Welcome to CC: The Exchange

1
Welcome toCC The Exchange
2
Important information about today and the rest of
the conference Clare Hadley
3
Your conference team
4
Programme for Monday (continued)
5
Programme for Tuesday
6
Programme for Tuesday (continued)
7
Programme for Wednesday
8
What we will do for you .

• Organise!
• Facilitate!
• Host!

9
What you can do for us ..

• Participate!
• Communicate!
• Benefit!

10
CCThe Exchange
11
General Information

• Mobile phones please keep them switched off
  whilst you are in the conference sessions
• Passes must be worn at all times both during
  the day and at the evening events
• Purple Delegates
• Blue Exhibitors
• Red Conference Staff

12
General Information

• Internet connections at the internet café
• Coffee and Tea from table in Exhibition Hall
• Lunch buffet style. Enter from corridor by
  Garden Room, exit into Exhibition Hall
• Conference Information Desk where you registered

13
Tea and Coffee
Internet Room
You are here
Conference Information Desk
Lunch
14
Parallel Sessions

• For Monday
• Pre-allocated groups
• Your Group letter is on your badge (A,B,C,D,E,F)
• For Tuesday
• Sign up on the lists in the Exhibition Hall
• They will be there from lunch time onwards
• Sign up by the end of today

15
Tuesdays Parallel Sessions

• For Session 1 choose one of
• Effective Partnerships
• Managing business risk
• Investment management
• For Session 2 choose one of
• Human Resources and Capacity Building
• Technology
• Digital Rights Management

16
CCThe Exchange
17
Robin WatersRSW Geomatics Ltd.AGI Council
18
CCThe Exchange
19
Yesterday, Today and TomorrowGI from a Global
Perspective

• Peter Dale
• Honorary President, FIG

20
Yesterday we moved

• from to
• Colonial/Soviet Independent
• Manual Skills Management Skills
• Measurement Science Information Science
• Maps and Charts Digital Products
• 2D (flat Earth) 3D (multi layers)
• Military Civilian (partially)

21
19th Century Landscapes
All dictated by military requirements. Have
things changed?
22

• We have new products and services.
• But almost all of them are old products sold in
  new disguises.
• Where are the new categories of data?
• Answer. In the private sector or in other
  organisations.

23
Today the Cadastre lives in a 3D World
24
Today we see

• A move from Design and Build to Sustain and
  Maintain
• 2. Decreasing lifespan of technology
• Less Public Sector monopoly, with more Public /
  Private Partnerships (PPP)
• A move from being Government driven and funded to
  commercialisation and a market approach

25
A Business Approach is being adopted in order to

• 1 Raise money for the maintenance and expansion
  of services
• 2 Increase economic efficiency through
  accountability and cost concern
• 3 Reduce wastage (human and material)
• Manage user demands
• Charge commercial users while ensuring
  competitive neutrality
• Conform to international agreements e.g. IPR

26
The Contrary View

• Topographic and Cadastral Mapping are a public
  good
• Government agencies provide services that the
  private sector could not fund
• A commercial approach can impede market
  development
• Government agencies should co-operate not compete
• Inter-agency Billing adds to overhead costs
• 6. The weak need to be protected

27
GUIDELINES ON LAND ADMINISTRATION

• Were written in 1995, published 1996
• Focused on countries in economic transition
• Were about the design and building of systems
• Were about the ownership, value and use of land

28
They took a Systems Approach (User rather than
Producer Driven)
29
What has changed since 1996?

• Transition in many cases is complete.
• Land Administration is now a business.
• Technology Refresh is a key issue.
• There needs to be greater capacity to maintain
  and sustain systems.
• There is need for Public/Private Partnerships.
• There is need to address environmental issues.

