539362

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http://www.newvision.co.ug/detail.php?mainNewsCategoryId=8&newsCategoryId=13&newsId=519397
























Appendices


8. Appendices

Appendix 1 Interview Guides Netherlands case study The main objective of my research is to better understand the information requirements in the transportation planning sector, derive a methodology to achieve these requirements and make use of the available data in Kampala. For this, I intend to borrow good practices from one or two cities in the Netherlands on the basis of which the last part of my objective 3 shall be derived – i.e. to evaluate information management strategies to bridge the gap between data requirements and data availability for the case of transport planning in Kampala: Focus shall be on two aspects of the transport planning Sector; the organizational and information perspectives Organizational aspects

1. Which organizations are involved in transportation planning? Categorize organizations; what is the hierarchy of this organizational structure? Which organizations are involved in transport infrastructure, public service provision or otherwise? What type of Geo Information is used for each category?

2. Are there any private organizations involved in the transport planning of the city? Identify the private and public organizations, what is the role of each category? Investigate the involvement of any non governmental agencies e.g. corporate sector, voluntary organizations, self help groups, community based organizations, etc.

3. Does there exist any form of partnership between the government and private organizations in the provision of public transport services? How was this initiated and how is it maintained and managed? What is the role of the government? Is it different from that of the private sector?

4. Are there any existing data infrastructures specifically for transport planning? Identify the technological and institutional issues related with the SDI

5. What is the information flow between the stakeholders / actors in transportation planning? Identify the hierarchy in the decision making

6. How do you achieve spatial and social equity in the provision of public transportation services?

7. What are the qualifications of the staff involved in transport planning?

Information aspects 1. Which GIOs produce and manage data relevant to public transportation planning?

Categorize organizations and data types. How often and how systematic is the data collected (issues of coverage, completeness, accuracy and Currentness of the data)? How

Appendices


(in what format or standard) using which technology for data collection? Are there any policies and regulations for data collection?

This may require some interaction with personnel from the data providing company (s)! 2. How is the gathered information supplied to the users?

a. Paper data sells from offices, clearing house nodes, websites, ecommerce, or otherwise

b. How often and how systematic is the data provided/ obtained? Is this frequency sufficient?

3. What technologies are used in the collection, management and dissemination of data? Data exchange mechanisms between provider and users

4. What Geographical Information specifically guides the pricing of your services? This is relating to bus fares.

5. How do you achieve spatial and social equity? What data aspects are principles to this? 6. Does the data received from the provider suit your requirements? Do you compliment the

data anyhow? What Geo Information processing skills do you incorporate? 7. How much of the required information are you able to access? 8. Do you have access to the core (data that is the basis of your decision making) datasets

that you need? 9. Under what circumstance do you get the data / information? Subscribed, as need arises, or

otherwise? 10. How is the pricing of this data? 11. How do you rate accessibility to government information? 12. What is the involvement of the private sector in the generation and dissemination of data? 13. Rate the availability of digital, real time and metadata 14. Particularity on data standards? Are the standards maintained by the data providers? (does

the organization have ICT experts who can play around with the formats to achieve the requirements)

15. What technology is used to access, reformat and integrate your data into a useable form? 16. How do you think data/information access can be improved in;

a. Time of delivery (how much?) b. Quality (what sense and how much?) c. Communication

17. How is the quality of data from the different providers checked / controlled? What is known about the quality of the resulting or compiled data?

18. An interaction with your GIS center if any. 19. What type of data do you collect with the satellite monitoring system?

a. What is its use? b. Do you store it or is it used as and when collected? c. How frequently do you collect, store and make use of this data?

Interview schedule / Kampala

It shall be an open ended interview intended to generate discussions between the researcher and the interviewees. Depending on the direction of the interviews, more questions shall be developed accordingly.

Appendices


MOWTC Organizational Perspective 1. General information on transport planning in the country 2. What are the ministry’s Mission, Vision and Goal? How is the ministry ensuring that these

dreams are achieved? 3. Is the situation different for Kampala as the capital city? 4. Which organizations are involved in transport planning? 5. Are there any private organizations involved in the transport planning of the city? 6. Do there exist any form of partnership between the government and private organizations in

the provision of the public transport services? 7. Are there any existing data infrastructures specifically for transport planning? 8. What is the information flow between the stakeholders /actors in transport planning? 9. What is the organizational structure of the Ministry of works? 10. Does the Ministry have a website? Who manages it and what is the reasoning behind its

establishment 11. What are the policies and or regulations guiding the transport planning industry? 12. What role does the ministry play in transport planning? 13. Is there an initiation of an infrastructure in the ministry? 14. Are the various data providers willing to share their data globally? 15. Is the government aware of the importance of a NGII in Uganda? 16. Is there a potential plan for NGII in Uganda? If yes, who are the actors in that NGII? What is

the main purpose of establishing the NGII? 17. Is there any initiation of an information infrastructure in any of the involved organizations in

transport planning? If yes, which organizations? Information perspective 1. What geo information do you require for this role in transport planning? 2. Who are the providers of this data? 3. Do the different data providers allow the integration of their data for universal use? 4. How often do you require the data and how often do you manage to get it? 5. What data exchange mechanisms do you use to acquire these data? 6. What information flows exist between the various divisions of your structure? 7. Do you attach value to geo information as basis for transport planning 8. How do you achieve spatial and social equity in the provision of transportation services 9. What are the qualifications of the staff involved in the roads department (transport planning) 10. Is it easy to find out the existence and condition of certain geospatial data in the country? MLOG Organizational perspective 1. What is your organizational structure? 2. What policies and or regulations are guiding your activities? 3. In what way is the public participating in Transport planning in Uganda? Information perspective 1. What role do you play in transport planning? 2. What type of Geo information do you require for this role?

Appendices


3. Who are the providers of this data? 4. How often do you require the data and how often do you manage to get it? 5. What data exchange mechanisms do you use to acquire these data? 6. What information flows exist between the various divisions of your structure? 7. Is it easy to find out the existence and condition of certain geospatial data? UTODA Organizational perspective 1. Does the organization have a mission, Vision and goals? Are they in line with the overall

mission vision and goals of the country’s transport planning Sector? What is the way to achieving these goals?

2. What is your organizational structure? 3. What is your decision making process? 4. What policies and or regulations are guiding your activities? 5. How do you ensure that spatial and social equity is achieved in the provided public

transportation services 6. Investigate the qualifications of the staffs in the organization with reference to 7. The awareness and appreciation the organization’s leaders of the value of their investments

in geospatial information technologies 8. The level of knowledge that current employees have about applying specific geospatial

information techniques and tools 9. Follow up a case of vehicle allocation to routes using the new buses in arrival Information perspective 1. On what data / information do you base your decisions?

a. From which organizations do you get this data? 2. How often do you get the data / information? And how often do you have to make certain

decisions? a. Vehicle allocation to routes b. Passenger Fares

3. Do you compliment the data from your providers once receive or is it used as provided? What technology is used to access, reformat and integrate this data into a useable form?

4. What data aspects do you consider in establishing social and spatial equity 5. Elaborate on the information flow within your organizational structure 6. Is it easy to find out the existence and condition of certain geospatial data? User’s requirements (MLOG & UTODA) 1. What problems are being solved by public transport planning? 2. What information is needed to solve these problems? 3. From where can this information be accessed? 4. In which format should this information be disseminated? 5. To whom should this information be disseminated? 6. How often should this information be obtained? 7. What are the requirements to store, retrieve, distribute or disseminate information to meet

the needs of users?

