ICC 3rd City Lab – Peer Review 2

1. 19 May 2021
Roadmap and monitoring
Phase II
Karlskrona

2. 2
ICC Assessment and strategy deliverable
City project manager
Fredrik Sjölin
Prepared by:
Supported by
Per-Olav Gramstad
City lead expert
Mattias Wikner

3. 3
Part A
• Synthesis of Phase II
key messages
• 3rd city lab peer
review material
Insert city picture
[optional]

4. 4
Roadmap summary
1
Karlskrona 2.0
“A leading edge experience efficiently delivered”
Aligned and empowered
Workforce
“Empowered employees, inspired
leaders and a culture that
embraces change with an
organization truly aligned to the
value it brings to citizens and
stakeholders.”
Demand driven development
“Award a central role to people’
needs, be convenient in the
shaping of processes, services and
policies and adopting inclusive
mechanisms for this to happen.”
City as a platform
“Provide clear and transparent
guidelines, tools, data &
software that equip teams to
deliver user-driven, consistent,
seamless, integrated, proactive
and cross-sectoral service
delivery.”
The safe and secure city
“Building trust in the real and
digital society – technical trust”
Governance

5. 6
Initiative charter for City as a platform
Coordination Competence Tools Data
Link to vision Efficiently Experience Leading edge Delivered
Link to ambition statement … seamless, integrated, proactive
and cross-sectoral …
End-to-end perspective avoids suboptimization
Provide clear and
transparent guidelines
New tools and data requires new
approach
… tools … that equip teams …
New opportunities in new tooling
… data … that equip
teams …
Requires a different approach to
i/o
Description Reduce waste: re-engineer processes or develop a
lean whole system
Effective organisation: appropriate grouping and
sharing of activities and services, organisational
structures, role and task clarity.
Shape and manage demand:
Effect behavioural change,
reduce failure demand.
Optimise procurement:
procure volume, shape the
market, reduce or standardise
specification or achieve
multyplying effects, share
services, social value.
Create flow: match capacity, capability,
contact points to demand.
Optimise the use of resources:
buildings, ICT, vehicles other
assets, people (scheduling,
downtime, contracts and
management), income
generation.
Estimated cost and source of funding
Initiative lead HELLMAN/GRAMSTAD HASSAN/GRAMSTAD STRANDBERG/GRAMSTAD NILSSON/GRAMSTAD
Initiative working team (core team) HELLMAN/GRAMSTAD HASSAN/GRAMSTAD STRANDBERG/GRAMSTAD NILSSON/GRAMSTAD
Contributors (stakeholders contributing)
Ultimate goal and scope of this initiative Process re-engineering, Resource
pool
Citizen Developer City Development Platform City Data Model
Major milestones Lean whole system development City Developer Lower Code Once Only Principle
Dependencies Service Delivery Model/Platform Demand Driven
Development/Platform
Config first (Lower
Code)/Platform
Platform/Connectivity
Key stakeholders City Developers City Developers Platform providers National agencies
Impact and timing 2022 2023 Now 2022
Risks
2

6. 7
Governance structure for roadmap implementation
4
Steering Committee
• Carl-Martin Lanér
• Anette Sturesson
• Patrik Pallin
Core team
• Fredrik Sjölin
• Lenita Karlsson
• Per-Olav Gramstad
• Anna Gyldén-Stray
City as a platform
• Per-Olav Gramstad
• Lars Erik Strandberg
• Jörgen Nilsson
Demand driven
development
• Mats Hellman
• Lina Thorell Nordström
The safe and secure city
• Anders Wiklander
• Mats Hellman
• Mostafa Hassan
Reference groups
• The municipality's
management team
• The quality network
Partners
• Andreas Larsson (BTH)
• Ann-Christin Kjellson
(BSP)
Aligned and
empowered Workforce
• Anna Gyldén-Stray
• Fredrik Sjölin
• Lenita Karlsson
• Mats Hellman
• Anders Wiklander
Physical and digital security
and trust
Digital platforms and
ecosystems
Quality, innovation
and development
Competence and
commitment

7. 8
Part B
Detailed

8. 9
High level implementation roadmap for solution City as a platform
Service channels
E-services
Process platform
Data
GIS
The ecosystem
Web strategy
Generel
Test lab
3rd party solutions
Process management
Visio och BPMN 2.0
City data modell
Architecture and data structure
Strategy
Platform for forms
Education
Sgroup
My messages
Concept design
Innovations
Shared data
PPP
Long-term market relations
Citizen Developer
Innovation and growth
Architecture
Service oriented
DXP platform
Cloud solution
My pages
Concept design
Open data and APIs
Information marketplace
Data objects and relations
Graph databases
FRENDS
EiPaaS (Short Track)
Responsibility and mandate
Roles and resources
Digital twin
Data sharing
Camunda
Light iBMPS (Long Track)
Collaboration platform
Evaluation of Teams
The Once-Only Principle
Share citizen data
Omni channels
Customer experience
Payment solution
Swedbank pay
Identity and security
AAA
AI
Platform

