Innovation Labs White Paper Intelligent Cities: A City ... City Process Management Approach ... at Singapore Management University ... Chin Seng holds an Executive MBA in International

Intelligent Cities: A City Process Management Approach

Creating a people-centered future intelligent city

White Paper

Innovation Labs

This report is the outcome of a research partnership between Tata Consultancy Services and Singapore Management University.

Teo Chin Seng

As the Executive Director of SMU-TCS iCity Labs and an Adjunct Faculty at the School of Information Systems (SIS) at Singapore Management University (SMU), Chin Seng is driving the research to develop an intelligent city management framework and platform for future intelligent cities. He is leading the efforts in defining a novel way of citizen-centric thinking which will enable urban living to be more efficient and effective through technology.

Prior to this role, with 28 years of working experience in multiple industries, with specialization in healthcare, residential town management, port and logistics, and government authority services, Chin Seng was an experienced and innovative CIO who supported high technology companies, large conglomerates, and government agencies in the Asia Pacific – Middle East region.

Chin Seng holds an Executive MBA in International Business from Golden Gate University, San Francisco.

Alfred Wu

As the Senior Director and Chief Architect of SMU-TCS iCity Labs, Alfred leads the research on defining a holistic IT architecture and core technology platform for future cities which will address the citizen-centric view and the associated themes and challenges faced by the city governments in transforming themselves from the as-is state to future intelligent cities. As a trusted advisor specializing in urban management solutions, Alfred has been consulted by government leaders in various ASEAN countries.

Alfred has over 20 years of working experience in IT and related industries. Prior to joining SMU, Alfred was the General Manager of Oracle China, and was responsible for application business sales and strategy for public sector, education, healthcare, and communications.

Alfred holds a Master Degree in Computer Science from the Mississippi State University and Master of Business Economics from the Chinese University of Hong Kong. Alfred is a life-time member of the Hong Kong Computer Society (HKCS).

About the Authors

Singapore Management University

About the Authors

Harish Bhandarkar

Harish currently heads the Tools, Architecture, and R&D group for the Platform Solutions unit of TCS. He has been working with TCS for over 16 years, in various technology consulting and senior architect roles in large application deployments, CRM implementations, product development, and enterprise architecture.

He holds a Bachelor of Engineering degree in Computer Science from Mysore.

Nabarun Ray Chaudhuri

Nabarun is the Business Lead for the Intelligent City initiative at TCS, which focuses on urban and e-municipality domains. Additionally, he is part of the international delivery team within the government business unit of TCS. Under his leadership TCS has won many awards for e-Governance projects.

He has authored several publications, including many papers in international journals, and is a regular contributor and participant at many national and international forums. In 2007, he was invited as an honorary member of the Provincial IT Advisory Committee for the Province of Limpopo, South Africa.

Prior to TCS, he has worked with several bilateral government agencies in India and with the Water Board of the State Government of Uttar Pradesh.

Nabarun has an M. Phil Degree from the Jawaharlal Nehru University (JNU), with a specialization in municipal finance and urban development, and a Post Graduate Management Diploma in HR. He is also a certified PRINCE2® Program Management Practitioner.

Srinivasa Raghavan Venkatachari

Srinivasa Raghavan heads the Intelligent City Business Solutions Group within the CTO R&D unit of TCS. As a versatile technology professional with a passion for emerging technologies, he has built technology solutions for customers in various industries and geographies. Prior to this, he headed the cloud computing practice within the CTO R&D organization, and prior to that, he headed the architecture practice in TCS' Emerging Markets business unit.

Srinivasa Raghavan holds a Bachelor's degree in Computer Science and Engineering from the Indian Institute of Technology, Delhi and a Master's degree in Aerospace Engineering from the Indian Institute of Technology, Madras.


A well-balanced future city is one that can optimally use its resources and infrastructure to serve the needs of its citizens and businesses. Government policies, programs, and services must ensure positive outcomes for all stakeholders. At the same time, the world is witnessing major trends in urbanization and demographics which are going to create massive and complex problems for governments. To solve these problems, we need a new holistic approach beyond an exclusive focus on smart infrastructure, in which people are at the center of governance and automation. In this paper, we will present a novel people-centric approach named City Process Management Approach (CPM), which can help cities move from a technology-centric (smart) level to an intelligent (people-centric) level, thereby improving the Quality of Life (QoL). We also introduce the key concepts of 'avatar', and life-long themes which are fundamental to understanding this approach.


Contents

1. Prelude 8

1.1. Current State of Thinking 8

1.2. Current Megatrends 9

1.2.1. Rapid Urbanization 9

1.2.2. Aging Population and Related Problem of Chronic Diseases 9

1.2.3. Ever-changing Needs for Skills and Competencies 10

1.2.4. Employability 10

1.2.5. Pervasiveness of Information Technology 10

1.3. An Approach for Future Cities 11

2. New Ways of Thinking 12

2.1. Citizen Participation 12

2.2. Modeling Citizen Behaviors 12

2.3. Lifelong Themes 13

2.4. Sustainability 13

2.5. Outcome Based Approach 14

2.6. Monitoring and Management of City Processes 15

3. CPM – A Framework for Future Cities 15

3.1. Our Vision of Future Cities 15

3.2. Citizen-centricity – Core of a Future City Design 16

3.3. Introduction to CPM 17

3.4. CPM Framework Components 19

3.4.1. Policies, Programs, Schemes, and Services 19

3.4.2. Process Management 22

3.4.3. Constraints and Personalization 22

3.4.4. City Services Integration 24

3.4.5. People and Avatar 25


ContentsContents

3.5. Views of CPM 26

3.5.1. Government View 26

3.5.2. Citizen View 27

3.5.3. Business View 27

3.5.4. Service Provider View 28

3.5.5. Mayor View 28

3.6. Benefits of the CPM Approach 28

3.6.1. Benefits to the Government 28

3.6.2. Benefits to Residents 30

3.6.3. Overall Benefits to the City 30

4. Unique Aspects of the CPM Approach 30

4.1. End-to-end Integration and Interoperability 30

4.2. Situational Awareness for Key Stakeholders 31

4.3. Personalization of Citizen Services –Lifelong view 31

4.4. Policy Simulation and Decision Support 31

5. CPM Scenarios 32

5.1. Chronic Disease Management 32

5.1.1. Challenges and Opportunities 32

5.1.2. Using the CPM approach to Manage Diabetes 32

5.2. Lifelong Education Services Delivery 34

5.2.1. Challenges and Opportunities 34

5.2.2. Using CPM Approach to Manage Continuous Education 35

6. Conclusion 37


1. PreludeThere is a growing need to ensure that residents and stakeholders of our present and future cities experience efficient city services and better QoL. It is vital that these stakeholders, which include governments, businesses, and non-government entities, have their individual needs anticipated and met. Concurrently, it is also critical to educate and empower citizens to take informed decisions at various stages of life.

A well-balanced future city is one that can optimally use its resources and infrastructure – which may be at various levels of maturity – to serve the needs of its citizens and businesses. The governments of the future need to be equipped with intelligent tools that help them manage and operate infrastructure and resources efficiently. Government policies, programs, and services also need to be sustainable and constantly improved upon, to ensure positive outcomes for all citizens. With this approach, each city can evolve from a smart (technology-centric) to an intelligent (people-centric), livable city.

But, how can this be made possible? This white paper describes the SMU-TCS iCity approach, which proposes a novel solution for intelligent future cities.

1.1. Current State of Thinking

Take, for instance, a room with ten people in it. If we were to provide each of them a tablet or a personal computer, and equip the room with various technological innovations, can this room be labeled intelligent? The centers of intelligence in this room are the people and when there is no intelligent connection between the tablet, technologies of the room, and the people, it is merely a room full of advanced technologies.

Similar is the case of citizens in a modern city. People living in cities enjoy a modern lifestyle, better education, and enhanced healthcare delivery than those in the small towns in the interiors. City dwellers also enjoy a higher QoL through facilities such as elevators, cars, mass rapid transport systems, and more. However, it is not all about benefits as urban living also entails pollution, loneliness, and a lack of safety and security. While such factors are inherent in urban living, communication technology has the potential to mitigate these effects by integrating lifestyles, managing effective government policies, and through the knowledge and information provided to each person to make an informed choice.

