L'estratègia de transformació digital de l'Ajuntament de Sant Feliu de Llobregat - European Public Sector Award
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
L'estratègia de transformació digital
de l'Ajuntament de Sant Feliu de Llobregat
The digital transformation strategy
of the city council of Sant Feliu de Llobregat
Mario Alguacil Sanz
Director the Area of Open Government and General Services
Director Sant Feliu 2020 Office
City council of Sant Feliu de Llobregat
es.linkedin.com/in/marioalguacil/
#5EPSABCN 13-14 març 2019
Organizational change projects:
Digital Communication
Active
Security Collaborative listening
work and Copyright
Transparency confidentiality
communities
• Influence
Reputation • Popularity
online and • Participation
positioning • Trust
#5EPSABCN 13-14 març 2019 1
Towards digital society
The progressive incorporation of the new digital technologies supposes important changes and
impacts in different key aspects of the society, that demonstrate an evolution of the same
Trends and factors of change relevant to Spain (Source: 50 strategies for 2050. Work and the digital revolution in Spain)
Social Economic Environment Politician
Technological
• Aged societies • Cloud technology • Crisis of political
• Increase in young people in countries • Progress in programming • Crowdsourcing, shared
• Climate change systems
outside of Europe and big data • Limitations of natural • Global integration
• Increase in the equality of women and • Internet of Things (IoT) •
economy and peer-to-peer
Transition to a circular
resources and dispersion
men • Robotics, Artificial • Reduction of food waste • Transnational
• Megacities and more urbanized areas Intelligence and •
economy
• Energy model and terrorism
• Changes in the family structure autonomous learning
Changes in the labor
sustainable mobility • Social innovation
• Growing inequality (rich-poor) • Advanced manufacturing, •
market
• Policies, taxation and applied to the
• Inequality in access to education and 3D printing and new
Slow down economic
growth and slow recovery
environmental regulation challenges of
health
• Changes in the media •
materials
Social networks, mobile
• From the economics of societies
• Increase in the consumer class and its technology, online
work to the knowledge
economy
concerns about ethical issues and privacy misinformation
The Future Transformation of
production processes
of Jobs (2016) 47%
#5EPSABCN 13-14 març 2019
#5EPSABCN 13-14 març 2019 3
The Europe factor as an
engine
a
+ + + + + +
Improve Development of Administration R + D + i in ICT Training
Privacy,
connectivity the economy electronics and trust and
digital digital public security
services
#5EPSABCN 13-14 març 2019
1. General scenario for Public Administrations European
eGovernment Action Plan 2016-2020
OBJECTIU_ PRINCIPLES_
Digital by Default public Openness & transparency Interoperability by
Eliminate the digital
obstacles that are
administrations should deliver public administrations should default free movement of
services digitally as the share information and data data and digital services in
opposed to the Single preferred option between themselves and enable the European Union.
Digital Market and avoid
citizens and businesses to access
the fragmentation that can Once only principle public control and correct their own data; Trustworthiness &
be generated in the administrations should ensure enable users to monitor
context of transformation that citizens and businesses
Security mere compliance
administrative processes that
of public administrations. with the legal framework on
supply the same information involve them…
personal data protection and
only once to a public
privacy, and IT security, by
administration. Cross-border by default integrating those elements in
facilitating mobility within the the design phase
Inclusiveness and Single Market.
accessibility by default
#5EPSABCN 13-14 març 2019
From the European framework to the local framework: aligning digital agendas #5EPSABCN 13-14 març 2019
SUPRANATIONAL FRAMEWORK EUROPEAN LEGAL FRAMEWORK - NOVELTIES INTERNATIONAL COMMUNITY- UN AGENDA 2030 – ODS
• Regulation (EU) 2018/1726 EU Agency for the Operational Management of Large-Scale Goals of Goal 16:
IT Systems in the eu-LISA
•Regulation (EU) 2018/1725, protection of natural persons with regard to the processing • Substantial reduction of corruption and bribery in all its forms
of personal data by the Union institutions, bodies, offices and agencies and on the free • Creating effective, responsible and transparent institutions
movement of such data • Ensure the adoption of inclusive, participative and representative
•Regulation (EU) 2018/1724, establishing a single digital gateway to provide access to
information.