Appendices


MLOG, MOWTC, MFPED, RAFU Other Transport planning Stakeholders (perceptions) 1. Do you realize the need for Information (GI) management in transport planning? 2. What do you think can be the best information management strategy to take? 3. Have you thought of PPP in the production and management of transport planning data

especially for the benefit of public transport planning? 4. What is your opinion on this initiative? 5. Is it easy to find out the existence and condition of certain geospatial data? GIS CENTERS 1. Explore and identify the nature, forma and context of transport information 2. What GIS software do you use in the organization? Esri products (Arc view, Arc GIS, Arc

Info, etc.), MapInfo, Geo Media, AutoCAD 3. Investigate such issues as Data formats, standards, completeness, up to datedness, coverage,

etc of the data sets 4. Who are the data providers or the data is solely collected and maintained by your

organization? 5. What portion of your required data are you able to collect or access from other providers? 6. Is the center in collaboration with any other GIS centers? What are the arrangements

(conditions) of collaboration? 7. Who are the customers of your GIS center? Is it solely used by you? 8. What information management technologies are in use? 9. Investigate the availability of Metadata 10. What are the qualifications of the staff’s at the center? 11. Is there any exchange and sharing of data with other GIS centers? If yes, how is that data

exchanged? If no, what is the obstacle limiting sharing of data? DATA PROVIDERS UBOS, NEMA, MOL, DOS, Other mapping agencies 1. Is the organization public or privately managed? 2. What policies and or regulations are guiding your production of data? 3. Are there any restrictions to accessing data form your organizations? 4. In what format is access to information provided to transport planners? 5. How frequent does this take place? 6. Do you engage in partnerships or collaboration with other organizations? 7. Do you share data with other organsiations? 8. Are there any barriers (mention them) to exchanging geospatial information with other GI

data providers? 9. How do you perceive this data sharing phenomena? Do you have any ideas and plans

regarding the same? 10. Does your organization have any copyright policy regarding the production of Geo

information? 11. What specific geo information from other organizations do you integrate? What technology

is used to access, reformat and integrate this data into a useable form?

Appendices


12. How is the quality of data from the other different providers checked / controlled? What is known about the quality of the resulting or compiled data?

13. Have you heard of SDI initiatives in the country? Is your organization part of any initiative? 14. Which of the following SDI initiatives are you aware of and possibly a member of?

a. Collaboration with GIOs in private and public sector b. Development of a clearing house for geographic data c. Training of government staff in GIS d. Large scale digital map creation e. Establishment of a GIS center f. Establishing GIS in schools (higher educational institutions, e.g. Universities) g. Establishing a GPS network

15. What is enabling the smooth running of GI activities in your organization? 16. What are the major problems/obstacles that your organization is facing in the provision of

GI? Institutional, technical or otherwise? 17. How is the production of GI organized in the organization? Who does what? What processes

are followed? 18. What technologies are being applied for the collection, management and dissemination of

the organizations GI information? 19. Is there common vocabulary for geospatial data in Uganda? 20. Is it easy to find out the existence and condition of certain geospatial data in the country? 21. What difficulties are envisaged in data sharing among the different GI producing

organizations? 22. What are the desirable data conversion mechanisms and techniques for data sharing between

the various organizations? 23. Does the organization have a website? If yes, is there a Wide Area Network (WAN) between

the different organizations? Is it developed enough to implement advanced computing and communication?

How to develop information management strategies • In line with Mission, vision and goals of the transport planning Sector as a whole and the

individual organization aside. • Gap analysis carried out to suggest feasible strategies from the viewpoint of constraints of

physical resources and in the context of prevalent ‘institutions’ • An interview to be conducted in the identified organizations to facilitate suggesting aligned

strategies for information management. • Finalized by focused group discussions in form of a workshop.

Appendices


Appendix 2 Themes and quotes Categorized themes of respondent quotes used for analysis of fieldwork Technological (TE) TE 1: “There lacks an information systems technology specialist” TE 2: “Advancement in technologies e.g. of recent, the department of surveys and mapping in conjunction with a US based GIS company came up with some equipment technique that is suitable for Uganda as a country. This is already being sampled in my company and there is plan to have the equipment bought.” “We have no website but it is in plan. A website is a polite way of marketing professional services.” TE 3.1: “The KCC website has not been operational for quite sometime due to poor management.” TE 3.2: “However, some management personnel are illiterate in the area hence are afraid of the technology advancement either that it will do away with their jobs or that new people may take over altogether. “ TE 4: “We have no website at the moment but we are seriously thinking about it. I believe that it will be a way of advertising our services especially if we can manage to put some of our products there too.” TE 5: “The Ministry has a website but with details of the ministry structure, the top management team of the ministry, the ministers, permanent secretary, the broad mandate of the ministry, etc. some of us are not yet there but hopefully very soon we shall. It is a new website that is just being developed.” TE 6: “It is basically used for public relations, it outlines details on the company and also the activities undertaken. “ TE 7: “Its used as an internet, a Resource based, repository of information, it’s an information tool to the outside world, to tell them what RAFU is all about and what it is doing. It’s basically an information sharing tool. However, it has not yet achieved the entire purpose of being information sharing tool but basically, that was its primary goal. The plan is to have all collaborating organizations accessing the website for the required data” TE 8: “Oh yes, a website does exist but is shared with the africover countries (Uganda, Tanzania, Kigali, and Kenya) but we are also working on an individual website with the help of JICA.” TE 9: “Yes we have a website to provide basic information on UBOS, some requests of information / data are done via the web. Basically, all basic information other than spatial data is put on the website.” TE 10.1: “An online access was being planned at the last annual meeting”

Appendices


TE 10.2: “We have the necessary Computers, Software and Personnel to handle the integration of various datasets” TE 11: “…However, due to insufficient hardware space, remote sensing software like Eradas, Ilwis and edrisi are not being put into use.” Institutional Arrangements (IA) IA 1: “Methods of collecting and exchanging information require some policies from the government.” IA 2.1: “It is the client with copyright policy over their data our duty is compile data for them. Of course we do our best not to disclose our client’s data without their consent” IA 2.2: “The price for the service and or data is computed as a professional fee on a daily rate as has been approved by the institution of the surveyors (ISU) of Uganda” IA 2.3: “Now I was wondering whether this is not a pure case of duplication of efforts being a policy of government.” IA 3: “Are the private organizations politically supported?” IA 4.1: “I do not know if they are policies but the government requires that private organizations are registered and perform quality work for the client. We also have guidelines from the ISU and the licensing institution of surveyors” IA 4.2: “Our pricing policy is as the ISU standards.” IA 5: “The policy makers are not the problem but the managers” IA 6.1: “Policies and regulations do exist but have not been formalized. They are simply drafted in the policy statement which is not good enough.” IA 6.2: “The transport sector policy and strategy is at the moment being drafted” IA 7:“We have no copyright policy on data since it is difficult to implement.” IA 8.1: “… and the Ministry is to become a policy making, regulation and monitoring body” IA 8.2: “Our original mandate is to manage the road development programs and the national road network. We now have a road city development program that was approved by the government and development partners. We are working hard to have this program implemented. This is the template that guides their actions.” IA 9: “Besides political restrictions to data, we have the copyright policy. It exists despite the difficulty of its implementation.” IA 10: “There’s no copyright policy regarding data collection. It is simply a requirement that when you get data from elsewhere you are supposed to acknowledge the source” IA 11: “That is now an infrastructure problem and is outside our mandate”

