ict for the future of local government
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ICT for the Future of Local Government. Massimiliano Claps, Program Manager, IDC EMEA Government Insights. March 14 th , 2007. EU Asks for High Quality and Accessible Service. No citizen left behind – by 2010 all citizens benefit from trusted, innovative services and easy access for all - PowerPoint PPT PresentationTRANSCRIPT
Local Government Solutions ForumBarcelona 2007
ICT for the Future of Local GovernmentMassimiliano Claps, Program Manager, IDC EMEA Government Insights
March 14th, 2007
• No citizen left behind – by 2010 all citizens benefit from trusted, innovative services and easy access for all
• Making efficiency and effectiveness a reality – significantly contributing, by 2010, to high user satisfaction, transparency and accountability, a lighter administrative burden
• Implementing high-impact key services – by 2010, 100% of public procurement will be available electronically
• Putting key enablers in place –enabling citizens and businesses to benefit, by 2010, from convenient, secure and interoperable authenticated access across Europe to public services
• Strengthening participation and democratic decision-making – demonstrating, by 2010, tools for effective public debate and participation in democratic decision-making.
Source: European Commission i2010 eGovernment Action Plan - http://europa.eu.int/information_society/activities/egovernment_research/doc/highlights/comm_pdf_com_2006_0173_f_en_acte.pdf
EU Asks for High Quality and Accessible Service
Policy and IT Executives Agree with EU
Note: LRG IT managers = 48; LRG business / policy managers = 30Source: IDC LOB Survey Q3, 2006 and IDC Vertical Market Survey, Q2 2006
= Low= Mid= High
10Marketing effectiveness
9Business performance monitoring
8HR management
7Efficient sourcing
6Supply chain efficiency
5Service innovation
4Mobile workforce
3IT organization responsiveness and efficiency
2Regulatory compliance
1Citizen Care / Service
Priority ranking for IT Managers
Which of the following initiatives are leading your organization
business / policy strategy agenda?
587
10469
321
Degree of Alignment
Priority ranking for Business /
Policy Managers
Joining Up Services to Improve Satisfaction
Putting Services Online Isn’t Enough
45
66
78
2001 2003 2006
Online information(25%-50%)
One-way interaction
(downloadable forms)50%-75%
Two-way interaction (electronic
forms)75%-100%
Transaction (full
electronic case
handling)100%
Western Europe, Level of Sophistication of Online Services
Note: includes EU-15 and Norway, Iceland and SwitzerlandSource: European Commission
2110 6
25
116
23
11 7
Obtaininginformation frompublic authorities
web sites
Downloadingofficial forms
Full electroniccase handling
2003 2004 2005
4438
12
43 40
15
50 49
20
Obtaininginformation frompublic authorities
web sites
Downloadingofficial forms
Full electroniccase handling
Western Europe, Level of Usage of Online Services
Citizens
Businesses
Service Delivery Must Be Joined-Up
Provinces, municipalities, districts, etc.
Regions / States
Central government
EU
End-user interface
Back office operations
Case workflows and records
Integrated Criminal JusticeSocial
ServicesPrison
ServiceProbation
officeMagistrate
CourtsPublic
ProsecutionForensicPolice
identity
manageme
ntpayment
sform
s
manageme
nt
55
49
49
44
42
41
28
42
48
35
35
26
30
32
21
30
Citizen Web Portals
Citizen call centers
Record Mgmt
Case Mgmt
Citizen Smart Cards / eID
Kiosks
CRM
Grants Management
Localgovernment
Regionalgovernment
Note: local government respondents = 109; regional government respondents = 67Source: IDC Vertical Market Survey 2006
% of respondents that plan to invest in
the next 12 months
Case & Record Management Are Key …
Event TriggerInitiation of
Case FileResearch & Discovery
Evaluation & Assessment
Approval or Rejection
Communication to
Stakeholders
ArchivalAppeal &
Review
Content Access, Change, Rights, Security Management
Record ManagementDepartment
Indexing
XML Management
Transferring
Classification
Storage Management
Retention Policies
Archiving
Department
Department
Department
Case Management
Task & Queue Mgmt Forms
Mgmt
Compliance Audit
Collaborative Tools
ModellingWorkflows
Business Rules
… to Automate Collaborative Workflows
46
40
17
18
38
36
33
32
33
28
12
44
41
30
28
22
16
15
10
5
3
6
7
6
2
6
5
3
10
3
4
15
21
13
24
22
16
23
14
25
16
25
14
31
31
34
12
9
33
21
23
59
43
18
24
32
35
22
41
53
28
7
26
13
40
63
36
11
8
1
11
17
17
9
13
13
9
8
8
15
9
20
16
9
12
8
