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Century of the City
Feature stories The century of the city Five traits of citizen-centric government Innovation in action: - Norfolk County Council (UK) - City of Anaheim (California, U.S.) - Flemish Government (Belgium) - Auckland Transport (New Zealand) Industry Edge HP Future Cities: Citizen-centric government delivering public value HP • Winter 2014 HP Future Cities Governments around the world partner with HP to radically transform what they do and how they operate, to shift from an output-based paradigm to a citizen-centric government focused on results and public value. Citizen-centric governments put their customers—citizens and businesses—at the focal point of all key decisions, from budgeting to service design to channel for service delivery. Innovations are being driven by citizen expectations as well as resource challenges. The four pillars of the New Style of IT—Big Data, cloud, mobility, and security—make what was previously impossible, possible. • Big Data allows us to develop a very detailed understanding of the constituent, to identify trends and to target services to citizens when they need them. • Cloud drives improvements in efficiency and accelerates access to resources and expertise as well as innovation. • Mobility opens up completely new ways of addressing the “last mile” challenge to help create new customer experiences. • Security helps improve trust in government. All these innovations allow governments to be much more efficient, agile, and resilient, and help them improve quality of life, drive economic growth, and create sustainable communities to be ready for an ever-changing future. Within this journal, you will read about HP’s point of view and strategy about Future Cities. This is followed by a sampling of case studies that illustrate visionary improvements to radically transform government: improve quality of services, reduce costs, and increase equity and public trust. In this issue 3 The century of the city 10 Norfolk County Council (UK)—protecting vulnerable people and creating sustainable jobs 14 City of Anaheim (California, U.S.)—innovative mobile applications for citizens and government employees 20 Flemish Government (Belgium)—cross-data sharing platform reduces administrative burden 25 Auckland Transport (New Zealand)—drives improved transportation services and public safety 30 Where to start 3 | HP Future Cities – Citizen-centric government delivering public value The century of the city A hundred years ago, only 10% of our population lived in cities. Today, over half of the world’s population lives in urban areas, and this trend of massive urbanization continues at an unabated pace. UN has projected that by 2050, almost 75% of the world population will live in cities. We are living in what has been termed as the “century of the city”1—the century in which the world population goes past a tipping point of more people living in urban areas than in rural areas and where the dynamics of cities largely shape our world. 1 The Century of the City. Neal R. Peirce and Curtis W. Johnson with Farley M. Peters, The Rockefeller Foundation Cities face a unique set of challenges. Cities of the developing world have to adapt to extremely rapid population growth and the attendant issues of coping with stretched power, water, sewage, and transportation infrastructures; creating safe and livable cities; and driving economic growth. Some cities of the developed world often face a different kind of challenge— one of managing city services in the context of declining populations. Across all cities of the world, populations are aging. Internal immigration and emigration are driving new business models. And the New Style of IT is fundamentally transforming citizen expectation. Economic uncertainty is the new normal. 3 | HP Future Cities – Citizen-centric government delivering public value 4 | HP Future Cities – Citizen-centric government delivering public value Cities are experiencing the perfect storm However, there are incredible opportunities that need to be exploited, opportunities to change the trajectory of resource usage to become more efficient and sustainable. Leading cities of the world will create safe, livable, and vibrant environments for their citizens. They will deliver high quality education, healthcare, and other services to ensure that all citizens meet their fullest potential. These cities will always have a foot in the present and yet look to the future. Cities like these will be what we call “Future Cities,” those that are always seeking to improve and innovate around the needs of the citizens and businesses. They will look around corners to prepare for the future. HP Future Cities Framework Collaborative innovation Livable city Superior government services Connected Agility and resilience New-economy ready 5 | HP Future Cities – Citizen-centric government delivering public value Cities: A holistic approach External research as well as our experience in working with cities indicate that cities must address six areas that are very closely interrelated. These six components of a Future City form a tightly integrated whole, and all six must be considered when designing the next generation of services. Each segment has a profound implication on the others (for example, a city that has a very high crime rate would find it hard to attract new businesses), and therefore, addressing one without considering the impacts on or of the others leads to less than optimal outcomes. The six areas a city must focus on are as follows: • A livable city that enhances the quality of life. Underlying elements include public safety, affordable housing, clean and green environment, requisite infrastructure (safe food and water), culture and recreation (creative arts, museums, sports facilities, etc.). • New-economy ready. The ability of the city to attract new jobs and retain businesses. Ease of starting businesses. The necessary infrastructure (business parks and incubators, investment firms and financial services, etc.,), the talent pool to attract and retain businesses. • A connected city. In today’s hyper-connected and global world, no city can thrive without being a part of the regional, national, and global fabric—both physically and over communications networks for the movement of people, goods, and information. In addition to the physical links and multimodal transportation networks to link the city to others, the city must also have a very efficient and effective internal network. • Superior government services: Residents and visitors to the city must have access to high quality government services: education, healthcare, social services, etc. Leading cities are efficiently managed and are very proactive in engaging with the citizens in designing and delivering services. Public value—with its four pillars of efficiency, quality, equity, and trust— becomes a key factor in decision-making. • Agility and resilience. We live in very turbulent times, and each city must be prepared to handle and bounce back from the unexpected. These shocks can range from economic downturns to terrorism to public health crises. Most cities are creating capabilities and the needed redundant capacity to create resilience. In addition, agility—the speed with which a city responds to new opportunities or challenges— is becoming a very important factor. 