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Learning from datato increase knowledge

EUROCITIESKnowledge Society Forum conference Smart & Heart Cities

Teresa SerraTESEM S.L. General Directorwww.tesem.es

OCTOBER 2015

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Historical ICT evolutionCity of Barcelona

1985 - 1995 1995 - 2005 2005 - 2015 2016Public administration

ModernizationIntegrated

Citizen ServicesTransforming

Public ServicesLooking for a smarter and collaborative city

ReengineeringElectronic documentsTransversal processes

DecentralizationCitizen Information offices

Telephone serviceswww.bcn.esPublic Kiosks

eAdministrationInteroperability

Smart CityOpen government

Big Data - IoT

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Corporate DataSome figures

Categoría 1 c Categoría 2 Categoría 3 Categoría 4 d

12% 17%25%

64%

81%97%

Senior executives making strategic use of data (1)

ICT employees who value as strategic use of data(1)

Enterprise database containing inaccuracies(2)

Companies with poor quality data (2)

Companies with high growth rates that make an strategic use of data(1)

Senior executives who see the data as a strategic priority (1)

(1) Source: “The data directive”. “State of CIO 2014”

(2) Source:”Informatica 2014”

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Data QualityConsequences

ComputerApplications

Analytics / BI

Transactions

Officeautomation

Data / InformationSystem

WorkstationsInfrastructures

…

ManagementUrbanism

FinancesSocial Action

Economic Promotion

Data is key to the strategy and municipal management

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Data QualityConsequences

ComputerApplicationsAnalytics / BI

Transactions

Officeautomation

Data / Information

System

WorkstationsInfrastructures

…

ManagementUrbanism

FinancesSocial Action

Economic Promotion

A lack of data quality can affect municipal services

without freezing them

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Learning from data analysis

Corporate dataOr internal data

Produced by the organization

(municipal registers, georeferencing, commercial activity licenses, taxes,

fees…) External dataProduced by other

organizations or sensors

(social media, web sites, data from utilities or banking companies,

statistical data…) Collaborative dataCombination of both+ Open innovation

CHALLENGES IN ORDER TOTRANSFORM PUBLIC SERVICES

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Corporate Data

Corporate dataOr internal dataProduced by the organization

(municipal registers, geocoding, commercial activity licenses, taxes, fees…)

Requisites: quality, prepared to be “open data”, guarantee of unique data…

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ExampleCity of NYC : Restaurant inspection information

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Incorporate external data and visualize

When the corporative data is of poor quality or does not exist, it can be complemented or replaced by external data sources

External dataProduced by other organizations and coming from sensors

Tourism, health, socialmedia, web sites (quality, certification of origin…)

Example: helping inspectors finding illegal touristic apartments

Touristic flats

permitsInspections Census

Utilities data(water,

energy…)Web portals

+ + + +

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External information coming from IoT and sensors

Citizen as a sensorReliable sensors VS Certified sensors

Citizens noise map through Mobile app

Bad examples

Study in Barcelona, for the hotel industry, that analyzes the profiles of tourists and their activities.

Good examples

Data from citizens weather stations..

Traffic situation apps that are based on the information sent by users.

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Data from citizens weather stationsCity of Terrassa – Barcelona Metropolitan area

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Data from citizens weather stationsCity of Terrassa – Barcelona Metropolitan area

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Data from citizens weather stationsCity of Terrassa – Barcelona Metropolitan area

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Collaborative data

Collaborative dataCombination of bothOpen innovationCHALLENGES IN ORDER TOTRANSFORM PUBLIC SERVICES

BCN | Open Challengehttp://bcnopenchallenge.org/Programme opening up the city administration to SMEs from around the world to transform public services.

By seeking solutions to the city’s challenges with a more inclusive process, Barcelona will accelerate innovation and leverage public spending more effectively to deliver better public services. • Reducing bicycle thefts in the city: Barcelona is looking for a bike parking

system that enhances the security of private cycles.• Empowering support systems to reduce social isolation: BCN is looking to

support families and healthcare professionals in the care of senior citizens to reduce isolation and loneliness.

• Monitoring pedestrian flows in the city : Real-time data on people distribution throughout the city enhances the management of Barcelona’s public spaces.

• Tools for digitisation of museum and archive collections : Digitisation of Barcelona’s rich archives of books, manuscripts, photographs and other documents will enable this unique record of Catalan culture to be better shared with citizens.

• Automatic detection and alerts of damaged road surfaces : Responsive, efficient road-surface management is essential for ensuring a citizen- and commerce-friendly city.

• Empowering local retail through technology : Improving the competitiveness of small local retail businesses by increasing their online visibility.

Conclusions

‣ The need of Data governance‣ Ensure sustained corporate data

quality‣ Incorporating external sources with

quality guarantee of origin‣ External data: new sources of

knowledge‣ Citizen at center of the generation of

new data and knowledge

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Thank you

EUROCITIESKnowledge Society Forum conference Smart & Heart Cities

Teresa SerraTESEM S.L. General Directorwww.tesem.es