The southernmost country in Africa, South Africa has the largest economy of all of the members of the African Union and a population of about 50 million. The country has three capitals. Johannesburg is not one of them, but it is the largest city and home of one of IBM's several locations in the country. CSC was deployed in South Africa in 2009. Locations have included Nelspruit, East London, Polokwane and Mpumalanga. Projects have been aligned with national agenda priorities of security and skills development. Local partners have included a non-governmental organization called Business Against Crime, the Mpumalanga Economic Growth Agency and the Mpumalanga Tourism and Parks Agency.
- CSC South Africa 1
22 April 1009 - 22 May 2009
"In April 2009, twelve IBMers from Australia, Canada, Finland, Germany, India, Japan, New Zealand, the United Kingdom, and the United States, traveled to South Africa.
We worked with three clients in Nelspruit, which is the capital of Mpumalanga Province.Each project addressed a key challenge being faced by the South African economy.
The Business Against Crime team worked with the South African Police Service, private security companies, and other stakeholders to develop a strategy for how technology could be used to curb crime and promote tourism.
The Mpumalanga Tourism and Parks Association team devised an ‘Airlift Strategy’ for the region to drive tourism utilizing the provincial airport.
The Mpumalanga Economic Growth Agency teams got to know local brick manufacturers while helping them to operate more productively and received hands-on lessons from local businesses while doing a comparative study of local industries.
In addition to our work assignments, we also had the privilege of visiting the Maqamela primary school and the Mhulume secondary school. We were impressed with the insightful questions and talents of the 7th graders and inspired by the desire of the older children to succeed despite all obstacles.
Mpumalanga Province is breathtakingly beautiful and the team particularly enjoyed hikes to waterfalls and viewpoints, going on safari to see the local wildlife, and spending time getting to know each other and our wonderful client hosts."
- CSC South Africa 2
June 19 - July 17, 2009
South Africa Team Two’s fourteen IBMers from eleven different countries worked with three agencies divided into six teams. The three agencies we worked with included Businesses Against Crime (BAC), Mpumalanga Tourism and Parks Agency (MPTA) and Mpumalanga Economic Growth Agency (MEGA.)
The IBMers working with BAC learned that South African tourism suffers from a severe perception of danger due to crime and corruption. With the World Cup approaching in 2010 this perception was particularly significant to many businesses there. During the course of their assignment, the three-person BAC team described a viable model for an SMS messaging system for tourists that carries safety tip messages; developed a prototype application for smart phones that can bring substantial value to the local tourist industry and tourists while simultaneously raising tourists' consciousness about common sense tips for avoiding crime; developed an outline for a safety best-practices guide that can be shared with local lodge owners; and articulated observations and recommendations concerning the incident reporting systems in use by local security firms and SAPs and provided a workshop guide to help these parties come quickly to an agreement about implementing a common incident reporting system and avoid potential obstacles in deploying and managing such a system.
The MTPA team’s primary mission was to study ways to increase tourism and create sustainable jobs in the province of Mpumalanga. The project had two components. The first was to look increasing air traffic into Kruger Mpumalanga International Airport through the use of international charter flights and low cost carriers within the country of South Africa. The team developed a feasibility study and governance process for working with the airlines. The second component of the project was to develop routes and schedules for potential tourists. The team developed a variety of potential packages for length of stay and tourist interests such a historical, adventure, scenic and safaris that would be marketed to international travel agencies.
There were five of IBMers assigned to the Mpumalanga Economic Growth Agency (MEGA) and they were further subdivided into three separate projects. The largest of the projects, comprised three members, was tasked with consulting and assisting a local business, Cosmic Paints. They assessed the situation of the business and its key issues and gaps to success and then presented solutions. The other two projects dealt with evaluating potential foreign investment with one focusing on the citrus industry and the other on determining compatibility of partner countries. The first team delivered a package of solutions to Cosmic Paints, in addition to hands-on help setting up their accounting software and re-engineering their business processes. The latter two teams delivered an overview of the citrus industry including targeting specific investment areas related to the industry and a model for grading foreign countries either in their likelihood of investment in Mpumalanga or their potential as an export market for key products from the province.
Just about every participant in South Africa Team Two recalls the same two memories as their favourites. First, we all stayed in the same house together and cooked communal meals with a different country represented each night. Hilarity and international cuisine make a fine paring! Second, during the weekends we “adopted” a local school and raised a significant amount of money for school supplies - so within our CSC assignment, we did extra volunteer work that everyone felt great about. We enjoyed a sense of camaraderie and global citizenship that will stick with us for the rest of our lives.
- CSC South Africa 3
21 August 2009 - 18 September 2009
"Our team consisted of 14 IBMers from the UK, the US, India, Japan, Costa Rica, Brazil, Ireland, Singapore and Canada.