Appendices


“The same policies and regulations under the MoWTC guide our works. Beside that, we have our general guidelines drafted in our constitution” (See appendix? copy of parts of the constitution) IA 12.1: “There seemed to be a lot of duplication in the prime minister’s office, UBOS, RAFU, all doing the same thing” IA 12.2: “There is no coordinated effort among the various government departments which is a requirement for such an establishment” IA 13: “Our guiding policies and regulations are mainly under the PEAP, Town and country planning act, and the Building and environmental guidelines.” IA 14: “Since almost all organizations are of recent well equipped with computers and the technology of networking is available, then the issue of data sharing requires just a policy from the government to take effect.” Collaboration and data exchange (CDE) CDE 1.1: “No such thing as collaboration, each department simply tackles its responsibilities. “ CDE 1.2: “…for developing countries, their governments are so supportive in ensuring that there’s a network of collaboration from various organizations hence the success.” CDE 2.1: “No such collaboration with other private mapping organizations except with some clients who may be having some skeleton type of data…” CDE 2.2 “The level of sharing with other similar mapping organizations is to do with orientation and control. I have not gotten the chance to share a full product of another person; this would go against the ethics….” CDE 2.3 “…Selfishness, people simply do no want to share, People want to dominate work areas, No problem with government mapping organizations…” CDE 3: “Collaboration with other data providers happens only when no in house office can get the job done.” CDE 4.1: “No data sharing hence duplication of efforts even within city council itself” CDE 4.2: “We collaborate with UBOS and NWSC on a friendly basis. However, with the RCMRD, we have an institutional and international mode of collaboration” CDE 4.3: “One may look for data in vain but later find it presented at an international forum” CDE 5.1: “The council realizes the need for spatial data sharing to ease the cost and limit duplication of efforts although we are yet to come up with some initiatives” CDE 5.2: “We are still trying it out…Kampala is such a delicate place” CDE 6.1: “We collaborate with bigger companies in consultancies under the ministry” CDE 6.2: “Data sharing and collaboration with fellow private organizations is not so obvious since we work for clients whose product is supposed to be confidential.” CDE 6.3: “From your highlights, this issue of data sharing is quite welcome. We shall invite you to talk to the ISU one of these days”

Appendices


CDE 7.1: “My opinion is that producers should focus on data for their respective applications and leave the road details to the responsible ministry.” CDE 7.2: “However, no such arrangement has been clearly streamlined. Even to date, people within the same department can not freely exchange data. Methods of collecting and exchanging information access require some policies from the government.” CDE8: “What we have is a good representation of the national road network” CDE 9.1: “We collaborate and get data from the GIS centre of Surveys and mapping, the NFA, MINER, NWSC and all relevant sectors in environmental issues. CDE 9.2: “Data is exchanged through the EIN (Environmental information network), the NEMA website, Email and at times physically visiting the provider’s station on personal relational basis.” CDE 10: “We have no formal collaboration with other data providers; it’s done on personal relations. All data provided paid for is freely exchanged “ CDE 11.1: “The consultant firms are combined to do tasks together in situations when capacity building is required“ CDE 11.2: “In situations when additional information is required on the same dataset but by another consultant, then duplication of efforts can not be avoided because payments for the consultancy have to be done independently” CDE 11.3: “We have no formal channels for collaboration, just personal contacts with colleagues since we use GIS for our own reporting.” CDE 11.4: “Duplication of efforts is quite common mainly because it is not known what other organizations are doing. That is why the internet initiative is quite important” CDE 11.5: “The data collected by mapping agencies even though supposedly suitable for transport planners are not collected to the required detail by the planners hence not used. A collaborative arrangement is underway to ensure that this can be rectified.” CDE 11.6: “…data producing organizations are not stable” CDE 11.7: “The initiatives are not yet institutionalized” CDE 12.1: “Data sharing is still fuzzy because of the traditional idea of copyright and data is a source of income hence the reason for monopoly” CDE 12.2: “We can not do without data exchange and as such, for all surveys, we make use of support data from sister organizations” CDE 12.3: “There is no need for formal arrangements of collaboration because the collaboration is on demand. However, the data is not free; there are monetary terms on the product.” CDE 13.1: “We collaborate with Karamoja data Center, KCC GIS unit, Land and surveys, National Forest Authority, and other Local governments” CDE 13.2: “There is no formal arrangement for spatial data sharing with other organizations. Getting data from other organizations especially government organizations is quite difficult. A lot of money all from the government is used to capture this information but sharing it even between government organizations themselves does not happen. “ CDE 13.3: “There is no such thing as selling of data only when the data requirements for the customer require some extra effort…”

Appendices


CDE 13.4: “The problem is that the data is sold at a high price” CDE13.5: “The difference in reference systems hinders most of our collaboration initiatives” CDE14: “Information sharing occurs since the government does not have its own public transport providing company. CDE 15: “Yes, the centre collaborates with ISD RAFU, Oakers services in Kenya, MoWTC, Prime minister’s office and NEMA” CDE 16.1: “Since data is usually collected on client basis, then data sharing is difficult to implement.” CDE 16.2: “In other circumstances, data collection methods differ so data sharing becomes hard” CDE 16.3: “Since almost all organizations are of recent well equipped with computers and the technology of networking is available, then the issue of data sharing requires just a policy from the government to take effect.” CDE 16.4: “If national water has a GIS section with data including roads, then why not have a data sharing framework between the various utilities and public infrastructures since most of the time they overlap in data collection and management duties.” CDE 16.5: “Information sharing would be possible if people are aware of the procedures and contributions. The public should also be directly involved. E.g. when a plan is made, people should be involved through the making of comments and suggestions.” Opinions and perceptions on SDI (O&P) O&P 1: “This is still something that is supposed to come within the ministry of lands and surveys under some foreign support? In more than a year ago, I attended a workshop where something of the sort was mentioned. Is that what is called the land sector support program?” O&P 2: “At the NSDI workshop by the Geography department of Makerere, it was evident that Ugandans have a lot of knowledge on geo Information management.” O&P 3: “To me this is something new but the initiative is welcome” O&P 4.1: “I attended one workshop initiated by the Geography Department of Makerere” O&P 4.2: “No body is capable of being a custodian of all these datasets. I believe that data should be kept and updated by the authority that is producing it since they best know how to manage and update it.” O&P 4.3: “People do not appreciate the cost of producing data. It takes a lot of money to compile this data. What has taken us millions to produce, why should you expect to get it free of charge?” O&P 4.4: “The producer of data is in the best position to cost it other than the SDI arrangement that will compromise on the organization’s profits.” O&P 5.1: “SDI is still an initiative in the country. I have attended discussions with UBOS, MFPED, Prime minister’s office and the Makerere University, Geography department.“ O&P 5.2: “We realize the need for Geo information management in the transport sector and the initiative in the upcoming study is to set up a GIS of the national road databank.”