6 | HP Future Cities – Citizen-centric government delivering public value • Collaborative innovation. Cities are very complex social systems, and a multitude of players need to participate in a continuous cycle of innovation. Collaboration and co-creation is critical for success. An environment needs to be created and sustained that brings together many stakeholders which include, among others, multiple levels of governments—city, state, and central; businesses, both large and small; players in the not-for-profit sector; social entrepreneurs; and citizens, both individuals and advocacy groups. Each entity has something of value to contribute to the ongoing evolution of the city, perhaps an idea, a solution, or even resources where the value of the whole far exceeds the sum of the parts. In this journey toward Future Cities, we find that they typically face two challenges. The first is in developing a holistic and integrated vision of the future. We believe that our six-segment model provides a valuable framework to develop and articulate the vision, understand the interlinkages so that adequate measures (such as policy, process, technology, and resource prioritization) may be taken to drive the most effective outcomes. The second is in executing the vision where the discussion inevitably centers around three fundamental areas: Where does one begin, what sequence should be followed, and how can technology be a “force multiplier” of scarce resources? It is here that the New Style of IT becomes the critical enabler in the execution of the vision. Most, if not all, cities face an environment where resources (budget, talent, and time) are tight. City managers need to strike a balance between a range of alternate objectives: • Resource allocation: Keeping the current operations going as well as investing in the future. • Investment in infrastructure: Upgrading existing investments to extend their life and maximize their value and/or build new infrastructures. • Services: Deliver new services to underserved segments and/or improve the quality of services that are already being delivered, making the tough choices between new services as shifting or shutting down some others. City administrators need to make a range of difficult decisions. Executing the vision requires reducing costs so that savings can be reinvested. At the same time, a very detailed view of the citizen and business needs to be developed so that informed and insight-driven decisions can be made about focus and priorities in resource allocation. New channels need to be exploited to deliver services that are more convenient, cost effective, and aligned with citizen expectations. Platforms need to be created for collaboration, co-creation, and innovation. 7 | HP Future Cities – Citizen-centric government delivering public value The New Style of IT has the potential to reduce costs and create the headroom for innovation and design of new services. New delivery and business models are now possible, and services can be delivered via a range of channels. Cloud creates opportunities for cities to have flexible capacity, leverage applications across cities, and pay on the basis of usage as opposed to creating capacity for peak demand. It also helps reduce time to market and creates options by which cities can share IT infrastructure and applications to create economies of scale and reduce cost. All of these help lower the cost of existing operations so that budgets can be shifted toward innovation. Big Data helps with very detailed citizen segmentation to drive program and budget targeting and make it easier to understand patterns of resource usage. Mobility creates new ways of delivering services and of deploying field-based government operations. Social media allows the government to interact with citizens and businesses on an ongoing basis. The New Style of IT is the foundation for Future Cities. Suparno Banerjee Vice President—Public Sector Programs, Office of the CEO Hewlett-Packard Company The New Style of IT and its impact Citizen and service delivery insights Precise targeting and budget prioritization High-value complex transactions Channel alignment Workplace changes M o b i l i t y B i g D a t a C l o u d S o c i a l m e d i a 8 | HP Future Cities – Citizen-centric government delivering public value Five key traits of citizen- centric governments In order to make the shift from an output-based paradigm to a citizen- centric government focused on results and public value, we believe that governments need to develop five key traits. These traits are manifested by a pervasive culture of asking a set of very incisive questions and then acting on them. 1. Citizen-centric governments have a very granular view of their citizens. The ability to segment citizens and understand the issues and needs that are specific to each segment of the population is critical to developing this view. • Key questions: Who are my “customers”? What is a meaningful way of segmenting the citizens—by age, income, location, gender, job status, special needs? What needs do these segments have? How are these needs changing? Do we serve all the segments well? 2. They make some very explicit choices. They also understand that one size does not fit all. A deep understanding of citizens is reflected in budget priorities, choice of channels, and the overall design and delivery of services. Services are now designed around needs as opposed to citizen needs being fitted to a set of services. Some hard choices are made in this process about which segments will—and, equally important—will not be served. • Key questions: Which citizen segments are being served? Who is being left out of the service delivery equation? What are the implications? Will it matter to the citizen segments not being served? Why will it matter or not? 9 | HP Future Cities – Citizen-centric government delivering public value 3. They can clearly articulate the public value outcomes of their decisions. The focus is on outcomes as opposed to outputs across all aspects of the public value equation: efficiency to manage within tight budgets, quality of services, equity/inclusion, and trust in government through security and privacy of information. • Key questions: How does it create value to the citizen? Does it save time, cost less, provide better service? How will quality of the service be met? Is it secure? How is citizen information privacy being maintained? What metrics will indicate that outcomes are being delivered? 