© 2013 IBM Corporation
Smarter Cities Challenge Developing a Strategic Plan for Reno-Sparks-Washoe County Doing things differently, not doing different things March 1, 2013
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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About our team
Dr. Alexey Ershov Director, Business Performance Services IBM Corporate Headquarters Shanghai, China Email: [email protected] Phone: +86 21-6108-2559
Lori Feller Partner, Strategy and Transformation IBM Global Business Services Washington, DC USA Email: [email protected] Phone: (202) 308-1226
Massimo Leoni Distinguished Engineer, Executive IT Architect Systems & Technology Group Segrate, Italy Email: [email protected] Phone:+39 02-596-25897
Randy Kubich Research Project Manager, Smarter Cities IBM Research Ft. Worth, TX USA Email: [email protected] Phone: (817) 236 4646
Easwaran Venkatasubramanian Director, Global Funding, Investments and Foreign Exchange IBM Corporate Headquarters Armonk, NY USA Email: [email protected] Phone: (914) 499-6108
Linda Wilson Bauer
Manager, Corporate Citizenship &
Corporate Affairs
Portland, OR USA
Email: [email protected]
Phone: (503) 709-4949
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
Proposed Topic Area
“Reno desperately needs new industry and a skilled labor force, but efforts to revitalize its
economy have been thwarted by the lingering outfalls of the Great Recession and a negative
public image. The City and its numerous partners are joining forces to change that
perception but we are challenged by access to key cross-sector information. Through a
Smarter Cities Challenge grant, the City of Reno requests IBM’s expertise in developing a
roadmap for a shared System of Systems “analytics utility” of public data that can be used by
all sectors as the common basis for sound decision-making and policy to guide and
implement economic development goals.”
Context
“Reno faces an overwhelming set of challenges in recovering from the disproportionate
effects of the Great Recession at the same time as we frame an economic future that moves
past our historic reliance on one industry: gaming. We understand we need to diversify,
attract, and retain new industries. Educational attainment is a related challenge because it
has been influenced by our narrowly-focused economy and contributed to the impacts of the
Great Recession.”
3
Background
Reno Smarter Cities Challenge Application, 2013
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Approach
Summary of Observations
Recommendations
Roadmap
Key Success Factors
Next Steps
Agenda
Doing things differently, not doing different things
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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A New Approach for Regional Economic Development
Objective
– Identify roadmap for a shared “System of Systems” analytics utility
– Develop framework for economic development to position Reno-Sparks-Washoe County (The Region) for growth
Approach
To develop the recommendations, we:
– Conducted 50 formal interviews with a 110 regional stakeholders representing public, private, and education sectors
– Analyzed existing economic development assets
– Researched best practices
Assumptions
– Economic development and job creation must encompass attraction, retention, and growth
– Local public and private entities are the catalyst for change
Doing things differently, not doing different things
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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“Data” is the most common of the 18,000 words in our interview notes
We conducted 50 formal interviews with 110 stakeholders
“We have only 4-6
hours to convince an
investor to choose the
region”
“Boundaries are political,
not economic”
“…in a regional economy these
lines are blurred by the fact that
regionally all boats rise together”
“Inspire locally and
showcase globally” “Boundaries are political,
not economic”
“Inspire locally and
showcase globally”
“…in a regional economy these
lines are blurred by the fact that
regionally all boats rise together”
“Boundaries are political,
not economic”
“Inspire locally and
showcase globally”
“We have only 4-6
hours to convince an
investor to choose the
region”
“…in a regional economy these
lines are blurred by the fact that
regionally all boats rise together”
“Boundaries are political,
not economic”
“Inspire locally and
showcase globally”
“Inspire locally and
showcase globally” “Boundaries are political,
not economic”
“Inspire locally and
showcase globally”
“…in a regional economy these
lines are blurred by the fact that
regionally all boats rise together”
“Boundaries are political,
not economic”
“Inspire locally and
showcase globally”
“We have only 4-6
hours to convince an
investor to choose the
region”
“…in a regional economy these
lines are blurred by the fact that
regionally all boats rise together”
“Boundaries are political,
not economic”
“Inspire locally and
showcase globally” “Boundaries are political,
not economic”
“Inspire locally and
showcase globally”
“…in a regional economy these
lines are blurred by the fact that
regionally all boats rise together”
“Boundaries are political,
