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Spatial and territorial development planning: digital challenge and reinvention using a multi-disciplinary approach to support collaborative work
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ScienceDirect Procedia Computer Science 162 (2019) 795–802 Procedia Computer Science 00 (2019) 000–000 Procedia Computer Science 00 (2019) 000–000
www.elsevier.com/locate/procedia www.elsevier.com/locate/procedia
7th International Conference on Information Technology and Quantitative Management 7th International Conference on Information Technology and Quantitative Management
(ITQM 2019) (ITQM 2019)
Spatial and territorial development planning: digital challenge Spatial and territorial development planning: digital challenge and reinvention using a multi-disciplinary approach to support and reinvention using collaborative a multi-disciplinary approach to support work collaborative work Maria Vișanaa* Maria Vișan *
aDepartment of Engineering, Mechanics, Computers, Romanian Academy, School of Advanced Studies of the aDepartment of Engineering, Mechanics, Computers, Romanian Academy, School of Advanced Studies of the Romanian Academy (SCOSAAR), Bucharest 010071, Romania Romanian Academy (SCOSAAR), Bucharest 010071, Romania
Abstract Abstract The article identifies practical solutions in response to the challenge of reinventing spatial and territorial development The article identifies practical solutionsinto in aresponse to the challenge reinventing and include territorial development planning through digital transformation multidisciplinary approach.ofThe proposed spatial smart tools a predefined set planning through digital transformation into a multidisciplinary approach. The smart tools includesituation a predefined set of territorial development indexes, quantitative analyses that automatized theproposed extraction of the existing and the of territorial development indexes, quantitative analyses that automatized the extraction of the existing situation and the malfunctions of the territory immediately after loading the specific data on thematic domains. Having the entire situation malfunctions of the the territory immediately after loading mainly the specific on thematic domains.inHaving thethe entire situation ready for decisions, planning effort focus is oriented on thedata innovation and creativity choosing development ready for decisions, thequantitative planning effort focus isconstituted oriented mainly on the innovation and creativity choosing themeasuring development directions. The sets of indicators as a baseline for the analyzed territory.inPermanently this directions. The sets of quantitative indicators constituted as a baseline analyzed territory. Permanently measuring set of indicators determines whether conditions are improving against for the the baseline in order to ensure the achievement of this the set of indicators determines whether against the baseline community in order to ensure the achievement of the proposed outcomes. Based on these conditions smart tools,areweimproving can generate a strengthened commitment to the proposed proposed outcomes. on these smart more tools, transparent, we can generate a strengthened commitment to the proposed integrated plan, whileBased the process becomes and findings are beingcommunity reported impartially. integrated plan, while the process becomes more transparent, and findings are being reported impartially. © 2020 The Authors. Published by Elsevier B.V. © 2019 The Authors. Published by Elsevier B.V. This is an open accessPublished article under the CC BY-NC-ND (http://creativecommons.org/licenses/by-nc-nd/4.0/) © 2019 The Authors. by Elsevier B.V. of the license Selection and/or under responsibility organizers ITQM 2019Conference on Information Technology and Peer-review underpeer-review responsibility of the scientific committee of the 7thof Selection and/or peer-review under responsibility of the organizers ofInternational ITQM 2019 Quantitative Management (ITQM 2019) Keywords: digital transformation; smart territorial planning; collaborative work; big data; quantitative analysis; indicators, crowdsourcing; Keywords: digital transformation; smart territorial planning; collaborative work; big data; quantitative analysis; indicators, crowdsourcing;
1. Introduction 1. Introduction Spatial and territorial development planning is a typical collaborative work [1, 2] carried out by various Spatial of andpeople. territorial development planning is a typical collaborative [1, 2] carried outbenefits by various categories By using intelligent collaborative assistance platformswork for decisions [3], true can categories of people. By using intelligent collaborative assistance platforms for decisions [3], true benefits can be generated for all participants, regardless of the category to which they belong, even though they are planning be generated for all participants, regardless of the category to which they belong, even though they are planning bodies, public administration, civil society or private companies. Various crowdsourcing methods and computerbodies,platforms public administration, societydevelopment or private companies. Various andto computerbased for spatial andcivil territorial planning are meantcrowdsourcing and deployed methods with a view improve based platforms for spatial and territorial development planning are meant and deployed with a view to improve communications and facilitate a collaborative dialogue between the leaders and policymakers involved in a communications and facilitate a collaborative dialogue between the leaders and policymakers involved in a
* Corresponding author. Tel.: +4-021-233-6363; fax:+4-021-233-6364 * Corresponding author. Tel.: +4-021-233-6363; fax:+4-021-233-6364 E-mail address: [email protected]. E-mail address: [email protected]. 1877-0509 © 2020 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of the scientific committee of the 7th International Conference on Information Technology and Quantitative Management (ITQM 2019) 10.1016/j.procs.2019.12.052
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Maria Vișan / Procedia Computer Science 162 (2019) 795–802 Maria Visan/ Procedia Computer Science 00 (2019) 000–000
collaborative effort in spatial and territorial development planning. Based on these smart tools a strengthened community commitment to the proposed integrated plan is generated, the process becomes more transparent, and findings are being reported impartially 2. The problem 2.1. The international context of spatial and territorial development planning Although we are in the digital age, and there are several Spatial DSS (Decision Support Systems) [4, 5] available on the market, spatial and territorial development planning works are, in many cases, outdated, and planners continue to use tools specific to the 19th and 20th centuries to solve 21st century problems. Even in the developed countries, the planner's instruments require changes, due to the global problems that require new, innovative and integrated, participatory approaches. Looking for international good practice, we have found developed countries that have started the digital transformation, but all of them are in the very beginning stage: for example, Holland and Denmark have digital plans accepted by law as a digital replica of paper. France, Great Britain, Germany, Norway have different levels of digitalization but, standards refer to just a few layers of information and for the moment, digital planning is mainly a matter of obtaining the plans and the data than exchange data between different stakeholders of the planning processes. There are some initiatives of data opening (such as INSPIRE, Eurostat, Open weather, ESA satellite imagery, OSM, Corine Land Cover, other public data identified at the level of central public administration from different countries [6, 7, 8]) that could become data sources for spatial and territorial development planning. There are also attempts to use crowdsourcing to perform such activities [9]. Given the challenges generated by the complexity and dynamics of the information involved in spatial and territorial development planning, a justified question that arises is "does not the regulation, monitoring, and control in spatial and territorial development planning need an update in the era of digital transformation? Does this digital metamorphosis generate opportunities for the analyzed territory?” There are even rumors and fears that the digital approach may lead to the loss of creativity in spatial and territorial planning. Therefore, the article points out the considerable potential generated by rethinking and reinventing planning by digital transformation, and the benefits of integration and collaborative work between different stakeholders, compared to conventional processes. 2.2. The Romanian context of spatial and territorial development planning On the strategic level in Romania, there is an old legislative set applicable for spatial and territorial development planning that does not include references to the newly developed technologies or inter-sectorial interdependencies. Even there are references to the Geographic Information System (GIS) database that is accompanying the spatial and territorial plan, but there are no specifications regarding the database content, standards, methodologies or norms that must be used. Due to insufficient planning capacity, based on statistics available for 2016, Romania has 8,68 planners per 100,000 inhabitants [10], compared with the UK, where there are 38, while in Nigeria and India the figures are 1.44 respectively 0.23 [11]. Complexity and increasing requirements are calling, more than ever before, for public services which generate mutual functioning and influence on the same territory between stakeholders with different roles (public administrators, utility operators, private investors, NGOs, and citizens, and so on).