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O&P 6: “There is still an ongoing plan dated 4 -5 years back and the proposal is to have the infrastructure housed in the prime minister’s office. A consultant was contracted to make a study on it which never took up. However, a local committee was selected on the same and this comprised of organizations like, Surveys and Mapping, Nema, NFA and all other mapping agencies “ O&P 7: “Yes, under the prime minister’s office – it was a sensitizing body to initiate SDI in the country. It discussed metadata, data collections, formats and exchange mechanisms. Ministry of finance had a similar initiative that also failed to mature. “ Spatial and social equity (SSE) SSE 1.1: “Receipts with times of departure and arrival are issued at the points of take off and destinations respectively and guides make sure that vehicles move from and to their destinations without terminating the journey otherwise” SSE 1.2: “That is now an infrastructure problem and is outside our mandate” SSE 1.3: “Other private vendors use pick ups and Lorries to ferry passengers and their goods to the nearby road where they can catch a UTODA managed vehicle.” SSE 1.4: “We do not do much on fares but usually control over charging because this concerns the condition of the vehicle and the prices of fuel, the routes, etc… These are such issues that are discussed at our annual meetings.” SSE 2.1: “By regulating the licensing of vehicles especially the buses that move up country routes, we manage to establish spatial equity “ SSE 2.2: “Basically, basing on the monthly earnings together with the data from the transport planning office, we manage to cater for social and spatial equity” SSE 3: “We have studied planning, we know the planning regulations so even if we do not invite various parties on our planning committees; we effectively plan for them as per the guidelines” SSE 4: “We do insist on Road and railway reserves. Social equity is addressed through the establishment and management of community access roads, through the licensing and routing of vehicles which is the responsibility of the TLB. We also intervene on transport fares on exaggeration by the private company responsible“ SSE 5: “There is no clear way of achieving spatial and social equity but just through the expansion of districts such that district roads become national roads after some infrastructural improvements within the districts.” SSE 6.1: “We base on reports from Local Councils on transportation in their localities, information via the media, but the road condition is always a limitation. The allocation of vehicles to routes is more of demand driven. The LCs make demand surveys and basing on these, the necessary procedures are followed and vehicles are allocated to routes.” SSE 6.2: “Discipline of taxi drivers is still difficult to fight however; various attempts are being put in place to take care of the same. “

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SSE 6.3: “The idea of bigger vehicles is being implemented as far as their five year plan is concerned. 2 and half matatus are being replaced by just one coaster bus to limit congestion within the city.” SSE 6.4: “Security guides are in operation during travel times both day and night. The issuing of fake money is also being phased out. This is the work of the research department.” SSE 6.5: “Lost property is presented and kept at UTODA’s main office for the owners to collect. “ SSE 6.6: “Transport fares and concern for the disadvantaged (elderly and the children) is still an ongoing debate and the idea is being discussed among the responsible stakeholders.” SSE 6.7: “In order to derive equity, the country’s politics can not be ignored!” Standards (STDS) STDS 1: “There were no data standards, I had written a proposal to this effect which did not go far owing to the multiplicity of efforts within the sector” STDS 2: “Yes, there is a common GI data vocabulary” STDS 3: “There is no common vocabulary for geospatial data in the country. This has been a problem especially without metadata since explanations have to be made for certain data aspects.” STDS 4.1: “There is no standardization of data, people are not willing to share and hence the data is not complete” STDS 4.2: “All data providers use their own systems and the combination of datasets from all of them is quite tedious to handle.” STDS 4.3: “The sale of data is not legal and as such there are no standard fees” STDS 4.4: “There are quite a number of data sources but the data is not standardized and therefore datasets do not match.” STDS 5.1: “Our role in the upcoming SDI initiatives is to establish data standards” STDS 5.2: “A Common vocabulary for spatial data is not yet fully developed. However, we acknowledge the need for a common vocabulary which was initiated with the africover project that existed way back “ Metadata (MD) MD 1: “There is no metadata. Not much has been done in the line of metadata; however, we are hopeful for help now with collaborations with the RCMRD” MD 2.1: “Those are things you know yourself. There has been an attempt to go metadata but the project was abandoned due to financial limitation.” MD 2.2: “We acknowledge the usefulness of metadata and in the planned study; it shall be one of the items to consider for all the generated datasets.” MD 3: “Yes we do have metadata for our respective datasets. However, the software differences in arc view 3.3, 8.0, 9.1 usually limit the retrieval of various metadata. Also, attribute data at times serves as metadata since it is alongside the dataset details in the GIS.” MD 4:“The software provided metadata for each dataset. The GIS centre however did not attempt at anyone moment to alter the system provided metadata”

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Others (DC – Data completeness, QT – Quality, AE – Education and awareness, PPP – Public Private Partnerships) Data completeness: DC1:“This is the biggest problem of the department. Apart from the assistance from JICA (10 or so years back), Kampala project (10-13 years back) and the west Nile region projects, the rest of the data is so old. It was last updated in 1965. Some effort has been made to update some sections of this 1965 data (using GPS) though there’s still a lot underway and considering that this is not a proper way of updating data.” DC2: “The data is not complete, formats vary, and the data is not accurate and up to date” DC3: “…the last traffic update was last in 2004 and this is basically due to financial problems. The plan is to have these roads updated annually.” DC4: “…the datasets are incomplete in quantity, quality and coverage. The data is also not up to date…finances have failed the initiative of updating the data” DC5: “yes, our data is complete…we have 100% of the mid 1990s data…” DC6: “The data is not complete, not up to date and is not of sufficient coverage” DC7: “Yes, our data is complete. For example we have district boundaries for the entire country. However, we need to acknowledge the fact that spatial data is always changing and reference to it is made for just a specific time period. The time taken to manipulate and structure data is enough to have the scenario on the ground changed.” Quality: QT1: “…it is not easy since it is from different sources especially when topographical maps are used …other organizations use high resolution satellite images where data is already evidently of certain quality such that there is no need to check quality aspects.” QT2: “We have mechanisms for testing our data. Ground truthing is compulsory even when data is obtained from surveys and mapping which is the organization responsible for ensuring Geo data quality in the country” QT3: “We trust much of the data from the NFA and all the other data are fitted to it. Entebbe surveys and mapping data is also reliable compared to some other datasets.” QT4: “Quality is given sufficient attention on a routine basis.” QT5: “The quality of our datasets is limited” QT6: “Quality of data is not yet catered for. We imagine that our data is an update of what was originally ours and hence used as is” QT7: “…department checks on foreign data’s fitness to the existing database. We have staff capable of integrating the data to suit the existing database. On failure, the staff resorts to own data collection." QT8: “we do not need data from them…Even though the maps are outdated as of now; I believe that the roads do not move and that only land-use change” Awareness / Education: AE1: “I am not sure how satellite imagery can be used when you want accurate mapping” AE2: “Office staffs are of the required qualification; from form 4, diploma level and upwards. On the part of the drivers, it is To Whom It May Concern.” AE3: “…we have some 2 and at times 3 personnel specializing in the area.”

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AE4: “I have a Masters in urban planning, but again the council has personnel with papers in disciplines that are even capable of sustaining the unit” AE5: “We have no GIS in the company but use our knowledge in cartography and engineering to manage the little GIS that is performed therein.” AE6: “for me am a civil engineer, but my colleagues have attended GIS training and can do these things even better.” AE7: “we employ graduates with a forestry background, GIS is another consideration although the university does not train GIS with the relevant software” AE8: “…this is an approach that a number of top personnel are trying to saboteur to the persistence of the GIS unit care takers.” AE9: “Capacity building in the organization has been embarked on with seriousness. At the moment, each department has an employee on study leave” Public transport: “Public transport as a service is a very weak area in Uganda considering that public transport is in the hands of the private sector which is entirely governed by commercial gain” “There used to be people smoking and drinking while driving, those who stop at all stages to drink and eat, but all these have phased out because of the work of the research department” PPP.1: “I find it a viable strategy, reasoning is that usually, the private sector is equipped with the funds to move on unlike the government that is dominated by bureaucracies hence lagging behind, imagine that partnerships would boost up decision making for the betterment of planning” PPP.2 “Are the private organizations politically supported?” PPP.3 “PPP will be possible if there is very strong market to procure the generated information.”