30
Global Lessons Learnt

• There is need for consistency especially between
  land administration agencies
• Joined-up Government may be jeopardised if one
  agencys business plan is in conflict with
  another
• Within Europe there is need to conform to EU
  Directives
• The bottom line is how to fund technology
  refresh

31
LAND ADMINISTRATIONIN THE ECE REGIONDevelopment
Trends and Main Principles
These are reflected in the forthcoming
32
Land Administrations Weakest Link
Ownership Rights
Value
Use Rights
33
Ownership Rights, Use Rights and
Obligations
Citizen focus Government focus
34
Tomorrows Land Administration Paradigm

• From
• Security of Tenure
• through
• Land Markets
• to
• Environmental Support

35
Joined-Up Government

• At the national level, joined-up government
  uses spatial data (especially land-relate data)
  to support linkages
• - within central government
• - within local government
• - with non-governmental agencies
• - with the private business sector
• - with the general public

36
NSDI and GSDI

• Some relate the moves to joined up government as
  NSDI/GSDI.
• National Spatial Data Infrastructures have been
  around for hundreds of years.
• They can support Joined-up Government
• Global Spatial Data Infrastructures started with
  the Universal Transverse Mercator.
• They support environmental management and the
  War on Terror

37
Part of Swedish NSDI circa 1700
38
GSDI

• It is still at the design and build stage
• It has not addressed long-term sustainability
• It is a threat to sovereignty
• It is out of the reach of poorer nations

39
Somebody Elses Problem

• The problem for NSDI is sustain and maintain.
• Who should pay, keep the data up to date and
• Monitor and map land use and other environmental
  data?
• Monitor building data and map land values?
• Map ALL underground utilities and register street
  works?
• Control spatial address systems?
• Keep census data up to date?
• Etc.

40
Local Land Information Managers
Street Works Registers
Rights of Way
Topographic Map Data
Local Land Information Manager
Valuation Data
Infrastructure Data
Land Use Data
Local Land Charges
Land and Property Gazetteer
41
Local Authority
National Geospatial Data Agency
Local Authority
42
The Bottom Line

• The cost of inaction often far exceeds
• the costs of action
• Unfortunately the cost of inaction
• is rarely quantified.

43
Substantial Benefits come from

• Asset Management
• Conveyancing
• Credit Security
• Demographic Analysis
• Emergency Planning and Management
• Environmental Impact Assessment
• Land Market Analysis
• Land Reform
• Physical Planning
• Site Management and Protection
• etc.

44
The trend in richer countries is

• New Technology
• leads to a need for Cost Recovery, which
• leads to a Business Approach, which
• helps in meeting User Requirements, which
• leads to Greater Efficiency
• New Products Services
• which OUGHT to lead to Sustainable Systems

45
But what will happen to poorer nations?
How can we have a truly global SDI ? Do we need
an Airline Model?
46
The Future

• Will information be treated nationally and
  globally as a corporate resource?
• How will spatial data be kept up to date?
• Will budget systems allow more open interchange
  of data?
• Will technology be treated as a servant?
• Will we help the poor?
• Will sustainability ultimately be achieved?

47
CCThe Exchange
48
What Does A Sustainable NMO Look Like
? Presentation to the CC Exchange Ordnance
Survey, Southampton, UK July 2005
49
Overview

• Brief history of NZ Government Sector Reforms
• Delivery of Product Services
• Until 1996
• Post 1996 till 2004
• Post 2004 to Today
• Pros/Cons NZ model
• Pros/Cons Other model

50
Government Sector Reforms

• Significant Government centre restructuring in
  1980 early 90s
• Sale of assets eg
• Telecommunications
• Railways
• Printing etc
• Establishment of State Owned Enterprises (SOEs)
  Crown Entities
• Move to separate Policy, Regulatory and service
  provider functions
• Early 1990s change from First Past Post to Mixed
  Member Proportional representation
• More continuation of this separation today but a
  slower pace

51
Mapping Until 1996

• Traditionally always formed part of Surveyor
  Generals functions
• Various Government agencies were restructured,
  renamed etc
• But Topographic mapping was retained in
  Government

52
Post 1996 2004

• Creation of Land Information NZ
• Topographic responsibility separated from SG
• Created Chief Hydrographer/Topographer
• One of numerous positions responsible for
  standards, interventions
• Created a Contracts division to stand between
  Regulator and Service Provider
• Regulator responsible for standards, mapping
  programmes and compliance
• Map services contracted out to private sector
• Topo/Hydro retained some products and service
  delievry functions