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Different granularities for the spatial distribution of responsibilities without mechanisms that support the common decision-making processes imply additional challenges for all the interested and interdependent groups affected (public administration, civil society, and the private environment). The planning process has become participatory, truly inclusive and the community must have a final decisionmaking authority. The full commitment of the authorities (of financial and intellectual resources) must be manifested; participants should be given clear objectives, but there are no tools implemented to facilitate this participative process by providing guidance, consultancy, expertise, and research support. Territorial planning activities are still based on static information (paper plans) resulting a lack of permanent updating. Therefore, the plan becomes obsolete and no longer reflects the reality right after it has been finalized. The lack of updated methodologies that include a digital dimension, no consolidated strategy for standardizing the exchange of information between data administrators, no standard processes defined between all entities affected, influenced, interested or responsible for monitoring, transform in desire the spatial and territorial development planning. On top of everything, the varied, increasingly large data sets (constituted as Big Data) that invade us, with complex processing requirements and different representation formats (structured, unstructured, mixed), but with different granularities and reporting, generate the impossibility of data correlation on the same territory. Other problems are generated by different meanings and definitions used for the same information, or by different interpretation of the same information from one territory to another one, between similar organizations/domains (for example cadaster, urban planning, building permits) or even within the same organization. Due to the absence of an agreement between data owners, there are different spatial representations for the data, different boundaries, measurements, different generalizations, multiple overlapping between spatial and geometrical objects, the inconsistency of data between themes; all these generate transformation errors, incompatibility, and inconsistency between different data sets. In order to allow the data aggregation and correlation, it is necessary to reinvent the spatial and territorial development planning by defining a common methodology, with norms that state a standardized package of terminology, definitions, data formats, model and business relationships, data management processes, analysis methods and tools, and a set of quantitative indicators. Those ensure not only the structuring of information on each relevant thematic area but also establish a definition for inter-institutional collaboration channels between all interdependent stakeholders and a representative set of indicators that lead to the measurement of the entire process. 3. The collaborative approach on digitalization to support collaborative work The complexity of spatial and territorial development planning requires a multidisciplinary approach on several levels (local, regional, county, national and international). Good management of technological and organizational resources through the implementation of a Spatial DSS (Decision Support Systems) [1, 2, 3] and a crowdsourcing platform [9] drive to a better understanding and administration of the territory and better communication with all stakeholders that work together and share responsibilities to jointly plan [1]. The digital transformation of the spatial and territorial development planning are reflected in: • permanent management of specific information (by consultation and updating daily workflows); • carrying out multi-criteria analyzes throughout the entire life cycle of information. Planning business processes from data collected in order to document and quantify the existing situation. Performing analyzing and identifying problems and dysfunctions as the context evolves, until elaborating the development proposals for the territory. Monitoring the actions taken and evaluating the integrated result generated by individual effort of all stakeholders;
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• conducting simulations that test the effects of the various scenarios of remediation of the malfunctions, eliminating the risk of failures in the real world, but keeping the advantage of identifying the best proposals and implementation priorities to achieve the proposed objectives in the shortest time; • immersive access to the virtual world in a controlled environment similar to real life, not only for planning, but also for research, or development of innovative products and services with a positive impact on the future of the territories in which the proposed solutions can be tested and demonstrated; • development and testing of new instruments/products or services by installing different sensors in the virtual environment to measure the impact that new solutions may have (for example improving air quality, increasing energy efficiency or building comfort, developing service capacities); • assessment of the integrated impact of territorial development decisions, correlated with the predictions of what might become the analyzed territory in the future; • the opening of channels of participation, communication and permanent dynamic exchange of information, a condition for the development in a quantifiable, controlled and predictive way, more transparent, more open and more responsible; • transforming strategic decisions into transparent, predictive results by monitoring and alerting/notifying about the current stage of outcomes, through collaborative simplified but revolutionary methods. 4. Implementation methodology The implementation and operationalization of spatial and territorial development planning platforms (intelligent collaborative decision support and crowdsourcing) imply a complex process of digitizing the internal and multi-institutional workflows (between all public or private institutions – data owners, planners, civil society, and other stakeholders). This requires both an investment strategy in technological resources and the adoption of multi-institutional synchronized management measures based on change on different dimensions: a) human resources (optimization / disappearance / appearance of jobs, training / educating users), b) legislative (adoption of procedures or legislative modification), c) organizational (simplification and diversification of services). In order to build technological capabilities in a sustainable way, it is necessary to consider certain levels of action, similar to the diagram presented in Fig. 1:
Fig. 1 The action levels diagram for the operationalization of the integrated planning tool
The operationalization of the integrated planning tool requires the following action levels: 1) communications (physical network infrastructure, and management equipment), 2) hardware (client and servers computing systems) and 3) software associated to hardware and communication infrastructures (operating systems, storage systems - databases, file servers) on which 4) the applications for specialized workflows based on spatial technologies. The 5) integrated access and identities management allow controlled access in order to manage the territory in an agile and efficient manner. It is vital to collect the information in real-time when IT information, and the 6) security management is applied over the digital environment (1, 2, 3) and to dedicated 4) applications. In order to manage the territory in an agile and efficient manner, it is vital to collect the information in realtime when it is produced by the responsible person who was exposed to this information. The quality of decision processes depends on the updated data and easy correlation between domains over the same area. The correlation between individual plans managed by different stakeholders are based on data (own or external data accessed via
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web services), automated analyses workflows and standard services (WFS -Web Feature Service, WFS-T- Web Feature Service - Transactional, WMS- Web Map Service, WPS - Web Processing Service). Different users from different institutions access information via a solid client, thin client, web or mobile applications. All participants to the integrated planning process will report the own project status and have access to aggregated results for monitoring the implementation of the integrated plan. The functional module presented in Fig.2 supports the entire organization activity from strategic to operational level in a multi-institutional collaboration system.