4. They are very good at listening and connecting the dots. This is achieved through regular two-way communication and use of social media to understand the big issues and trends that have an influence on citizens. Listening and identifying both symptoms and opportunities becomes the norm. • Key questions: What is the feedback from the citizen? How can we inform citizens of new services or changes to the existing ones? What trends on social media indicate an underlying issue? Can dots be connected to predict issues before they occur? Can success be accelerated? 5. Finally, they are really focused on “joined up” operations. They focus relentlessly on simplification, integration, and orchestration of multiple government agencies to provide seamless services to the citizen. They are passionate about collaboration, and about creating and sustaining an ecosystem that is best positioned to design or deliver services. • Key questions: How can we get the best minds to work on this problem? How can we engage citizens directly and include them in the process? Can we get the private sector to bring their knowledge from other industries? How do we best align our own processes and structure to deliver the service? Should the service be delivered by in-house resources or is a partner better positioned to deliver? Conclusion The four pillars of the New Style of IT—Big Data, cloud, mobility, and security—make what was previously impossible, possible. Big Data allows us to develop a very detailed understanding of the constituent, to identify trends and to target services to citizens when they need them. Cloud drives improvements in efficiency and accelerates access to resources and expertise and well as innovation. Mobility opens up completely new ways of addressing the “last mile” challenge to help create new customer experiences. Security helps improve trust in government. All these innovations allow governments to be much more efficient, agile, and resilient, and help them improve quality of life, drive economic growth, and create sustainable communities. Suparno Banerjee Vice President—Public Sector Programs, Office of the CEO Hewlett-Packard Company 10 | HP Future Cities – Citizen-centric government delivering public value Innovation in action— Norfolk County Council (UK) Leveraging the New Style of IT to help safeguard vulnerable people, improve education, and create sustainable jobs while reducing costs. When Tom Baker joined the Norfolk County Council (NCC) as CIO just over 12 months ago, he faced many of the same problems CIOs everywhere do. Located in East England, NCC is responsible for education, social services, highways, fire and rescue services, libraries, waste disposal, consumer services, and planning for a population of almost 900,000. And to fulfill that wide-ranging mission, the delivery of IT services needed to be transformed. But the finances to begin the transformation journey were not available because the majority of the budget for IT was consumed by the cost of running the existing services. NCC decided to use its challenges and existing problems as the catalyst for change. Instead of performing a normal server and storage refresh, NCC appointed HP as a strategic partner to develop a solution based on NCC’s vision of how IT could transform the delivery of services to its citizens. This new approach included the Microsoft CityNext programme and Vodafone to partner with NCC and the local community to make this transformation. 11 | HP Future Cities – Citizen-centric government delivering public value A new approach for delivering IT services The answer was a mixture of new and tried-and- tested approaches, with a strategic partnership where some work was hosted in an HP data centre using a cloud-based delivery. The total cost of ownership savings are projected to be £10m over five years. This created the opportunity to introduce a radically different approach to how IT services are delivered and consumed by the local authority customers, with many departments providing services to citizens. The new part of the solution was the introduction of technologies to perform Big Data analytics and provide an environment to incubate innovation. This approach is enabling NCC to both transform how departments collaborate and operate together as well as how HP and its partners grow the services contract based on the success of the technology. A central principle behind the transformation is to start with a people-first approach and underpinned by technology, thus by providing the correct environment and capabilities, people will be able to generate new ways of working. One illustration of this new style of partnership is the Hot House Innovation Centre. HP committed to bring in 50 small to medium enterprises to help incubate ideas from local entrepreneurs in combination with local authorities to solve problems. The innovation centre is an environment where the viability of a project can be evaluated and will create the culture of collaboration needed to transform the way in which local services are delivered and information shared. Putting people and processes first, supported by a flexible cloud infrastructure The heart of the solution is the multidepartmental information centre of excellence, which is using HP Fusion technology, HP Autonomy, and its Intelligent Data Operating Layer (IDOL) search engine. This technology makes sense of unstructured data, which can then be linked with structured data and provide new insights. The thinking behind this approach is to turn the smarter cities debate on its head. Rather than using the ability to instrument a city to improve services from an infrastructure perspective, HP and NCC plan to enable people to innovate and transform the way they work and deliver services to citizens. NCC and HP have used predict, prevent, and participate as the best approach for generating new thinking among NCC employees on how to use the New Style of IT and Partnership. 12 | HP Future Cities – Citizen-centric government delivering public value Predict The ability to create the links between structured and unstructured data is the key to generating new insights. HP Autonomy and IDOL provide NCC with the ability to identify these correlations, which means they can predict possible outcomes before they happen. While the technology enables these correlations, it is the people within the different departments that must leverage these insights to make needed changes in policy, processes, and people (such as possible training needs or necessary communications). Prevent The ability to predict a possible outcome provides only part of the solution. For example, just one troubled family could involve up to 31 different departments and cost the local authority between £75,000 and £100,000. The ability to have visibility into structured and unstructured data across multiple departments can help chart a course of behavior where multiple departments would team up for an integrated response plan. Having advanced information means it could use some intervention procedures to stop a situation from escalating and prevent tragedies. Participate The ability to identify an event before it escalates and prevent a serious situation from developing provides a powerful demonstration to all those involved of the potential for the