9. 10
Service Delivery Model: City as a Platform
1. All activity triggered by demand or community need …
Shape demand
2. … hitting a contact point or triggers a response … Create flow
3. … uses a process/project to deliver results … Reduce waste
4. … using organisational & community assets … Optimise use of resources
5. … structured in organisations & partnerships … Effective organisation
6. … procured or sourced from … Optimise sourcing
7. … adapted and assembled …
8. … response delivered!
8. … resolved and communicated …
Improve split&lump
Aim to sense
Channel demand

10. 11
The Once-Only Principle
Contributors: Mahmoud NIJIM
Anders WIKLANDER
Swedish Companies
Registration Office, CR,
(Bolagsverket)
Swedish Agency for Economic
and Regional Growth, ERG,
(Tillväxtverket)
Swedish Tax Agency, TAX,
(Skatteverket)
Initiative
working team:
Mats HELLMAN
Jörgen NILSSON
Lars-Erik STRANDBERG
Mostafa HASSAN
Initiative lead: Per-Olav GRAMSTAD
Initiative name: The Once-Only Principle Impact and
timing
Support
needed
Risks
EU OOP will launch in 2023 so impact by
2022 H2
What funding is necessary to ensure that
the workstream is successful?
What other resources / investments are
necessary?
Who does the team need support and input
from?
What are the key risks?
What challenges are likely to arise?
Key
stakeholders
Dependencies
Major
milestones
Ultimate goal
and scope of
this initiative
Who are the stakeholders that the team
needs to communicate with?
How often does the team communicate with
each stakeholder group?
Which stakeholders influence / make
decisions affecting the initiative?
- GDPR
- European digital sovereignity
- Identify relevant user-stories/life sub-events
- Negotiate sharing story/event relevant
information
- Agree on sharing story/event information
and model for sharing
The Once-Only Principle will enable public
entities to share citizen data with each other,
so that people using any public services only
have to enter their information once
Degree of national administration
(CR,ERG,TAX) re-use of local administration
information and vice versa given life event
Restaurant start-up (Verksamt)

11. 12
Citizen Developer
Contributors: Smart City Forum
Citizen Developer Community
Initiative
working team:
Mats HELLMAN
Jörgen NILSSON
Lars-Erik STRANDBERG
Mostafa HASSAN
Initiative lead: Per-Olav GRAMSTAD
Initiative name: Citizen Developer Impact and
timing
Support
needed
Risks
Gradually from 2022 to 2025
5% at 2023
10% at 2024
20% at 2025
Extended traditional sourcing control
mitigating loss of development and
registration of contingency plans.
Investments in more config, less code
platforms
Support and input from the Citizen
Developer Community
Weighed against the benefits of
unsanctioned development
Issues regarding IPR, long term support etc.
Key
stakeholders
Dependencies
Major
milestones
Ultimate goal
and scope of
this initiative
Stakeholder directory used by Citizen
Developer as a reference tool as they engage
in development. Further details in the
Stakeholder Engagement Plan.
The transformation of public administration
from being mainly informative to being more
innovative
Shift from code to configurations
Establish a platform for citizen development
Availability of multi-tenant project/tools
portfolio
To support end user opportunity to create
new applications from a city code base,
system or structure.
As we anticipate a lack of available
developer competence and run the risk of a
democratic deficit, we are pursuing DIY public
service development.
Aiming for 80 % non-citizen developed and
20 % citizen developed applications.

12. 13
Template
Contributors: Contributors?
Initiative
working team:
Team?
Initiative lead: Mats HELLMAN
Initiative name: Name Impact and
timing
Support
needed
Risks
When will the initiative begin to create
impact?
What funding is necessary to ensure that
the workstream is successful?
What other resources / investments are
necessary?
Who does the team need support and input
from?
What are the key risks?
What challenges are likely to arise?
Key
stakeholders
Dependencies
Major
milestones
Ultimate goal
and scope of
this initiative
Who are the stakeholders that the team
needs to communicate with?
How often does the team communicate with
each stakeholder group?
Which stakeholders influence / make
decisions affecting the initiative?
Where are there major interdependencies
with other initiatives (or other reforms)?
What are the top 3-5 milestones necessary to
achieve success? When must they be
completed and who is responsible for them?
What is the purpose of this initiative?
What is the underlying issue this initiative is
solving?
How do we define ultimate success for this
initiative?
What is included in the scope of this initiative
(countries, entities)