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Transforming local government with an IT enabled strategy - Cape Town

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Interim Manager: Information Technology. City of Cape Town ... with co-operative training/ bursary schemes/ volunteerism at universities and technicons ... – PowerPoint PPT presentation

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Title: Transforming local government with an IT enabled strategy - Cape Town


1
Transforming local government with an IT enabled
strategy- Cape Towns smart city strategy
  • Nirvesh Sooful
  • Interim Manager Information Technology
  • City of Cape Town

2
On December 5th a single Unicity Council which
amalgamated the seven separate councils that
currently make-up local government in the Cape
Metropolitan Area was created.
Population /- 3 million Budget /- R 9
Billion Staff /- 27 000 Size /- 215 900
ha Share of national GDP 10.5 (1998) Share of
provincial GDP 75 (1998)
3
Agenda/ Key issues
  • Challenges facing cities
  • Globally
  • Nationally
  • Cape Town
  • What these challenges imply for local government
    and IT?
  • The emerging agenda for local government and the
    role of IT within that
  • What does Cape Towns smart city strategy
    encompass?

4
Global challenges facing cities
  • Cities and towns are growing (size and influence)
    (The world is becoming more urban)
  • Devolution of functions to lower levels of
    government (Governments are decentralizing)
  • Globalisation (Cities are becoming more global)
  • Major programmes modernise/ re-invent government
    (Government is being reformed)
  • Additionally, technological developments and
    e-commerce are having a profound effect on
    society and speeding up change..

5
Global challenges continued
Sub-saharan Africa runs the risk of being
virtually deleted from a world economy that
increasingly is being driven and shaped by
informational and globally networked
capitalism.. . Countries can operate
effectively in the new global economy only if
they meet two conditions they must command
adequate information and communication technology
infrastructure and they must generate the human
resources to operate it Manuel Castells Spanish
sociologist and author of The Information Age
Economy, Society and Culture Quoted in the
Sunday Independent 16/07/2000
The ability to maximise the use of knowledge is
now considered to be the single most important
factor in deciding the competitiveness of
countries as well as their ability to empower
their citizens through enhanced access to
information Department of Arts, Culture,
Science and Technology White paper on Science and
Technology, 1996
6
National Challenges
  • Increasing pressure to consider alternate service
    delivery - i.e. find creative methods through
    which municipalities can mobilise energy,
    capacity and resources outside the municipality
    for the development of the area
  • Increasing pressure to become service and
    customer oriented e.g. Batho Pele ('People
    First') White Paper
  • Increasing pressure to involve the community in
    the work of the municipality
  • Increasing pressure to provide all relevant
    information to other levels of government,
    communities other stakeholder
  • More and more functions being devolved to local
    government (partly due to fiscal and budgetary
    constraints at a national and provincial level,
    which leads to 'unfunded mandates')

7
Internal Local Government Challenges
  • Employee disillusionment/ uncertainty
  • Organisational decay
  • Lack of common service delivery standards across
    areas under our control
  • Lack of integration between Departments and
    Directorates
  • Increasing bureaucracy - huge reliance on manual
    processes and people based processes
  • IT Systems focused mainly on cost reporting not
    business enablement

8
Cape Town challenges - our city has many
strengths...
  • Diversified and growing economy
  • High concentration of tertiary educational
    institutions
  • Beautiful and unique natural and built
    environment
  • Vibrant cultural mix that can serve as bridges
    between communities and people and lead to novel
    fusions
  • Great potential in the new knowledge economy
    growth sectors
  • Widespread civil society membership, activism and
    volunteerism
  • Resilience in the face of persistent hardship
  • Good infrastructure and manageable backlogs in
    terms of basic needs
  • Widespread and significant levels of managerial
    skills in both the public sector and private
    sector
  • Modern technological infrastructure (hardware and
    software)

9
However it also has many challenges - Salient
Trends shaping the city
  • Unemployment likely to increase in medium term
    (3-10 years) as regional economy repositions
  • Poverty will deepen and spread amongst a larger
    section of the population as economic
    restructuring kicks in (note 53 of Coloured
    community just above PDL)
  • Income inequality likely to increase as job
    growth is restricted to highly skilled areas
  • Aids/HIV infection rate to increase in tenfold in
    just 8 years affecting largely poor households
    and especially black women
  • Limited prospects for job creation and social
    integration amongst the youth will reinforce and
    further entrench vicious cycles of violence and
    criminality
  • Spatial divisions will continue to undermine
    optimal economic productivity and prospects for
    social integration