7
6
5
7
High Speed Internet Access (xDSL, Fyber Optics)
IP-based VPN
Fixed-Mobile Convergence (FMC)
Mesh Networks
Server consolidation
Storage consolidation
System Virtualization
Networked attached storage
Storage area network
Server Blades
Grid computing
XML
Linux
Other Open Source
.NET
Websphere
Composite Applications
Netweaver
CurrentlyInvesting
Not today butplanning byend of 2007
Not today andnot Plans
No Familiarity
Dont know
% of RespondentsNote: local and regional government respondents = 57Source: IDC Vertical Market Survey 2006
Com
ms
Hard
ware
Soft
ware
Consolidate and integrate Architectures
Managing Resources Efficiently
45-5427%
35-4422%
25-3417%
16-246%
55+28%
Precious Competencies Will Be Lost
Sweden, Breakdown of Government Sector Employees by Age
Source: Statistics Sweden, 2005
2002 2004
55+30%
45-5426%
35-4422%
25-3417%
16-245%
Process
Planning and business performance management practices will support strategic and operational
decisions
Resource Management Virtuous Cycle
People
Share standard back office
functions will tackle people and money shortages
Technology
ERP and analytic technologies will
streamline processes, comply
with regulation and enrich decision
support
National government regulations compel regional
and local entitites to “merge” their entire organizations to
achieve critical mass for more efficient service delivery
National government regulations compel regional
and local entitites to “merge” some or all of their functions and each entity specialize in
performing a function
Regions, counties, municipalities, provinces, etc. create joint ventures to bring together some or all of their
functions
Regions, counties, municipalities, provinces, etc.
create joint ventures, bring together some or all of their
functions and each entity specialize in performing a
function
Mandated geo-political aggregation
Partnership
Consolidation
Specialization
Internal vs. external sourcing
Service delivery vs. back office support f
unctions
Different Shared Services Models Will …
… Contribute Achieving Higher Productivity
Stand-alone units Shared Services
– Economies of scale
– Bargaining power– Standardization
of processes and IT systems
– Focus of people skills
– Optimization of quality of service/ customer orientation
– Thorough governance
– Flexibility to local needs
Low High
Low High
Low High
Low High
Moderate-high High
Low High
High Low
Financial Accounting
PM Will Support Decisions
Type of activity
Maintain accounting of purchases, billing,
collection and disbursements
Driver
Keep track of day-by-day business operations
against annual budget appropriations
Tools
Cash-based or accrual-based accounting
applications
Business Performance Management
Continuously monitor multiple Key Performance Indicators (KPIs) against planned strategic and
tactical objectives
Improve long-term productivity to free up
resources to be dedicated to citizen
services
Comprehensive business performance management
applications (e.g. balanced scorecards) enabling measuring of
multiple KPIs
Measure cost by ministry, department, agency, process and single
activity
Cost Accounting
Comply with legislation that impose tighter controls on public
administration spending
Financial analytic applications enabling cost accounting (e.g.
activity based costing) measurements
56
27
26
47
35
27
28
33
Budgeting
ERP
BPM
Property and assetMgmt
Localgovernment
Regionalgovernment
% of respondents that plan to invest in
the next 12 months
IT Solutions Will Streamline PM
Note: local government respondents = 109; regional government respondents = 67Source: IDC Vertical Market Survey 2006
Cities Go Virtual
The 10 Largest Urban Areas in Europe
10.811.7
7.6
3.43.74.04.45.25.4
6.67.6
9.9
3.53.83.74.5
5.45.46.6
10.2
0
5
10
15
Mos
cow
Paris
London
Dortmund-
Bochum
St. Pet
ersb
urg
Mad
rid
Barce
lona
Mila
n
Frankf
urt - W
iesb
aden
2006 estimate
2020 forecast
Source: UN and www.citymayors.com
Total European population
728.39 million
714.96 million
Trivia: what cities are we talking about?
• Population: 1.8 million• Access to the city for cars is quick through spacious
avenues laid out in a grid, but moving around can be difficult in and around the city centre because of the many one-way streets and traffic jams. – The city installed around 200 radars. This technology
uses sensors under the pavement which trigger a digital camera if the car is above speed limit. The picture, including the date and time it was taken, is sent to the driver's home, as a ticket, anywhere across the country.