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Appendix 3 Data comparison parameters The data comparison parameters used for the Kampala and Netherlands case study Data access mechanism: this refers to the technical and organizational mechanisms through which spatial data are made available to the users Private sector involvement: the role of the private sector in the generation, disseminations and use of transport planning data. This is a requirement for the evaluation of information management strategies (objective 3) Institutional arrangement: there are a couple of actors / stakeholders in transport planning each of which have own goal and mandate. The institutional arrangement and collaboration amongst these stakeholders varies form country to country and is one of the contributions to the success and or failure of the transportation system of the metropolitan setting. Digital data availability: it is important to have data in digital form as it can be circulated and exchanged at high speed. It can be duplicated without deteriorating and combined with other information to create new information Real time data availability: transport planning requires a good quantity of real time data relating to incidences of traffic, accident occurrences, vehicle stops and parking provisions among others. Data accuracy and resolution: Data should be able to satisfy the needs of the application for which it is being generated. Data standards: for data to be shared among users, it is important to have standards for purposes of interoperability. Data interoperability allows for the combination and integration of data sets from different origins. It (interoperability) is usually divided into there forms, the interoperability of data, software, and information (Pichler 2004). Data interoperability is to a large extent provided by the generic intermediate data formats which are commonly used (such as DXF, GML and TIFF). Software interoperability is provided by servers that allow communication, and information operability on the other hand means that systems know that what is called a street in one information system is the same object that is called a highway in another system (Van der Molen 2005). Data collection, management and dissemination technologies: technology is advancing at a very high rate and its use in the collection, management, and dissemination of transport planning data is becoming more predominant. Intelligent Transportation System (ITS) and the use of Global Positioning Systems (GPS) for example are becoming dominant nowadays. Spatial data integration strategy: because of the multi disciplinary nature of transport planning, there is need for collaboration among the appropriate organizations and the individuals who generate, or use this transport planning geographic information in order to expedite this onerous task.

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Metadata availability: this refers to information about what kind of data is available, where it is available and with whom it is available. Information economy: from literature, data requirements for transportation planning have been highlighted. However, no all this data is available and being use for the planning as required. The measure of data availability vs. requirements indicates the information economy of the urban setting in question Freedom of information: there is public domain data supposed to be availed to anyone without licensing or intellectual property restrictions at no cost or little cost. Government information for example is available at or less the cost of dissemination, free of cost or at the cost of dissemination. This freedom of information parameter gauges the extent to free access to transport planning information.

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Appendix 4 Newspaper References

Road infrastructure and Public Transport in the study area

KCC leased City Parks to UTODA By, Robert Mwanje Daily Monitor – 24 October 2005 Kampala City Council (KCC) has resolved to lease the Old Taxi Park to Uganda Taxi Operators and drivers Association (UTODA) for 20 years in a new city development plan. KCC also resolved to extend UTODA’s contract by five years to manage taxi operators in the two city parks starting 1 October. UTODA, the leading taxi body, with the city council will transform the Old Taxi Park into a modern vehicle terminal to curb traffic congestion in the central business zone in the next five years. “KCC decided to lease the old taxi park to UTODA for 20 years to recoup its investment,” the chairman of Finance and Economic Affairs policy committee, Mr. Geral Kayondo, said. He said the contract charges have been raised from Shs 260 million to Shs 290 million per month following the increase of commuter taxis in the city by 3,000. Kampala mayor John Ssebaana said a modern multi-storey car park will be constructed to reduce traffic congestion in the central business division. It was also approved that KCC enters a joint venture with UTODA in the old Taxi Park development project. Taxis without blue line to be seized By Herbert Ssempogo THE works and transport ministry has ordered the Police to impound commuter taxis without the rerequisite blue strip. Transport Licensing Board acting secretary Wistone Katushabe yesterday said some taxi owners were flouting regulations by painting yellow bands on their vehicles. “I request you to ensure that all taxis that do not have a blue band be impounded immediately and if possible, the owners be prosecuted immediately,” he ordered. Addressing the press at Central Police Station in Kampala, Katushabe said taxi owners were going against the law following a letter from Uganda Taxi Operators and Drivers Association (UTODA) to the ministry over the matter. On July 19, UTODA wrote to the ministry requesting that since taxis operating in the city were not required to fit speed governors, they should have a yellow band to differentiate them from those plying the countryside. Flanked by Kampala Extra Police chief Grace Turyagumanawe, katushabe said even before the minister responded to the letter, some taxi owners changed the color of their bands. Katushabe said the color of the bands would only change following a review of the regulation by concerned authorities.

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UTODA, please save us By M. L. Kiggundu Mpererwe SIR — The Kampala- Mpererwe passengers are cheated everyday by taxi drivers. Although the official fare for this route from the old taxi park is sh600 only, the drivers, conductors and some UTODA stage officials connive to overcharge the passengers. During the peak hours, the taxis increase the fare up to between sh700 and 1000. The passengers have protested in vain. The majority who cannot afford to pay the extra money are forced to walk or wait for some three or four hours when the fares are lowered to the official sh600. This causes problems. The passengers who include civil servants and students lose a lot of valuable time or money. A loss of two hours in the morning and evening everyday is too costly in the long run. UTODA, please intervene and save us. Will transport system not create a monopoly? By Taha Mohamed, Kampala SIR — Kampala mayor Nasser Sebaggala has suggested that motorists entering the city will start paying sh30, 000 per day so as to control congestion. It is true some countries practice this prohibitive system but a closer look at the idea brings a lot of questions about transparency and accountability. This policy might be targeting a private car owner which is unfair and its effects will be enormously negative. Sebaggala has continuously referred to the introduction of city bus transport which is a good idea but he should explain the interests he has in mind. Have the investors he has contacted suggested the idea of the prohibitive fee to him? All the policies concerning the city transport business carry an element of protectionism and this could lead to the monopoly of transport by the yet to be known investor. In case of a monopoly, passengers should expect other shortcomings in form of mistreatment, the same way present taximen behave. Stop taxi madness By Joseph Nyakana, [email protected] LET me add my voice to the issue of current taxi madness in Kampala. When I last visited home in July, I found the madness had increased but consoled myself since the Mayor had promised us buses in September. But with nothing doing to-date, I am beginning to suspect that the mafias are everywhere in Uganda. Our transport industry has the crudest mafia who are engaging in acts of robbery on Kampala’s population. We need fixed fares, so that even our employers are aware of the cost of travel. The poor need to be protected. Check public transport fares CHRISTMAS bonus! The international and local price of petroleum has gone down. In a period of two months the prices has dropped from $72 to $60 a barrel and in the same period the local price

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of petrol has fallen from sh2, 250 to sh1,850 a liter. The price of diesel has dropped from sh2,000 to sh1,630. However, total hooliganism and anarchy reign in the public transport sector. One week to Christmas, the transport fares for most upcountry routes have almost doubled. Year in year out at Christmas the public transport operators hike the fares and cheat Ugandans with impunity. Public transport costs are calculated to cover return journeys but in Uganda, it is commonplace for a morning commuter to be charged 50% more in the evening. What the public transport operators are doing is unethical. Even in liberalized economies, it is wrong to cheat. The Road Act 1998 requires that fares for public service vehicles be displayed prominently on the bus board so that passengers can appeal if they are cheated but this is never reinforced. Public transport should not entirely be left to the private sector. Private sector organizations like Uganda Taxi Operators and Drivers Association and Uganda Bus Owners cannot be effective regulators because of conflict of interest. Most of the officials in these organizations own public transport vehicles. The Transport Licensing Board, the government agency that regulates monitors and allocates routes to passenger service vehicles should wake up to its responsibilities. The board must monitor and regulate the public transport fares and revoke licenses for public transport operators who refuse to comply. Unless Government strengthens the capacity of the Transport Licensing Board to effectively monitor and regulate the sector, the 2007 plan to decongest Kampala City by levying a fee on vehicles that drive through the city could cause a public uproar.