53
Post 2004 - Today

• Regulators restructured into one group
• Further separation of functions
• Frameworks and Processes
• Regulators
• Compliance
• Creation of a Customer Services Group
• Remaining product and service delivery functions
  in Topo/Hydro moved into Customer Services

54
Background LINZ SOI

• LINZ SOI (updated for 05/06) sets the strategic
  direction for the department over the next three
  years
• The strategic goal for the regulatory arm of LINZ
  is to achieve optimal regulation across our
  areas of responsibility
• This is essentially about ensuring that the
  regulation we put in place is no more than is
  necessary to manage risk and achieve desired
  outcomes

55
Regulatory Business Plan

• The Regulatory Group Business plan sets out in
  more detail how we propose to work towards this
  goal and key initiatives
• The areas we have been focussing on in particular
  over the last year include
• Defining our regulatory outcomes and objectives
• Completing our risk framework
• Implementing a new standard setting process
• Refining our compliance programmes

56
Clarifying the links between Policy and
Regulatory will enable
LINZ to justify the level of intervention
required
Policy Context
Government end intermediate outcomes
Policy
Cabinet directives
The Acts
Strategic Context
Reg. outcomes objectives
Sector principles issues
Risks
Regulatory Context
Self regulation
Quasi-regulation
Co-regulation
Explicit Govt. regulation
57
Regulatory Intervention
Level of intervention
High

• Primary and subordinate legislation
• Regulatory standards (principles-based,
  performance based, prescriptive)

Explicit government regulation
Co-regulation

• Partnership between public, private and voluntary
  sectors
• Legislative support to industry based codes /
  standards

Quasi-regulation

• Market based instruments (taxes, subsidies and
  user charges)
• Voluntary standards (principles-based,
  performance based, prescriptive)
• Accreditation schemes
• Government guidance notes
• Government endorsed codes of conduct / standards
  / practices
• Tradeable property rights (marketable rights)
• Financial incentives

Self regulation

• Advice, information and education
• No specific action

Low
Source Office of Regulation Review A Guide to
Regulation, Australia, 1998
58
The Challenge Optimising LINZs Intervention
Level of intervention
High
Explicit government regulation
Current Regulatory Intervention
Co-regulation
Quasi-regulation
Optimal Regulation based on acceptable residual
risk
Self regulation
Low
High
Risk of not achieving outcomes
Illustrative only - not necessarily indicative
of current Reg Group situation in all cases
59
NZ Model - Pros

• Pure
• Focus on accountabilities
• Matches competencies with core functions
• Transparent
• Consistent approach
• Keeps Government at minimal level of intervention
• Dont stray into private sector
• Lets market operate freely

60
NZ Model Cons

• Small industry not many players
• Communication is critical
• Risk of losing big picture
• Competing priorities
• Pressure to do more technology
• Slow decision making

61
Commercial Model Pros

• Monopoly
• Not restrained by mandate/Government priorities
  or is it?
• Quick decision making
• Easier capital/technology investment
• Wider range products/services
• Less beauracy

62
Commercial Model Cons

• Conflicts of interest blurred accountabilities
• Scope creep competing with market
• Losing focus on core functions
• Becomes an end in itself

63
CCThe Exchange
64
Ordnance Survey profitable national mapping

• Vanessa Lawrence
• Director General and Chief Executive
• 04 July 2005

65
Ordnance Survey Great Britain

• Ordnance Survey is 214 years old
• Civilian organisation since 1983 1470 staff
• Independent Government Department and Executive
  Agency reporting directly to a Government
  Minister
• Trading Fund since April 1999
• National Interest Mapping Services Agreement
  (NIMSA) specific contract with UK Government
  undertaken at cost
• Annual Report for 2004/05 operating turnover of
  114.7m. Profit 9.2M. Dividend to shareholder
  800,000
• Less than 50 of our trading revenue is sourced
  from the public sector
• Headquarters in Southampton with 55 field offices
  around Great Britain
• Free Maps for 11 year olds initiative direct
  benefit to over 750,000 children each year