Can there be a middle ground through which we can enjoy all the benefits of urban living and reduce the negative impact to create a sustainable city? We believe that the answer lies with the intelligent urban dweller. If we can empower each resident with knowledge and information; if each person can participate in the systems and processes of a city in an integrated way; and if a city government can have a close and collaborative relationship with its residents, beneficial compromises will be possible. We base our assumptions on our trust in the intelligence of people, their value systems, and the systems governing a city. When we get them to work together, it will make it easier for people to live in a city. This premise holds true even in developing countries where the needs are more

[1] basic and evolving, and in fact governments are transforming their public services.

8

[1] Palgrave Macmillan, ‘The Changing Role of Government: The Reform of Public Services in Developing Countries’, September 2004


9

As we get back to the scenario of the room, it becomes intelligent and smart when:

a. Each person knows the functions and the value proposition of the tablet and the room's technologies which can be leveraged by individuals in the room, and collectively by the people as a group

b. Each person operates these devices and the technologies (system) in the room with the common goals of uplifting the combined group interest

c. Each person, according to their experience and skills, contributes to improving the environment of the room

Each person is a critical part of this body and without them the system fails. Perhaps, the room could evolve into a library, a logistics hub, a financial trading room, or even a games room, and it will be up to the dreams and aspirations of the group to bring the room to its evolved 'intelligent' state.

1.2. Current Megatrends

There are a few key trends that are influencing the way future cities will evolve. Each of these trends is complex and involves multiple considerations. These trends impact the way we will live and the way future cities will develop. The service expectations and the outcomes expected by citizens are in fact the derivatives of these key trends. Some of this impact is the result of the evolution of modern society, while some of it is adaptation to meet the challenges of these mega trends. Future cities must focus on addressing these challenges. Urban living is getting more complex and the

[2]challenges that they face are 'wicked' problems. Information and Communication Technology (ICT) is a potential tool that can be used to meet these challenges. We will look at these trends in the following sub-sections.

1.2.1. Rapid Urbanization[4]The world is facing an unprecedented population growth that could approach 9.3 billion people by 2050 . Many

more mega cities will appear with population of over 10 million people each and there is the increasing migration of rural population to urban centers. Most of these emerging cities will be in Asia, especially in China and India. Therefore, Asia will be a significant player in the development of future cities. The development of Asian cities will be different from the existing developed cities as many new Asian cities are developing at a faster pace and with a higher population density.

1.2.2. Aging Population and Related Problem of Chronic Diseases

Despite a growing world population, cities in developed countries are facing an increasing aging population due to [6]a low Total Fertility Ratio (TFR) of their population .By the year 2050, even currently developing countries like China

will be faced with the major issue of an aging population. In turn, there are bound to be imbalances and economic uncertainty. But then the economic dimension is not the only challenge of an aging population –there are other

[7]dimensions like family support, pension, social, welfare, and many other considerations like a shrinking workforce.

[2] Rittel, Horst W. J., Melvin M. Webber, ‘Dilemmas in a General Theory of Planning’, Policy Sciences, p. 155-169, 1973

[3] United Nations Department of Economic and Social Affairs (DESA), ‘World Urbanization Prospects - The 2011 Revision’, March 2012

[4] United Nations, World Urbanization Prospects, The 2011 Revision, http://esa.un.org/unup/pdf/WUP2011_Highlights.pdf, retrieved March 31, 2013

[5] Klamma, R., Chatti, M. A., Duval, E., Hummel, H., Hvannberg, E. H., Kravcik, M., Law, E.,Naeve, A., & Scott, P. , Social Software for Lifelong Learning. Educational Technology & Society, 10 (3), 72-83, 2007, http://dspace.learningnetworks.org/bitstream/1820/910/4/ET%26S_socialsoftware.pdf, accessed June 3, 2013

[6] HNP - World Bank, ‘Some Economic Consequences of Global Aging’, December 2010

[7] Springer, ‘The Power of Global Aging’, February 2010


10

Urban living also fosters stress in many other ways. These various forms of stress are in most cases directly correlated with a sedentary lifestyle and consumption of a modern diet. It changes the profile and results in an increase of people afflicted with chronic diseases. This leads to issues in productivity, healthcare costs, and QoL.

Thus, an aging population and the increasing cost of managing the chronically sick, changes the expenditure patterns of governments and increases the stress on the social support system of a city. Therefore, in an aging and maturing city, the chronic sick population can be a serious economic and social challenge.

1.2.3. Ever-changing Needs for Skills and Competencies

Living in urban areas requires knowledge-intensive skill sets and information to enjoy a good QoL. Lifelong competency development however has become a major challenge for traditional formal education systems as they are unable to change their educational policies and pedagogical models to meet the requirements of lifelong

[5]learning .

Lifelong competency development provides residents with the required skills based on their needs at each stage of their life. Currently, these learning channels are created in silos and are based on a specific topic. Each resident is supposed to integrate them to address their needs. Further, technology developments in Internet education, the use of social media, and growing acceptance of mobile and smart devices have altered the methods of education in a modern city. In effect, we have moved away from the physical classrooms to the virtual learning space of the

[8]internet.

1.2.4. Employability

As a city evolves, its economic structure evolves as well and various industries begin to establish themselves in the city. The people of the city must adapt to these new industries by acquiring new skills, new qualifications, and new

[11]knowledge. If they fail to adapt to these changing conditions, unemployment increases. Moreover, the city has to [12]shoulder the additional financial and social burden of sustaining the unemployed population.

In the case of an economy with high inequality in income and wealth, and a high degree of rural-to-urban migration, there is further pressure on urban areas in terms of structural unemployment. Naturally, there are unemployed people who are not able to find work owing to a mismatch in the skillset and job requirements, even if there are job opportunities.

Employment in an urban environment and at a population level is a complex and wicked problem.

1.2.5. Pervasiveness of Information Technology

Information Technology (IT) has already made a huge impact on governments and societies. Governments all over the world are now investing heavily in simplifying and automating their service delivery.

[2] Rittel, Horst W. J., Melvin M. Webber, ‘Dilemmas in a General Theory of Planning’, Policy Sciences, p. 155-169, 1973

[3] United Nations Department of Economic and Social Affairs (DESA), ‘World Urbanization Prospects - The 2011 Revision’, March 2012

[4] United Nations, World Urbanization Prospects, The 2011 Revision, http://esa.un.org/unup/pdf/WUP2011_Highlights.pdf, retrieved March 31, 2013

[5] Klamma, R., Chatti, M. A., Duval, E., Hummel, H., Hvannberg, E. H., Kravcik, M., Law, E.,Naeve, A., & Scott, P. , Social Software for Lifelong Learning. Educational Technology & Society, 10 (3), 72-83, 2007, http://dspace.learningnetworks.org/bitstream/1820/910/4/ET%26S_socialsoftware.pdf, accessed June 3, 2013

[6] HNP - World Bank, ‘Some Economic Consequences of Global Aging’, December 2010

[7] Springer, ‘The Power of Global Aging’, February 2010


11

The impact of IT within societies will continue to grow and it will become more and more pervasive. Social media, mobility, Machine-to-Machine (M2M), Internet of Things (IoT), Big Data, and Cloud Computing are transforming the way information is being processed today. While these terms are very well understood now, the challenge lies in using them effectively to address the various problems of cities.

[9] [10]Social media technology and the pervasiveness of access have transformed the way population behaves. As with traditional media like television, social media technology influences a large population within a short period of time and can have adverse effects. But this technology has a positive impact as well, such as interacting with the community for social services.

With M2M and IoT allowing sensors and devices to participate in the government’s and citizen’s processes, it leads to exciting opportunities in homecare, automated fault correction, transportation, utilities, and supply chain management.

In short, innovations in IT create high expectations among citizens, who would want the city services to be accessible at all times, from any kind of device, and be responsive to their needs. Future cities should leverage these technological innovations to deliver next generation citizen services.

1.3. An Approach for Future Cities

Any holistic approach to address mega problems should be based on three basic principles:

a. The information provided to the urban dweller:

Where the city strives to keep the person informed, provides knowledge through lifelong education, and equips them through activities and training

b. The beliefs and value systems of each urban dweller, so that:

The city strives to coax and influence the population to make choices based on citizenship, and societal and community good (value system of population and individual)

Each person can exercise their rights to decide and choose

c. The skills and capabilities of a person and the resources of a city to provide lifelong education, including:

Training and skill development to upgrade each citizen. These upgrading programs can be used to improve the type of employment that the citizen is engaged in or can be oriented to development of life-skills such as coping with disability

Capabilities and talent management. Each person has their own unique strengths and weaknesses. By helping each citizen identify their strengths, cities can choose to develop the citizen's capabilities through training and courses

[8] International Journal of The Computer, ‘E-Government in Digital Era: Concept, Practice and Development’, 2002

[9] Far East Journal of Psychology and Business, ‘The Role Social of Media and Modern Technology in Arabs Spring’, 2012

[10] Australasian Journal of Regional Studies, ‘Communicating, Connecting, and Developing Social Capital for Sustainable Organizations and Their Communities’, 2011

[11] International Labour Office - Geneva (Employment Sector, Employment Working Paper), ‘The Changing Forms of Employment, Unemployment, and Labor Protection Regimes in Advanced Economies, Employment Effects of North-South Trade & Technological Change’, 2008

[12] Review of Social Economy, ‘The Moral Imperative and Social Rationality of Government-Guaranteed Employment and Reskilling’, March 2010


12

A holistic approach which ensures a framework that enables a citizen to match their needs, preferences, skills, and capabilities, with the needs and constraints of the city

The above principles are generic and are not limited to the individual urban dweller. They can apply equally to any stakeholder in their interaction with the city.

