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Internal Smart City Work Group

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Presentation on theme: "Internal Smart City Work Group"— Presentation transcript:

1 Internal Smart City Work Group
City of Cape Town Smart City Initiative Internal Smart City Work Group Presentation 8 October 2002

2 What is the Smart City Strategy?
Strategic Framework: Aims to reposition Cape Town as a leading player in the new global knowledge economy. Focus on Transformation: Modus operandi of local government in relation to its service delivery Entire operation of society Primary intervention: Based on what local government can enable and how local government can “lead by example” by changing the way that it interacts with citizens, businesses, other government departments and other stakeholders It is not: The “property” of the IT Directorate, but is instead something that cuts across all City departments and strategies.

3 Transformation Strategy
Encompasses SIX (6) Questions/ Areas: What leadership is necessary to establish competitive advantage in a digital economy and society (Smart City leadership)? What must be done to ensure that our policy and regulatory environment supports the development of a smart city? How will information technology lay the foundation for the building of a new flexible and responsive organisation and enable the organisation to continually improve in its efficiency and effectiveness in delivering its programmes and services (administrative/e-government strategy)? How do we use IT as an instrument to foster the economic and social development of the City (development strategy)? How can IT be used to ensure / enhance good governance (digital democracy)? How can we create a world class IT organisation that supports the achievement of the Smart City strategy objectives?

4 Council’s Vision – make Cape Town a Smart City Required outcomes in next 2/ 3 years:
Cape Town recognised as the leading South African city in the use of ICT for city management (IT enabled organisation); ICT widely used in the city achieving its strategic priorities (i.e. reducing crime, combating HIV/ Aids, promoting job creation and tourism & free basic services); Policy & regulatory environment that is conducive to electronic commerce, protection of intellectual property rights, and an enabling legal framework for the digital transformation of local government operations and society achieved; Services accessible by multiple technologies, including web sites accessible from PCs, kiosks, cellular phone and call/ contact centres; Highly cost effective and efficient local government; Citizens to deal with local government services in an integrated manner (eg. via one-stop shops); Local government more customer friendly and citizen oriented; Improved and informed decision making processes; Growth and retention of the IT industry in the city; More people skilled in IT operating within the economy of the city; Reduction of the digital divide due to the widespread availability of public access to Information and Communications technologies (ICT); Local government, the politicians and the officials more accessible; IT organisation that provides world class IT services to local government and local government related organisations. Additional Objectives – as adopted by Exco at Ganzekraal Economic Development & Tourism Implement innovative and competitive events web-site Drive integration of SMME's into e-based economy and smart city Revise existing web-sites and introduced single e-based reservation and information system Develop City Economic Information System including business and sector database Safety & Security Increased use of technology e.g. CCTV Management Information - Effective monitoring and knowledge management Health Centrally coordinated Health Information System Improved health indicators Finance Single "integrated" system from July 2002 "Complete" asset register within three years

5 Some of the current projects
UKUNTINGA Project (ERP); Rationalisation and standardisation of IT services within the organisation; Internal electronic communications enabled (intranet, ); City government web sites; PC’s for councillors; Establishment of a special governance body/steering committee; Free, limited internet access to all citizen: Pilot Project Link to other initiatives Consolidated Organization TECHNOLOGY REPORT CARD Area Grade Strategic Alignment & Direction Information Architecture Application Architecture Technology Architecture IS Management & Support User Satisfaction Level of Technology Investment Strategic Initiatives

6 The Smart City Convergence
13 Briefing E-Government Scenario Copyright © 2001 Briefing Presentation Andrea Di Maio Strategic Planning Assumptions: Through 2003, less than 10 percent of agencies will participate in a governance structure needed to enable constituency-centric transformation (0.8 probability). Through 2003, government agencies will be able to overcome all cultural, turf, funding and political issues necessary to achieve constituency-centric transformation (0.1 probability). Action Items: Build a broad shared view of what we want to achieve Include constituents, partners and advocacy groups Develop a cooperative architecture Align all initiatives with the architecture and the strategy Build demonstration projects Leadership Smart City Policy and Regulatory environment E-government Economic and social Development Digital democracy Governance is a cross-jurisdictional organizational structure that provides a decision-making process to determine the services, architecture, standards and policies for the organization's IT. E-governance is the development, deployment and enforcement of the policies, laws and regulations necessary to support the functioning of a digital society and economy, as well as of e-government. Governance issues blossom through all levels of e-government. Concerns with global governance are currently handled separately from the IT "internal" governance issues. Those setting the governing policy and regulations are often another group. What is changing is the emergence of an e-governance, the convergence of all three types. As IT makes the same inroads into day-to-day operations of government as it has in business, we expect enterprise governance and IT governance will become indistinguishable. As IT-experienced personnel enter the mainstream of the government management ranks, those using IT will be charged with setting the governing policy and regulations. When these governing boards finally develop and implement cooperative architecture across department and agency boundaries, there will finally be single, unified e-governance. Action item: Establish a governance board with multidepartmental jurisdiction. Time