Fig. 2. Functional diagram of the tool for monitoring the development strategy at the territorial level with examples of functional modules
In order to manage the territory in an agile and efficient manner, it is vital to collect the information in realtime when it is produced by the responsible person who was exposed to this information. The quality of decision processes depends on the updated data and easy correlation between domains over the same area. The correlation between individual plans managed by different stakeholders are based on data (own or external data accessed via web services), automated analyses workflows and standard services (WFS -Web Feature Service, WFS-T- Web Feature Service - Transactional, WMS- Web Map Service, WPS - Web Processing Service). Different users from different institutions access information via a solid client, thin client, web or mobile applications. All participants to the integrated planning process will report the own project status and have access to aggregated results for monitoring the implementation of the integrated plan. The functional module presented in Fig.2 supports the entire organization activity from strategic to operational level in a multi-institutional collaboration system. The technological cores have the role to provide the technological components needed for the retrieval, storage, processing, and use of geospatial data formats (2D or 3D). Workflow engine ensures workflows in applications. The metadata management subsystem allows the metadata management for the data model, the workflows and the exchange of data between the information systems. Through this component, the data storage, as well as the data exchange between information systems from the different sectorial domains, are managed in compliance with ISO and Pipeline Open Data Standard (PODS) standards [12], Open Geospatial Consortium (OGC) specifications, and so on. The territorial data module has the role of systematic data collection and storage. This is the reference database for substantiating decisions at any institutional level. The data is organized in sub-levels, as it follows: a) hierarchy and territorial segmentation: technical data describing land areas hierarchy (Nomenclature of territorial units for statistics (NUTS), neighborhood, land parcel); b) technical-building equipment: technical data regarding the urban equipment: water, sewerage, gas, electricity, telco, communications, etc.; c) transport infrastructure: technical data regarding the transport network, including their viability; d) objectives of public interest: technical data regarding the objectives, buildings, monuments; e) environment: technical data collected automatically from sensors, or provided by open data services; f) heritage: natural or cultural technical description for heritage items; g) territorial statistics: technical data collected automatically (from sensors, e.g. water level, CO2 level, landslides, traffic sensors, etc.) or manually inserted (statistical and periodic reported data, for example, education, health, culture indicators, etc.).
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The public services module has the role of implementing the operational workflows (internal or interinstitutional, monitoring, reporting or specialized) associated with the different public services offered by different institutions. For example, the electronic register is the unique point of recording documents and monitoring the status for supporting the internal and inter-institutional workflows; the electronic archive is the electronic storage for information; the inventory of public and private patrimony register is used to decide the property responsibilities, including delegated administration. For the monitoring and reporting workflows, the module has the role of monitoring events that affect the offered public services and allows systematic recording of the response mode ordered by the decision-makers. The documentation and reporting is the functional module that allows data capture (georeferenced photo) in the field and depending on the type of reported problem, the responsible authority receives an automatic notification. For example, reporting the destruction of signaling elements on public roads. The specialized workflows include permits that allow the management of requests and printing authorization based on the models configured in the system. Another example could be a specialized module for winter roads program management that requires monitoring and reporting the activity associated with winter programs according to the Road Technical Bulletin, AND Order 525-2013 (Romanian legislative normative regulation). The strategic coordination module as it is presented in Fig 3, provides strategic coordination tools based on
Fig. 3. Strategic coordination tools
good practices resulting from quality management and change management (European Foundation for Quality Management (EFQM) Excellence Model, Total Quality Management (TQM), etc.) for the specialized commissions/departments/ subordinated institutions/temporary working groups. The strategic coordination module includes all community interest areas from analyzed territory combined in a successive logic: 1. Strategic objectives; 2. Integrated development/ Action plan; 3. Investment reporting; 4. Impact analysis. Integrating the quantitative methods and human resources to improve the quality services supplied, and the degree to which the needs of the customer are met. The indicators of measuring the internal business process (compliance with specifications (quality), time, productivity and process costs) and financial indicators (quality cost and profitability) can indicate the level of performance of the company. KPIs related to customer satisfaction and market share highlight the company's status. In addition, performance indicators of learning and growth measures (employee satisfaction and sales growth) can contribute to projections about the future of the company based on measuring results. In this way, the performance of the departments is aligned with the common objective. By conducting periodic surveys, feedback has been taken from the public, as well as the employees, to ensure that the objectives are met. The user presentation access and security management module have the role to expose the information for decisions mainly through a portal. The users (authenticated and authorized) access the internal portal or the public portal based on their defined roles. The visualization tools could be web or mobile dashboards that include color-coded maps designed in an actionable way that allows the user understanding the situation and taking decisions [13]. For example, in Fig. 4 it is represented as an informative map with the transportation connecting policy and spatial distribution of proposed projects colored by project type and the administrative units responsible. In the area of the public portal, during public consultations, there are defined crowdsourcing tools
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Fig. 4. Sectorial Objective: Connectivity Networks. Connecting to the transport networks Policy. Improving the access to the national and county transport networks