So what are the implications of these principles? What new thinking is required?

2. New Ways of ThinkingUrban living is getting more complex and cities are facing the ever increasing challenges posed by wicked problems. This section introduces some of the new concepts and approaches that would be imperative for our future cities to adopt in order to better manage and handle problems

2.1. Citizen Participation

Citizens today want to have a voice in society. They have strong views and can even influence the policies and decisions of the government. Social and mass media has also ensured that every person can now be heard.

It is important for the governing bodies to actively interact with its citizens in order to obtain timely feedback and understand what they really want. The governments must define and re-define their policies to meet the real needs of citizens. Citizens can then actually participate in the city governance by directly influencing the governing policies.

This means a city needs to find new ways of allowing the citizens to interact and actively participate in the [13]functioning of the city.

2.2. Modeling Citizen Behaviors

Can modern technology be used in a manner that can bring about positive outcomes by influencing good behavior in the population? This is possible if such behavior goes beyond political agendas and can in turn, influence personal and societal roles.

Let us illustrate this with an example. The city wants to influence the aerobic activities of the middle-aged citizen to encourage regular exercise and reduce activities such as watching television. For this problem, we believe that technology can help in:

Organizing information and presenting choices to a citizen

Allowing citizens to choose from various options

Helping citizens track compliance to their choices

Using the outcome and compliance to influence citizens in deciding on the best choice for individual and collective good

[13] Elsevier Inc., Government Information Quarterly, ‘From e-government to we-government: Defining a typology for citizen coproduction in the age of social media’, October 2012


13

In order to achieve this, we need to build a comprehensive human-centric and statistical model of citizens and their behavior. The model must include factors such as social upbringing, current financial state, current emotional state, location, environment, social networks, and time. The data must be collected with the explicit consent of citizens, while fully respecting privacy laws.

Individual behavior can influence the behavior of other citizens, often resulting in mass behavior. Predicting this can help a city launch the right set of services, which can balance the expectations of different segments of the population according to each segment’s unique needs and constraints.

2.3. Lifelong Themes

All governments aspire for their citizens to lead fulfilling, happy, and content lives – in short, a better QoL. What can the government do to improve the lives of citizens? If we take the approach of a citizen centered city, we can focus on the areas of planning that help future intelligent cities to enable people to live well.

The city needs a system for the consumption of the government, services, and residents. This must be agile and adaptable to each person’s needs, growing requirements, and societal change. Cities today need to identify and develop a system of management for the key life processes of an urban dweller. These form lifelong themes for the citizen. Lifelong themes manage citizen processes in ways that can improve citizen wellbeing and enable cities to grow in a sustainable manner. In managing these complex parameters, governments need to ensure that the city moves in the right direction to increase its total value to the citizens. To do so, governments need to provide horizontal integration across all city domains and systems, leading to unified citizen-centric processes. It needs to guide citizens by managing the lifelong relationship with the community, city, and the various services provided by it. The processes sense the city and citizens’ conditions as they evolve, and will automatically cascade to the right set of activities applicable at that time.

A few key lifelong themes a city must provide to its citizens are – lifelong education, lifelong health, lifelong wellness, and lifelong employment.

2.4. Sustainability

The world’s population is expected to increase by 72% by the year 2050 and the urban population will probably grow even more, and cover two-thirds of the global population. Urbanization is not just about people moving into cities; it involves changes in lifestyle, economic profile, consumption patterns, and investments in infrastructure. Future cities face the challenge of ensuring that residents in an urban dwelling are living well and in an efficient way.

Increasing urbanization requires new ways of governing, planning, and management. There are however many more fundamental issues that need to be addressed in order to make these cities more livable and sustainable. It is imperative that:

a. The city needs to be effective and efficient. This includes effectual city planning in building infrastructures such as roads, housing, and waste management measures. Necessities like water, energy, and broadband and basic services such as healthcare, education, and public security must certainly be provided. The spread of


14

information technology in cities has led to the development of smart cities where major city systems are integrated, and use optimization techniques to facilitate efficiencies in areas like water management, traffic control, carbon footprint, and public security.

b. The city needs to be responsible - Urban dwellers use city resources and services. If these are delivered in silos and each person does not see their performance and value in a well-integrated manner, the use of these services can be unproductive from a system’s perspective. As we live in denser cities, there will be fewer resources to serve our needs. In addition, there will be fixed constraints in space, resources, and fiscal budgets. When a city’s systems and processes become integrated and aligned to the lifestyle of each person, it becomes an extension of that person and has a multiplier effect on the person’s capability. So, when we deliver information and outcomes through the decisions of people based on a positive value system, the city systems become sustainable. For example, when a person understands the impact of energy consumption and their individual consumption patterns, then the person can reduce their energy consumption, making the city greener. The community can then gradually enjoy a greener and less polluted city. To achieve this, the city needs to provide multiple ways to deliver information and choices to the population, and these avenues of choice need to be adaptable so they can be changed with time and evolving priorities of the city.

The human race has become acutely aware of our finite natural resources and the impact that we have created by consuming these resources within a city. Consequently, we must begin to redesign our cities to be green, efficient, and less wasteful – enabling a more livable city for the future. Only this can make our modern cities more efficient and their systems, smarter.

2.5. Outcome Based Approach

Citizens often find it very difficult to navigate through the bureaucracy of the government. Each government department or agency has its own services, unique workflows, and requirements. Their operations change over a period of time through changes in government policies and it is almost impossible to integrate the government services through the internal processes of each of these departments. The citizen however, does not need to know or worry about the intra and inter-departmental complexities. The citizen only needs to view the overall outcomes.

A city requires new ways of delivering services to its citizens. These services should be simple and more citizen-centric. They should minimize the need to interact with government departments and other service providers. The government needs to look at new ways of improving the outcome of its integrated services for the citizens. This will have a big impact on the citizens’ well-being and help ensure growth and sustenance. To illustrate with an analogy, while using an ATM, the customer gets his money as the outcome of his card transaction and does not bother about the complexity of the ATM’s interactions with the bank’s backend systems. Similarly, in a city, the government needs to look at ways of providing outcome-based services to its citizens without the complexities of various government departments.

There are two implications to adopting an outcome-based approach:

a. Integration–The government systems need to be integrated to provide an outcome-based service to its citizens

b. Process management– The government must ensure that the city can manage, analyze, and improve internal processes from the perspective of the citizens. Through time and motion data, it can understand the behaviors


15

of citizens and the performance of the city departments and through Key Performance Indicators (KPIs), measure and institute changes to further improve the same. This can be done by using a continuous improvement management approach – what we can measure, we can improve. Key Outcome Indicators (KOIs) are the basis for city planners and mayors to understand the true outcome of city systems and the tangible benefits to each citizen. Outcome-based analysis can also be linked effectively with the government expenditure and fiscal budgets. A well-managed city should be effective in managing fiscal budgets to improve the city and overall QoL.

2.6. Monitoring and Management of City Processes

Citizens today constantly consume city services and participate in multiple processes that interact with various city departments and service providers. Hence, it is vital for the city to monitor the performance of its services and gain current insights into the sentiments of its citizens.

There are multiple dimensions that can be monitored in real-time by a city:

Lifestyle processes of the city population

Performance of each department to fulfill its services to its people and businesses without getting into the operational details of each department

Sentiments of the citizens

Response and feedback of the citizens

Understanding citizens’ sentiments could reveal issues that the system design of a city did not initially consider. Understanding and acting on some of the root causes of feedback will improve the management of the city, create more integration and synergies, and help identify new and evolving needs.

3. CPM – A Framework for Future CitiesThe previous sections clearly highlighted the need for a new and holistic solution approach that can address the problems of future cities. We call our novel framework – City Process Management (CPM).