7 How to report on progress? Are we getting there?
Soon after Robert Maydon was appointed, the Corporate Business Plan was created for all clusters. The Corporate Business Plan aimed to focus on the (few) high level corporate issues that needed to be monitored and measured. In light of the Gansekraal 5 year objectives, clusters has to indicate their key corporate outputs for the next 12 months. Although Council has experienced many changes since then, this is probably still the best measure of ‘intention to action’ i.e. this is what we planned to do, and this is what we have done.

8 Progress on the Smart City Strategy Corporate Business Plan
12 Month Objectives Key Outputs Progress A Smart City strategy must be a key strategy for the city. Leadership in technology policy and strategy should ideally be found at the level of the CEO, mayor and from elected politicians 1.1. Awareness and capacity building programme. Ongoing – via presentations, communications, discussions e.g. Presentation on Smart City and ERP on 17 May 2002. More could be done, however the IT Department lacks change management capacity and budget. Things that we would like to do are newsletters, demos, etc. 1.2. Equip and train all councillors with PCs and internet connectivity in their homes. Done. Some ongoing operational issues to resolve.

9 Progress on the Smart City Strategy Corporate Business Plan
12 Month Objectives Key Outputs Progress Move towards creating a Smart City Advisory board to ensure that the strategy is driven from the most senior levels in the city and is not only a local government strategy 2.1. Detailed proposals on setting up the Advisory Board tabled at Corporate Services Portfolio Committee Policy document on formation of Smart City Steering committee approved by Portfolio Committee. Needs to be approved by Executive and then implemented. Discussions with CITI and Cape Online Forum to avoid duplication.

10 Progress on the Smart City Strategy Corporate Business Plan
12 Month Objectives Key Outputs Progress Embark upon a campaign to actively market the city as a as a ‘smart city’ 3.1. Development of a Communications strategy for Smart City 3.2. Revamp Council’s Internet site to reflect the branding of the city (including as a smart city) Some progress on meeting the objective of establishing Cape Town’s reputation as a ‘smart city’ – BMI, Gartner, Euricur, DPLG, SALGA, Bloemfontein, Twsane, etc. Communications Strategy commissioned in October However, project has been put on the back burner due to the corporate approach taken by the new communications Director. Awaiting the new City branding which apparently is being driven by the JMI. Same issue with Internet. Responsibility for Internet branding and content now also lies with Communications Director.

11 Progress on the Smart City Strategy Corporate Business Plan
12 Month Objectives Key Outputs Progress Initiate/Progress Strategic/ Transformational projects that aim to meet Council’s medium to long term needs (2-5 year planning horizon) 4.1. Development of high level IT strategy and guiding principles Completed Communicated as part of Shared services and Micro design exercises. 4.2. Development of Enterprise Architecture Strategy Ongoing. Many standards declared. Procurement of new goods in line with new standards. Rationalisation of other services e.g. Internet, , etc. 4.3. Enterprise Systems Project System Integrator Selection completed in November 2001, Blueprint January Project commenced and ongoing from February 2002. 4.4. Standardising and consolidating IT infrastructure and services Ongoing. See 4.2. Above. Busy with exercise with Telkom, consolidated disaster recovery, Desktop standardisation project, etc.