decisions
• Revision of the Directive on the reuse of public information • Expand and strengthen participation in the institutions of World
•Regulation (EU) 2016/1191 promoting free movement of citizens by simplifying the Governance.
requirements for presenting certain public documents in the European Union • Ensure public access to information and protect fundamental freedoms
ELECTRONIC ADMINISTRATION AND OPEN GOVERNMENT
STATE
• Law 39/2015 of common administrative procedure
• Law 40/2015 on the legal system of the public • Law 37/2007 on the reuse of public sector information (amended
by Law 18/2015)
sector
• Law 19/2013 on transparency, access to public information and
• Law 9/2017, of Contracts of the Public Sector good governance
• Regulation (EU) 2016/679 - RGPD and LOPDGDD
• RD 1112/2018 accessibility websites and APP's
AUTONOMUS
• Law 26/2010 of the legal and procedural system of the public administrations of
• Law 19/2014, on transparency, access to public
Catalonia
information and good governance
• Law 29/2010 on the use of electronic media in the public sector of Catalonia
• Decree Law 1/2017, which establishes and regulates
• Law 16/2015 of simplification of the administrative activity of the Administration
the Register of interest groups in Catalonia
of the Generalitat and of the local governments of Catalonia and of impulse of
the economic activity
Ordinance of Transparency and electronic
LOCAL
•
administration (Electronic register, electronic • Municipal Organic • Participation and
electronic file, right of access to information ... Regulation (eGovern + Good Collaboration Regulations
Government)
#5EPSABCN 13-14 març 2019
Digital transformation of the administrations - 2017
Basic implications
Digital transformation has a series of basic implications for public administrations, which can be grouped in different fields:
Public
24/7 Access and Administrations
DIGITAL TRANSFORMATION connectivity
LEVERS Unique experience,
Fast access to
personalization
Technological levers services MODEL OF
STRATEGY BUSINESS AND
Hyperconnectivity, Internet of Things, Access from more MANAGEMENT
Big Data, Data Analytics, Social devices Efficiency of
Government open,
Networks, Cognitive Intelligence, processes, digital
etc.
Secure Mobile Technologies, Cloud capacities of the
Computing and Information Storage, organization, etc.
Interoperability,
Access management and corporate
Citizenship MODEL OF
INFORMATION
USER SERVICES
AND EXPERIENCE
identity technologies, Development of ATTENTION TO DEMAND CITIZENS
Smart Cities, Other advances, etc. Information system, • Services,
CONTROL AND
PUBLIC open data, advanced applications, tools,
INFORMATION ACCOUNTABILI analytics, etc. "data-driven"
Social levers and and policies of SERVICES
TY services, CRM, etc.
transformation Accessibility Data Transparency
Capacities of citizenship, regulatory Availability Protection Government
TECNOLOGIES I EINES DIGITALS
framework, Innovation, Talent, Inclusiveness Reuse Open
Entrepreneurship, etc. Open data Participation Infrastructure, security, monitoring, etc..
#5EPSABCN 13-14 març 2019
Management of the Digital
knowledge Administration
Legal Security
Key Ingredients
of the transformation: GOVERNANCE
Reengineering
(integration of disciplines) of processes
Technological
Infrastructures
New
professional
Strategic profiles
Training
#5EPSABCN 13-14 març 2019Governance of Transformation -CPT
Deputy Mayor of President of the Department Director of the Area of Open President of the Department
Mayor
/ Manager / Organization and / of Open Government and / /
Government and General of Territory, Sustainability and
Personnel General Services Services Economic Activity
Government POLITICAL TECHNICAL GERÈNCIA Management
MANAGEMENT MANAGEMENT model
POLITICAL
PARTY Plenary TOWN COUNCIL TSAE GO DC Areas
SSGG PS
COMUNICATION
POLITICAL Attention ORGANIZATION
CITIZENSHIP
PROGRAM
• COST SERVICES
• CATALOGUE OF SERVICES
PUBLIC SERVICES • PRODUCTIVE STRUCTURE
PAM • QUALITY (service letters and commitment)
• OPEN GOVERNMENT (Transparency,
participation and collaboration)
Other administrations
#5EPSABCN 13-14 març 20192017-2020 Digital Transformation Strategy
Strategic objectives
Strategic objectives (SO) Axles of action
Review the current organizational model to increase the good performance of the
SO1. Transform the productive internal operation. Generation of synergies with other agents, both public and private.