multidepartment information centre of excellence. This success is the catalyst for more innovation and collaboration between departments. This approach is the heart of the New Style of IT and Partnership where employees become engaged, leverage resources, and become more efficient and effective from having a more holistic view. “Our vision is to deliver world-class integrated public services that stimulate and support a sustainable knowledge economy in Norfolk. HP will contribute to the economic, social, and environmental sustainability of the County by enabling multiple agencies to effectively participate in joint service delivery. The creation of a platform for more joined-up collaboration between NCC and other partners will make it possible to get a single view. In addition, HP will enable us to make cost savings of about 20%.” — Tom Baker, chief information officer, Norfolk County Council 13 | HP Future Cities – Citizen-centric government delivering public value Providing the local economy with technology skills needed for future growth The Hot House Innovation Centre and the Small Business Office provide the vehicles for local businesses to become involved to impact the local economy. However, to ensure the legacy is lasting, the supply of a skilled local workforce is needed. Hence, HP is proposing an HP- accredited technical associate (ATA) program for a local education provider, which would give local students access to a wide variety of training designed to ensure they learn the practical skills needed for business today. HP extended the education integration by developing a research and development innovation centre with University of East Anglia (UEA), where undergraduate and post-graduate students will have access to HP labs, as well as Microsoft® and Vodafone labs. As part of this integration, HP is also looking to work with the UEA on launching an HP Big Data degree. Anatomy of the solution Based on HP Autonomy IDOL, HP Records Management, HP Vertica Analytics Platform, Visionware, and Microsoft Windows® 8.1 and Office365 software, NCC’s new information hub will be integrated through HP Information Management and Analytics Advisory Services. HP will manage the virtualization and migration of NCC’s data centre services to the cloud. Communications partner Vodafone will enable secure data centre connectivity combined with 4G to enable multiple departments to securely access services. Vodafone’s Better Ways of Working engagement from its in-house consultancy practice has supported the Council’s new work style programme. As part of the Microsoft CityNext programme, which enables cities and regions to harness a new era of innovation, NCC will transform public services by focusing on technology that puts people’s needs first. 14 | HP Future Cities – Citizen-centric government delivering public value Innovation in action— City of Anaheim (California, U.S.) City engages HP to develop innovative mobile applications “HP shows us how technology in the service of innovative vision can enable our city to do more with less.” — Trevor Bennett, Information Systems Manager, Anaheim, California A visionary solution to stimulate economic development, protect public safety, and enhance quality of life. The City of Anaheim in Southern California’s Orange County is world renowned as the home to the Disneyland Resort, Anaheim Convention Center, and sports teams including the Angels baseball and Anaheim Ducks hockey teams. But like many municipalities in today’s current economic climate, Anaheim has been challenged to do more with less. 15 | HP Future Cities – Citizen-centric government delivering public value Challenge In his 2012 State of the City address, Mayor Tom Tait stated that “for a variety of reasons, the city needed to cut $15 million from its budget in the last fiscal year.” Although the city was able to reach a balanced budget by the next fiscal year, Mayor Tait added that it “doesn’t mean our problems are solved. Our city still faces a major, long-term fiscal challenge.” Tackling these problems head-on, Anaheim turned to a visionary solution to stimulate economic development, protect public safety, and enhance quality of life. The key initiative relies on the Internet to make government more transparent and accessible to any resident or business. To achieve this, Anaheim turned to its longtime partner HP. Together, HP and Anaheim developed two mobile applications—MyEVOC and MyAnaheim—that now make the city a leader in leveraging mobile technologies. “In our drive to reduce bureaucracy and make services easily available, we wanted to provide different modes for the public to communicate with us efficiently,” says Trevor Bennett, Anaheim Information Systems Manager. “The public/private partnership between Anaheim and HP enables us to deliver innovative, cost-efficient collaborative services to enhance public safety and quality of life.” Solution Anaheim chooses HP for broad portfolio, results-oriented collaboration. Anaheim started working with HP in 2003, after an intensive search for a vendor that could deliver both a broad solution portfolio and the ability to present results-oriented approaches to business challenges. The city today uses HP ProLiant servers, HP desktop PCs, HP laptop PCs, and HP printers. HP supports Anaheim’s drive to take advantage of technology convergence and new forms of media to transform how the city operates and communicates. “Over the years, HP has proven over and over how it can bring together its breadth of resources to support us with technology, ideas, and expertise,” Bennett says. Industry Public sector Objective Improve government services provided by state agencies by increasing efficiencies and reducing costs. Approach After an overall assessment and roadmap, the Flemish Government realised it needed to reinvent how it used technology, transitioning from a “pull” to “push” model of information exchange. IT matters • Creates efficiencies through standardisation, virtually eliminating data duplication and human error. • Transfers data automatically via electronic ID (e-ID) cards. • Ensures citizen privacy and data security by controlling information access, storing data separately, and deleting data links immediately afterwards. Business matters • Delivers significant cost savings. In 2013, the reduction on administrative burden was estimated at nearly €100M. • Eliminates approximately 500,000 mailings for scholarship applications alone, saving postage costs and staff time. • Improves speed of delivery, meaning citizens receive government benefits and services more efficiently and new policy decisions can be implemented quickly. 