Through DEDEA, we worked with Kwam eMakana Homestay We analyed Kwam’s strengths and weaknesses and provided an appraisal with recommendations on future options and operations. We also provided technical guidance on monitoring, evaluating and reporting for the tourism program in consultation with potential users. The project served as a tool to address users' problems and included their current practices and tourism projects.
For ECDC, we evaluated the business processes of their three core business units (Development Finance, Development Properties, Development Services) and supported Finance to identify challenges and provide recommendations in line with the strategic theme of ECDC (achieving growth through refined efficiencies & market leadership). We also focused on a marketing strategy. We evaluated the employee “engagement” of the brand and validated the proposed corporate core values. We also developed analysis of the organization’s stakeholder and customer insights and recommended solutions for a more “customer-centric” approach to the market.
Our focus for RuLiv was an e-Governance Framework .We developed an e-Governance framework for the Emalahleni Local Municipality to use the Internet to engage citizen-users, citizens to engage their government, interact with the municipality and,register for municipal events or services online. This enabled the municipality to provide focus on day-to-day operations of the municipality, provide citizens and businesses with a higher quality service, and facilitate new and improved work practices and easier access to information.
Also, we assessed the current situation of Maqhashu Sorghum Belt Production Co-operative to understand the Co-op’s core competencies, customer demand for Sorghum, and competition in the domestic market. We validated the Co-op’s business vision, strategy, and goals, developed a sorghum production maturity model for capabilities assessment and goal setting,, provided a roadmap for immediate and long-term direction to achieve the Co-op’s business goals and recommended supply chain core capabilities and practices.
The team also visited two grade schools, to conduct learning exercises with the 4th-6th classes.
One of our many memories was our safari trip to the Aldo Reserve."
- CSC South Africa 4
2 October 2009 - 31 October 2009
"South Africa Team 4 consisted of 14 participants from Japan, Singapore, India, Germany, Denmark, the US, Brazil and Uruguay. We converged on East London, South Africa.
We were a group of professionals who had never met, but were bound by the IBM DNA. We got down to efficiently dealing with our partners problem areas.
One team focused on developing a communications strategy for Promotion of Urban and Rural Livelihoods (RuLiv).
Another team worked with the non-governmental organization Eastern Cape Development Corporation. The team performed process optimization, marketing insight development through surveys and return-on- investment tracking and established processes for investment and trade promotion in the province.
A third team developed marketing strategies for the Eastern Cape Tourism Board, in partnership with the Department of Economic Development amd Environmental Affairs (DEDEA).
We also spent time at Isaiah 58 Orphanage and School. We helped the children have fun. We made personal contributions to the establishment by way of gifts, sporting equipment and monetary contributions. The team also visited a boxing and mentoring program for boys in Mdantsane township.
Many memorable moments were experienced by the team. What really stood out were the happy smiles on the orphans’ faces and the fighting spirit of the boxers in training, which provided them with a positive activity and kept them out of trouble on the streets."
- CSC South Africa 5
12 February 2010 - 13 March 2010
"South Africa Team 5 consisted of 15 people from 12 countries and with skills ranging fromfFinance and operations to software development to process optimization to project management. We worked in teams of 2 to 3 people with six clients in the Limpopo region in the north of South Africa. We addressed strategic priorities, like job creation and rural development.
The Tiakeni Pottery team conducted a marketing, business and process analysis, assisted to apply for grant money to support the future of the pottery co-operative and delivered a business plan and a website.
The assignment for the team supporting ""Tremendous Primary Co-operative/Creative Minds"" included the creation of a marketing framework to enable increased sales of ICT training in basic to advanced computer skills through expansion of target markets and improved market penetration. In addition, assistance was provided in creating financials template to allow implementation of an annual budget.
The Seraki Blouberg Route team developed a marketing plan, website, and booking system, which laid the foundation for the cooperative to run a profitable business in the Hospitality (camping, self catered) and Attractions (natural attractions) Sector, benefit from the 2010 FIFA World Cup and provide employment opportunities for the local community.
Local Economic Revitalization through ICT in Tzaneen (RITZ) was a project with Centre for Economic Cooperatives (CEC) and Roger Layton Associates (RLA). The Team assessed the CEC business model and revitalized the “XtownX Tzaneen” mobile web access initiative.
The Small Enterprise Foundation, SEF, was established with a mission to fight poverty in a sustainable manner. The Team delivered an expansion strategy framework and toolkit, operational control recommendations and an ICT innovation recommendations for SEF.
The Mathabatha Village Bank team established sound financial management practices for the client, developed risk mitigation strategies and established a savings culture within the community.