structure of the organization and Take advantage of the possibilities offered by ICT. Continuing education and
development of digital capabilities. Organizational leadership, cultural change and AXLE 1.
facilitate cultural change DIGITAL
value of the people who perform the public function.
ADMINISTRATION
Achieve greater efficiency in internal processes. Digitalization of internal procedures
SO2. Develop intelligent and key management areas of the municipal Administration. Endowment of the
governance infrastructures and intelligent tools of the territory.
Unfold Open Government Strategy. Transparency of public activity and good
SO3. Unfold Open Government governance. Access to the information and the data of the municipal Administration. AXLE 4.
Participation and collaboration of citizens in the new design, redefinition and AXLE 2.
Strategy TECHNOLOGIES
improvement of public services and the initiatives of the municipal Administration in the DIGITAL,
AND TOOLS
territory. INCLUSIVE AND
FOR DIGITAL
INNOVATIVE
Transform the current offer of public services and offer new digital services, at any TRANSFORMATION
SO4. Create an innovative offer of time and anywhere, inclusive and at the same time personalized, adapting to the
SERVICES
services for citizens and efficient present and future demands of citizens, in the appropriate conditions of trust and
in their management security.
SO5. Unfold a new model of AXLE 3.
Establish a new model of attention and communication with the municipal
RELATIVE MARC
comprehensive and quality care administration that improves the experience of users and companies, characterized by
WITH
their agility, proactivity, proximity and their ability to adapt to present and future needs.
for citizens and businesses CITIZENSHIP AND
COMPANIES
#5EPSABCN 13-14 març 2019Proposed action for cultural change: the City Council 2030
Change governance
City Council Office 2030
Functions:
Structure:
• Unfold the global strategy of cultural change
• Coordinate the implementation and monitor • Head of the City Council Office 20 (30)
the lines of action • Transversal services to support the Office:
• Guarantee the coordination of all the agents • Human resources
involved in projects of cultural change, both • Legal Advice
• Technologies and Knowledge Management
internal and external. • Citizen Attention
• Define the management methods for the • Economic services
identified projects and their implementation • Corporate communication
Axles of work
Skills Places of work Capture and selection Development
Main projects: Elaboration of a competence map; Implementation of new mechanisms for the selection of
personnel; development of the coaching and mentoring functions ,; mechanisms for knowledge management and
collaborative work (corporate social network), design of a performance evaluation system, internal communication
plan, ...
#5EPSABCN 13-14 març 2019Proposed action for cultural change: the City Council 4.0
Axles and elements of the human resources management cycle
A. Skills B. Places of work
Specific
Transversal List of Jobs Skills of Jobs
competences for
competences
professional group
Governance
D. Development C. Capture and selection
Evaluation Welcome Locating talent
Talent assessment
Definition of
objectives
Professional Training Plan
itineraries Perform tasks Screening of talent Attraction of talent
#5EPSABCN 13-14 març 2019Conceptual
Model City
Business
Intelligence Administration Territory
Open Data
Big Data Sustainability
Justice Activity
Transparency Efficiency
Learn machine
Distribution of resources
Membership
Facility Equality Accessibility
Management
Privacy Security
Social improvements Reuse
Interoperability
#5EPSABCN 13-14 març 2019#5EPSABCN 13-14 març 2019 15
Smart cities: Comprehensive Management Model
Sensors + domòtica
Waste Street lighting Videovigilance Traffic Irrigation Buildings / Equipments
Interconnection
• Projects of new
urbanization Platform of
• Maintenance / sensors and BD
replacements actuators
• Investments / repairs
• Contracts
• Public / private
CONCEPTS
collaboration
• Telecommunications
Operators • Energy saving
• Telegestion
OPPORTUNITIES • Monitoring
• Analysis of data
• Prediction
Central Control
Storage Monitoring and acting
#5EPSABCN 13-14 març 2019Plataforma Smart Sant Feliu Gestors i ciutadania
Management apps
GDMatrix, Rosmiman,
GLPI, Gemweb, etc.