16 | HP Future Cities – Citizen-centric government delivering public value HP collaborated with Anaheim to create the city’s Emergency Virtual Operations Center (EVOC), providing an integrated, web-based situational awareness view of critical citywide operations. EVOC was a first-of-its-kind solution that set a national standard for situational awareness tools for public safety. MyEVOC takes real-time integrated emergency response to the field. Fast forward to 2012. Anaheim again collaborated with HP, this time to introduce the cutting-edge MyEVOC mobile application. MyEVOC makes essential functions of EVOC— such as police and fire incident reports, vehicle tracking, and various advisories—available to city employees through smartphone devices. “MyEVOC is the next generation,” Bennett says. “With EVOC, city employees can see an integrated view of city data from their desktops. With MyEVOC, they’ll be able to see that data in real time on mobile devices in the field.” “I’d tell a peer in public service that the public/private partnership between HP and Anaheim enables us to develop and implement ideas that improve efficiency, foster development, and save taxpayer money.” — Trevor Bennett, Information Systems Manager, Anaheim, California A pilot project introduced MyEVOC to key personnel on the city executive team. Anaheim plans soon to roll MyEVOC out to every employee with an EVOC account, some 500 of the city’s 3,100 full and part-time workers. The application was designed by HP for modular scalability, so new functionality can be added as the city identifies what capabilities will be most useful. City department heads will be able to stay abreast of emergency situations while on the road, with alerts sent proactively to key personnel. Field workers such as building 2,851 During 2011, Anaheim received 2,851 graffiti reports via cell phone, enabling quick-response clean-up. Customer solution at a glance Application • MyEVOC and MyAnaheim mobile applications HP services • HP Mobile Application Services • Mobile applications development, testing, and quality assurance • Integration services to allow mobile applications to communicate with other city systems, 311, for example • Help desk and desktop support • Network and server support • Applications support 17 | HP Future Cities – Citizen-centric government delivering public value inspectors and utility-line workers will see the latest alerts and advisories. The end result will be better decisions made faster and in close touch with developments on the ground. MyAnaheim provides bidirectional mobile communications While MyEVOC is for city employees, MyAnaheim is for the public at large—Anaheim’s 341,000 residents and 25 million annual visitors and anyone who wants to download the free application to their smartphone. MyAnaheim started out with the idea of giving residents an easy way to report graffiti. When they saw the street graffiti, people could snap a cell- phone photo and send it to the city’s 311 non-emergency system. The phone’s global positioning system (GPS) capability was refined with help from HP to pinpoint where to send clean-up crews. Today MyAnaheim delivers the graffiti-reporting functionality and much more, such as city events calendars; suspicious-activity reporting; utility-bill payment; and alerts and advisories. “It’s a robust, bidirectional means of communication that shows the city is responsive and accountable to constituents,” Bennett says. “The wide range of features makes it a highly meaningful tool—and it’s available to users for free.” HP expertise essential to application development To develop MyEVOC and MyAnaheim, Anaheim relied on the technology and application development expertise of HP. HP personnel listened to Anaheim input, brainstormed with city IT staff, provided technical know-how, developed the applications and today maintains them with an eye toward high-value future functionality. “HP educates me as a customer about what’s possible, and then pulls together the resources and expertise to make it happen.” — Trevor Bennett, Information Systems Manager, Anaheim, California “HP made sure the project followed best practices and asked the right questions: How can we use technology to serve the city’s goals? What features will most enhance the service? How should the application look and feel? HP shows us what technology can do, and follows through all the way to deployment, maintenance, and next-generation innovation.” It is the innovation aspect and the vast amount of experience and expertise that is available in HP that makes it our preferred partner. 18 | HP Future Cities – Citizen-centric government delivering public value Benefits Better decisions, less red tape, engaged constituents The benefits of mobile applications to Anaheim include better communication among city employees and with citizens, less red tape, and a more business-friendly environment for fostering economic development—all at the low cost of electronic communications. During 2011, Anaheim received 2,851 graffiti reports via cell phone, enabling quick response clean-up of eyesores. What’s more, MyAnaheim gives residents a convenient way to participate in the city’s “Hi Neighbor” community outreach and awareness campaign. Whether it’s addressing crime, preparing for an emergency, or putting together a neighborhood event, the Hi Neighbor initiative provides Anaheim residents with the resources they need—from event alerts to help with using social media—to get involved in their communities. “We are all about increasing efficiencies, both internally and externally,” Bennett says. “If a business owner is wondering, ‘Is Anaheim a convenient place to do business?’ the mobile applications reinforce that the answer is a resounding ‘yes!’ The resulting economic development makes this a more vibrant community with an even stronger tax base.” Looking ahead: disaster recovery alerts Looking toward the future, Anaheim is working with HP to extend the functionality of MyAnaheim to include more disaster- preparedness features including press releases, healthcare tips, emergency contacts, evacuation information—even directions to emergency pet accommodations. It’s just another example, Bennett says, of how Anaheim’s long-term partnership with HP enables the city to keep moving ahead. “It’s not just this solution or that project—it’s the entire relationship, the ability to educate me as a customer about what’s possible and how to achieve it.” — Trevor Bennett, Information Systems Manager, Anaheim, California 19 | HP Future Cities – Citizen-centric government delivering public value Anaheim leverages a wide range of HP offerings In addition to Mobile Application Services, Anaheim relies on HP for: Help desk and desktop support Help desk is the front line for all support calls in the city. This support group operates from 7 a.m. to 6 p.m. and offers 24x7 after-hours support on an on-call basis. The group processes technical concerns ranging from forgotten passwords to assisting users on how to use city software such as Microsoft® Word or Exchange. Desktop support receives, configures, installs and maintains city-owned and leased computer equipment, including desktop PCs, laptop PCs, printers and peripherals for the office/desktop area. HP staff members maintain more than 2,600 computers citywide. Network and server support The network and server team manages the core infrastructure of the city’s network. This includes all of the hardware that allows the city’s 