Up-country transport fares up By Charles Ariko WITH only one week to Christmas, transport fares for most upcountry routes have gone up. Taxis from Kampala to Jinja were yesterday charging sh5, 000, up from the usual sh3, 000. Kampala-Soroti buses charged sh20, 000 from sh12, 000, while Arua-bound buses were charging sh20, 000 from sh17, 000. Mbarara passengers are paying sh15,000 instead of the usual sh10,000. Those going to Lira had to part with sh18,000 from sh15,000. Travellers to Gulu paid sh15,000. Mbale-bound passengers were paying sh15,000 from the usual sh10,000. The national chairman of the Uganda Taxi Operators and Drivers Association, John Ndyomugenyi, yesterday appealed to his members not to overcharge the passengers. “I have been to a number of FM radio stations and I have advised our members not to overcharge the passengers during the Christmas season.” He said that was why their fares had remained slightly lower than those being charged by the buses on the same routes. UTODA’s, we need help! By, Robert Mutasa, Kampala. MY trip to a neighbouring country confirmed my conclusion that the rule of law in Uganda is elusive. Transport charges are regulated and predicable in that country.

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However, in Uganda, taxi fares have become a nightmare. Every day the taxi operators apparently in complicity with Utoda, are turning out to be daylight robbers. Despite the drop in fuel prices, these anarchists continue to raise their fare. Kampala roads expired By Harriette Onyalla THE lifespan of all Kampala city roads has expired. Kampala City Council (KCC) public relations officer Simon Muhumuza said the roads will develop worse potholes. “Our roads are like an old shirt. How many times can you patch up an old shirt and still expect to wear it comfortably? All the roads need to be reconstructed and not patched,” he said on Tuesday. “The trunk roads which belong to the central government and the feeder roads which are under KCC have expired. We should stop hiding our heads in the sand. People are always complaining that Kampala roads are bad, what do you expect KCC to do?” he asked. Muhumuza said KCC needs sh132 trillion to reconstruct the 330km of tarmac roads. He said some roads were constructed in the 1930s and others in the 1950s. “Depending on the construction, a tarmac road takes about 15 years to expire. Then it begins disintegrating. That is why we have so many potholes in Kampala. The repairs cannot help much. Some of our roads have tripled their expiry dates,” he said. Muhumuza said KCC had spent sh500m on repairing potholes in the city this year. He said sh400m would be spent on road repair and maintenance while sh400m will be spent on pedestrian walkways in January 2007. Muhumuza said the central government should fund Kampala’s road reconstruction project since it is impossible for KCC to raise the money. Buses for Kampala: Will UTODA get on board? By Joshua Kato There is a time bomb waiting to explode in Kampala, if the simmering wrangle over taxis verses buses is not properly handled. Mayor Hajji Nasser Sebaggala is set to replace taxis with buses. Unveiling of the new buses was due on Tuesday. “Buses are the only way through which we can fight traffic jam in the city. Travellers spend a lot of time and fuel in jam,” Sebaggala says. The Mayor has linked up with Pioneer Easy Bus limited. It works in partnership with Pioneer Corporation Africa, which is a regionally-known transport company that has branches in Zimbabwe, Malawi, South Africa, Mozambique and Zambia. On the outside, this is a very smart move that should be applauded and welcomed. However, people from different circles will certainly oppose it. For over 15 years, public transport has been dominated by Uganda Taxi Operators and Drivers Association (UTODA). UTODA is heavily connected to ‘big’ people in the political circles of the ruling National Resistance Movement party. Through out the presidential campaigns since 1996, UTODA has been at the helm of providing free transport to NRM supporters. In return, the political establishment has ensured that UTODA retains the tender to manage the taxi business in the city. Groups like Freeline Transporters tried, but failed.UTODA has been giving Kampala City Council (KCC) specified amounts of money, depending on the contract. The last contract was sh250m per month. The new five-year contract specifies that UTODA pays sh290m per month to KCC. UTODA chairman Hajji Moses Katongole says if taxis are thrown out of the city, he is going to sue for breach of contract. According to the present contract, between UTODA and KCC, UTODA has rights to operate the two main taxi parks in the centre of the city and to manage all taxi stages in the city. Taxi drivers do not even want to hear of

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court cases, they have vowed to wage war on the buses. “Nobody can clap and ululate when somebody is plotting to take away their job. We are not happy with the course Sebaggala is taking,” says Musa Sserwanga, who operates at the Ntinda, Bukoto and Kisaasi stages. “UTODA has been taking a lot of our money without showing us accountability, but we have been able to survive on the little money that we save. It cannot be compared to a situation where one tells you to leave your job,” says Paul Ssematiko, who operates at the Kibuli Stage. Taxis pay for a monthly sticker of sh15,000. This is in addition to sh4,500 for a daily ticket and between sh1,000 to sh3,000, depending on the route whenever they load passengers. According to UTODA officials, one of their biggest worries is employment for the people currently working in the taxi industry. There are officially about 7,000 taxis that operate in the city. KCC believes this is a large number. Each of these taxis employs two people a driver and a conductor. This adds to around 14,000 people directly employed in taxis. Outside the taxi, there are at least five managers for each stage, with about 100 stages in both taxi parks; the number goes to around 500 people, just inside the taxi parks. There are also stage managers all around the city and its suburbs. For example, on Kampala Road, there are four stages at the Constitutional Square, a stage in front of the Post Office, a stage near Diamond Trust, a stage near Uganda House, a stage near dfcu, a stage at former ESSO Corner and another near Shell. Each of these stages has about five touts, who directly earn from it. This situation is replayed on every road. Taxi owners invest millions of shillings in taxis. On average, the taxi industry employs not less than 60,000 people, mainly the youth in and around the city. Katongole puts the official figure to around 100,000. “Where is Ssebagala going to employ all those people?” Katongole wonders. Some taxi drivers are a menace largely because of the poor organisation. They pick passengers from anywhere, which increases traffic jam. They drive recklessly. Taxi competitors are boda-boda riders. Touts cause a lot of noise pollution as they call passengers loudly. Ssebagala explains that the buses will employ the same people taxis are employing. Besides, he argues that taxis are not being sent out of the city, but rather relocated into six less crowded and better organised taxi parks. “At the moment, Kampala has got only two taxi parks. But under the new programme, we are setting up six taxi parks on the outskirts of the city. Six or two, what is better?” Ssebagala asks. He says he has met the top officials of UTODA and other stakeholders over the issue. There is no doubt the buses will reduce traffic jams. One bus carries four times the number of people carried by a taxi. This means with one bus, four taxis driven out of the city centre. The buses will have definite stops, which means the jam caused by taxis as a result of loading will be no more. Other advantages include passengers buying day-long tickets, or even month-long tickets, which is currently impossible with taxis. Buses employ less people than taxis. For example, since they will be moving in organised routes, they will not need touts to call for passengers. Buses will have route numbers. There will be loss of employment; 300 buses, with two drivers and two conductors each will directly employ 1,200 people compared to the 14,000 employed by taxis. City roads were not designed for buses. They are narrow and crammed. Buses might just add to the problem. “On average, all roads entering or leaving the city have two lanes. These kind of narrow roads were not constructed for buses,” says Peter Matovu, a transport consultant. Sebaggala, however, says the roads will be widened with time. On top of that, the space left by the prohibited taxis covers up for the narrow roads. “We are not against buses coming to the city, but I think let us simply have competition and clean competition,” says UTODA’s Moses Katongole. Katongole’s vice, Chris Ssengooba, adds that as far as de-congesting the city is concerned,