12 Progress on the Smart City Strategy Corporate Business Plan
12 Month Objectives Key Outputs Progress Implement transitional projects - priority initiatives identified by clusters or corporate management 5.1. Will be identified on a project by project basis as identified by the clusters. Ongoing. Have managed to minimise the number of these initiatives. IT playing a watchdog and service provider role – which does have certain tensions. Contribute to the Growth and retention of the IT industry in the city 6.1. Partner with Organisations like the Cape IT Initiative on business incubation projects like the Bandwidth Barn Ongoing. Presented at a CITI listening lunch. Also looking at synergies between smart city, cape online and CITI – agreed to formalise relationship with Province. Also seeing major spin-offs from approach taken with ERP – need to make this the norm for all projects in Council (IT & non-IT) A key output for the IT cluster is to minimise the number of these initiatives that it is involved in (and defer implementation as part of ERP) and to aim to collapse multiple initiatives into one.

13 Progress on the Smart City Strategy Corporate Business Plan
12 Month Objectives Key Outputs Progress More people skilled in IT operating within the economy of the city 7.1. Partner with organisations like the Black IT Forum and CSSA on projects Looking for opportunities. Have had several discussions with both organisations 7.2. Work with PenTech, Cape Tech and UWC on their student in-service training programmes Fully implemented. Utilised PenTech skills for development of aspects of the Smart Cape Access Point Project (Library Internet Access) 7.3. Initiate learnerships within IT Learnerships initiated. IT was the only directorate in the Unicity that utilised money that HR had reserved for equity purposes The approach taken with the ERP project. Need to influence the procurement policy to make this the norm rather than the exception

14 Progress on the Smart City Strategy Corporate Business Plan
12 Month Objectives Key Outputs Progress Reduction of the digital divide due to the widespread availability of public access to Information and Communications technologies (ICT) 8.1. Provide Public Access to ICT at public libraries Six pilot sites up an running Formal launch took place Embarking on an external assessment of the pilot to inform decision-makers Developing community plans to promote the facility locally Making local government, the politicians and the officials more accessible 9.1. Providing electronic agendas and other related information to the public Also major effort put into Intranet – making info available to officials & councilors Agendas, Councilor information, valuations roll, official notices, jobs, tenders, press releases, etc. ‘External sites’ – major events, major facilities, etc. Are some business process issues within the organisation that still need to be resolved. Also tied into comms strat. Most comprehensive for LG.

15 Progress on the Smart City Strategy Corporate Business Plan
12 Month Objectives Key Outputs Progress Ringfence the IT function and create an internal IT/ IM business unit. 10.1. Define services that each section of the IT/ IM cluster offers. 10.2. Understand the service level and the price/ tariff of the service 10.3. Benchmark service level and costs 10.4. Conclude SLAs with user organisations (pilots) Hoping to have a basic cost model in place by 1 July 2002. Conducting a full total cost of ownership (TCO) study as part of the Desktop Standardisation Project. That would include an element of benchmarking and would lead to the signing of SLAs with user departments.

16 Additional Feedback Microsoft Digital Villages
Desktop standardisation project IT skills development and e-learning project Digital divide study Health (clinics connectivity) and CPM initiative at Police Funding – so far have relied on integrating smart city initiative with IT operational work. That does dictate a slower pace. Much lower funding compare with other cities, private sector and similar initiatives in SA. Micro design – small unit focusing on Smart City initiatives (Again funding is an issue. Also necessary due to operational needs of IT).

17 Strategy In Summary e-Project Suite PC’s for Councilors SCAP
TM PC’s for Councilors Internal Smart City Work Group External Smart City Steering Committee Digital signatures SCAP Bandwidth Barn Cape On Line e-City ERP DSP Electronic agendas and registry Council Agenda’s and reports online Cape On Line e-Project Suite Leadership Policy & Regulatory Environment e-Government City/People Development e- Governance Internal Projects External Projects

18 Where to from here …

19 Smart City Strategic & Operational Framework
Smart City Strategy External Smart City Steering Committee PGWC Management & Governance i.e. Strategy/Vision/Marketing Strategic Leadership Internal Smart City Work Group Policy & Regulatory Environment City/People Development e- Governance e- Government Pillars e-City Smart Cape Access Point Proposed Digital City Centre Projects Project Governing Structure Operational Project Team Members Information & Communication Technology City of Cape Town External City of Cape Town

20 Going Forward Plan Endorse the Terms of Reference;
Develop and implement a promotional/marketing strategy using the Digital Divide Study; Conduct an internal audit of current and planned strategic projects; Conduct an external audit of major ICT related projects; Formalise the PGWC partnership; Embark on a donor/funding strategy

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