66
Ordnance Survey today

• Creates and maintains the master map of Great
  Britain from which others derive benefit
• Manages complete national large scale digital
  data down to building level detail
• Maintains a database of 440 million features with
  approximately 5,000 changes made daily
• In 2004/05, 99.85 of real world features were
  represented in the database within six months of
  completion on the ground
• From the database, Ordnance Survey produces a
  range of digital data and paper maps for
  business, leisure, educational and administrative
  use
• Provides the underpinning geographic framework
  for Great Britain

67
Unique identifier 0409 2000 1706 1951
68
(No Transcript)
69
(No Transcript)
70
OS MasterMap current database layers
71
Layers of OS MasterMap
Topography Addresses Integrated Transport
Network Imagery
72
The historical context

• From the late 1970s, government policy has sought
  increasing cost recovery from Ordnance Survey,
  starting from 25
• The increase in cost recovery was accelerated
  when Ordnance Survey became an Executive Agency
  in 1990 - 55 cost recovery
• It still received central funding set by an
  annual Parliamentary Vote which was reduced
  throughout the 1990s
• In 1999 Ordnance Survey became a Trading Fund,
  responsible for its own budget and expected to
  generate a return on capital employed
• Accountable to parliament through a government
  minister and annual performance targets

73
(No Transcript)
74
Business model

• As a Trading Fund, Ordnance Survey must generate
  sufficient revenue to sustain its activities
• This has some key advantages
• We are able to retain and invest surpluses
• We have to focus on our customers needs
• There is no burden on the taxpayer
• Licensing our intellectual property is
  fundamental to sustaining our business

75
The user pays model

• Data is only valuable if it provides genuine,
  tangible value for users
• Consistent and maintained data is an essential
  component of an National Mapping Agency
• This does not happen by chance it requires
  strong drivers for customer-focused investment
• Acknowledging intellectual property is important
  in order to
• Demonstrate provenance and data integrity
• Provide a financial return, if required, to the
  originator
• Assure legal and contractual robustness

76
Evolving licensing models

• Technology, business models, customer
  requirements and the legal framework are
  continually changing
• Our licensing models have to remain relevant
  they must sustain our business but must also be
  attractive to our partners and customers
• We have re-engineered the basis of our pricing
  and licensing over the last two years
• A good licensing model is simple and versatile
  achieving both can be challenging!
• We employ four primary types of licensing
• Direct
• Partner
• Distribution
• Publishing

77
Ordnance Survey pricing and licensing model
Product specific schedule Product C
O R D N A N C E S U R V E Y
Framework Direct Licence
Direct relationship
Product specific schedule Product B
Product specific schedule Product A
C U S T O M E R
Ordnance Survey Partner
Specific Use Contract Specific Use C
Framework Partner Licence
Specific Use Contract Specific Use B
Specific Use Contract Specific Use A
Data Distribution Contract C
Ordnance Survey Distributor
Data Distributor Licence
Indirect relationship
Data Distribution Contract B
Data Distribution Contract A
Book Trade Distributor
Framework Trade Agreement
Wholesaler Agreement
Retailer Agreement
78
A wave of investment

• Major investment programmes have been a hallmark
  of Ordnance Survey in recent years
• Around 25 of trading revenue has been invested
  in the business since 1999
• Infrastructure investments as enablers for
  improved data consistency, interoperability and
  supply
• Capability investments in staff and physical
  fabric reflecting our evolution from a map
  factory to an information organisation
• Relationship investments growing our ability to
  satisfy our customers, partners and stakeholders

79
Seamless data maintenance environment

• This is our biggest single current investment
• It will deliver a new set of tools for managing
  our data in a true seamless database
• It will not in itself deliver any new products
• it will require Ordnance Survey to change its
  business processes to realise the benefits
• it will form the basis for all new products

80
The database vision

• A single, seamless database which is fully
  integrated and interoperable
• Products will generally be generated as queries
  against the living database
• Collect data once, use many times
• Pick mix capability

81
GPS positioning service

• We developed a Real Time Kinematic (RTK) GPS
  infrastructure in order to improve our own data
  collection efficiency
• Moving from traditional survey stations to GPS
  has already yielded 40 efficiencies
• The service enables instant centimetre-level
  positioning by broadcasting real-time corrections
  to improve the GPS signal
• We are now planning to make the service more
  widely available
• There are huge potential benefits for example in
  construction, transport and agriculture