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UTODA had plans to reduce the number of taxis operating in the city. Unless taxis are restricted, it would be difficult for buses to operate profitably. The entrepreneurs who are bringing the buses are very much aware of this. This is why they are calling for the removal of taxis. Uganda Transport Company was hounded out of the city service by taxis. Taxis also hounded out City Link, another bus company, in the mid 1990s. Analysts also argue that other companies should be allowed to enter the city bus business to ensure quality as a result of the competition. In Kenya, there are several bus companies operating in the city. Irrespective of the historical warm relations between UTODA and NRM, this might be in Sebaggala’s favour, thanks to the upcoming Common Wealth Conference. A source in KCC said the Government is eager to reduce traffic jam in the city before the Common wealth Conference. “Government is supporting the move for the buses. In fact, we have already agreed on certain terms for both the operation of the buses and taxis,” an official in the Ministry of Transport and Communication, says. He, however, called for sober minds as the transition is carried out. Ends Car Owners to pay for city entry By Anne Mugisha and Emmy Allio The Plan to remove Bodaboda and commuter taxis off the stress and introduce a city bus service takes off in February. It includes planning for the greater Kampala metropolitan area which incorporates Mukono, Mpigi, bombo, Entebbe, Wakiso and Gayaza. It also includes directing heavy vehicles away from the city when the northern bypass is ready and opening bus and taxi terminals outside the city. These are part of the preparatory plans to decongest the city ahead of next year’s common wealth Summit, according to works minister John Nasasira and Mayor Nasser Sebaggala. Kampala city Council (KCC) will also introduce a congestion fee of sh 30,000 per vehicle per day, when the buses arrive, sebaggala said. “KCC will raise revenue from vehicle owners who may want to drive to town instead of using cheap buses. The introduction of a congestion fee will instill discipline. They will have to chose between taking the buses at sh 500 per day in the central ring area or use Bodaboda for sh 2,000 to cover the same distance. The buses will be everywhere and available,” he said. The plan, Nasasira said, includes convincing truck and lorry drivers carrying goods to enter the city late in the evening, offload and leave the city by 6:00am to avoid traffic jams. These include lorries offloading matooke and other foodstuffs in the city markets. He said his technocrats had met the mayor and KCC over the city’s traffic problem. “We shall come up with a comprehensive statement on traffic management in the city by February 2007,” Nasasira said. Repair roads or change road rules Ronnie Luberenga Musoke SIR — I request the MPs and all other stakeholders to change the “keep left” rule on our roads and replace it with “keep where convenient”. As we were travelling to town on Tuesday morning, a bus traveling to western Uganda almost rammed into our taxi and yet the driver was driving on the left! The bus driver nearly rammed into us because he was dodging the potholes on his side and preferred the convenient side where there were fewer potholes!

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So the roads have either got to be repaired or the road rules changed in order to save lives on our roads. The situation is getting out of hand and it seems nobody is bothered at all! Government takes over city roads By Milton Olupot FRUSTRATED with the deteriorating state of Kampala’s roads, the government has decided to take over the repair the major roads as an emergency measure. Failure by Kampala City Council (KCC) to maintain the roads under its responsibility prompted the government to intervene, Minister of Works and Transport, John Nasisara, announced during a press conference yesterday. A total of 23 tarmac roads are to undergo emergency repairs from January 2. They include the major roads leading in and out of the city, as well as the roads in the city centre, industrial area, Makerere, Mulago, Ntinda, Naguru, Kololo, Nakawa and Natete. Fifteen more roads will be rehabilitated under the Commonwealth summit programme. These are mainly roads in the city centre, connecting the main hotels, as well as roads diverting the traffic away from the main highways. “My ministry is now going to directly involve itself in the management of traffic in order to reduce traffic congestion,” said Nasasira in a press conference at the media centre. “As soon as the law is passed by parliament, creating a special status for Kampala as a capital city, the central government will take over all the roads that will fall under the jurisdiction of the capital city,” he added. The works minister was reacting to criticism in the media as to who is to blame for the appalling condition of the city’s roads. He explained that of the 300km tarmac roads in Kampala, the central government is only responsible for 56km. He deplored the fact that KCC had failed to maintain the roads for over 10 years, despite the financial assistance from the central government. He identified the problems within KCC as institutional, structural and financial. “The city, with a population of now two million people and covering 195 square kilometers, has only eight engineers and three town planners. There are no transport planners, no traffic engineers and there is a severe shortage of enforcement personnel, development control and patrol staff.” He also stressed that the rapid intervention patching units were disbanded and that KCC’s revenue base is poor. He noted that the fund for pothole repair is winding up. “Therefore, as of now, there are no funds for pothole repairs this financial year.” The visibly disturbed minister concluded: “This deterioration has to be halted before the transport system collapses.”

Kampala needs a plan for city roads Published on: Saturday, 23rd December, 2006 The Government has made the right decision to repair and rehabilitate city roads after Kampala City Council (KCC) under whose jurisdiction they fall failed. Its failure left Kampala with roads which do not reflect its city status. KCC has been ineptly looking on as the roads disintegrate. The ad hoc responses to potholes tell that the city authorities have for long operated without proper planning. If at all there is any, then it means the plans are not adhered to. The Government’s move comes at a time when nearly all roads in the city are wearing out at an

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alarming rate. Potholes, gullies and mounds are part of the landscape on the roads. Workers report late to work due to traffic jams. This results in delays in work and decision-making, leading to low productivity. Transportation of goods and services is also affected. Millions is costly. Endless traffic pile-ups form as motorists dodge or manoeuvre through the rutty roads. Time is lost and consequently lots of shillings are lost. Furthermore vehicles are damaged and fuel wasted as they crawl at snail’s pace for hours. This should not be the case and must not be allowed to continue. That is why the Government’s decision to undertake emergency repairs and rehabilitation is welcome. But there is still a problem. Who will be in charge of maintaining these roads thereafter? As a country Uganda lacks a maintenance culture. That is why the roads in Kampala are in a deplorable state. The Government’s commendable effort may be futile unless a maintenance plan is developed. State of city roads is a national shame! By Sam Karuhanga, Kampala SIR — The New Vision has reported that the Government plans to take over the repair of kampala city roads as an emergency measure. Whereas any repair is welcome, it is clear that this takeover is too little too late. It is unbelievable that the government left the situation to deteriorate to a state where the roads are almost impassable. The state of our city roads is a national shame and I think the people deserve better explanation than just an “emergency takeover”. The idea that the ministry of works is taking over is of very little comfort because it is the same ministry under the same leadership which has failed to maintain the roads for which they are responsible. For instance, the transport minister John Nasasira is quoted as saying that his ministry is responsible for 56kms out of 300kms in Kampala! Can someone please show me the 56kms of well maintained roads in the city? It is evident the works ministry is just as incompetent as KCC. Is someone in Uganda ever going to take responsibility for failure? We have recently developed this habit of giving everything we own to investors, free of charge. I am sure there is someone out there who would be interested in investing in transport infrastructure. If we gave them all the city roads for free, they would probably repair and upgrade them and make money by charging road users. Maybe (just maybe) the city roads would for once be worth that description! I am sure your readers will find this idea quite desperate, but so is the state of our city transport infrastructure! CORRIDORS OF POWER, Nasasira unhappy! Wednesday, 27th December, 2006 Works and transport minister John Nasasira is not happy with the massive criticism through the media over the appalling state of roads in the city. While announcing government takeover of the roads from Kampala City Council, he said, “I plead not guilty to these charges. Most of the roads we are accused over belong to KCC. Stop singing my name on radios, calling me potholes, Nasasira-Tasasira.” The journalists burst out laughing. Please take note, the minister is not heartless. Scribes asked, Despite the famous saying that the pen is mightier than the gun, the media seems to have failed to use the pen to stop the sky-rocketing taxi fares within Kampala city. Last week the journalists took their case to the works and transport minister John Nasasira who promised to look into the matter, but not before taking a swipe at them.