50 facilities to communicate electronically. The team also maintains the city’s servers, which run most city applications, and the network devices including switches, routers, firewalls, and indoor and outdoor wireless access points that provide connectivity between city sites, servers, printers, personal computers, and cameras. Their tasks include installing and maintaining firmware and software configurations; installing relevant security and software patches; replacing aging equipment; troubleshooting; monitoring; electronically backing up all the data; running nightly batch cycles; maintaining the city’s camera system; and ensuring the network is as secure as possible. Application support Anaheim has more than 100 individual applications in use by various departments. The application team provides technical support for these applications. This support includes day-to-day support for end users; interfacing with application vendors; installing and testing patches and new releases; creating and maintaining needed reports and interfaces; troubleshooting issues; and monitoring batch cycles. The applications include Microsoft Exchange email; city websites; AMS Financial System; Enterprise Virtual Operations Center (EVOC); and Anaheim’s permitting application. 20 | HP Future Cities – Citizen-centric government delivering public value Innovation in action— Flemish Government streamlines services to citizens HP creates MAGDA, a web-based platform that reduces administration to save citizens €97 million a year. “It is not a ‘nice to have’ feature but is the new norm for service delivery. Citizens expect immediate answers and immediate service delivery.” — Luc Chauvin, CIO, Flemish Government 21 | HP Future Cities – Citizen-centric government delivering public value Government service delivery, in an instant The Flemish government relied on manual, paper-based systems to process and distribute benefits. This complex and inefficient system resulted in redundant and erroneous information which, in the extreme, could lead agencies to deny benefits to those entitled to them. The HP solution creates a “push” model of information exchange, eliminating data duplication. Challenge Rethinking bureaucracy Approximately 55% of Belgium’s 10 million citizens are Flemish and live in Flanders, the country’s northernmost Dutch-speaking region and part of the Belgian federal administration. The Flemish government oversees the education, culture, healthcare, and international development of the region and strives to maintain the highest living standards for residents of the region. More than 70 government agencies serve the population of nearly six million citizens. Government benefits are afforded to all Belgians from birth and range from individual student scholarships to farm subsidies. With so many agencies involved, collecting and verifying the necessary information is a huge task. Manual, paper-based systems were previously used to process and distribute benefits, but this was complex and inefficient as citizens and businesses had to submit the same information many times to different agencies. This resulted in redundant and erroneous information which, in the extreme, could lead agencies to deny benefits to those entitled to them. Therefore, Flemish government officials needed a way to streamline operations and provide citizens with a higher quality of service. The government wanted to achieve immediate and proactive service delivery from its healthcare, transportation, and education agencies by creating a common web services platform built on an HP Service-Oriented Architecture (SOA). “We have two basic concepts in the Flemish administration,” says Luc Chauvin, CIO for the Flemish government. “One was that we would never ask a citizen for the same information twice, and the second was that we would make sure that the effort a citizen had to make would be minimal. “Anywhere, anytime, via any kind of communication channel—that must be the new norm. Service delivery in an instant would be the way of working. “We reached the conclusion that rather than merely digitising all existing paper-based processes, we should rethink the whole thing and maybe eliminate some processes altogether,” adds Chauvin. To achieve these objectives, the Flemish Government consulted with HP. “We selected HP as our main outsourcing partner, because HP is one of the main players in the ICT arena. It is the innovation aspect and the vast amount of experience and expertise that is available in HP that makes it our preferred partner.” 22 | HP Future Cities – Citizen-centric government delivering public value Solution Transformation project After delivering an initial assessment and roadmap, a team consisting of Chauvin’s employees and HP specialists embarked on an applications transformation project. Together they designed and built a state-of-the-art, interagency data exchange platform upon which the administration could base all of its service delivery to all citizens. Known as “Maximum Data Sharing Between Administrations and Agencies” (MAGDA), the platform enables once-only data collection. Citizens log on to the Flemish e-government services using electronic ID (e-ID) cards that automatically transfer data to the state registry. MAGDA put Flanders on the road to becoming an e-government that embeds technology into everything it does in order to better address rapidly changing citizen needs. “Instant results are the name of the game,” Chauvin confirms. “It is an expectation that has become a way of life. Anything less is considered a bad service. If you look at what we need to realise in terms of speed of delivery and quality of service, the only way to go is to reinvent how we use technology.” 23 | HP Future Cities – Citizen-centric government delivering public value MAGDA provides a foundation for migrating all government tasks to the web, even local government processes such as applying for permits to build a house. For example, an architect could upload renderings and blueprints of a house build to the web, making them instantly accessible to all of the agencies involved in approving the project, speeding the process. Similarly, if a citizen applies for benefits, such as a free bus pass, the system bypasses preliminary identity questions, allowing applicants to complete tasks more quickly and with less bureaucracy. Data is transferred to the agency that is responsible for the payment, and benefits are automatically delivered to the student’s family. Obtaining a bus ticket for a child once required a visit to the city council to request proof of family size and then taking that information to a retail outlet to purchase the ticket. Today, using an e-ID card, citizens can validate entitlement automatically and purchase bus tickets online in minutes. Every company in Belgium also has a unique e-ID that speeds up processes by giving government administrators access to a comprehensive profile. For example, it allows companies to more efficiently request subsidies (for example, “green” energy subsidies for environmental