that increase the involvement of citizens to contribute with the reporting problems or solution proposal for a better quality of life conditions. For each domain of interest, via custom web/mobile interface the public opinion survey is registered. There are implemented tools for validating the data collected and calibrating the results, user profiling, and analytics sub-modules. Analytical and reporting systems, usually involve a sort of data reduction or alerts rather than regular consultation using less human attention finding out what is going on [13]. Designing such a complex solution requires thinking about how the information determines management attention. Based on actionable information provided via visualization tools, the evaluation for operational, tactic or strategic decisions becomes a service into a user interface. These services are available for all stakeholders, private companies, public administrations or citizen [13]. Below are highlighted two examples for strategic collaborative dashboards for monitoring the execution of the integrated plan, in Fig 5. The left-hand image presents the planned investments (programs and projects)
Fig. 5. Colaborative dashboards for monitoring the execution of the integrated plan
grouped by sectorial objective and administrative units responsible. The right-hand image presents information related to the spatial distribution of Territorial Development Index’s indicators, timeframe and time series of data for the planned and executed project stages. Based on the information provided by the collaborative work, the proposed, assumed, realized and monitored measurements are open in a transparent process, with all the elements accessible for examination by all responsible of the integrated plan implementation. 5. Conclusions Although the interest for the digital form of territorial planning is not new [14], the detailed follow-up of this collaborative process of spatial planning highlights that there are all the premises for digitalizing and optimizing the current development planning process. The optimization not only provides the coordination with the higher hierarchical plans at a national and international level but also with the lower hierarchical level, whose regulations become mandatory for the local and regional urban planning. The basis of the proposed decisions and measures are the database with spatial representation and includes hundreds of indicators materialized spatially by thematic quantitative representations at the level of administrative boundaries, in order to identify the territorial dysfunctions and to highlight the existing elements that support the social and economic development of local communities. Each analyzed territory works as an extremely complex and variable ecosystem in space and time regardless of its spatial size (site/city/county/nation/ global) and it presents multiple aspects that require analysis. The approach by which we can understand the territory in depth is to break it down into thematic areas and establish benchmarks for each specific topic/domain.
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Another aspect that we need to understand is that the territories are living organisms, very dynamic and extremely fast evolving. Any decision we make as administrators of the territory has an impact in many areas. Through its spatial dimension, the proposed digital transformation represents a complex DSS to support the development and responds to the need to strengthen institutional capacity at all levels of public administration (local / county / national, international). An incremental development based on a collaborative effort of users and IT specialists [14, 15] is apparently recommended to be used in developing such systems. The novelty of the digital transformation approach is the smart territorial planning tools, support for the substantiation of the decisions through the common database on all the thematic areas on the territory level, permanently updated through daily working processes in an inter-institutional collaborative work frame and a crowdsourcing participative public. Continuous data exchange between stakeholders and getting public feedback for all actions allows not only the planning and establishment of the best measures by which the development takes place but also the monitoring and commitment for alerting/ notification to approve the integrated plan fulfillment. In this way, spatial and territorial development planning is controlled and predictable in a quantitative way. At any moment, the current stage of implementation, the persons in charge of the activities, the stage of the realized vs. planned expenses can be known and measured. Acknowledgements The research presented in this paper resulted from the implementation of two successive projects that have the scope of changing the spatial territorial planning at the level of Ialomita and Bacau Counties from Romania – “Updating the Territorial Development County Plan” (funded by the local County Council). References [1] Filip, FG, Zamfirescu, CB, Ciurea, C. Computer-Supported Collaborative Decision-Making. Springer International Publishing; 2017. [2] Nof. SY Collaborative Control Theory and Decision Support Systems. Computer Science Journal of Moldova; 2017, vol.25, no.2, p.74. [3] Candea C, Filip F G. Towards intelligent collaborative decision support platforms. Studies in Informatics and Control; 2016, vol. 25, no. 2, p.143-152. [4] Keenan PB, Jankowski P. Spatial decision support systems: three decades on. Decision Support Systems; 2019, vol 1116, p. 64-76. [5] Jankowski, Nyerges T. GIS-supported collaborative decision-making: results of an experiment. Annals of the Association of American Geographers; 2004, vol. 91, issue 1. [6] ESA satellite imagery. https://earth.esa.int/web/guest/data-access. Accessed on 25th July; 2019. [7] OSM, https://www.openstreetmap.org. Accessed on 25th July; 2019. [8] Corine Land Cover, https://www.eea.europa.eu/data-and-maps/data/clc-2006-vector-data-version. Accessed on 25th July; 2019. [9] Szwajlik, A. Characteristic and typology of crowd motivators to crowdsourcing platform contribution. European. Journal of Service Management; 2018, 3 (27/2), p.445–451. [10] Bonnie J. Johnson. "Planners as leaders: finding their comfort zone", International Journal of Public Leadership, 2018, http://www.ectp-ceu.eu/index.php/en/members/full-members/romania. Accessed on 25th July; 2019. [11] World Cities Report 2016, http://wcr.unhabitat.org/wp-content/uploads/sites/16/2016/05/Chapter-7-WCR-2016.pdf. Accessed on 25th July; 2019. [12] Wolfgang K, David MD. Springer Handbook of Geographic Information, Springer Nature; 2012. [13] Visan Maria, Firicel Mone. "Big data services based on mobile data and their strategic importance", 2018 7th International Conference on Computers Communications and Control (ICCCC); 2018. [14] Filip, FG. A decision-making perspective for designing and building information systems. Int J Comput Commun; 2012, Vol.7, no. 2 (June), p. 264-272. [15] Devadiga, NM. Tailoring architecture centric design method with rapid prototyping; 2017, https://arxiv.org/ftp/arxiv/papers/1706/1706.01602.pdf, 2017 Accessed on 15.09.2019.