3.1. Our Vision of Future Cities

Our vision of a future city includes a citizen-centric and inclusive society, fostering an environment where citizens enjoy a high QoL, use city resources optimally, and enjoy a conducive and safe community.

An intelligent citizen has choices, and it is the city’s responsibility to provide timely and personalized information, so that a citizen can choose wisely and participate effectively.

We will define the terms ‘citizen-centricity’ and ‘intelligent people’ in subsequent sub-sections, as these are key to understanding our vision and approach.


16

3.2. Citizen-centricity – Core of Future City Design

The traditional model of designing citizen services needs to change as modern society demands more participation [14]and inclusion . The lack of citizen-centric city services will give rise to a number of challenges. To quote the World

Bank: “Unresponsive, unaccountable, inefficient, and ineffective bureaucracies seem impossible to change with the [15]current tools in place, requiring a new approach, called citizen-centered reform model” .

Also, in the traditional models of governing, services are often delivered to citizens in silos. These departments can be large, provide only a specialized service, and treat citizens as end customers.

Similarly, when a commercial entity interacts with city services, it is served in a silo, as an end customer. City programs that require the horizontal services of multiple departments must be coordinated through common understanding and agreement, and by having joint committees or working groups. If they do not meet regularly, or have poor coordination, the stakeholders tend to collaborate in an inefficient way, resulting in an unpleasant experience for the citizen and commercial entities. We need to orchestrate these services so that each citizen will see their needs fulfilled from an end-to-end approach. Figure 1 shows the snapshot of the existing approach and the highly recommended citizen-centric approach.

Figure 1 – A snapshot of the existing approach and the highly recommended citizen-centric approach

Current Approach

Citizen Needs

Citizen

Departments

Deliver disjointed outcomes

Co-ordinated effort,but led by one department

Independent departments silos

New Citizen-Centric Approach

NGOs, VWO, Charities

Information Education

Community Services

Social Workers

Employment

Self, Family, Caregivers

Healthcare

Housing/Environment

Citizen Needs

Government Program

[14] University of Oradea, Faculty of Economics in its journal The Journal of the Faculty of Economics - Economic, ‘Implications of Citizen Participation in Local Public Administration Upon Citizens’ Satisfaction’, 2010

[15] The World Bank, Washington, D.C., Handbook on Public Sector Performance Reviews, ‘Towards Citizen Centered Local-level Budgets in Developing Countries’, 2003


17

Using a ‘citizen-centered’ design, multiple city services can be made to revolve around the needs of citizens and residents. These services are linked together based on different life events like aging or chronic disease

[16]management . These end-to-end services provide an integrated view of the entire value chain of services to citizens and residents. This enables outcome measurement of the entire process.

When services can be measured and integrated, city governments can possess a service delivery framework that is focused on delivering value and performance to each citizen.

3.3. Introduction to CPM

CPM, a holistic framework, takes a citizen-centric approach to better manage city operations through outcomes, and leverages IT to transform today’s city to a future, intelligent city. It also addresses the competing needs and choices among people, government, and limited city resources.

The CPM framework takes into consideration the challenges, mega trends, and new thinking that we have identified so far, and it:

a. Integrates the services of a city in a horizontal manner to deliver an end-to-end experience for citizens

b. Captures and measures the effectiveness and efficiencies of these services

c. Manages services as processes and uses IT to integrate these processes across different stakeholders and citizens, throughout their lifetime

d. Promotes participation and collaboration

CPM allows measurement of service levels, and the efficiencies and effectiveness of KPIs, outcomes, and KOIs to provide accountability of government services. These performance indicators can be used as benchmarks for continuous improvements in government processes or even benchmarks to compete with other cities.

Intelligent cities, as we have defined, are those enabled by technology to be more efficient and effective, thus [17]improving the QoL. We could also define them to be eco-friendly, sustainable, and pollution free .

IntelligentPeople

Smart City

Intelligent City

Infrastructure

STRONGVALUES

Peop

le(K

now

ledg

e)

Smart City

Infrastructure

People

Figure 2 – An overview of an intelligent city with intelligent interactions

[16] Elsevier Inc., Government Information Quarterly, ‘Requirements Engineering for e-Government Services: A Citizen-centric Approach and Case Study’, 2009

[17] Elsevier Inc., Journal of Urban Economics, ‘Are Compact Cities Environmentally Friendly?’, 2012


18

In the future, citizens should be at the center of the city design. With citizens at the center, we can define the challenges and solutions of future cities around them.

In addition, future cities should include the design of the space between a resident and the city (using infrastructures and services) – a space that has rarely been addressed using technology. They can then be labeled intelligent cities. A citizen-centric approach makes people more intelligent in a holistic manner and helps leverage IT to automate and provide management in this layer of ‘citizen to city interactions.’ Figure 2 illustrates this concept.

What does the term ‘intelligent people’ mean? It consists of three key areas:

Resident to city interactions– Makes it easier and more efficient for a citizen to use the city resources

Education and knowledge–Provides information and educates citizens about urban knowledge and skills to enable them to live well in an urban area

Value and governance–Helps citizens cultivate good values and feel secure and safe when living in an urban area

A person living in an intelligent city has choices and only timely and personalized information can help them make correct choices. A citizen should be active in contributing to the society, and in return a city should be aware of the citizen’s needs and provide a convenient way for people to participate.

City Context

Planning, Operations and Monitoring

Policies, Law & Regulation

Governing Framework

Economic Framework

Social Framework

Budget Management

Financial Management

Services & Performance Standards

Economic Planning & Development

Social Order and Welfare

Citizen Well being

Constraints

Financial

Human Resource

Physical Infrastructure

Social

Priorities

INTERACTION

INTERACTION

INTE

RA

CTI

ON

INTER

AC

TION

City Services Integration

Health

Revenue & Financials

Transportation

Social Services

Education

Industrial & Commercial

Environment

Taxation/ VAT

Utilities

Recreation

Public Safety

Manpower

Figure 3– A diagrammatic representation of the people-centered CPM framework

Internal Functions of Government


19

To summarize, CPM’s citizen-centric design will enable intelligent people to enjoy a fulfilling life with wellness, use city resources optimally, build a conducive and safe community, and develop an inclusive society.

3.4. CPM Framework Components

The CPM Framework consists of the following functions as diagrammatically represented in Figure 3:

Internal functions of a government (governance)–This involves managing governance and ensuring that government policies can be translated into government programs and be delivered to the city as services. These functions are critical to making a city successful. For example, using budget management, a successful government can optimize its budget to bring optimal benefits to its citizens, thereby increasing the quality of their well-being

City context (operations)– This involves creating an end-to-end experience for citizens or residents. These are the processes for governance. When services are delivered to citizens, there are many dimensions to consider, such as social groups that have different needs, or citizens who require financial help. Often these are planned and delivered through the processes of policies, programs, schemes, and services

Constraints (rules, preferences, and resources)– Every city has a finite amount of resources and each person has personal limitations. Together they form the dynamic constraints that a city government needs to consider while governing. It is about choices, compromises, and sacrifices. Considering constraints in a holistic and balanced way can ensure that optimized decisions are taken and will result in positive outcomes for all. It enables personalization and optimization of services, and helps in creating a sustainable city

City services integration– This represents the various services provided to citizens by government departments and public service providers, and the interactions of the framework with these services. These are essential services that a citizen or business requires. The departments that provide these services incur huge costs in delivering the services and end up utilizing valuable resources. Therefore these services should be delivered in an effective and efficient manner to ensure positive outcomes for both citizens and businesses

People and ‘avatar’– People are at the core of the framework and all the CPM functions are meant to deliver lifelong services for each citizen and improve QoL. Citizens interact with various functions through an avatar and access a personalized service aligned with their needs. However, the avatar is not limited to these functions. As a technology, it also embodies the important and relevant information about the citizen, which is critical to deliver personalized services. In a citizen-centric model, all services are tailored as per the profile of each avatar. The services are also organized accordingly to ensure that the person can choose amongst relevant services and make an optimal decision that is based on their needs

3.4.1. Policies, Programs, Schemes, and Services

Urbanization can increase affluence levels, education levels, and the standard of living among citizens.

On the flipside, as a result of a more sedentary lifestyle, chronic diseases are on the rise amongst citizens. These are simple truths about the complexity of urban living.