10
These challenges imply that local government has
to change!!
Demand for Lower Cost
International trends, National legislation,
Financial Pressures, Community disintegration,
Technological Innovations, etc.
Demand for Enhanced Services
Focus on Change
Demand for Increased Community Participation
Social Inequality
11
A vision for the City of Cape Town
  • The city government of Cape Town will build a
    partnership with all its people to make Cape Town
    a world-class city in which the quality of every
    citizens life steadily improves.
  • Mindful of that which gives our city its unique
    character, we commit ourselves to nurturing Cape
    Towns spectacular natural beauty, to preserving
    its rich heritage and to enriching its exciting
    mix of dynamic cultures.
  • In partnership with all our people we commit
    ourselves to fight crime, combat HIV/AIDS,
    promote job creation through a special focus on
    tourism, provide every Cape Townian with free
    basic services.
  • Our vision is of a safe city that is clean,
    attractive to investors, welcoming to visitors
    and underpinned by a vibrant, growing economy.
  • Our vision is of a well-run, democratic city that
    is accountable to the people of Cape Town,
    corruption free, transparent in all its
    activities and prudent in the management of its
    finances.

12
A vision for the City of Cape Town
  • Our vision is of a city in which no one is left
    behind, where everyone has access to opportunity
    and everyone is guaranteed basic life-line
    services.
  • Our vision is of an open, tolerant city in which
    every resident feels at home.
  • Our vision is of a smart city populated by
    informed people, connected to the world and each
    other by the technology of the information age.
  • Our vision is of a city filled with concerned
    citizens, in which every person takes
    responsibility for the good order, high standards
    and upkeep of the city and its environment.
  • We commit ourselves to a focus on the citizen as
    customer, to be responsive to the needs of the
    people and to efficiently deliver affordable
    services to all.
  • Together with the people of Cape Town, we will
    strive to make our city the best place to live,
    to work, to invest and to visit in all of South
    Africa.

13
The emerging agenda for the city
  • Is about the social and economic development
    needs of the city
  • Is about creating a competitive city
  • Good governance and good Government
  • Customer/ user/ citizen driven
  • Partnership oriented
  • The role of IT within this agenda
  • IT enabled Social and Economic Development
  • IT enabled Administration/ Service Delivery
  • IT enabled Governance

Leadership Policy and Regulations
14
A smart city strategy is a transformation
strategy that encompasses these 5 questions
  1. What leadership is necessary to establish
    competitive advantage in a digital economy and
    society (smart city leadership)?
  2. What must be done to ensure that our policy and
    regulatory environment supports the development
    of a smart city?
  3. How will information technology lay the
    foundation for the building of a new flexible and
    responsive organization and enable the
    organisation to continually improve in its
    efficiency and effectiveness in delivering its
    programmes and services? (administrative/
    e-government strategy)?
  4. How do we use IT as an instrument to foster the
    economic and social development of the city
    (development strategy)?
  5. How can IT be used to ensure/ enhance good
    governance (digital democracy)?

15
A smart city strategy is a transformation
strategy that encompasses these 56 questions
  1. What leadership is necessary to establish
    competitive advantage in a digital economy and
    society (smart city leadership)?
  2. What must be done to ensure that our policy and
    regulatory environment supports the development
    of a smart city?
  3. How will information technology lay the
    foundation for the building of a new flexible and
    responsive organization and enable the
    organisation to continually improve in its
    efficiency and effectiveness in delivering its
    programmes and services? (administrative/
    e-government strategy)?
  4. How do we use IT as an instrument to foster the
    economic and social development of the city
    (development strategy)?
  5. How can IT be used to ensure/ enhance good
    governance (digital democracy)?h
  6. How can we create a world class IT organisation
    that supports the achievement of the smart city
    strategy objectives

16
Agenda/ Key issues
  • Challenges facing cities
  • Globally
  • Nationally
  • Cape Town
  • What these challenges imply for local government
    and IT?
  • The emerging agenda for local government and the
    role of IT within that
  • What does Cape Towns smart city strategy
    encompass?

17
1. Smart City Leadership
  • Leadership in technology policy and strategy
    should ideally be found at the most senior levels
    in the organisation both at a political and an
    administrative level
  • A center of gravity for technology policy and
    strategy is a fundamental critical success factor
    (Kennedy School of Government )
  • Other leadership ingredients for an e-government
    include smart businesses, smart citizens, smart
    non-profit organisations, and collaboration.