ScienceDirect Procedia Computer Science 162 (2019) 795–802 Procedia Computer Science 00 (2019) 000–000 Procedia Computer Science 00 (2019) 000–000
www.elsevier.com/locate/procedia www.elsevier.com/locate/procedia
7th International Conference on Information Technology and Quantitative Management 7th International Conference on Information Technology and Quantitative Management
(ITQM 2019) (ITQM 2019)
Spatial and territorial development planning: digital challenge Spatial and territorial development planning: digital challenge and reinvention using a multi-disciplinary approach to support and reinvention using collaborative a multi-disciplinary approach to support work collaborative work Maria Vișanaa* Maria Vișan *
aDepartment of Engineering, Mechanics, Computers, Romanian Academy, School of Advanced Studies of the aDepartment of Engineering, Mechanics, Computers, Romanian Academy, School of Advanced Studies of the Romanian Academy (SCOSAAR), Bucharest 010071, Romania Romanian Academy (SCOSAAR), Bucharest 010071, Romania
Abstract Abstract The article identifies practical solutions in response to the challenge of reinventing spatial and territorial development The article identifies practical solutionsinto in aresponse to the challenge reinventing and include territorial development planning through digital transformation multidisciplinary approach.ofThe proposed spatial smart tools a predefined set planning through digital transformation into a multidisciplinary approach. The smart tools includesituation a predefined set of territorial development indexes, quantitative analyses that automatized theproposed extraction of the existing and the of territorial development indexes, quantitative analyses that automatized the extraction of the existing situation and the malfunctions of the territory immediately after loading the specific data on thematic domains. Having the entire situation malfunctions of the the territory immediately after loading mainly the specific on thematic domains.inHaving thethe entire situation ready for decisions, planning effort focus is oriented on thedata innovation and creativity choosing development ready for decisions, thequantitative planning effort focus isconstituted oriented mainly on the innovation and creativity choosing themeasuring development directions. The sets of indicators as a baseline for the analyzed territory.inPermanently this directions. The sets of quantitative indicators constituted as a baseline analyzed territory. Permanently measuring set of indicators determines whether conditions are improving against for the the baseline in order to ensure the achievement of this the set of indicators determines whether against the baseline community in order to ensure the achievement of the proposed outcomes. Based on these conditions smart tools,areweimproving can generate a strengthened commitment to the proposed proposed outcomes. on these smart more tools, transparent, we can generate a strengthened commitment to the proposed integrated plan, whileBased the process becomes and findings are beingcommunity reported impartially. integrated plan, while the process becomes more transparent, and findings are being reported impartially. © 2020 The Authors. Published by Elsevier B.V. © 2019 The Authors. Published by Elsevier B.V. This is an open accessPublished article under the CC BY-NC-ND (http://creativecommons.org/licenses/by-nc-nd/4.0/) © 2019 The Authors. by Elsevier B.V. of the license Selection and/or under responsibility organizers ITQM 2019Conference on Information Technology and Peer-review underpeer-review responsibility of the scientific committee of the 7thof Selection and/or peer-review under responsibility of the organizers ofInternational ITQM 2019 Quantitative Management (ITQM 2019) Keywords: digital transformation; smart territorial planning; collaborative work; big data; quantitative analysis; indicators, crowdsourcing; Keywords: digital transformation; smart territorial planning; collaborative work; big data; quantitative analysis; indicators, crowdsourcing;
1. Introduction 1. Introduction Spatial and territorial development planning is a typical collaborative work [1, 2] carried out by various Spatial of andpeople. territorial development planning is a typical collaborative [1, 2] carried outbenefits by various categories By using intelligent collaborative assistance platformswork for decisions [3], true can categories of people. By using intelligent collaborative assistance platforms for decisions [3], true benefits can be generated for all participants, regardless of the category to which they belong, even though they are planning be generated for all participants, regardless of the category to which they belong, even though they are planning bodies, public administration, civil society or private companies. Various crowdsourcing methods and computerbodies,platforms public administration, societydevelopment or private companies. Various andto computerbased for spatial andcivil territorial planning are meantcrowdsourcing and deployed methods with a view improve based platforms for spatial and territorial development planning are meant and deployed with a view to improve communications and facilitate a collaborative dialogue between the leaders and policymakers involved in a communications and facilitate a collaborative dialogue between the leaders and policymakers involved in a
* Corresponding author. Tel.: +4-021-233-6363; fax:+4-021-233-6364 * Corresponding author. Tel.: +4-021-233-6363; fax:+4-021-233-6364 E-mail address: [email protected]. E-mail address: [email protected]. 1877-0509 © 2020 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of the scientific committee of the 7th International Conference on Information Technology and Quantitative Management (ITQM 2019) 10.1016/j.procs.2019.12.052
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collaborative effort in spatial and territorial development planning. Based on these smart tools a strengthened community commitment to the proposed integrated plan is generated, the process becomes more transparent, and findings are being reported impartially 2. The problem 2.1. The international context of spatial and territorial development planning Although we are in the digital age, and there are several Spatial DSS (Decision Support Systems) [4, 5] available on the market, spatial and territorial development planning works are, in many cases, outdated, and planners continue to use tools specific to the 19th and 20th centuries to solve 21st century problems. Even in the developed countries, the planner's instruments require changes, due to the global problems that require new, innovative and integrated, participatory approaches. Looking for international good practice, we have found developed countries that have started the digital transformation, but all of them are in the very beginning stage: for example, Holland and Denmark have digital plans accepted by law as a digital replica of paper. France, Great Britain, Germany, Norway have different levels of digitalization but, standards refer to just a few layers of information and for the moment, digital planning is mainly a matter of obtaining the plans and the data than exchange data between different stakeholders of the planning processes. There are some initiatives of data opening (such as INSPIRE, Eurostat, Open weather, ESA satellite imagery, OSM, Corine Land Cover, other public data identified at the level of central public administration from different countries [6, 7, 8]) that could become data sources for spatial and territorial development planning. There are also attempts to use crowdsourcing to perform such activities [9]. Given the challenges generated by the complexity and dynamics of the information involved in spatial and territorial development planning, a justified question that arises is "does not the regulation, monitoring, and control in spatial and territorial development planning need an update in the era of digital transformation? Does this digital metamorphosis generate opportunities for the analyzed territory?” There are even rumors and fears that the digital approach may lead to the loss of creativity in spatial and territorial planning. Therefore, the article points out the considerable potential generated by rethinking and reinventing planning by digital transformation, and the benefits of integration and collaborative work between different stakeholders, compared to conventional processes. 2.2. The Romanian context of spatial and territorial development planning On the strategic level in Romania, there is an old legislative set applicable for spatial and territorial development planning that does not include references to the newly developed technologies or inter-sectorial interdependencies. Even there are references to the Geographic Information System (GIS) database that is accompanying the spatial and territorial plan, but there are no specifications regarding the database content, standards, methodologies or norms that must be used. Due to insufficient planning capacity, based on statistics available for 2016, Romania has 8,68 planners per 100,000 inhabitants [10], compared with the UK, where there are 38, while in Nigeria and India the figures are 1.44 respectively 0.23 [11]. Complexity and increasing requirements are calling, more than ever before, for public services which generate mutual functioning and influence on the same territory between stakeholders with different roles (public administrators, utility operators, private investors, NGOs, and citizens, and so on).