3D universal Big Data Tools and Business
viewfinder Intelligence
GeoServer
BIM Server Expert system
(Brain4it)
Altres fonts Big data
de dades Platform of sensors and
(xarxes socials, WS actuators (Sentilo)
externs...)
Environmental Geositioning Pedagogical Water meters Waste
Public lighting Fotolinera ..
probes fleets Radar AGBAR containers
.
#5EPSABCN 13-14 març 2019#5EPSABCN 13-14 març 2019 18
#5EPSABCN 13-14 març 2019 19
#5EPSABCN 13-14 març 2019 20
Integral Strategy of Open Government of the City Council of Sant Feliu de
Llobregat
SO9. Promote participatory culture, and awareness
SO1. Promote the transparency of public activity
Axle 1 – Transparency,
and training towards the open government
SO8. Guarantee privacy and comprehensive
SO2. Facilitate access to information Access to Information and
Open Data
Axle 4 –
Privacy and SO3. Promote the Good Government Axle 5 –
comprehen Awareness
security
SO4. Report and hold accounts of all government action Axle 2 – Good
sive and
governance
security SO5. Promote an open and responsible implementation of disseminati
Agenda 2030 on
OE6. Intensify and improve citizen participation
Axle 3 –
OE7. Promote the collaborative management of public Participation and
services citizen collaboration
9 strategic objectives (SO) structured around 5 axles, 15 operational objectives, 29 lines
of action and 60 projects / actions, the axes 4 and 5 transversal to the rest.
#5EPSABCN 13-14 març 2019Projects transformation tractors
Productive structure (organization)
• Cultural change and strategic training
• New professional profiles
• Knowledge Management: internal social network and process reengineerings
Implementation strategy Open Government
• Review Participation Regulations
• Automated publication: Portal of Transparency and open data
Business support
• Single Business Window
• Business Care Office
Multi-channel integral citizen attention
• Model of Integral Citizen Attention
• Expert System for Comprehensive Citizen Attention
• Multichannel Comprehensive Citizen Attention Services
Tools for transformation
• Management and monitoring PAM • Electronic contracting • Costs and Services Letters
and PIM • Management of the Municipal • Social Tariff (backoffice)
• Command panels (business Heritage Inventory • Reengineering of maintenance services for buildings and public
intelligence) • Comprehensive Catalog of Services spaces
• Paper zero economic field • Contract management
#5EPSABCN 13-14 març 2019Deployment of the transformation
New template,
catalog and
organizational
chart
Framework
Agreement Modification
Digital
Strategy (March 18) City Council Office template, catalog
Transformation (Jan 19)
SF2020 2030
• Cultural change
• Government Open
• Territory • Skills
• Intelligent
• Administration
governance Organizational • Work places Deployment
• Society analysis • Selection agreements
• Services
• Citizen service • Development
2015 2016 2017 2018 2019
Comprehensive
Municipal Organic Services
Open
Regulation Impulse Regulation of Letters
Ordinance of Modifications Government
CPT participation
Transparency OOFF (report) Strategy
and
and Gestió cívica Corporate
collaboration
eAdministration i col·laborativa Social
Social Rescue TIC effort test Responsibility
Plan
Energy
BIM International
audits
strategy Projection Plan
equipment
Development
Cooperation Plan
#5EPSABCN 13-14 març 2019#5EPSABCN 13-14 març 2019 24
The digital transformation strategy
of the city council of Sant Feliu de Llobregat
Mario Alguacil Sanz
Director the Area of Open Government and General Services
Director Sant Feliu 2020 Office
City council of Sant Feliu de Llobregat
es.linkedin.com/in/marioalguacil/
#5EPSABCN 13-14 març 2019You can also read
