08 cohn
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Transcript of 08 cohn
Assessment Tool: Mapping for Success
Dr. Sorin Cohn Chief Program Officer
i-CANADA
Dr. Sorin Cohn
2
24 November 2011 p. 3
Shanghai 1990
Shanghai 2008
1.Intelligent Communities Framework 2. i-Canada Program
3. i-Canada Assessment Tools
4. Pilot i-Canada Communities
BUILD CANADA AS A COMPETITIVE INNOVATION NATION COMMUNITY BY COMMUNITY
USING BROADBAND COMMUNICATIONS, COLLABORATIVE ECOSYSTEMS AND INTELLIGENT SERVICES
ANYTIME ANYWHERE
24 November 2011 p. 4
A Community May Be: a Village a Town A Municipal District a City a Metropolis (City
Conglomerate) a Region a Country
A Community Must Have: Distinct Identity with history & future Ability to Act as an Entity Core Elements Cooperating for the
Good of the Whole Economic and Social Prosperity Goals Acceptance and Recognition as such
Communities must adapt to changing economical and social environments in their competition for success
24 November 2011 p. 5
Seoul 1961
Seoul 2011
Communities are the locus of competitive progress
Understand position on the map of competing communities Strengths: Reveal the Community’s factors of strengths Weaknesses: Pinpoint the aspects for remedial action Momentum: Determine the path for progress towards I.C. status
Define and build the complementary partnerships necessary to ensure competitive survival
Why Culture is Key “Spending more on R&D won’t drive results. The most crucial factors are strategic alignment and a culture that supports innovation”
Booz&co. 2011
24 November 2011 p. 6
Design Development
Manufacturing Marketing
Sales Support H
uman
Re
sour
ces
IT &
Sup
port
Integrated Product Economy
Manufacturing Services
Consulting Services
Development Services
Marketing Services
HR Services
Investment Services
Support Services
Sales Services
IT Services
Design Services
Knowledge Services Economy
“Office” Services
Legal Services
This was about product control & direct cost minimization
This is about collaborative value creation in Intelligent Communities
Network Services
Education Services
Health Services
Utility Services
24 November 2011 p. 7
People & Creativity
Leading people drive public life and business evolution and determine if-&-how the community prospers, survives or decays.
Collectivity The community capacity as a whole to evolve to higher order complexity and harmony to differentiate, integrate, collaborate and compete more effectively
Knowledge & Vision There is a vision for the future of the community and knowledge of its capabilities, strengths and weaknesses as well as of the road ahead to achieve vision.
Innovation Environment
Innovation in business & public service
Knowledge workforce – education & employment
World-connectivity Competitive knowledge-
intensive companies
Enabling Infrastructure
Communications– fixed and mobile
Transport – R&R&W&A Energy, Water, Utilities Collaboration platforms Safety & Environment Care
Governance & Services
Participatory democracy with community-embraced evolution roadmap
Social innovation enablers Services for citizens Services for businesses Quality of life
INTELLIGENCE + SOCIAL WILL + CAPABILITY-OF-ACTION are the key ingredients for successful competitiveness
24 November 2011 p. 8
i-CANADA Organization
Nation-wide Deployment
Pilot i-Communities
Communities Engagement
Core Concept & Platforms
Civic Leaders Business Leaders
Governments Financial Institutions
Tech. Solution Providers
Service Providers
24 November 2011 p. 9
i-COMMUNITY
Citizens
Local Government
Education
Associations
ICT businesses
Manufacturing
Transport & Lodging
Health Inst.
Financial Inst.
Commercial Inst.
Utilities
Developers Legal firms
“Other”
Professionals
24 November 2011 p. 10
Financial Inst. • Royal Bank, Scotia Bank, CIBC,
Montreal Bank, TD Bank • Caisse des Depots • ManuLife, SunLife, GreatWest • …
Governments • Federal • Provincial
S/W Solution Vendors
• IBM • Oracle • SAP • Google • Microsoft
Device Vendors • Apple, HP, Dell • RIM, Nokia • Sony, Panasonic • LG, Samsung
Network Vendors • Alcatel-Lucent, Ericson • Huawei • Ciena, Juniper • March & Mitel • BelAir, DragonWave
Transport-Lodging • Starwood, Hilton, Delta,
Fairmont, Best Western, • ViaRail, CNN, • Air Canada, WestJet, etc. • CAA
“Manufacturing” • GM, Ford, BMW, Toyota,
Honda, Kia, Hyundai, • Bombardier, Boeing, etc • Steel guys, • Mining,
Commercial Players • WalMart, Sears • Canadian Tire, Zellers • Loblaws, Drugmart, • Ikea, etc.