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Different granularities for the spatial distribution of responsibilities without mechanisms that support the common decision-making processes imply additional challenges for all the interested and interdependent groups affected (public administration, civil society, and the private environment). The planning process has become participatory, truly inclusive and the community must have a final decisionmaking authority. The full commitment of the authorities (of financial and intellectual resources) must be manifested; participants should be given clear objectives, but there are no tools implemented to facilitate this participative process by providing guidance, consultancy, expertise, and research support. Territorial planning activities are still based on static information (paper plans) resulting a lack of permanent updating. Therefore, the plan becomes obsolete and no longer reflects the reality right after it has been finalized. The lack of updated methodologies that include a digital dimension, no consolidated strategy for standardizing the exchange of information between data administrators, no standard processes defined between all entities affected, influenced, interested or responsible for monitoring, transform in desire the spatial and territorial development planning. On top of everything, the varied, increasingly large data sets (constituted as Big Data) that invade us, with complex processing requirements and different representation formats (structured, unstructured, mixed), but with different granularities and reporting, generate the impossibility of data correlation on the same territory. Other problems are generated by different meanings and definitions used for the same information, or by different interpretation of the same information from one territory to another one, between similar organizations/domains (for example cadaster, urban planning, building permits) or even within the same organization. Due to the absence of an agreement between data owners, there are different spatial representations for the data, different boundaries, measurements, different generalizations, multiple overlapping between spatial and geometrical objects, the inconsistency of data between themes; all these generate transformation errors, incompatibility, and inconsistency between different data sets. In order to allow the data aggregation and correlation, it is necessary to reinvent the spatial and territorial development planning by defining a common methodology, with norms that state a standardized package of terminology, definitions, data formats, model and business relationships, data management processes, analysis methods and tools, and a set of quantitative indicators. Those ensure not only the structuring of information on each relevant thematic area but also establish a definition for inter-institutional collaboration channels between all interdependent stakeholders and a representative set of indicators that lead to the measurement of the entire process. 3. The collaborative approach on digitalization to support collaborative work The complexity of spatial and territorial development planning requires a multidisciplinary approach on several levels (local, regional, county, national and international). Good management of technological and organizational resources through the implementation of a Spatial DSS (Decision Support Systems) [1, 2, 3] and a crowdsourcing platform [9] drive to a better understanding and administration of the territory and better communication with all stakeholders that work together and share responsibilities to jointly plan [1]. The digital transformation of the spatial and territorial development planning are reflected in: • permanent management of specific information (by consultation and updating daily workflows); • carrying out multi-criteria analyzes throughout the entire life cycle of information. Planning business processes from data collected in order to document and quantify the existing situation. Performing analyzing and identifying problems and dysfunctions as the context evolves, until elaborating the development proposals for the territory. Monitoring the actions taken and evaluating the integrated result generated by individual effort of all stakeholders;
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• conducting simulations that test the effects of the various scenarios of remediation of the malfunctions, eliminating the risk of failures in the real world, but keeping the advantage of identifying the best proposals and implementation priorities to achieve the proposed objectives in the shortest time; • immersive access to the virtual world in a controlled environment similar to real life, not only for planning, but also for research, or development of innovative products and services with a positive impact on the future of the territories in which the proposed solutions can be tested and demonstrated; • development and testing of new instruments/products or services by installing different sensors in the virtual environment to measure the impact that new solutions may have (for example improving air quality, increasing energy efficiency or building comfort, developing service capacities); • assessment of the integrated impact of territorial development decisions, correlated with the predictions of what might become the analyzed territory in the future; • the opening of channels of participation, communication and permanent dynamic exchange of information, a condition for the development in a quantifiable, controlled and predictive way, more transparent, more open and more responsible; • transforming strategic decisions into transparent, predictive results by monitoring and alerting/notifying about the current stage of outcomes, through collaborative simplified but revolutionary methods. 4. Implementation methodology The implementation and operationalization of spatial and territorial development planning platforms (intelligent collaborative decision support and crowdsourcing) imply a complex process of digitizing the internal and multi-institutional workflows (between all public or private institutions – data owners, planners, civil society, and other stakeholders). This requires both an investment strategy in technological resources and the adoption of multi-institutional synchronized management measures based on change on different dimensions: a) human resources (optimization / disappearance / appearance of jobs, training / educating users), b) legislative (adoption of procedures or legislative modification), c) organizational (simplification and diversification of services). In order to build technological capabilities in a sustainable way, it is necessary to consider certain levels of action, similar to the diagram presented in Fig. 1:
Fig. 1 The action levels diagram for the operationalization of the integrated planning tool
The operationalization of the integrated planning tool requires the following action levels: 1) communications (physical network infrastructure, and management equipment), 2) hardware (client and servers computing systems) and 3) software associated to hardware and communication infrastructures (operating systems, storage systems - databases, file servers) on which 4) the applications for specialized workflows based on spatial technologies. The 5) integrated access and identities management allow controlled access in order to manage the territory in an agile and efficient manner. It is vital to collect the information in real-time when IT information, and the 6) security management is applied over the digital environment (1, 2, 3) and to dedicated 4) applications. In order to manage the territory in an agile and efficient manner, it is vital to collect the information in realtime when it is produced by the responsible person who was exposed to this information. The quality of decision processes depends on the updated data and easy correlation between domains over the same area. The correlation between individual plans managed by different stakeholders are based on data (own or external data accessed via
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web services), automated analyses workflows and standard services (WFS -Web Feature Service, WFS-T- Web Feature Service - Transactional, WMS- Web Map Service, WPS - Web Processing Service). Different users from different institutions access information via a solid client, thin client, web or mobile applications. All participants to the integrated planning process will report the own project status and have access to aggregated results for monitoring the implementation of the integrated plan. The functional module presented in Fig.2 supports the entire organization activity from strategic to operational level in a multi-institutional collaboration system.