20

A modern city includes new infrastructure such as broadband Internet, digital media broadcasting, high-speed mobile networks, international connectivity, and low-cost telecommunication. These are considered more important than traditional essentials such as roads, utilities, and electricity. These new infrastructure elements have influenced and accelerated urban changes. On a positive side, these technology evolutions enable urban dwellers to live better, travel efficiently, and connect amongst themselves and with international communities. On the other hand, such acceleration can amplify negative societal sentiments and population behaviors which may result in the fast emergence of social unrest. It can also result in a high degree of discontent within the population.

Recent developments in the global space, such as the Arab Spring, has made it clear that with technology, situations can evolve very quickly within a short period of time and influence a large proportion of the population to act. Therefore, in managing an urban population, there should be an efficient way to bring the process of planning, setting policies, developing programs, and deploying these programs through schemes and services, quickly and effectively. It would be a valid way to counter the speed of change within a population. If technology can influence the sentiment of the population quickly, the system of governing should react as rapidly with the help of technology to meet changing needs. This may not be the only solution, but is an approach that meets the needs of a fast-acting population.

The process to follow includes the drafting of government policies, translating these policies into programs, and converting these programs into services. When we are implementing these policies within the boundary of a government department, it is straightforward and can be managed in silos. But often policies are related to a resident or a business, can cover multiple departments, and must employ complex logic and rules to utilize these services. Conventionally, these departments get together to draft a common understanding of these processes and if there is a change, these meetings must occur again.

We propose that this process can be automated and managed through the CPM framework, through a ‘management of programs’ approach.

Figure 4– An overview of the policies, programs, and services

Control and Management

EligibilityServices

Provisioning

Government Planningand Policies

CPM

Private/ Commercial/Supporting DepartmentsGovernment Programs

Serv

ices

Phy

sica

l Ser

vice

s

Citizens, Residents, Businesses, NGOs

Government Policies

Programs

Automation andCoordination

Consuming Services


21

Governance through Policies, Programs, Schemes, and Services

Typically, in a city, government plans are translated to policies to ensure that they can be implemented. These policies should include details like duration, eligibility, and funding.

As illustrated in Figure 4, these policies are implemented through programs. Implementation of these policies can be carried out through a single program or multiple programs. Each of these programs should include planning parameters that the policies would want to achieve. An example is a policy to provide wellness for aged people, where the healthcare program outcome could be a reduction in the number of in-patient hospitalization days to not more than two in a year. Not all policies can be implemented through a platform like CPM. An example is a social policy to reduce tobacco smoking. The implementation of such policies could be mass advertisement, road-shows, and symposiums. The success and failures of such policies can only be measured through indirect statistics such as the growth and reduction of lung cancer, and cigarettes sales.

Schemes and services must be ‘citizen-facing’ for use and consumption. Extending our aging example, the relevant schemes and services could be a healthcare bouquet of services that includes monthly checkups and free prescriptions. These services could be supported by automated appointment booking for medical check-ups and automated cash subsidies at the counter when the prescriptions are filled.

Citizen Lifelong Processes

Urban dwellers experience different challenges at different phases of their lives. Some of these phases are temporary like formal education or period of unemployment. But others could develop into permanent challenges such as disability, a medical stroke, or a chronic disease. The citizen’s financial status, social support group, their health status, or their education and skill levels further complicate these challenges. Personalization to each citizen’s needs will require these challenges be considered as a whole, as trade-offs need to be made to provide each citizen with the optimal solution.

City ServicesOutcomes for Elderly Citizen

with Financial Needs

Affordable Home

Active Community Activities

Affordable Healthcare

Basic Daily Subsistence

Basic Utilities Access to Water and Electricity

Staying Healthy and Alert

Maintaining Wellness

Living with Dignity

Good Living Conditions

Program Objectives Provide Financial Support to

Elderly Citizens with Financial needs

Overall Objectives Be Active

Be Financially IndependentLive well

Figure 5 –An overview of an aging program


22

The list of lifelong processes is endless. From our experience, a few major examples, especially in emerging economies are –lifelong education, lifelong employability, chronic disease management, and aging management. These processes are inter-dependent. A sample lifelong aging program is illustrated in Figure 5.

While designing city services around life themes of a citizen or resident, through government programs, we need to consider multiple issues, constraints, and provide multiple choices for the citizen. An example is the disease self-

[18]management program .

Program management is an approach where we can define a set of processes and methodology and use technology to translate these programs into processes, rules, measurements, and outcomes.

Government programs could involve government fund allocation, self-payment by a citizen, or payment through a commercial organization. Financial management in program management ensures that the outcomes and performance of government programs are as planned.

3.4.2. Process Management

Process management is the centerpiece of a citizen-centric platform as it orchestrates multiple processes around a person and integrates services across departments.

It has the ability to manage ‘clusters of services’ and this function allows multiple services to function together to seamlessly run a government program. For example, a government program to manage chronic disease in a population is a cluster of services.

As the citizen or resident uses the various schemes and services in the governance area, the process management component will track the utilization, quality of services, and outcome of these services.

As we are using process management for managing each life theme, we could develop intelligent ways to optimize each theme or interrelate these themes to offer an optimum solution for the citizen.

If a person has preferences, constraints, and identified needs, this component will help government services deliver according to these constraints and preferences. Therefore services to each citizen can be personalized.

3.4.3. Constraints and Personalization

The basic element of CPM design is a set of processes that integrate the services in a city. As illustrated in Figure 6, managing constraints in city planning is possible through historical statistics and by projecting these statistics into the future to plan infrastructure or new government policies and programs. We believe that using a process engineering approach will allow us to better manage constraints at a finer level and in detail.

Constraints at the Citizen Level

Each citizen has his or her unique conditions such as health, financial status, disability, and other special needs. To personalize services and information for each citizen, we need to consider these constraints and address them through policies.

[18] Linköping University Electronic Press, Culture Unbound, ‘Standardizing the Lay’, 2012


23

Constraints at Life Theme Level

When a government designs policies and programs to meet the challenges of life themes such as aging, it has to consider many factors. These factors include the city resources, amount of money allocated to support these policies and programs, the criteria for target population, duration, and other evaluation criteria. We develop KPIs, KOIs, and outcomes from these criteria and constraints. When these programs are implemented, we can use these measurement criteria to evaluate the effectiveness of policies and programs.

Constraints During Deployment

During deployment, the constraints become complex as people’s needs constantly change. When a policy is in force, the constraints of the citizens may change, demanding a further fine-tuning of policies and programs. Therefore, we need to constantly reflect these changes in the deployment process. It is at this stage that we need to understand the data on citizens’ utilization patterns of the programs. Utilization patterns include frequency of use, extent to which the planned KPIs and KOIs are achieved, and outcomes. These form evolving constraints once we deploy these policies and programs.

For example, when a program has overwhelming utilization– above what we have planned – the resources such as healthcare facilities may not be able to take the load or the initial allocated budget is utilized prematurely. These are dynamic operational constraints. Similarly during a crisis, there will be dynamic constraints that appear suddenly, which requires prioritizing and optimizing of existing resources.

Constraints Optimization Planning Resource limitations Continuous Improvements

Assessment

4

Insights and Improvement

Constraints Citizen Resource

Services(Base Processes)

Citizen’sPersonalLifestyleProcess

City-specificProcess

1

Constraints Choices Crisis Management Govt. Priorities

Lifelong Themes

Aging

2

Chronic Diseases

Employment

Lifelong Learning

Constraints Utilization traffic Financial/ Affordability Physical limitation

Deployment(Programs)

Combination of citizen and city processes

3

Program 1

Program 2

Program 3

Program 4

Actual Outcomes

Key Performance Indicators

Planning criteria

Analytics

Figure 6 – A diagrammatic representation of the personalization approach


24

Assessment and Evaluation of Personalization

At each of the above three layers of constraints, we need constant assessments to ensure that each citizen is managed fairly and adequately keeping in mind the changing conditions and constraints. This means, evaluation as a feedback path needs to be considered by governments to offer a citizen the right program and to improve policies and programs. The challenge however lies in aligning the citizen with government policies and programs as closely as possible. This alignment, combined with the special needs of each citizen, represents CPM’s personalization services. Figure 6 illustrates how constraints and personalization are handled, and how the city-mandated and citizen lifestyle processes are interspersed to deploy a personalized life-long process, while respecting constraints of stakeholders.

3.4.4. City Services Integration

The CPM framework supports the integration of services offered by various government departments, which are currently being offered in silos. A lifelong process will be the umbrella under which these services will be horizontally integrated by the process management component. For example, when a citizen is young, they interact with pediatric healthcare, education, and perhaps for some special needs such as disability. When they become a working adult, they interact with primary healthcare, employment services, and skill upgrading services. In short, lifelong processes at different stages of life require changes to suit individual conditions, constraints, and special needs.