82
GPS correction service coverage
March 2005
October 2005
83
GPS precision levels
Standard GPS 10m
Differential GPS 0.5 - 2m
RTK GPS 20mm
RTK - 62,000 times better!
84
National Interest Mapping Services Agreement

• Not all of Ordnance Surveys activities can be
  justified by customer revenue alone
• The national interest includes additional
  strategic requirements
• NIMSA is a not-for-profit agreement between
  Ordnance Survey and the UK government, set up in
  1999 when Ordnance Survey became a Trading Fund
• Funding provided strictly at cost excludes all
  costs attributed to sales and marketing
  activities
• 7-year agreement which expires in March 2006
• Covers certain activities in the national
  interest that cannot be delivered on a full cost
  recovery basis under Ordnance Surveys Trading
  Fund operating model
• NIMSA was worth 13.2 million in 2004/05

85
Examples of services provided under NIMSA

• Rural and moorland revision
• topography
• addresses
• roads
• Emergency mapping service
• Maintaining boundary records
• Supporting education

86
Conclusions

• The Trading Fund model is proving beneficial to
  Ordnance Survey, our customers and partners and
  the national interest
• Freedom to manage all aspects of our business,
  including our finances, is crucial to us
• We are in the middle of a very large programme of
  investments to base our products and services on
  a single database fit for the future
• Value-adding partners who produce innovative
  products and services based on Ordnance Survey
  information are at the heart of our business
  model
• I believe that user pays is a viable and
  sustainable model for the 21st Century
  information economy

87
CCThe Exchange
88
A PRESENTATION BY THE DIRECTOR OF SURVEYS OF
GHANAON THE TOPIC

• BUSINESS MODELS OF NMOs WITH FULL GOVT. FUNDING
  THE SITUATION IN SURVEY DEPARTMENT OF GHANA
• JULY
  2005
• 
  
  

89
The topic is being treated under the following
main items

• Introduction,
• Objectives,
• Maps produced
• Stakeholders
• Financing map
• production

• Revenue generation
• Proposals for cost recovery
• Conclusion

90
Introduction

• Survey Dept. is the sole national mapping agency.
• Established in 1901 as Mines Survey Dept.
• Became Gold Coast Survey Dept. in 1908.
• Responsible for planning, supervision and
• execution of all national surveys and
• mapping for socio-economic development.

91
Objective is to direct and advise govt. on
survey/mapping and undertake the following

• Framework surveys
• Topographic mapping
• Large scale mapping
• of cities and towns
• Cadastral surveys
• Parcel Plan preparation for Land Title
  Registration
• Demarcation of internal boundaries

• Demarcation of stool land boundaries
• Sea level observation
• Map revision
• Aerial photographic supervision
• Offering survey and
• mapping training

92
Maps produced are

• Proprietary (cadastral) 12,500
• Topographic 1 50,000
• Large scale town/city maps 1 2,500
• Thematic
• (are in either hard or soft copies)

93
Stakeholders or map users are

• District Assemblies,
• Electoral Commission
• Statistical Service
• Land Sector Agencies
• Road Construction
• Agencies
• Utility Agencies
• Environmental
• Protection Agency

• Universities and other
• educational institutions
• Ministry of Agric. and
• its departments,
• Ghana Tourist Board,
• Geological Survey
• Dept., Minerals Cssion
• Forestry Cssion,
• Forestry Dept.

94
Financing map production

• By government
• By the World Bank and other Developing Partners
• By the private sector
• By individuals

95
Revenue generation

• Budgetary allocation in 2004 for the Dept. was
  US1,400,000
• Revenue generated was US315,000
• Basic production cost for 2 sq. km at a scale of
  12,500 is US2,200 (i)
• No. of sheets for reproduction is 200 .. (ii)
• Cost of production per map sheet is given by
• (i), (ii) and cost of reproduction of 200 sheets
  (iii)
• A map sheet costs US12 to produce in (iii)