Fig. 2. Functional diagram of the tool for monitoring the development strategy at the territorial level with examples of functional modules
In order to manage the territory in an agile and efficient manner, it is vital to collect the information in realtime when it is produced by the responsible person who was exposed to this information. The quality of decision processes depends on the updated data and easy correlation between domains over the same area. The correlation between individual plans managed by different stakeholders are based on data (own or external data accessed via web services), automated analyses workflows and standard services (WFS -Web Feature Service, WFS-T- Web Feature Service - Transactional, WMS- Web Map Service, WPS - Web Processing Service). Different users from different institutions access information via a solid client, thin client, web or mobile applications. All participants to the integrated planning process will report the own project status and have access to aggregated results for monitoring the implementation of the integrated plan. The functional module presented in Fig.2 supports the entire organization activity from strategic to operational level in a multi-institutional collaboration system. The technological cores have the role to provide the technological components needed for the retrieval, storage, processing, and use of geospatial data formats (2D or 3D). Workflow engine ensures workflows in applications. The metadata management subsystem allows the metadata management for the data model, the workflows and the exchange of data between the information systems. Through this component, the data storage, as well as the data exchange between information systems from the different sectorial domains, are managed in compliance with ISO and Pipeline Open Data Standard (PODS) standards [12], Open Geospatial Consortium (OGC) specifications, and so on. The territorial data module has the role of systematic data collection and storage. This is the reference database for substantiating decisions at any institutional level. The data is organized in sub-levels, as it follows: a) hierarchy and territorial segmentation: technical data describing land areas hierarchy (Nomenclature of territorial units for statistics (NUTS), neighborhood, land parcel); b) technical-building equipment: technical data regarding the urban equipment: water, sewerage, gas, electricity, telco, communications, etc.; c) transport infrastructure: technical data regarding the transport network, including their viability; d) objectives of public interest: technical data regarding the objectives, buildings, monuments; e) environment: technical data collected automatically from sensors, or provided by open data services; f) heritage: natural or cultural technical description for heritage items; g) territorial statistics: technical data collected automatically (from sensors, e.g. water level, CO2 level, landslides, traffic sensors, etc.) or manually inserted (statistical and periodic reported data, for example, education, health, culture indicators, etc.).
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The public services module has the role of implementing the operational workflows (internal or interinstitutional, monitoring, reporting or specialized) associated with the different public services offered by different institutions. For example, the electronic register is the unique point of recording documents and monitoring the status for supporting the internal and inter-institutional workflows; the electronic archive is the electronic storage for information; the inventory of public and private patrimony register is used to decide the property responsibilities, including delegated administration. For the monitoring and reporting workflows, the module has the role of monitoring events that affect the offered public services and allows systematic recording of the response mode ordered by the decision-makers. The documentation and reporting is the functional module that allows data capture (georeferenced photo) in the field and depending on the type of reported problem, the responsible authority receives an automatic notification. For example, reporting the destruction of signaling elements on public roads. The specialized workflows include permits that allow the management of requests and printing authorization based on the models configured in the system. Another example could be a specialized module for winter roads program management that requires monitoring and reporting the activity associated with winter programs according to the Road Technical Bulletin, AND Order 525-2013 (Romanian legislative normative regulation). The strategic coordination module as it is presented in Fig 3, provides strategic coordination tools based on
Fig. 3. Strategic coordination tools
good practices resulting from quality management and change management (European Foundation for Quality Management (EFQM) Excellence Model, Total Quality Management (TQM), etc.) for the specialized commissions/departments/ subordinated institutions/temporary working groups. The strategic coordination module includes all community interest areas from analyzed territory combined in a successive logic: 1. Strategic objectives; 2. Integrated development/ Action plan; 3. Investment reporting; 4. Impact analysis. Integrating the quantitative methods and human resources to improve the quality services supplied, and the degree to which the needs of the customer are met. The indicators of measuring the internal business process (compliance with specifications (quality), time, productivity and process costs) and financial indicators (quality cost and profitability) can indicate the level of performance of the company. KPIs related to customer satisfaction and market share highlight the company's status. In addition, performance indicators of learning and growth measures (employee satisfaction and sales growth) can contribute to projections about the future of the company based on measuring results. In this way, the performance of the departments is aligned with the common objective. By conducting periodic surveys, feedback has been taken from the public, as well as the employees, to ensure that the objectives are met. The user presentation access and security management module have the role to expose the information for decisions mainly through a portal. The users (authenticated and authorized) access the internal portal or the public portal based on their defined roles. The visualization tools could be web or mobile dashboards that include color-coded maps designed in an actionable way that allows the user understanding the situation and taking decisions [13]. For example, in Fig. 4 it is represented as an informative map with the transportation connecting policy and spatial distribution of proposed projects colored by project type and the administrative units responsible. In the area of the public portal, during public consultations, there are defined crowdsourcing tools
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Fig. 4. Sectorial Objective: Connectivity Networks. Connecting to the transport networks Policy. Improving the access to the national and county transport networks
