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08 cohn

  1. 1. Assessment Tool: Mapping for Success Dr. Sorin Cohn Chief Program Officer i-CANADA
  2. 2. Dr. Sorin Cohn 2
  3. 3. Shanghai 1990 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 ANYWHEREShanghai 2008 24 November 2011 p. 3
  4. 4. A Community May Be: a Village A Community Must Have: a Town  Distinct Identity with history & future A Municipal District  Ability to Act as an Entity a City  Core Elements Cooperating for the a Metropolis (City Good of the Whole Conglomerate)  Economic and Social Prosperity Goals a Region  Acceptance and Recognition as such a Country Communities must adapt to changing economical and social environments in their competition for success 24 November 2011 p. 4
  5. 5.  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 Seoul 2011 Why Culture is Key “Spending more on R&D won’t drive Seoul 1961 results. The most crucial factors are strategic alignment and a culture that supports innovation” Booz&co. 2011 24 November 2011 p. 5
  6. 6. Integrated Knowledge Services Economy Product Economy HR Investment Services Services Design Utility Services Services Legal “Office” Services IT Services Consulting Services Services Design Education IT & Support Development Services ManufacturingResources Marketing Development Marketing Services ServicesHuman Sales Network Health Services Manufacturing Support Services Services Support This is about Services This was about product control & direct cost minimization collaborative value creation in Intelligent Communities Sales Services 24 November 2011 p. 6
  7. 7. People & Knowledge & Vision Collectivity Creativity There is a vision for the The community capacity as future of the community and a whole to evolve to higherLeading people drive knowledge of its capabilities, order complexity andpublic life and business strengths and weaknesses as harmony to differentiate,evolution and determine well as of the road ahead to integrate, collaborate andif-&-how the community achieve vision. compete more effectivelyprospers, survives ordecays. INTELLIGENCE + SOCIAL WILL + CAPABILITY-OF-ACTION are the key ingredients for successful competitiveness Innovation Enabling Governance & Environment Infrastructure Services Innovation in business &  Communications– fixed  Participatory democracy public service and mobile with community-embraced Knowledge workforce –  Transport – R&R&W&A evolution roadmap education & employment  Energy, Water, Utilities  Social innovation enablers World-connectivity  Collaboration platforms  Services for citizens Competitive knowledge-  Safety & Environment Care  Services for businesses intensive companies  Quality of life 24 November 2011 p. 7
  8. 8. Nation-wide Deployment Pilot i-Communities Communities EngagementTech. Solution Service Providers Core Providers Concept & Platforms Financial Governments Institutions Business Civic Leaders Leaders i-CANADA Organization 24 November 2011 p. 8
  9. 9. Education ICT Financial businesses Inst. Local Government HealthCommercial Inst. Inst. i-COMMUNITY Citizens Utilities Manufacturing Associations Transport & Professionals Lodging Developers Legal firms “Other” 24 November 2011 p. 9
  10. 10. Financial Inst. • Royal Bank, Scotia Bank, CIBC, Governments Device Vendors Montreal Bank, TD Bank • Federal • Apple, HP, Dell • Caisse des Depots • Provincial • RIM, Nokia • ManuLife, SunLife, GreatWest • Sony, Panasonic • … • LG, SamsungCommercial Players• WalMart, Sears Sys.• Canadian Tire, Zellers Integrators & Loblaws, Drugmart,•• Ikea, etc. Consultants • CGI, Accenture, Deloitte, KPMG, “Manufacturing” • GM, Ford, BMW, Toyota, Honda, Kia, Hyundai, Network Vendors • Bombardier, Boeing, etc • Alcatel-Lucent, Ericson • Steel guys, • Huawei • Mining, • Ciena, Juniper • March & Mitel • BelAir, DragonWave Transport-Lodging • Starwood, Hilton, Delta, Fairmont, Best Western, • ViaRail, CNN, • Air Canada, WestJet, etc. Service Providers • CAA Bell, Telus, Rogers Utilities S/W Solution • • Wind, Shaw, Lynx, • Hydro • Gas (Enbridge) Vendors • Telesat • Petro Canada, “Developers” • IBM • Yahoo, Google, Esso, Shell • … • Oracle • LinkedIn, Facebook • SAP • Google • Microsoft 24 November 2011 p. 10
  11. 11. Life: Live, Learn, Work, Play LIFE Solutions: Health, Education, Government, Safety, Community, Arts, Commerce, Traffic, Environment Collaboration Ecosystem: Innovation, Creativity, SOLUTIONS Community Animation, Facilitation, Social Networks Infrastructure: Communications, Roads COLLABORATION Rail, Transit, Water, Energy, Waste ECOSYSTEM Place: Buildings, Parks, Waterfronts INVESTMENTINFRASTRUCTURE HUMAN CAPITAL MARKETING +Leadership PLACE GLOBALIZATIONThanks to Bill Hutchison 24 November 2011 p. 11
  12. 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. 12
  13. 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. 13
  14. 14. Living p. 14 Global City Indicators Play & Culture Facility (Toronto) Working Life Learning 24 November 2011 Safety & Health Social Cohesion e-Arts e-Education Solutions e-Health e-Business. e-Community e-Government Indicators (over 1200) Factors (over 360) & Dimensions (76) Know. WorkforceDomains (5) Collaboration Areas (26) Perspectives Mkt. Connect. Staff Entrepreneurship Innovation Involvement Utilities Mobile Infrastructure Broadband Comm. Assets Finance Transport Place Urbanism Environment Governance