not economic”
“Inspire locally and
showcase globally”
“We have only 4-6
hours to convince an
investor to choose the
region”
“…in a regional economy these
lines are blurred by the fact that
regionally all boats rise together”
“Boundaries are political,
not economic”
“Inspire locally and
showcase globally”
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Model of a Successful Smarter City
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Our High-Level Assessment of The Region
Serious issues
Room for
improvement
Performing as
expected
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Multiple Systems
of Record
Privacy Requirements
Public Pressure
and High Stakes
Cost Control
Multiple Types of
Data
Internal and external
data silos exist
Relevant data not shared
Aggregate data is more
valuable than single data
points
Different formats
Different purpose
Different definitions
Little “signal” too much
“noise”
Duplicative systems
Incomplete,
inconsistent data
Inefficient manual data
cleansing
Increased costs to
integrate multiple data
sources
Minimize exposure of
Personally Identifiable
Information (PII)
Correlated information
yields better decisions
Public expects informed
decisions
Poor decisions become
front page news
Data Overload
System of Systems
Power used to be defined as having
the knowledge, now power is defined
as sharing the knowledge
Our Understanding of Data Issues
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Recommendations
1. Change Your Mindset. Develop an integrated regional
economic development strategy – “a rising tide lifts all boats”
2. Be One Strong Voice. Present one regional economic
development face to the outside world
3. Harness Your Data. Build regional “System of Systems”
analytics utility to support economic development
4. Brand the Vision, Not the Slogan for cities and region as a
whole
5. Invest in Your People. Focus on education and workforce
development to build foundation for future growth
Owner: City of Reno, City of Sparks, Washoe County
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Recommendation 1: Change The Mindset
Owner: City of Reno, City of Sparks, Washoe County
Past: Pattern of not working together
“…in a regional economy these lines are blurred by the fact that regionally all boats rise together”
Future: Regional economic development
The Region
“Fire divorce“
“Trust issues“
“Predatory activities“
“Jurisdictional rivalries“
“Good ole boy network“
"Sparks - we love the difference“ bumper sticker
“Reno likes to run their own signals, Sparks likes their own, State their own”
“They up North never come here”
“Boundaries are political, not economic”
“Gordon Ramsay has to come and clean up this kitchen”
Interview quotes
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Recommendation 2: Be One Strong Voice
Owner: EDAWN
From many weak voices… … to one strong voice on regional economic development
• EDAWN. Designate EDAWN as the regional economic development face to outside world
• Requirement: Broaden EDAWN governance model to include local jurisdictional votes
• Delegate part of its economic development “sovereignty” and accountability to EDAWN
• Rally around EDAWN as the Change Agent to galvanize regional support
• Support EDAWN strategy on organic, non-organic, and entrepreneurial growth
• Outside-in perspective. Adopt outside-in perspective to make it easier for investors to
choose The Region
• Success stories. Identify and promote success stories
• Reference clients. Create and maintain a list of reference businesses by industry
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
Identify data source and cross-jurisdictional owner
– Owner: Truckee Meadows Regional Planning Agency
– Technical Advisor: Desert Research Institute
– Starting Source: County Parcels GIS
– Obtain required state data via Legislative action
Use integration layer to aggregate data from silos
Build Regional operating infrastructure
Use business services
Foster Open Data policy
Integrate with streamlined local processes
Leverage Big Data to support and integrate social business
Provide mobile technology application
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Recommendation 3: Harness the Data Build Regional “System of Systems” Geo-Spatial analytics to support economic
development
Owner: Truckee Meadows Regional Planning Agency
Ad
min
istr
ati
on
GuestProfiledBusiness
Admin
Partners’Data
ExternalSystemsand Data
Citizen
Common Regional Operations and Infrastucture
Business Point of Access (Portals, Web Sites)
Operational GISOperational GIS
Developers
Dept.ProcessSystems
Dept.ProcessSystems
ExternalPortals
PolicyMakers
Privacy and Security Services
Business and Policy Analytical
Services and Simulations
Analytical Datastores(BigData, OLAP, GIS based …)
GIS DWH …
In
teg
rati
on
Servic
es
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Source Systems Internal Data / Operational GIS
Various Local Government Offices
External Data
Other government agencies; other government
levels (regional, local); other national
governments, open sources, private sources GIS Structured & Unstructured Content
Information Sharing with Business Services,
Processes & External Agencies via NIEM or