that increase the involvement of citizens to contribute with the reporting problems or solution proposal for a better quality of life conditions. For each domain of interest, via custom web/mobile interface the public opinion survey is registered. There are implemented tools for validating the data collected and calibrating the results, user profiling, and analytics sub-modules. Analytical and reporting systems, usually involve a sort of data reduction or alerts rather than regular consultation using less human attention finding out what is going on [13]. Designing such a complex solution requires thinking about how the information determines management attention. Based on actionable information provided via visualization tools, the evaluation for operational, tactic or strategic decisions becomes a service into a user interface. These services are available for all stakeholders, private companies, public administrations or citizen [13]. Below are highlighted two examples for strategic collaborative dashboards for monitoring the execution of the integrated plan, in Fig 5. The left-hand image presents the planned investments (programs and projects)
Fig. 5. Colaborative dashboards for monitoring the execution of the integrated plan
grouped by sectorial objective and administrative units responsible. The right-hand image presents information related to the spatial distribution of Territorial Development Index’s indicators, timeframe and time series of data for the planned and executed project stages. Based on the information provided by the collaborative work, the proposed, assumed, realized and monitored measurements are open in a transparent process, with all the elements accessible for examination by all responsible of the integrated plan implementation. 5. Conclusions Although the interest for the digital form of territorial planning is not new [14], the detailed follow-up of this collaborative process of spatial planning highlights that there are all the premises for digitalizing and optimizing the current development planning process. The optimization not only provides the coordination with the higher hierarchical plans at a national and international level but also with the lower hierarchical level, whose regulations become mandatory for the local and regional urban planning. The basis of the proposed decisions and measures are the database with spatial representation and includes hundreds of indicators materialized spatially by thematic quantitative representations at the level of administrative boundaries, in order to identify the territorial dysfunctions and to highlight the existing elements that support the social and economic development of local communities. Each analyzed territory works as an extremely complex and variable ecosystem in space and time regardless of its spatial size (site/city/county/nation/ global) and it presents multiple aspects that require analysis. The approach by which we can understand the territory in depth is to break it down into thematic areas and establish benchmarks for each specific topic/domain.
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Another aspect that we need to understand is that the territories are living organisms, very dynamic and extremely fast evolving. Any decision we make as administrators of the territory has an impact in many areas. Through its spatial dimension, the proposed digital transformation represents a complex DSS to support the development and responds to the need to strengthen institutional capacity at all levels of public administration (local / county / national, international). An incremental development based on a collaborative effort of users and IT specialists [14, 15] is apparently recommended to be used in developing such systems. The novelty of the digital transformation approach is the smart territorial planning tools, support for the substantiation of the decisions through the common database on all the thematic areas on the territory level, permanently updated through daily working processes in an inter-institutional collaborative work frame and a crowdsourcing participative public. Continuous data exchange between stakeholders and getting public feedback for all actions allows not only the planning and establishment of the best measures by which the development takes place but also the monitoring and commitment for alerting/ notification to approve the integrated plan fulfillment. In this way, spatial and territorial development planning is controlled and predictable in a quantitative way. At any moment, the current stage of implementation, the persons in charge of the activities, the stage of the realized vs. planned expenses can be known and measured. Acknowledgements The research presented in this paper resulted from the implementation of two successive projects that have the scope of changing the spatial territorial planning at the level of Ialomita and Bacau Counties from Romania – “Updating the Territorial Development County Plan” (funded by the local County Council). References [1] Filip, FG, Zamfirescu, CB, Ciurea, C. Computer-Supported Collaborative Decision-Making. Springer International Publishing; 2017. [2] Nof. SY Collaborative Control Theory and Decision Support Systems. Computer Science Journal of Moldova; 2017, vol.25, no.2, p.74. [3] Candea C, Filip F G. Towards intelligent collaborative decision support platforms. Studies in Informatics and Control; 2016, vol. 25, no. 2, p.143-152. [4] Keenan PB, Jankowski P. Spatial decision support systems: three decades on. Decision Support Systems; 2019, vol 1116, p. 64-76. [5] Jankowski, Nyerges T. GIS-supported collaborative decision-making: results of an experiment. Annals of the Association of American Geographers; 2004, vol. 91, issue 1. [6] ESA satellite imagery. https://earth.esa.int/web/guest/data-access. Accessed on 25th July; 2019. [7] OSM, https://www.openstreetmap.org. Accessed on 25th July; 2019. [8] Corine Land Cover, https://www.eea.europa.eu/data-and-maps/data/clc-2006-vector-data-version. Accessed on 25th July; 2019. [9] Szwajlik, A. Characteristic and typology of crowd motivators to crowdsourcing platform contribution. European. Journal of Service Management; 2018, 3 (27/2), p.445–451. [10] Bonnie J. Johnson. "Planners as leaders: finding their comfort zone", International Journal of Public Leadership, 2018, http://www.ectp-ceu.eu/index.php/en/members/full-members/romania. Accessed on 25th July; 2019. [11] World Cities Report 2016, http://wcr.unhabitat.org/wp-content/uploads/sites/16/2016/05/Chapter-7-WCR-2016.pdf. Accessed on 25th July; 2019. [12] Wolfgang K, David MD. Springer Handbook of Geographic Information, Springer Nature; 2012. [13] Visan Maria, Firicel Mone. "Big data services based on mobile data and their strategic importance", 2018 7th International Conference on Computers Communications and Control (ICCCC); 2018. [14] Filip, FG. A decision-making perspective for designing and building information systems. Int J Comput Commun; 2012, Vol.7, no. 2 (June), p. 264-272. [15] Devadiga, NM. Tailoring architecture centric design method with rapid prototyping; 2017, https://arxiv.org/ftp/arxiv/papers/1706/1706.01602.pdf, 2017 Accessed on 15.09.2019.