Service Providers • Bell, Telus, Rogers • Wind, Shaw, Lynx, • Telesat • Yahoo, Google, • LinkedIn, Facebook
Utilities • Hydro • Gas (Enbridge) • Petro Canada,
Esso, Shell
Sys. Integrators & Consultants
• CGI, Accenture, Deloitte, KPMG,
“Developers” • …
24 November 2011 p. 11
Place: Buildings, Parks, Waterfronts
Infrastructure: Communications, Roads Rail, Transit, Water, Energy, Waste
Collaboration Ecosystem: Innovation, Creativity, Community Animation, Facilitation, Social Networks
Life: Live, Learn, Work, Play Solutions: Health, Education, Government, Safety,
Community, Arts, Commerce, Traffic, Environment
HUMAN CAPITAL
INVESTMENT
MARKETING
GLOBALIZATION
LIFE
SOLUTIONS
COLLABORATION ECOSYSTEM
INFRASTRUCTURE
PLACE +Leadership
Thanks to Bill Hutchison
24 November 2011 p. 12
i-CAT = a framework to undertake consistent and comparative assessment of community status and performance progress
Monitoring Tool: enables community leaders to understand and monitor the community’s performance Retrospective: helps in assessing values and progress of programs Prospective: helps in devising new initiatives and programs
Competitive Tool: allows a competitive analysis against target communities
Democracy Tool: enables & empowers community to active participation Transparency: helps in making community programs and its progress
transparent to its citizens Accountability: : enables better accountability
24 November 2011 p. 13
Focus on Critical Aspects of what an i-Community Is & Needs Governance Community Involvement
Infrastructure Processes – internal and external
Resources – Environment, People, Financing Community Services
Competitive Attributes Life Quality
13
24 November 2011 p. 14
Infrastructure
Governance
Place Collaboration Solutions Life
Environment
Urbanism
Transport Finance
Comm
. Assets Broadband
Mobile
Utilities
Involvement
Innovation Entrepreneurship
Mkt. Connect.
Know. W
orkforce
e-Governm
ent e-Com
munity
e-Business. e-H
ealth e-Education
e-Arts
Social Cohesion Safety & H
ealth Learning W
orking Play & Culture
Living
Domains (5)
Areas (26)
Dimensions (76)
Factors (over 360) & Indicators (over 1200)
Perspectives Staff Global City Indicators
Facility (Toronto)
24 November 2011 p. 15 15
Tool Purpose Complexity & Usage
Introductory i-CAT
Collaboration i-CAT
Directed “Lite” i-CAT
Complete i-CAT
Decision tool for community leadership
Tool for determining community involvement and
culture of collaboration
Tool for getting quick community perspectives from
city officials, businesses or citizens
Planning and Operational Tool for concerted action by
entire community
Upper layer of areas investigation Self-Assessment by Community Leader
(Mayor/CIO) About 100 questions 2 hrs to 1 day
Investigates just the Collaboration Domain Done by i-Canada with Staff Support About 350 questions Days to weeks
Specific Community Perspective Undertaken by i-Canada & Community Section About 600 questions Several weeks
Complete investigation – multiple perspectives Done by i-Canada & All Community Sections About 1200 questions 2- 4 months
24 November 2011 p. 16
Introductory i-CAT http://app.fluidsurveys.com/s/i-Canada-Self-
Assessment/?=2011 70 responses with 5 complete Canada + USA, France, Mexico
Introductory Self-Assessment Tool for Intelligent Communities
© i-CANADA
3. The INFRASTRUCTURE Domain Introductory Assessment 3.1 TRANSPORT: Rate how well is your community linked to the rest-of-the-world by:
Poorly Average Very Well
Air Rail and Train Services Roads and Bus Services
Waterways & Shipping Services
3.2 TRANSPORT: Rate how well is your community served by its public transportation systems:
Poorly Average Very Well
Rail and Suburban Train Services Roads, Streets and Bus Services Waterways & Shipping Services
Trams, Subways and Light Train Services
3.3 FINANCE: Rate strength and effectiveness of financial and investment institutions within your community
• Limited
• Average
• Execellent
Colaboration i-CAT http://app.fluidsurveys.com/surveys/CATA/2011-
collaboration-survey/?=Windsor-Essex 9responses with 3 complete
Windsor-Essex
Collaboration Domain Assessment Tool for Intelligent Communities
© i-CANADA
2.3 Organizations and Associations 2.3.1a Civic and Social: Funding and Activity data.
• What percentage of the municipal budget is allocated to social activities % • How many community associations and social clubs are there in the jurisdiction
2.3.1b Civic and Social: Quality assessments.