Other National Data Standard
Scorecards, Dashboards & Performance Mgmt Advanced Case
Management
Regional
Trusted Information Layer Information Alignment
Collect, standardize, reconcile, and combine information
that is accurate, complete, in context, and insightful
Common Business Analytics Layer Information Insight
Business Intelligence & Predictive Analytics against structured, semi-
structured and unstructured information
Presentation & Business Process Layer Information Delivery
Front end applications, dashboards & mashups, case adjudication, workflow,
and performance management
GIS
Warehouse
Data Quality
and precision
Data Delivery
Consolidated Data Relationship
Resolution
Data Masking
Impact analysis and Simulations GIS and Predictive Analytics
Geo-Spatial OLAP Query, Reporting &
Analysis
Integration with
Enterprise Systems
Information Foundation Layer
Establish a robust and secured information
infrastructure foundation with shared meaning
Security
Portal
Search
Email Search & Discovery
Data Privacy
Archiving & Retention
Test Data Management
Audit & Monitoring
Information Lifecycle
Categorization & Mapping
Recommendation 3: Harness the Data
Regional GIS Reference Architecture Framework
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Recommendation 4: Brand the Vision, Not the Slogan
Define and brand future vision for Reno as the Anchor City
Owner: Community Collaboration, City of Reno, City of Sparks, Washoe County
Past:
• Divorce capital
• Gaming capital
Present: Biggest Little City in the World
Future: University Town
Build a common regional macro-brand for the outside world while
maintaining individuality in micro-brands for each jurisdiction
Common brand elements:
• Strategic location
• Business friendly
• Quality of life
• Tahoe
• Outdoors sports
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Recommendation 5: Invest in Your People
Owner: State of Nevada, Board of Regents, The Chamber,
Washoe County School District
“Need to improve the state’s image and assets for attracting a creative
class and high-tech workforce”
- The Brookings Institution Study, 2011
K-12
• Support District’s Five Year Strategic Plan
• Address funding issues and link it to performance. District’s spending per
pupil is $7,781 (compared to $7,993 NV and $16,387 NY average)
• Improve outside-in perception of district’s schools by quoting statistics
separately from NV (skewed by Clark County)
• Expand art and culture programs
Higher education and workforce development • Align programs in University of Nevada and TMCC with regional economic
development strategy (e.g., supply chain management)
• Support the initiative for the “Tech Hub” in Downtown Reno
• Leverage DRI – world class institution – in the education process
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Deliver the Vision
3. Harness the Data
5. Invest in People
1. Change the Mindset
2. Be One Strong Voice
1. Change the Mindset
3. Harness the Data
5. Invest in Your People
3. Harness the Data
1. Change the Mindset
2. Be One Strong Voice
5. Invest in Your People
4. Brand the Vision, not the Slogan
Assessment 12 months after
implementation of each recommendation
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Set the Stage Implement the Change Deliver the Vision
• Create Regional economic development vision and governance model
Timeline Horizon 1 (0 – 3 months) Horizon 2 (6-9 months) Horizon 3 (12 months+)
Key
1 Change the
Mindset
2 Be One
Strong Voice
3 Harness the
Data
4 Brand the
Vision
5 Invest in
People
2 3 1
Recommended Roadmap (Key Milestones)
• Public announcement of economic development vision
• Broaden EDAWN governance model to incorporate local jurisdictional votes
• Develop a solution design of the “System of Systems”
• Begin public engagement on branding/vision
• Publish KPIs aligned with economic performance
• Assess EDAWN scope and responsibilities
• Initiate pilot implementation
• Begin near term higher education tactics
• Go Live with new system
• Unveil Regional vision / brand identity
• Complete & agree on small business Hub plan
• Assess lessons learned and
make adjustments
• Commence Steady State
production
• Complete near term tactics,
begin long term tactics
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
Proposed Governance Model
Putting the Right People on the Right Teams
March 19
Meeting
Action Item
© 2013 IBM Corporation
Smarter Cities Challenge – Reno, NV
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Summary of Key Success Factors
Ownership – Empowerment – Accountability
Strategic
Make leadership visible
Build the coalition
Maintain a joint definition of success
Recognize the culture shift
Develop a system to engage and communicate
Tactical
Assign a team of people with the appropriate skills, knowledge, and time
Use standard project management methods
Identify appropriate benchmarks and define key performance indicators
Celebrate your successes!
© 2013 IBM Corporation
Next Steps and Thank You!
Doing things differently, not doing different things
© 2013 IBM Corporation
Questions and Answers
Doing things differently, not doing different things
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