96
Revenue generation contd

• But map sheet is sold at US5.5
• Yet pace of sales is very slow
• If No. of reproduction is increased to 1000
• Unit cost of production will be low
• But again, pace of sales will be extremely slow
• Cost of production of Cadastral plan is US120
• But fee charged the public is US35

97
Other sources of revenue

• Cost of digital large scale town map is US55
• Cost of digital topo. Map (150,000) in a tile of
  
• 4 sheets is US110
• Cost of loan of aerial photo for 2 weeks is
  US3.3 per photo
• Sale of survey stationery and data

98
Proposals for cost recovery

• Revenue is mainly from Cadastral plans
• But flat rate is charged irrespective of location
  of property or parcel
• More revenue to be generated if different fees
  are charged for different locations
• Removal of rebate for public agencies
• Economic rates to be charged to make possible
  cost recovery
• Use of satellite/computer for affordable prices

99
Conclusion

• Full cost recovery by many NMOs is not possible
• Central governments must continue to finance
  NMOs
• Appreciable percentage of the cost must however
  be recovered.

100
Thank you
101
CCThe Exchange
102
CC The Exchange

• Business Models for National Mapping
  Organisations
• Bengt Kjellson
• Lantmäteriet, Sweden
• bengt.kjellson_at_lm.se

103
Partial cost recovery

• The funding model
• Who pays?
• Benefits
• Constraints

104
The Information Business
Parliament Government
Land Registration
Property Formation
Grants for Registration
Cadastral Services
Grants for Production and Maintenance
County Cadastral Authorities
Service Charges
Land Register Authorities
Basic Information
Basic Information
Fees
Stamp Duty
Production, Updating
LandInformation
Geographic Information
Information
Banks
Information
Municipalities
Main- tenance
Mortgage Certificate Register
Maps, Building- and Address information etc.
Fees
Distribution
Compensation
Products
Fees from Information Users
105
Who pays?

• Public and private sector
• Equal for all a prerequisite for the model to
  work
• Large part government organisations, incl.
  defence
• Local govt, county admin, forest industry,
  general public, etc.

106
Financing Geographical Information
Government grants
User fees/charges
User fees/charges
Government grants

• Building up Maintenance
  Supply

107
Funding Geographical Information 2004

• Grants 28 M USD 70
• Fees 12 M USD 30
• Total turnover 40 M USD

108
Costs 2004

• Building up 16 M USD
• Maintenance 17 M USD
• Supply 7 M USD
• Total 40 M USD

109
Benefits of Partial Cost Recovery

• More direct user influence
• User financing more stable and predictable than
  grants
• Flexibility and possibilities to develop model
  further
• Ensures funding for nation-wide coverage
• It is part of the future!

110
Constraints of Partial Cost Recovery

• Government decides on limits for user
  contribution
• Government decision-making a slow, sometimes
  unpredictable, process
• Government not always clear on priorities
• Grants leads to discussion about information for
  free

111
Conclusions

• Partial cost recovery will continue
• No additional government funding in sight
• Need to develop pricing models further
• Amount of information, benefits and way of
  delivery must influence prices
• Debate on free information will continue

112
CCThe Exchange
113
MILITARY GEOGRAPHIC INSTITUTE OF CHILE

• A TOOL FOR THE DEVELOPMENT

LUIS A. ALEGRIA M. Military Geographic Institute
of Chile
114

• APPROX. SURFACE AREA 756.626 KM2
• POPULATION
• URBAN 13,090,13
• RURAL 2,026,322
• TOTAL 15,116,435

115
MILITARY GEOGRAPHIC INSTITUTE OF CHILE

• Official authority representing the state in all
  matters involving geography, surveying and the
  creation of topographic maps of Chilean
  territory.
• Service for technical information and permanent
  research covering all matters related to
  geography and the cartography of Chilean
  Territory.
• Representative of the Government of Chile for
  national and international organisations.
• Distribution of material related to national and
  universal geography
• Satisfy the needs for geo-spatial information and
  for printing of the Armed Forces and of
  Governmental Entitities.

