smarter cities challenge - edawn · smarter cities challenge – reno, nv 6 “data” is the most...

© 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


Smarter Cities Challenge – Reno, NV

2 2 2

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

mailto:[email protected]








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



4

Approach

Summary of Observations

Recommendations

Roadmap

Key Success Factors

Next Steps

Agenda

Doing things differently, not doing different things



5

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




6

“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”


showcase globally”





not economic”



“We have only 4-6



region”





not economic”





not economic”







not economic”



“We have only 4-6



region”





not economic”



not economic”







not economic”



“We have only 4-6



region”





not economic”





7

Model of a Successful Smarter City



8

Our High-Level Assessment of The Region

Serious issues

Room for

improvement

Performing as

expected



9

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



10

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



11 11

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



12 12

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



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

13

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



14

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



15

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



16

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

http://thechambernv.org/



17

Deliver the Vision

3. Harness the Data

5. Invest in People

1. Change the Mindset

2. Be One Strong Voice


3. Harness the Data

5. Invest in Your People

3. Harness the Data


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



18

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



Proposed Governance Model

Putting the Right People on the Right Teams

March 19

Meeting

Action Item



20

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!


Next Steps and Thank You!



Questions and Answers


smarter cities challenge - edawn · smarter cities challenge – reno, nv 6 “data” is the most...

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