CPM’s city services integration is limited to data and services that are relevant to the services that citizens need. In the above example, as a child, the healthcare information for pediatric use could be limited to the chronic disease status rather than detailed medical information, which is private and confidential. The status of health will determine the school in which the child will be enrolled.

CPM also coordinates and orchestrates multiple processes and data. And if there are dependencies in processes, the citizen need not be confused by its complexity, but instead be offered choices and options to make a decision. If a child has a learning disability, depending on the pediatric healthcare record, the parent may be given a choice to home-school the child or choose amongst the few schools with facilities for learning disability. Similarly, the disability would be assessed under a set of different conditions when the child becomes an adult and wants to be trained as a skilled worker.

To each government department, the framework can provide a means to gauge feedback on the status of services that a citizen had initially requested. Some of these requests could have been aborted due to the decision of the citizen or failure to conform to the criteria of a specific government department. In such a case, the education system will know that a child has a learning disability, and has been enrolled in a special needs school which is outside the normal formal education system.

Similarly as an adult, the city manpower will be aware of the special needs of this new working adult and will offer training. Other relevant information provided would include hospital appointments, education enrolment information, employment information, and qualification required to be eligible for social welfare. Such useful and relevant information about the needs of a citizen does not include the domain intensive information for each government department. Conforming to the key principle of CPM, the framework will provide timely information to the stakeholders, including the status of each citizen request.


25

3.4.5. People and Avatar

People are at the core of this new approach. To deliver the right personalized services to a person, we need to know the person well – this includes a single, holistic view of the citizen and their needs, while fully respecting their privacy.

As security and privacy are extremely important in the government arena, the CPM framework will enforce a granular level of data privacy while the citizen interacts with the various services offered by the government and public service providers. We call this concept the avatar.

Defined as an embodiment or personification of a principle, attitude, or view of life, an avatar is an information replica of the person. As illustrated in Figure 7, the information avatar acts as an information container which can be used to navigate through city systems and services. For confidentiality and privacy reasons, each person must give consent to the parties to access their avatars.

Our avatar concept is broad and generic, and can be adopted for various interactions between citizens and services. It is based on specific variations such as the device, service, and stakeholder who needs access to citizen data. For example, a citizen using a smartphone can have a specific avatar, like a ‘healthcare avatar’ while interacting with the hospitals via the framework, and an ‘analytics avatar’ which, though, providing the mayor with the required data, hides the citizen’s personal information. This means that a citizen will be represented by various avatars, which embody different data attributes and behavioral patterns, and comply with the government rules and regulations.

Avatars can also be used as personalization agents as they store preferences and constraints related to a person. These personalized profiles can be attached to each avatar and can then be used with the person’s consent, whenever required. Similarly, commercial entities can have their ‘entities avatar’ which provides similar benefits such as registration for business or applying for a license.

Hence, information avatars utilize the current state of technology to transform the way services are delivered to the population, from current norms of a generalized program for a large population to one that is custom built for a person or particular group.

Information

Agent to applyfor services

Schedules/Appointments/

Plans

CitizenAvatar

Avatar

Avatar

Figure 7 –A diagrammatic representation of the avatar


26

3.5. Views of CPM

CPM integrates a city’s processes efficiently, bringing greater benefits to the city stakeholders. For the city government, it is designed to bring management tools, controls, performance reports, and feedback to ensure better governance and care for the city residents. These are the two primary groups of users of CPM: management and consumers.

1. The city management is accountable for the operations, and the city government has the political responsibility of governance

2. Consumers are the end-users of CPM; they can be government departments, service providers, businesses, organizations, and residents

From the view of different stakeholders in a city, the needs and presentation of information are varied. As a single source of information, CPM maintains a consistent view of different stakeholders. Figure 8 represents various stakeholder views that is provided by CPM, and features that enable it. The following sub-sections describe these views in detail.

3.5.1. Government View

A city’s government will focus on meeting local objectives and goals, as well as meeting the KOIs of the federal and [19]national government. These KOIs are set by each government and cover a wide area .

They can range from healthcare, housing, transportation, to financials such as economic performance and budget management.

Control and Management

EligibilityServices

Provisioning

Government Planningand Policies

CPM

Private/ Commercial/Supporting DepartmentsGovernment Programs

Serv

ices

Phy

sica

l Ser

vice

s

Citizens, Residents, Businesses, NGOs

Managementof Programs

CPM ServicesManagement

Avatars

Government View

Service Provider View

Citizen View

Business View

View

s

May

or V

iew

Outcome Views

Figure 8–An overview of the stakeholder's perspective of CPM

[19] Ministry of Finance, Singapore, ‘Singapore Public Sector Outcomes Review (SPOR)’, 2012 http://app.mof.gov.sg/spor.aspx, accessed March 31, 2013


27

CPM contribution to this wide coverage of KOIs will be limited to:

The performance of city programs

The performance of various city life themes such as aging, and

The performance of citizens as derived from the data of their interaction with the city services through the avatar

As government employees can use the CPM, the consumer view of the government displays the status of services that the citizens are getting from other departments.

3.5.2. Citizen View

The citizen view (consumer) is divided into three main groups of functions:

1. Information and knowledge: Citizens are well-informed on the various government programs and schemes, and the eligibility required to avail these applicable policies. Information is presented and sorted based on their needs and unless it is mandated by the government, the citizen can exercise their choice at every step.

2. Enrolment and consumption: A high level of automation is vital for citizens to interact effectively with the city services. For example, on retirement, CPM can facilitate enrolment in all neighborhood social clubs, if citizens choose to do so.

3. Life theme aids: Through the concept of avatars, citizens can automate their lives. For example, a citizen’s healthcare avatar is also enabled to provide timely reminders about prescription charts and scheduled doctor visits.

3.5.3. Business View

The business view (manager and consumer) of CPM consists of four main areas:

1. Business-related transactions with government departments, for services such as applications for a business license

2. Enrolment and participation in government programs for businesses

3. Information and educational materials

4. Employee and customer status and regulatory compliance

All these views of information and transactions are conducted through the use of the business avatar as it represents the company profile.

The business view enables an establishment to operate more efficiently in the city. The intent is to focus on information relevant to each business based on its profile, helping it avail those schemes and government programs that can enhance business.


28

3.5.4. Service Provider View

A service provider (manager and consumer) can be a commercial entity, a public service provider, or a government department. CPM will help a service provider with the following:

1. Service level performance

2. KPIs, KOIs, and outcome reporting

3. Customers’ feedback system

These are limited to the data CPM captures while managing the interactions of citizens with the service providers. For data not directly managed or tracked by CPM, it helps aggregate the domain data managed by the service provider and presents them in context with other citizens or business data.

This provides service providers a vital source of information, which can be utilized to determine service standards. Further, a filtered version of the service provider’s performance could be presented to citizens or businesses.

3.5.5. Mayor View

The mayor is responsible for the operational performance of the city and the welfare of its citizens, and has a [20]political scorecard.

Each city is unique and has a different scorecard that combines the operational performance of the city with the political scorecard. For example, if a city has a high unemployment rate, the scorecard will be biased towards employment and jobs.

The CPM provides the mayor with reports that will help understand the performance of the city against the scorecard. Also, CPM provides the details of all transactions that it handles into a performance report for the mayor. For example, in terms of government programs that CPM handles, the mayor will gain insights into the utilization of these programs, service levels, outcomes, and a view of the population benefiting from these programs.

In effect, CPM provides the ‘pulse’ of the population at a level of detail that is not available today.

3.6. Benefits of the CPM Approach

The CPM framework offers a number of key benefits to its stakeholders. We summarize these benefits based on its key stakeholders –government, residents, and the city itself.

3.6.1. Benefits to the Government

Clarity

To the government, CPM offers clarity on public administration and public opinions in a number of dimensions, as it is based on the data generated at the individual level. These include:

Population and demographics at a granular level such as the district and ward

Live trends of what residents are thinking about and the services being consumed

[20] The Australian Journal of Public Administration, ‘Managing Performance at Local Government Level: The Cases of the City of Brisbane and the City of Melbourne’, June 2009


29

It also provides benefits in terms of:

Closed loop management from policy making to services delivery to operation outcomes, back to policy evaluation for new policy making. This helps decipher the efficiency and effectiveness of public policies and programs

Cost effectiveness of public services, from a fiscal management perspective

Bringing the People Aspect into Urban Planning

CPM makes possible the merging of city infrastructure and city population models. This opens up a completely new paradigm for urban planning which used to be solely dependent on statistical modeling. Through CPM, population data and operations data, representing the human-centric aspect of the city, can be added to the top of city infrastructure, and various simulations and visualization techniques can be applied on the data to gauge different perspectives of a future city.