116
ORGANIZATIONAL STRUCTURE
AUDITING MANAGEMENT RESOURCES
DIRECTORS OFFICE
GEOGRAPHIC DIVISION
TECHNICAL COUNCIL
LEGAL ADMIN SUPPORT FUNCTIONS
QUALITY MANAGEMENT STANDARDS
SUB-DIRECTORS OFFICE
INFORMA-TION TECH. SUPPORT
GRAPHIC PRODUCTION DIVISION
ENGINEERING DIVISION
SALES MARKETING DIVISION
ADMIN. FINANCE DIVISION
SECURITY INFRASTRUC-TURE SUPPORT
117
CARTOGRAPHY
GEODESY
MULTIMEDIA
GEO-CARTOGRAPHIC WORKS AND MAPS
118
ANNUAL IGM BUDGET MAIN COMPONENTS (In Percentage)
119
ANNUAL IGM BUDGET COMPONENTS (In Millions of US )
120
BREAKDOWN OF IGM SOURCES OF INCOME
121
TOPOGRAPHIC CARTOGRAPHY PRODUCTION
PLANNING
FINAL PRINTED OR DIGITAL PRODUCT
PHOTOGRAPHIC COVERAGE
SUPPORT TERRAIN CHECKS IN THE FIELD CLASIF
AERO-TRIANGULATION
DIGITAL RESTITUTION
122
CARTOGRAPHIC UPDATING IMPROVEMENTS
GEODESY
EDITING, APPLICATIONS AND PUBLICATIONS
DIGITAL PROCESSING OF IMAGES
Active Stations, Fixed ( 11 )
Scanner - PlotterMapsetter
Photogrammetric Station(2)
GPS (8)
ERDAS UNIX (1)
Niveles (10)
PC (2)
IRIS Plotter
TD-30 ( 2 )
Server (3)
Publication Station(3)
Photoscan
Workstations (4)
ERDAS NT (1)
Total Stations (3)
PC (2)
PC Pentium ( 31 )
PC (6)
Peripheral Devices several
SSK (1)
Plotter (2)
PC ( 3 )
AMH (6)
PC (11)
PC ( 8 )
B-8 (10)
TD-220 ( 1 )
PC ( 19 )
Planicomp
Servers (7)
DIGITAL RESTITUTION
ANALYTICAL RESTITUTION
PLANNING AND STUDIES
QUALITY CONTROL
RESEARCH DEVELOPMENT
SYSTEMS MANAGEMENT
123
DIGITAL CARTOGRAPHY WORK
124
A2
TOPOGRAPHIC CARTOGRAPHY SERIES
A2
125
LARGE SCALE CARTOGRAPHY
126
MAPS
127
A3
GEODESIC PROJECTS

• - ANNUAL MEASUREMENTS
• SINCE 1993

128
ANTARCTIC PROJECTS
DIGITAL CARTOGRAPHY OF ANTARCTICA
129
PRESIDENTIAL DECREE N14 OF THE 25th of SEPTEMBER
2001
DECREES THAT
CREATES

• AN INVENTORY OF THE TERRITORIAL INFORMATION OF
  CHILE BE SET UP.
• THE ACQUISITION, CAPTURE AND TRANSFER OF
  TERRITORIAL DATA BE STANDARDIZED AND RULES BE
  IMPLEMENTED.
• A NATIONAL PLAN FOR THE CAPTURE AND
  STANDARDIZATION OF TERRITORIAL INFORMATION BE
  DRAWN UP.

130
ALL THE NSDI AT LOCAL, REGIONAL AND GLOBAL LEVELS
WILL HAVE THEIR NEXT MEETING AT THE 9th
CONFERENCE OF THE INTERNATIONAL GEO-SPATIAL
INFRASTRUCTURE ASSOCIATION IN NOVEMBER OF NEXT
YEAR, 2006, AT SANTIAGO IN CHILE
YOUR ARE ALL WARMLY INVITED WE LOOK FORWARD TO
SEEING YOU THERE .........
THANK YOU
LUIS A. ALEGRIA MATTA MILITARY GEOGRAPHIC
INSTITUTE OF CHILE lalegria_at_igm.cl
131
THANK YOU

• WE WILL BE WAITING FOR YOU IN SANTIAGO FOR THE
  GSDI 9, NOVEMBER, 2006

132
CCThe Exchange