Prefer NOT to Answer
Insignificant Rather low Low Moderate High Very
High
Priority: Rate priority of social activities for the community
Coverage: Rate how well do social activities cover the social
structure of the city
Interaction: Rate the degree of collaboration between community
associations and organizations
Attractiveness: Rate effectiveness of community programs in attracting newcomers to the
community
Performance: Rate commitment of social organizations and networks to a sustainable
economic future
2.3.2a Business: Funding and Activity data.
24 November 2011 p. 17
Life
e-Arts
e-Education
e-Health
e-Business
e-Community
e-Government
Safety & Health
Learning Play & Culture
Social Cohesion
Innovation
Entrepreneurship
Community Involvement
Market Connectivity
Transport
Mobile
Governance
Comm. Assets
Finance
Urbanism
Environment
Utilities
Living
Knowledge Workforce
100%
75%
50%
25%
0%
Broadband
Working
24 November 2011 p. 18
Life
e-Arts
e-Education
e-Health
e-Business
e-Community
e-Government
Safety & Health
Learning Play & Culture
Social Cohesion
Innovation
Entrepreneurship
Community Involvement
Market Connectivity
Transport
Mobile
Governance
Comm. Assets
Finance
Urbanism
Environment
Utilities
Living
Knowledge Workforce
100%
25%
0%
Broadband
Working Example of progressing intelligent community
Example of complacent community
50%
24 November 2011 p. 19
Life
e-Arts
e-Education
e-Health
e-Business
e-Community
e-Government
Safety & Health
Learning Play & Culture
Social Cohesion
Innovation
Entrepreneurship
Community Involvement
Market Connectivity
Transport
Mobile
Governance
Comm. Assets
Finance
Urbanism
Environment
Utilities
Living
Knowledge Workforce
Small City Center
Mid-City West
Broadband
Working
x s
Mid-City East
Little connectivity
Tough working situation
Poor finances
Outdated Health
“Good Living”
Would it be better if it collaborates
with the “region” ?
24 November 2011 p. 20
Life
e-Arts
e-Education
e-Health
e-Business
e-Community
e-Government
Safety & Health
Learning Play & Culture
Social Cohesion
Innovation
Entrepreneurship
Community Involvement
Market Connectivity
Transport
Mobile
Governance
Comm. Assets
Finance
Urbanism
Environment
Utilities
Living
Knowledge Workforce
Mid-City (Agric) France
Nicely established place Little drive for change
Established comfortable life
Broadband
Working
x s
Large City (Suburb) Mexico
Poor place & infrastructure Low governance & involvement City is trying to connect Terrible life conditions
24 November 2011 p. 21
Goal Most meritorious pilot communities: Typical of Canadian communities
2 Rural Districts 2 Small Cities < 100k 2 Mid-size Cities < 1M 1 Large City
Various Canadian regions
Selection Panel & Process Expert Panel – up to 15 people from:
i-Canada & Governors Council National Solution Providers NGOs and Gov. Orgs involved in community
development
Effective Web-based Application/Bidding (ReviewRoom from Chide.It used by OSME-PWGSC)
Stages & Tentative Timing 1 Jan Bidding Process Launch 1 March Bidding Closed 1 April Pilot Communities Selected 1 May Start First 3 Pilots 1 Sept. Start 2nd Set of Pilots 1 Dec. 1st Progress Report
Selection Criteria Leadership commitment & collaboration
(Determined via proposal by all community sides)
Need to enhance competitiveness (Determined via Introductory i-CAT assessment)
Goals, priorities and programs (Determined via proposal by community leadership)
Readiness and resource dedication (Determined via proposal by all community sides)
BUILDING CANADA AS AN INNOVATION NATION
24 November 2011 p. 22
Evolution to Knowledge Services Economy Knowledge-based values and “industries” Market is global
Community Ecosystem for Competitive Success Affordable Broadband Communications anytime anywhere are essential Culture of Collaboration is critical Governance and social cohesion are required
Communities Compete for Success on Global Stage Intelligent Communities are winning Clear differentiation metrics
i-CANADA Drive for Innovation Nation Vision, Team & Partners Tools for assessment and planning Framework and Platforms for development Support programs
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