  15. 15. Tool Purpose Complexity & Usage  Upper layer of areas investigationIntroductory Decision tool for community  Self-Assessment by Community Leader i-CAT leadership (Mayor/CIO)  About 100 questions  2 hrs to 1 day Tool for determining  Investigates just the Collaboration DomainCollaboration community involvement and  Done by i-Canada with Staff Support i-CAT culture of collaboration  About 350 questions  Days to weeks Tool for getting quick  Specific Community PerspectiveDirected “Lite” community perspectives from  Undertaken by i-Canada & Community Section i-CAT city officials, businesses or  About 600 questions  Several weeks citizens Planning and Operational  Complete investigation – multiple perspectives Complete Tool for concerted action by  Done by i-Canada & All Community Sections i-CAT entire community  About 1200 questions  2- 4 months 15 24 November 2011 p. 15
  16. 16. Introductory i-CAT Colaboration i-CAT http://app.fluidsurveys.com/s/i-Canada-Self- http://app.fluidsurveys.com/surveys/CATA/2011- Assessment/?=2011 collaboration-survey/?=Windsor-Essex  70 responses with 5 complete  9responses with 3 complete  Canada + USA, France, Mexico  Windsor-Essex Introductory Self-Assessment Tool for Intelligent Collaboration Domain Assessment Tool for Communities Intelligent Communities © i-CANADA © i-CANADA3. The INFRASTRUCTURE Domain Introductory Assessment3.1 TRANSPORT: Rate how well is your community linked to the rest-of-the-world by: 2.3 Organizations and Associations Poorly Average Very Well 2.3.1a Civic and Social: Funding and Activity data. Air • What percentage of the municipal budget is allocated to social activities % Rail and Train Services • How many community associations and social clubs are there in the jurisdiction Roads and Bus Services Waterways & Shipping Services 2.3.1b Civic and Social: Quality assessments. Prefer Rather Very NOT to Insignificant Low Moderate High3.2 TRANSPORT: Rate how well is your community served by its public transportation low High Answersystems: Priority: Rate priority of social Poorly Average Very Well activities for the community Rail and Suburban Train Services Coverage: Rate how well do social activities cover the social Roads, Streets and Bus Services structure of the city Waterways & Shipping Services Interaction: Rate the degree of collaboration between community Trams, Subways and Light Train associations and organizations Services Attractiveness: Rate effectiveness3.3 FINANCE: Rate strength and effectiveness of financial and investment institutions of community programs in attracting newcomers to thewithin your community community • Limited Performance: Rate commitment of social organizations and • Average networks to a sustainable economic future • Execellent 2.3.2a Business: Funding and Activity data. 24 November 2011 p. 16
  17. 17. Life Learning Play & Culture Safety & Health Working Living Social Cohesion 100% e-Arts Knowledge Workforce 75% e-Education 50% Market Connectivity e-Health Entrepreneurship 25% e-Business 0% Innovatione-Community Community Involvemente-Government Governance Utilities Environment Mobile Urbanism Broadband Transport Comm. Assets Finance 24 November 2011 p. 17
  18. 18. Life Example of progressing Working intelligent community Safety & Health Play & Culture Learning Social Cohesion Living 100% e-Arts Knowledge Workforce e-Education Market Connectivity 50% e-Health 25% Entrepreneurship e-Business 0% Innovation e-Community e-Government Community Involvement Governance UtilitiesExample ofcomplacent Mobile Environmentcommunity Urbanism Broadband Transport Comm. Assets Finance 24 November 2011 p. 18
  19. 19. Tough working situation Life “Good Living” Small City Center Working Safety & Health Play & Culture Little connectivity Learning Social Cohesion Living Outdated Health e-Arts x s Knowledge Workforce e-Education Market Connectivity e-Health Entrepreneurship e-Business Innovation e-Community e-Government Community Involvement GovernanceMid-City Utilities Would it be better West if it collaborates Environment Mobile with the “region” ? Urbanism Broadband Transport Comm. Assets Mid-City East Finance Poor finances 24 November 2011 p. 19
  20. 20. Life Mid-City (Agric) France Working  Nicely established place Safety & Health  Little drive for change Play & Culture Learning Established comfortable life Social Cohesion Living e-Arts x s Knowledge Workforce e-Education Market Connectivity e-Health Entrepreneurship e-Business Innovation e-Community e-Government Community Involvement Governance Utilities Environment Mobile Urbanism Large City Broadband Transport (Suburb) Mexico Comm. Assets  Poor place & infrastructure  Low governance & involvement Finance  City is trying to connect  Terrible life conditions 24 November 2011 p. 20
  21. 21. Goal Selection Panel & ProcessMost meritorious pilot communities:  Expert Panel – up to 15 people from: Typical of Canadian communities  i-Canada & Governors Council  2 Rural Districts  National Solution Providers  2 Small Cities < 100k  NGOs and Gov. Orgs involved in community development  2 Mid-size Cities < 1M  1 Large City  Effective Web-based Application/Bidding (ReviewRoom from Chide.It used by OSME-PWGSC) Various Canadian regions Stages & Tentative Timing Selection Criteria 1 Jan Bidding Process Launch  Leadership commitment & collaboration 1 March Bidding Closed (Determined via proposal by all community sides) 1 April Pilot Communities Selected  Need to enhance competitiveness (Determined via Introductory i-CAT assessment) 1 May Start First 3 Pilots  Goals, priorities and programs 1 Sept. Start 2nd Set of Pilots (Determined via proposal by community leadership) 1 Dec. 1st Progress Report  Readiness and resource dedication (Determined via proposal by all community sides) BUILDING CANADA AS AN INNOVATION NATION 24 November 2011 p. 21
  22. 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 22 24 November 2011 p. 22
  23. 23. WE SHALL  Thank You Sorin Cohn scohn@cata.ca 24 November 2011 p. 23
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