sustainability), or premiums such as “start-up” projects that help young entrepreneurs develop their businesses. Benefits Speed of delivery and quality of service As new applications and services can be quickly added to the core platform, MAGDA has increased efficiencies throughout the organisation, bringing many advantages for citizens. A prime example is the process of applying for college study grants. Previously, students had to fill out at least three different paper forms and locate specific information from multiple government agencies and offices including schools and local health authorities. Now, they can start the process online by just logging on with their e-ID card. “Public services used to use citizens as errand boys rather than collecting data from government institutions themselves,” says Chauvin. With MAGDA, however, the government can use the data it already has and proactively contact students to let them know if they are entitled to a grant. Securing citizen data and privacy Information is closely guarded to ensure privacy. The Flemish government secured its entire IT infrastructure by addressing all aspects of security including people, processes, technology, and content. MAGDA controls access to the data and protects privacy by ensuring that it is only combined when needed under specific circumstances. In addition, the request and the requestor have to be approved by the Flemish Privacy Commission. 24 | HP Future Cities – Citizen-centric government delivering public value “MAGDA prevents the abuse of privacy by storing data separately until a transaction requires that it comes together and data links are destroyed immediately afterwards,” explains Chauvin. An access control management system is also built in to complement e-ID, allowing individuals and organisations to be authenticated and authorised based on their role in society. For example, a medical doctor can access medical services information—such as a vaccination database—which would be unavailable to citizens without authorisation. Considerable savings This transition from a “pull” to “push” model of information exchange has led to increased citizen satisfaction as well as cost savings for the government. In the case of online scholarship applications, the government eliminated 250,000 paper forms. Since each form needed to be sent back and forth several times, that cut up to 500,000 mailings out of the budget, saving postage costs and staff time as well as benefiting the environment. By enabling once-only data collection, the Flemish government has made significant savings. For example, farmers were previously asked for the same information from four different agencies for four different purposes to receive agricultural grants. Now they are asked to enter farm and livestock data only once each year. International recognition The MAGDA framework is now recognised throughout the European Union as an e-government best practice and has raised considerable interest from other governments including Australia, Canada, Israel, New Zealand, and Saudi Arabia, who have all visited Belgium. While other governments are being forced to cut services due to austerity measures and reduced tax income, Flanders plans to add new ones. Standardisation has created processing efficiencies, virtually eliminating data duplication and human error, while driving government costs down and increasing efficiency. Cost savings are important, but the real advantage of the MAGDA solution is that citizens receive benefits and services more efficiently, government officials can quickly implement new policy decisions and continually expand and enhance the solution to meet the changing needs of Flemish citizens. It is now written into Flemish law that the government is forbidden to ask a citizen for certain information, such as a mailing address, more than once. “We are now more than ever morally obliged to do more with less. The only way we can do that is by going farther down the path toward becoming an e-government, and MAGDA is the overall system on which we are building new applications,” concludes Chauvin. Learn more at hp.com/go/applicationtransformation 25 | HP Future Cities – Citizen-centric government delivering public value Innovation in action— Auckland Transport (New Zealand) Auckland Transport leverages Big Data technologies to enhance public safety and transport efficiency in New Zealand’s largest city. “The safety and well-being of our citizens is always our top priority, and the Future Cities initiative is a big step in the right direction. Only HP could comprehensively deliver the custom solution, expertise, and ecosystem at this scale to transform our vision into reality.” — Roger Jones, Auckland Transport’s Chief Information Officer 26 | HP Future Cities – Citizen-centric government delivering public value Auckland Transport is responsible for all of the region’s transport services (excluding state highways), from roads and footpaths, to cycling, parking and public transport. Auckland has a number of transportation challenges like many other major conurbations around the globe. It needs to provide safe and efficient transportation services, make the most effective use of current funding and explore new revenue opportunities, and still meet various regulatory and legislative demands. It also wants to differentiate itself as the provider of a top world- class multimodal transport system with quality a core element of every part of its transportation operation and planning functions. As is the case with most city/regional government functions, there is a significant existing landscape of systems and services that must be exploited wherever possible. AT had a network of 65,000 CCTVs across five video systems, but AT recognized that they wanted to leverage data from a variety of sources, including thousands of security and traffic management cameras, a vast network of road and environmental sensors as well as real-time social media and news feeds to feed a 24x7 integrated system. This system would fuse and analyze all that data to provide real-time insight into traffic movements and to support the rapid decision-making processes needed to deal with major or unforeseen transportation-related events. The system will monitor traffic flows, vandalism, and safety. Approach Auckland Transport and HP identified the data sources required to manage the transport ecosystem on a day-to-day basis. It was vital to plan for short-term and longer-term requirements from a range of government department and citizen stakeholders and taking a Big Data view (including everything from business transactions, video streams, and sensor data to social media feeds such as tweets) to ensure the most complete view of user demands and feedback is provided. HP’s world-leading analytics capabilities operate in real time on tens of thousands of video streams to detect and recognize a diverse and configurable range of information including automatic number plate recognition, vehicle The Auckland urban area, in the North Island of New Zealand, is the largest and most populous urban area in the country. Auckland has the largest Polynesian population of any city in the world. 