18
Recommended Actions Smart City Leadership
  1. A Smart City strategy must be a key strategy for
    the city
  2. Leadership in technology policy and strategy
    should ideally be found at the level of the CEO,
    mayor and from elected politicians
  3. Embark upon a programme to build the capacity and
    understanding of senior politicians and the
    officials with respect to technology policy and
    strategy
  4. Equip and train all councillors with PCs and
    internet connectivity in their homes.
  5. Appoint a Chief Information Officer (CIO) or a
    Technology and Policy Advisor to the CEO to
    create a centre of gravity for technology
    policy and strategy
  6. Create a special governance body, aimed at
    actively engaging the multiple public and private
    stakeholders in the planning and execution of
    strategies, public policies, initiatives and
    pilot projects
  7. Actively market the city as a as a smart city

19
2. Policy and Regulatory Environment
20
Recommended Actions Policy and Regulatory
Environment
  • A programme must be instituted to review all the
    citys current legislation for digital age
    appropriateness (Request to national Government
    relating to E-commerce Greenpaper initiative)
  • All new legislation passed by the city must be
    designed to ensure digital age appropriateness
  • The city must ensure representation and
    participation in relevant legislative and policy
    processes at a provincial and national level to
    ensure that such legislation does not negatively
    impact on the cities strategy

21
3. Administrative/ E-Government Strategy
  • Doing more with less!!!
  • IT should not be used to automate existing
    processes but as a strategic tool to re-engineer
    local government to
  • Create a highly efficient and effective local
    government services
  • Reduce transaction costs
  • Allow anywhere, anytime service to citizens
  • Allow citizens to deal with local government
    services in an integrated manner (eg. via
    one-stop shops)
  • Make local government more customer friendly and
    citizen oriented
  • Improving decision making by providing easy and
    timeous access to relevant and accurate
    information (thereby reducing discretion and
    arbitrariness)

22
Administrative/ E-Government Strategy
State of Arizona HR Resume system, Medical
complaints, Sex offender registry, car
registration, license renewal
Banking implodes ( cost per banking transaction)
6.75
1.60
Source Booz-Allen Hamilton
Source Forrester Research
23
Recommended Actions Administrative/ E-Government
Strategy
  • Clear principles to guide the new city's IT
    investments need to be developed and adopted.
  • Systems that give the organisation its basic
    capabilities (including single budget
    formulation, financial management and HR
    management) must be in place by July 2002.
  • New systems implemented must also give the
    organisation the ability to ring fence services
    units.
  • Standardisation and rationalisation of the
    existing IT environment must be explored
    immediately to effect cost savings and/ or
    increased IT service levels.
  • E-procurement should be explored as a possible
    fast-track project to realise administrative and
    developmental objectives.

24
Examples of emergent principles
  • Pursuing a buy Vs build philosophy with regards
    to application software.
  • Focus on customer and network-based solutions,
    making data and applications available from
    anywhere in the city.
  • Data should be captured once and as close to the
    source as possible.
  • Focus on integrated enterprise-wide solutions to
    facilitate communications and data sharing across
    the new city.
  • Focus on centralised administration with
    decentralised service delivery.
  • Streamline the administration and delivery
    (operations) of IT services to increase
    efficiency and effectiveness while reducing
    costs.
  • Leverage economies of scale.

25
Example initiatives
  • Implementation of an Integrated Enterprise
    Application System core modules by June 2002
  • Internal Corporate Comms (Intranet, email, etc.)
  • External communications
  • Electronic Agendas and Electronic Registry
  • Consolidated management information (especially
    with regards to Finance and HR)
  • Standardisation (s/w, h/w, OSs, DBs, Networks,
    etc)
  • Councilor Portal
  • Consolidating service agreements and external
    service providers
  • Unlocking money and staff to resource priority
    projects
  • Development of an interim architecture framework
  • Retention of staff

26
E-procurement network
Project needs to be done for Administrative and
Development reasons
  • Administrative reasons
  • E-procurement has the potential for reducing
    costs (industry benchmarks show that up to 20 of
    annual spend can be saved - i.e. potentially R
    700 million on a R3.5 Billion purchasing budget
    in the CMA)
  • E-procurement ensures transparency
  • E-procurement facilitates compliance with agreed
    procedures and policies through improved
    measurement and control tools, and a robust
    management information system. This will ensure
    that Councillors can get real information to see
    that their policies are being implemented in the
    way desired.
  • Reduces cost through aggregating spend, improving
    processes, cycle times and delivery, and improved
    inventory practice. It also reduces the need for
    many products to be held in central stores and
    allows for just-in-time procurement.