Listening to the Voice of the Citizen

CPM enables a two-way communication between people and the government.The sentiments, comments, and feedback from the people can be aggregated and analyzed by governments to provide inputs to policy creation.

3.6.2. Benefits to Residents

Convenience and Better Service Experience

To individual residents, the biggest benefits CPM offers are the convenience and personalized service experience. While fully complying with the security and privacy requirements, CPM maintains the profile of each resident and government and public service providers that aim to provide each person with convenient and fluid service experiences across all interactions, as per their needs and preferences. With consent from the residents, specific personal information will be used in a secure and trusted manner by public and private service providers to understand the needs of every resident, so that personalized services can be provided.

My Personal Lifelong Journal

CPM not only offers services, but also captures the history of service interactions throughout a citizen’s life for all the service providers who use it. This history can be used to build lifelong journals for each person. Such a journal does not merely improve the service experience for a resident, but enables each person to understand himself better. New ideas, innovations, and services will eventually be developed based on the lifelong journal approach.

Transparency and Accountability from Governments

Much of the data captured in CPM –in the public interest of the residents – can be and should be shared by the government in the spirit of the open data movement. This data provides the residents the means to understand the city, and its government and operations.


30

Participation and Feedback

Other than service delivery, CPM allows residents to take positions, and make comments and suggestions on urban matters, including policies. People participation will ensure enhanced communication between the people and government. Such communication will improve the trust, collaboration efforts, and development of the city.

3.6.3. Overall Benefits to the City

Balance between Economic Growth and Social Harmony

A successful city provides the residents much more than the basic needs of shelter, food, and jobs; and fulfills our vision for future cities as described earlier. CPM offers the government a base to build statistical and human-centric models, besides tools to analyze and evaluate public policies overtime. This allows them to learn from the past, to monitor situations in the present, and predict the future. The government can then promote balanced development of a city, and seek a sustainable economic growth with limited negative side effects in social and environment matters. In effect, people are happy to live in the city.

4. Unique Aspects of the CPM ApproachCPM brings many unique capabilities to urban management to fulfill the needs of a city’s stakeholders, including political leaders who are accountable for its constituents, and public sector managers who are responsible for city operations such as transportation and utilities for the people.

4.1. End-to-end Integration and Interoperability

CPM as a framework offers end-to-end integration and interoperability of information and services to all its stakeholders. This helps bridge the gap between city operations and citizens. Two specific scenarios are mentioned in chapter five to further illustrate CPM capabilities in business applications.

Horizontal Process Integration

From an integration point of view, CPM manages integrations in three dimensions. The first dimension is horizontal business process integration across city operations to allow residents to fulfill their needs in the form of urban services. This can be facilitated by connecting to necessary urban functions, be it healthcare or education.

Vertical Outcome Aggregation

The second dimension is the vertical outcome aggregations which allow stakeholders to view and understand business outcomes of the services which they consumed or delivered at specific service levels. Aggregation of business outcomes does not stop at the services level. Service KPIs can be aggregated and consolidated to offer parameters to assess higher level KOIs. In addition, we can assess strategic outcomes at a city level to provide visibility of outcomes to public programs and policies. This offers a base for true and objective transparency.


31

Cross Integration of Processes and Outcomes

Taking a people-centric approach, CPM aims to optimize the service delivery experience in every interaction between residents and its service providers across the whole service delivery cycle. Data captured across such interactions will be used to measure and derive service outcomes. Through such service data, vertical (domain-specific) outcomes can be computed from the horizontal business processes.

End-to-end Interoperability

CPM enables end-to-end interoperability in urban operations and living. On one end, the data generated at the level of an individual can be aggregated and analyzed with similar data from other people, helping the government discover the pulse of the city. From the public sector angle, factors such as the master planning of a city, and new government policies and programs, can be transformed into services which are available, accessible, and utilized by eligible people whenever they need it.

4.2. Situational Awareness for Key Stakeholders

Leveraging its integration and interoperability capabilities, the CPM approach enables capture of useful data on the way people live and consume services through meaningful analytics in real-time. A common term for such analytics is living analytics. Through living analytics, each key stakeholder is aware of what is happening around them, and the list of possible choices they can take under the circumstances, helping them to live better. This is indeed the fundamental tenet of CPM – to bring intelligence to the people, so that they can choose intelligently and live better. Through their choices, the city will be transformed into a better home for them.

4.3. Personalization of Citizen Services –Lifelong view

For individual citizens, CPM enables personalization of citizen services beyond the best practices of today’s Government to Citizen (G2C) offerings. Taking a lifelong view, the CPM approach captures useful and meaningful data about citizens throughout their lifetime, while respecting their right to privacy. This data allows the government, public service providers, and their service delivery partners to analyze and better understand consumers and citizens. So now each service provider can offer relevant personalized and unique services to a citizen based on the individual needs, taking into consideration factors such as affordability.

4.4. Policy Simulation and Decision Support

For decision makers such as political leaders and public service managers, the CPM approach provides the data and capabilities to build a living model to understand the city. They can analyze different scenarios based on the hypotheses, test public policy implications or specific emergency situations, and predict possible outcomes and resources required for decision-making and operation execution. In addition, they can closely monitor key measures and fine-tune execution steps if needed.


32

5. CPM ScenariosCPM is an innovative urban management framework which can be applied in various areas. In early chapters of this paper, we discussed many aspects of CPM and briefly introduced the lifelong themes. In this chapter, we will describe two scenarios to illustrate how the CPM framework can deliver services and value for urban dwellers.

5.1. Chronic Disease Management

5.1.1. Challenges and Opportunities

Based on the information from the World Healthcare Organization (WHO), chronic diseases are of long duration, progress slowly, and are by far the leading cause of mortality in the world. They account for 63%of all deaths. The typical diseases include heart disease, stroke, cancer, chronic respiratory diseases, and diabetes.

Impact of chronic diseases can be more challenging in cities due to the ever-increasing aging populations. Age is a common risk factor which prompts the onset of these diseases.

Preventing and managing chronic diseases is a huge concern in healthcare. There are not many effective methods to address this challenge if we adopt a traditional healthcare services approach. The common causes of chronic diseases in cities include smoking, drinking, imbalance or excess consumption of certain foods, and lack of adequate physical activity. It is obvious that a healthy and disciplined lifestyle can help prevent and manage chronic diseases. Non-Governmental Organizations (NGOs) and social enterprises, different from the traditional healthcare service providers such as hospitals and clinics, will have a bigger role to play in the prevention and management of chronic diseases. This is because these service providers can provide more cost-effective services, and play a complementary role to traditional healthcare service providers. In this section, we share how CPM can be applied to the management of diabetes.

5.1.2. Using the CPM approach to Manage Diabetes

NGO Services for Prevention and Management of Diabetes

There are NGOs in many cities, similar to the Diabetic Society of Singapore, which have been offering services to the public in fighting diabetes. The typical services of a healthcare NGO include:

Awareness and education program for public awareness

Diabetes prevention program for adoption of better lifestyle

Diabetes management and care program for patients

Diabetes support program for experience sharing and social support

A typical NGO today will use a website for information sharing and utilize a basic case management solution to maintain the patients’ profiles. It will also record information about the services delivered to these patients.


33

CPM Approach

The CPM approach offers functions and features to help NGOs in the prevention of diabetes and its management including:

Comprehensive customer profile

Lifelong journal

Comprehensive process and case management including calendar and activities management

Care plan for personalized services

Outcome evaluation

Collaboration in the form of social media

Information avatar for services consumption

CPM Processes

Using CPM, a typical process for managing diabetes will be similar to the one represented in Figure 9 and includes:

Self-assessment: A person visits the NGO’s website and performs a self-assessment to see if they have high risk for diabetes

Registration: The person registers with the NGO and provides necessary information

Appointment booking: CPM recommends the most convenient clinic for the person and makes an appointment for them to see a doctor

Do SelfAssessment

EvaluateRisk

ScheduleDoctor

Appointment

Agree toEnroll with

NGO

Follow Care planthrough calendar

Monitordata based

on health plan

Receive Rewardsand Incentives

Collaborate withCommunity

PerformMedical Test

Figure 9 – An overview of the CPM process for chronic disease management


34

Visit a doctor: The person visits the doctor and learns that he is a Type-2 diabetes patient. The diagnosis results will be sent back to CPM

Referral: With the consent of the patient, the doctor can put him under the care of the NGO, given that the integration between the clinical system and CPM application is in place

Case assignment: A care giver in the NGO will be assigned the case of the patient

Creation of care plan: The care giver will study the patient’s needs and create a care plan for them

Agreement of care plan: The care giver will convey the care plan to the patient and meet them to gain their understanding and agreement to start the plan

Care plan execution through calendar: The care plan will be then entered into the calendar for plan execution on a daily basis

Care plan monitoring: The calendar will trigger the data collection for diabetes management and update the patient’s lifelong journal

Provide reward and encouragement: CPM applications could offer rewards such as gift vouchers to encourage the patient to comply with the daily activities required by the care plan

Collaborate within the community: The patient can ask questions, share experiences and knowledge, and also provide feedback on related public services and policies related to helping people cope with diabetes

Generate outcomes: For the government, it generates the service outcomes of the care plan based on that data captured in the patients’ lifelong journal, to help with the policy updates

Throughout this process, various avatars of the patient will interact with the relevant services such as calendar, community, and the hospital.