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“You have been demonstrating over everything. You are demonstrating over potholes, why don’t you demonstrate over taxi fares?” he asked Museveni diffuses bus row, By Charles Ariko The standoff between Kampala City Council and Bus Terminal Operators was diffused on Wednesday. President Yoweri Museveni diffused the row on plans to restrict upcountry buses from entering the city until all stakeholders have been consulted. He met representatives of the two parties at State House, Nakasero, and advised that any new policy by KCC must not disrupt movement of passengers from upcountry into the city. A statement issued by State House said after the meeting, KCC officials and the bus terminal operators accepted the President’s advice. Museveni emphasized the need to carry out conclusive studies and consultations with passengers. Buses from western Uganda that were meant to stop at Nateete under the new KCC policy will now load and offload passengers in the city centre as before. Museveni reportedly agreed to KCC’s plan to decongest the city, but said it must only be done after conclusive studies and consultation with the passengers who are the most affected. “The process of consultation must be very long because the policy affects everybody,” he reportedly said. Museveni said passengers were used to ‘express buses’ in and out of the city and any new policy must not disrupt that. Louis Ntale, the businessman who constructed the Nateete terminal, yesterday declined to comment on the development.

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Appendix 5 UTODA Constitution

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Appendix 6 PPP Reviewed Public Private Partnerships (PPP) PPP is an acronym for Public Private Partnerships which in a lay man’s language is when the government and a private organization(s) collaborate together in the provision of a public service. It is an arrangement or relationship under which at least a public sector and one private sector organization work together in a business venture or creation and delivery of goods, services and infrastructure. PPP is a useful approach for meeting public needs by providing quality services and infrastructure on a cost effective basis. It is becoming increasingly obvious that most citizens want high quality transportation services provided on a timely basis without significant increase in the cost of the product and services. PPP offers an opportunity to do this under the changing institutional arrangements and budget cuts faced by the Transport ministry. The Canadian council for Public Private Partnerships defines PPP as;

“a cooperative venture between the public and privates sectors, built on the expertise of each partner that best meets clearly defined public needs through the appropriate allocation of resources, risks and rewards”

Irelands’s PPP manual refers to PPP as

“…contractual arrangements between government and a private party for the purpose of delivering a project or a service traditionally provided by the public sector”

Whatever the definition, it is clear that the justification of PPP converge; they should aim to improve efficiency and effectiveness in public service delivery while maintaining an understandable profit from the same. The objective of a PPP is to strengthen the capability for the delivery of large services that are beyond the capacity of individual institutions knowing that the role of the private sector is growing in such business environment; including the wide spectrum of professional activities, such as surveying and mapping activities, software development, ICT and information management activities(Radwan, Nasr et al. 2005). Types of PPP In public-private partnerships, the public and private sectors join forces to design, finance, build, manage or maintain infrastructure projects. Such partnerships can take many forms, depending upon the exact allocation of risks and responsibilities. These include:

PPP Mode Code Description

Service contracts The private sector provides a bundle of specific services to a public utility, but the public sector retains overall operational responsibility. It is also known as outsourcing when a service is contracted out either in part or in whole by a public agency to a private company for a period of time. It has an advantage in the sense that ownership, internal control and monitoring against the contract specifications is maintained by the public partner. In practice they take many forms, but two of the most common ones are:

Management support The private operator supplies the public authority with human and technical resources for a fee. It provides technical know-how on all operational and financial aspects of project management remaining within the jurisdiction of the public authority

Operation and management O&M The private operator is in charge of daily maintenance of the facilities. The

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private operator is paid for its services by the public authority according to specific and qualified performance criteria. Unlike management support, the private operator may in some cases take on the responsibility for operating the facilities

Delegated management contracts

In his type of contracts the public sector retains overall ownership of the assets, but delegates the responsibility for their operation to a private operator for a definite (often long) period of time. Two of most commonly seen models are

Affermage or lease agreement

The private operator manages the services for a period (often five to fifteen years) and is responsible for maintaining and renewing the facilities according the terms of the contract. In this capacity, it takes charge of all personnel and existing assets but is not responsible for financing new facilities. The public authority remains responsible for all new investment and compliance to existing norms. The private operator invoices the end-users directly

Franchising / Concession The public authorities fully entrust the private operator with management of the services and all necessary investment for a period of 20 years or more. The private operator invoices the end-users directly, the public authorities retaining strict control over service terms as well as all key decisions related to applicable rates and targets

Construction support In the most wide-ranging form of PPP contracts the private operator is involved in the design and construction phases of new infrastructure and carries at least some of the risks associated therewith. Some of the main forms of construction support have been

Build Design Operate BDO The public authorities entrust the private operator for a fixed period of time with design, construction and operation of new facilities which remain the property of the public authorities. The private operator assumes the risks linked to design and management of the facility. It is paid a fee by the public authorities and commits to an overall cost for the facility’s construction and operation

Build Operate Transfer BOT The private operator designs, finances and builds infrastructure. While formal ownership of the assets is assigned to the government, the private sector operates the project long enough to service any debt incurred and to earn a suitable return

Build Own Operate BOO In contrast to the BOT case, the private investor retains ownership and control of the project

Others Management buy out MBO This exists within public organisations where management of a well run

internal function negotiates the purchase of that function usually with the help of private venture capital. The MBO Company formed therefore becomes a private venture.

Buy, Build and Operate BBO The private sector finances, builds, owns and operates a facility or service permanently under predetermined state control. Almost privatisation

Design, Build Finance and Operate

DBFO This is a contract with a private sector contractor to design, build, operate and finance a facility for a defined period, after which the facility is handed back to the public sector. The facility is owned by the private sector for the period of the contract and the private sector recovers its costs through public subvention

Lease, Develop and operate LDO A public infrastructure is leased to a private agency, which develops the facility to an agreed standard and it is operated by the private agency till termination of the agreement

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Build, Lease, Operate and Transfer

BLOT The private sector builds an infrastructure, leases it to the public sector and operates it till the end of the agreement period when it finally is transferred to the public sector

Build, Own, Operate & Transfer

BOOT A private agency receives an authorization to finance, design, build and operate a facility and to charge user fees for a specified period, after which ownership is transferred back to the pubic sector. UTODA is to build a park out of this arrangement

Figure 8-1 Common forms of PPP

Source: Combination of (Gruber 2003), OECD Secretariat. & (CCPPP 2004)

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Appendix 7 MIS Data forms

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Appendix 8 Workshop Attendance List

balancing information requirements ... - universiteit twente

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