• Public transportation consists entirely of buses. 85% of the city's population uses the system
• The main airport is located in a nearby city, but it is integrated into transportation system, with rapid buses and executive buses connecting the airport to the city.
Source: wikipedia and other
Trivia: what cities are we talking about?
• Population: 1.3 million• Traffic is a major cause of pollution: in 2005
for around 100 days, levels of PM10 were above the limit. Every day almost 800,000 cars and trucks enter the city; 70% of them commuting from the boroughs. The municipality is planning to tackle traffic problems by building tunnels and underground parking spaces.
• The city has a taxi service operated by private companies and licensed by the municipal government. Prices are fairly high (significantly higher than, for example, in New York) and finding a taxi may be difficult in rush hours.
• The city has three nearby airports, the largest one is 60km away, but reachable by train in 40 minutes from the city center.
Source: wikipedia and other
Reducing Traffic in Congested Areas
• Drivers in central London used to spend 50% of their time in queues
• Traffic speeds in central London dipped below 10mph in the period 1998-2000 for the first time since records began
• It was estimated that London was losing more than £2 million every week in terms of lost time caused by congestion
• From introduction in 2003 through to March 2006, operating costs were at a total of £289 million, total income at £592 million and implementation costs at £162 million
• In 2005, typical delays were 1.8 minutes per kilometre vs. 2.3 minutes in pre-charging conditions
• The combined effect of charging and improved vehicle technology is that NOx emissions within the charging zone fell by 13% and total PM10 emissions fell by 15%
• Neutral impact on London Central economy
Source: Transport for London
Parking Made Easy
– 650,000 registered drivers in Vienna
– Any of 126,000 short-term parking spaces can be paid through mobile phones
– 48,000 users one year after launchSource: Siemens Business Services
Meshing Buses and Bus Stops
• The City of Porthsmouth – 186,000 residents – equipped the city’s 308 buses with “ruggedised” PC, running a version of Windows. Each bus is able to monitor its precise position with GPS and upload information about its accurate arrival time using a mesh mobile radio data modem. Information is transmitted to the bus stops.
• The network cost £4.2m. • The scheme moves urban traffic
control data from fixed-line networks to the mesh network, saving the council more than £70,000 a year in telephony charges.
• The city also expects that if public transport is more predictable more people will use it, thus reducing traffic on the roads.
Abating Cost of Waste Collection
• BigBelly Cordless Compaction System is a garbage bin equipped with a solar panel powering a motor that compacts 680 liters of waste into 18kg of easy-to-collect bags.
• Queens, New York City, deployed 44 compactors between July and September 2005. The compactors reduced trash collection frequency by approximately 70% or more for workers. – Workers can spend more time on other cleaning tasks– The required number of diesel-burning trucks (or travels
per truck) is reduced– With an average 4:1 compaction ratio, the solar
compactors significantly reduce the amount of sidewalk space taken up by bags of trash
• The bins are currently equipped with a LED that indicates when the trash is ready to be picked up. Wirelessly-enabled BigBelly is planned, which will reduce even further the need to travel to check the bins
Source: Seahorse Power Co.
Local Economies Grow with Broadband
• In 2004, the Northwest Regional Development Agency (NWDA) approved funding of £20 million for Project ACCESS and Cumbria to deploy broadband telecommunications network– Gleaston Watermill café, shops and holiday cottages
• Set up an e-commerce site for Pig’s Whisper, a novelty pig business, which now brings in about 10% of sales
• Cottage is more appealing to people that have to work while there
• Inquiries and bookings are managed more quickly
– Residents can access LearnDirect training material (e.g. European Computer Driving Licence qualification)
– Textile artist Fiona Nisbet can work from home and be much more effective, both by administering finance and travel online, and by offering online workshops and bookings
Source: Northwest Regional Development Agency
• Local governments play a fundamental role in service delivery and that can only increase in the foreseeable future
• Modernization of service delivery will materialize into joined up IT enabled processes– Portals, call centres, digitalTV, etc. will provide usable
interfaces– Case and record management will streamline workflow– Flexible and secure architecture will support integration
• Efficient resource management will release resources to the front-end– Shared back office services will achieve economies of scale– Finance, budgeting and performance management tools will
support savvy decisions
• Mobile and other innovative tools will “virtualize” cities to improve quality of life
Summary
Questions...
Massimiliano Claps,
Program Manager
Silvia Piai,
Research Analyst