5.2. Lifelong Education Services Delivery

5.2.1. Challenges and Opportunities

In the fast paced urban environment, new information and knowledge are required for individuals to equip themselves at every stage of life for better jobs, improved health, and enhanced relationships with people and the environment. Therefore, lifelong learning is one of the most important areas for a city dweller.

From a city government’s point of view, it is becoming more and more important to equip residents with new knowledge. Some of these areas include the need for industrial transformation, a harmonious social environment between the new migrants and existing residents, and controlling healthcare costs for aging population. It is also critical to continuously train and impart education outside formal education.

Lifelong education, in our view, is a form of lifelong learning services, provided by the education service providers certified by a city government, using the Internet and mobile technologies wherever appropriate. In this section, we illustrate how CPM can be applied to lifelong education to support the service providers as well as the individual learners.


35

5.2.2. Using CPM Approach to Manage Continuous Education

Certified Continuing Education and Training (CET) Services

Every city will typically have existing CET service providers, offering a broad spectrum of lifelong education services to equip people with the right skills. This ensures that they can be employed based on the demand of skilled human resources in the city.

A subset of the services provided by such a lifelong education institute can include:

Generic skills needed for common jobs

Industry sector-specific skills

Career services

Employer services to help employers train and re-train employees

Lifestyle and productivity skills such as equipping older people with IT skills

Services are also offered through a combination of physical classroom education, websites, and mobile phones.

CPM Approach

The CPM approach will offer new functions and features, including:

Comprehensive learner profiles

Lifelong journal in learning and education

Personal learning space supported with collaboration tools such as social media

Learning plan for personalized learning

Outcome evaluation


36

CPM Processes

A typical CPM process in lifelong education will be similar to the one in Figure 10 and includes:

Registration and profile creation: The learner can register on a website to create their own learning profile. This includes certificates and skills they have acquired in the past as well as education goals and objectives for the future

Learner assessment: The learner and a qualified assessor from the institute will work together to assess the certification and skill level

Creation of learning plan: The learner collaborates with a qualified advisor to develop a learning plan that will help achieve the specific learning objectives in a finite time period, based on a mutual agreement

Learning plan execution through calendar: The care plan is pushed into the calendar for plan execution on a daily basis

Learning and content delivery: The learner consumes learning modules including exercises through its preferred service delivery channel following their calendar

Learning monitoring: Learning outcomes are visible to the learner, and relevant teachers and authorized administrators

Learning intervention: The teacher can choose to intervene in the learning process if they believe that a module needs to be added to the plan to assist the learner in achieving their set learning objectives

Grading assessment: The institute will be provided with the official grading that is recorded in the learner’s lifelong journal

Register andCreate Profile

AssessLearner

CreateLearning Plan

UndergoLearning

and ReceiveContent

InterveneLearning Receive Rewards

and Incentives

EvaluateOutcome

Plan LearningExecution through

Calendar

?

AssessGrade

ProvideCertificate

Figure 10 – An overview of the CPM process for lifelong education services delivery


37

Provide certificates: Upon completion of the necessary education modules with satisfactory results, formal certificates will be awarded to the learner, which are also recorded in the lifelong journal

Provide reward and encouragement: The institute can provide a reward to the student if they are is doing an excellent job in learning

Collaborate within the learning community: Throughout the process of learning, the learner can ask questions, seek inputs, and share experiences and knowledge in communities with other learners and teachers

Generate outcomes: For the service provider and government, outcome evaluation generates outcomes of the learning progress

6. ConclusionWe have seen that the various trends in urbanization and demographics are going to become more and more pressing on various governments, resulting in wicked problems. To solve these problems, we need a new approach beyond an exclusive focus on smart infrastructure – a transformational approach which positions people at the center of governance and automation. Yet, such an approach needs to be holistic and must be aligned with the massive investments made by governments in service automation. We have presented a novel approach named CPM, and described its dimensions, illustrating it with real-world examples.

Yet, each city is unique, with its own culture, maturity of IT, constraints, and challenges. To implement CPM, a deep understanding of the city in terms of its internal functions, city contexts, constraints, existing city services, and the level of automation, is required. How does the city define the vision, and identify the most relevant lifelong themes which create the maximum impact, and how do the various dimensions of CPM impact decisions and implementation choices?

Subsequent whitepapers will look at the specific dimensions of CPM in more depth.


All content / information present here is the exclusive property of Tata Consultancy Services Limited (TCS). The content / information contained here is correct at the time of publishing. No material from here may be copied, modified, reproduced, republished, uploaded, transmitted, posted or distributed in any form without prior written permission from TCS. Unauthorized use of the content / information appearing here may violate copyright, trademark and other applicable laws, and could result in criminal or civil penalties. Copyright © 2013 Tata Consultancy Services Limited

IT ServicesBusiness SolutionsConsulting

Subscribe to TCS White PapersTCS.com RSS: http://www.tcs.com/rss_feeds/Pages/feed.aspx?f=wFeedburner: http://feeds2.feedburner.com/tcswhitepapers

ContactFor more information, contact [email protected]

About Tata Consultancy Services (TCS)Tata Consultancy Services is an IT services, consulting and business solutions organization that delivers real results to global business, ensuring a level of certainty no other firm can match.TCS offers a consulting-led, integrated portfolio of IT and IT-enabled infrastructure, engineering and

TMassurance services. This is delivered through its unique Global Network Delivery Model , recognized as the benchmark of excellence in software development. A part of the Tata Group, India’s largest industrial conglomerate, TCS has a global footprint and is listed on the National Stock Exchange and Bombay Stock Exchange in India.

For more information, visit us at www.tcs.com

TCS

Des

ign

Serv

ices

I M

I 08

I 13

About Singapore Management University (SMU)A premier university in Asia centered around “The World of Business”, the Singapore Management University (SMU) is internationally recognized for its world class research and innovation, and its interactive approach to teaching. Established in 2000, SMU’s mission is to generate leading edge research with global impact and produce broad-based, creative and entrepreneurial leaders for the knowledge-based economy. Home to some 8,000 undergraduate and post-graduate students, SMU comprises six schools: School of Accountancy, Lee Kong Chian School of Business, School of Economics, School of Information Systems, School of Law and School of Social Sciences. These schools offer a wide range of bachelor’s, master’s and PhD degree programs. SMU emphasizes rigorous, high impact cross-disciplinary research that takes advantage of our location in the center of Asia, our university-wide focus on the World of Business including both private and public sectors, our strong working relationships with partners in business and government, and our ability to collaborate university-wide across our six schools and various research centers and institutes. SMU has well established relationships with leading foreign institutions, including Carnegie Mellon University, the University of Pennsylvania’s Wharton School and the School of Arts and Sciences, and the University of Chicago’s Booth School of Business. The SMU city campus is a state-of-the art facility located in the heart of downtown Singapore, facilitating strategic linkages with the business, government and wider community.

For more information, visit www.smu.edu.sg

About TCS-SMU iCity LabThe TCS-SMU iCity Lab is a research facility set up through a partnership between TCS and SMU to develop industry standards and IT frameworks for the emerging intelligent city (“iCity”) model of urban development. The partnership combines TCS’ industry leading IT services expertise and culture of innovation with SMU’s globally recognized excellence in research and education and for the world of business and management in both the public and private sectors.

For more information, visit www.smu.edu.sg/centres/icity/

Documents

Innovation Labs White Paper Intelligent Cities: A City ... City Process Management Approach ... at Singapore Management University ... Chin Seng holds an Executive MBA in International