27 | HP Future Cities – Citizen-centric government delivering public value make/model recognition, face recognition, face demographic analysis, and intelligent scene analysis across a multitude of moving vehicles, pedestrians, cyclists, and motorcyclists. All of this is integrated, working with partner organizations, with the control and monitoring functions of multiple, disparate physical security (e.g., access control, video surveillance), building management (e.g., HVAC, fire detection), traffic management, and computer-aided dispatch (CAD) to implement a single operator interface that allows the government organizations to make conceptual and contextual associations between disparate pieces of data instantly and be able to respond in the most effective and efficient way. Solution The first phase of the project will focus on improving public safety using HP’s Intelligent Scene Analysis system and license plate recognition. The solution leads with the “One HP” platform, an intelligent integrated and architected approach that identifies the unified situational awareness (SA) views/insights and decision support (DS) needed, looks to exploit existing IT, provides the connectivity and processing to available data sources, and then designs and builds the complete end-to-end analysis, management, and operational systems to deliver those SA and DS capabilities to the various stakeholders and end users. 28 | HP Future Cities – Citizen-centric government delivering public value The solution is basically structured around (1) source data capture and storage, (2) analysis of data to derive video object and event information together with other Big Data intelligence, (3) fusing that information with other physical security information against a set of configurable business rules to provide the unified SA and DS views, and then (4) providing these unified views to a wide range of agencies, other government departments, emergency services, and other operations centers. VidSys will provide a platform that unifies the control and monitoring functions of physical security, building and traffic management, and computer- aided dispatch systems. This tiered, open and fault-tolerant architecture provides for easy repair or routine maintenance of the various system components, the enhancement and introduction of new data sources and analysis/ visualization capabilities, and updates to/future exploitation of the overall services (e.g., the addition of new system APIs for external system use)—all while maintaining ongoing operations. All data is processed by a centralised data center supported by HP servers and infrastructure. HP networking ensures bandwidth-intensive data, such as video, is delivered to the data center efficiently. The virtualized compute and storage systems also provide for very high levels of IT asset utilization, energy efficiency, and the ability to readily scale the system for future growth. Results The solution is delivering significant benefits to Auckland, including: • Improve safety for pedestrians, cyclists and motorists; • Optimise traffic flows through the City of Auckland; • Tackle inefficiencies by creating a single unified layer across all data silos; • Gather statistical information for analysis and transport planning; • Be predictive instead of reactive; • Enforce traffic laws and reduce violations; and • Generate new revenue streams. In addition, this solution has reduced vandalism of VRD machines and improved end-to-end customer satisfaction as AT is now able to deliver better services with real-time feeds. Where to start The evolution of cities can take multiple directions, transforming their attitude, work style and focus in ways that are difficult to predict. We believe there are many ways to start and there are multiple starting points. For example, we have worked with major cities whose priority was simplifying the citizen experience, so developing a single integrated website offering 45 services from numerous agencies, available in 60 languages was the imperative. Other cities focus on using insights from analytics to improve specific services, or take the focus to redesign services with the needs of a specific citizen segment in mind (such as vulnerable families) to realize true progress and achieve the highest public value. With our experience worldwide, we see cities engaging in four primary areas: • Improving the citizen experience through portals, mobile applications and “one-stop” access to government services; • Transforming services and service delivery of individual departments to improve efficiency and effectiveness; • Addressing back office processes to increase efficiency and reduce costs; • Developing new business models, including usage-based consumption and public/private partnerships to shift from Capex to Opex, gain financial flexibility and drive innovation through a broad ecosystem. We believe multiple stakeholders need to be engaged, and it is imperative to approach the transformation with an open, outcome-focused mind. A clear set of short-term KPIs can help when assessing which “pilot” initiative(s) may be viable as a strategic investment area and which ones should be dismissed. One mechanism for engaging multiple stakeholders is HP’s “Envision” workshop which can help with assessing current and future focus areas from a strategic and IT investment perspective. Alternatively, HP has a rich and diverse portfolio of offerings and solutions that can help drive benefits in the short-term. Please contact your HP sales representative to get more information on HP’s portfolio or to schedule an Envision session. Rate this documentShare with colleagues Sign up for updates hp.com/go/getupdated © Copyright 2014 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein. Microsoft and Windows are U.S. registered trademarks of Microsoft Corporation. 4AA5-6074ENW, November 2014 For more information, please contact: Suparno Banerjee, Vice President of Public Sector Programs, Office of the CEO, HP firstname.lastname@example.org Sherry Walshak, Marketing Director, HP Future Cities - Global Public Sector email@example.com Learn more at hp.com/gov/transformation of new system APIs for external system use)—all while maintaining ongoing operations. All data is processed by a centralised data center supported by HP servers and infrastructure. HP networking ensures bandwidth-intensive data, such as video, is delivered to the data center efficiently. The virtualized compute and storage systems also provide for very high levels of IT asset utilization, energy efficiency, and the ability to readily scale the system for future growth. Results The solution is delivering significant benefits to Auckland, including: • Improve safety for pedestrians, cyclists and motorists; • Optimise traffic flows through the City of Auckland; • Tackle inefficiencies by creating a single unified layer across all data silos; • Gather statistical information for analy