27
E-procurement network
  • Development Reasons
  • Increasing the Internet connectivity of
    businesses in Cape Town is desirable and adds to
    the competitiveness of the city in the knowledge
    economy. However, businesses have no compelling
    reason to be connected.
  • Council's e-procurement drive will be the
    catalyst for organisations to get connected.
    Councils annual spend is substantial enough for
    it to act as a catalyst.
  • As the e-procurement network grows, companies
    would have access to other regional, national and
    possibly international markets.
  • Council's business startup support initiatives
    can be geared around the e-procurement network
    and giving companies the skills to enable them to
    participate in the information economy.
  • Small businesses would have instant access to a
    large marketplace.
  • Data on the transactions that are occurring on
    the e-procurement network would be a very useful
    source of economic data

28
4. City Development Using IT as an instrument to
foster the economic and social development of the
city. This translates into specific action in the
following areas
  • IT as a growth industry
  • Growth and retention of the IT industry in the
    city
  • Attracting more participants into the IT industry
  • Attracting investments from outside the city
  • Providing high quality services in all spheres
  • IT as a skill
  • Creation of employment potential
  • Promoting knowledge as the key resource for
    economic progress of individuals and institutions.
  • IT for social development
  • Providing public access to IT Infrastructure and
    internet
  • Promoting IT education and IT enabled training
  • Promoting local language interfaces and
  • Gathering a wide range of social and economic
    data from all local government activities that
    are electronic to ensure better, more
    co-ordinated planning and targeted interventions

29
Recommended Actions City Development
  • Increasing connection and access (Community and
    Business)
  • Levy payers online inquiry and transactional
    system
  • Providing Public access (libraries, Local govt.
    facitities, schools, etc)
  • Community based IT training (at libraries and
    schools) - link these with co-operative training/
    bursary schemes/ volunteerism at universities and
    technicons
  • Providing relevant local content government and
    via partnerships
  • Jobs network (CVs, opportunities, advice) geared
    more at the unskilled/ semi-skilled sector of the
    population
  • Business incubation and stimulation of innovation
    - by partnerships with external organisations
    like CITI (Cape Information Technology
    Initiative) example Bandwidth Barn
  • Venture capital sourcing and business plan
    development - support and enhance initiatives
    that exist eg. CITI
  • Cape Online (Joint initiative with Province to
    create an information portal for easy access to
    government and other information)

30
The effort relating to connection needs to be
focussed on ...
Potential/ Value
Households connected
Community access points/ public access
Business Connected
Councilors Connected
31
Recommended Actions City Development
  • Increasing connection and access (Community and
    Business)
  • Levy payers online inquiry and transactional
    system
  • Providing Public access (libraries, Local govt.
    facitities, schools, etc)
  • Community based IT training (at libraries and
    schools) - link these with co-operative training/
    bursary schemes/ volunteerism at universities and
    technicons
  • Providing relevant local content government and
    via partnerships
  • Jobs network (CVs, opportunities, advice) geared
    more at the unskilled/ semi-skilled sector of the
    population
  • Business incubation and stimulation of innovation
    - by partnerships with external organisations
    like CITI (Cape Information Technology
    Initiative) example Bandwidth Barn
  • Venture capital sourcing and business plan
    development - support and enhance initiatives
    that exist eg. CITI
  • Cape Online (Joint initiative with Province to
    create an information portal for easy access to
    government and other information)

32
5. Governance/ Digital Democracy
  • IT can significantly impact on good governance by
    making local government, the politicians and the
    officials more accessible.
  • It can also be used to make the processes of
    local government and related performance
    information more transparent. In this way it can
    build accountability.
  • Areas where IT can improve governance include
  • Elected politician - Citizen interface
  • Government Administration/ service - Citizen
    interface
  • Government - Business Interface
  • Intra-Governmental processes

33
Recommended Actions Governance/ Digital Democracy
  • Council agenda's and reports be available online.
  • IT-enabling the new Council chambers and
    Councilor support function
  • Information categorised on a ward basis as a
    minimum.
  • Performance information (including reporting on a
    ward/ area basis using GIS) made available and be
    easily accessible.
  • Mechanisms that allow easy IT enabled
    communication between public and
    councillors/administration to be developed.
  • Conducting online opinion polls and discussions
    on topical issues

34
Agenda/ Key issues
  • Challenges facing cities
  • Globally
  • Nationally
  • Cape Town
  • What these challenges imply for local government
    and IT?
  • The emerging agenda for local government and the
    role of IT within that
  • What does Cape Towns smart city strategy
    encompass?

35
Video - think big
  • Note that the video clip has been excluded from
    the distribution version of presentation due to
    file size.

36
In Summary...
  • A smart city strategy is a key component of the
    City Development Strategy (CDS) for Cape Town
  • The CDS is owned by all the stakeholders in the
    city - not just local government
  • The five areas that we have to tackle is
  • Leadership
  • Policy and regulatory environment
  • IT enabled administrative and service delivery
    (e-govt.)
  • IT enabled development
  • IT enabled governance
  • The critical mass to achieve this exists in the
    city

37
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