Our team also had the privilege of visiting the Drop-in Centre for Orphans and Vulnerable Children. These kids, between the ages of three and 18, touched our hearts and impressed us with their vitality and eagerness to learn, despite their hard living conditions."
- CSC South Africa 6
27 August 2010 - 25 September 2010
"We were the second team based in Polokwane, the capital of Limpopo Province in South Africa. The team was made up of 15 IBMers from the USA, Canada, Peru, Brazil, Germany, Denmark, India, China, Japan and Taiwan.
We worked in groups of three with four organizations. We addressed technical and business challenges faced by the Limpopo economy.
For the Limpopo Office of the Premier, we developed a strategy and business plan for a Technology Innovation Hub.
The project with the Small Enterprise Development Agency encompassed a turnaround business strategy plan for a struggling food processing company.
A team developed a quality management strategy and database for the Small Enterprise Foundation.
At the Trade and Investment Limpopo, team members developed and implemented a business retention and expansion strategy for Limpopo.
Other team members enabled the International Operations Division of Trade and Investment Limpopo to improve its ability to attract investment and promote exports.
Outside of work, we participated in various volunteer events around the community. We visited Mapangula Primary School, Grace and Hope Center for Intellectually Challenged Individuals, and Hlatla Ganya Drop-In Center. During our visits, we were overwhelmed by warm welcomes and we met many people that inspired us by their dedication to succeed and serve their communities.
The CSC experience was a once-in-a-life-time opportunity immensely enjoyed by all team members. Some of the most memorable moments were spent with the entire team bonding and getting to know each other over a meal, a friendly game of volleyball or during a bus ride to one of our weekend adventure destinations."
- CSC South Africa 7
15 October 2010 - 13 November 2010
"South Africa Team Seven served on a four-week assignment in Polokwane, the provincial capital of the Limpopo region, which is also home to Kruger National Park. The team was comprised of 14 members from Brazil, Australia, Mexico, North America, Canada, the U.K, France, Italy and India.The team worked on five projects with four organizations.
With the Small Enterprise Foundation, the team explored implementing the function of coaching in the QA department.
At AMAREL Lab, the team determined appropriate organizational and management structures allowing for expansion and made recommendations for improvements in the fields of marketing, production and distribution.
For the Limpopo Information Technology Hub of the Premier’s Office, the team completed a business plan started by a previous team, developed marketing and knowledge management plans and provided 28 recommendations in the areas of Operating Model, Sales, Quality and Marketing/Communications.
At the Trade and Investment Limpopo, two teams focused on the promotion of a Business Retention and Expansion strategy amongst local government, businesses and other economic actors in the Limpopo Province, and created recommendations for an integrated communications and marketing strategy based on knowledge management.
Over the four-week period, the team also worked closely with three orphanages and distributed food and clothing. There are too many memories to single out just one, but none of us will ever forget the time that we spent with the children."
- CSC South Africa 8
9 September 2011 - 8 October 2011
South Africa Team 8 consists of 14 IBMers from 10 countries: Australia, Brazil, Belgium, Canada, China, Germany, India, Italy, Japan, and U.S.A. The team completed four projects within one month in Polokwane, place of safety in Limpopo province.
One of the projects was to develop a strategy framework to implement ICT in all schools and a Proof of Concept for base level ICT for Limpopo Department of Education utilizing internal resources to ensure appropriate knowledge transfer.
Another peer team also focused on education, and delivered KidSmart Program Monitoring Tool and Professional Development Framework for Foundation Phase Educators.
UNDP team developed a business and implementation plan that includes the design framework for an integrated information management system for the Limpopo Department of Health that will improve evidence-based decision making, planning, and resource allocation.
Peakanyo also got assistance in increasing their market share and competitive advantage. The assignment included creating manufacturing process mapping strategy, marketing and communication plan; and client/opportunity tracking system.
The team visited a number of schools and donated uniforms, stationery, toys and food for one of the poorest school in Limpopo. The smile faces of the children are one of the most beautiful memories for all the teammates.
- CSC South Africa 9
23 February 2012 - 24 March 2012
South Africa Team Nine served on a four-week assignment in East London, a city on the southeast coast of South Africa, situated in the Eastern Cape region - birthplace of Nelson Mandela. The team was comprised of 14 members from Argentina, Australia, Brazil, Canada, Germany, India, Mexico, and the USA. The team worked on four projects with three organizations.
Two teams were working for the Eastern Cape Department of Education. One of the teams developed a performance monitoring tool for the IBM KidSmart Early Learning program. The other team provided consulting on how to improve the electronic data collection in schools to get more reliable surveys and reports.
Another team helped the Eastern Cape Rural Finance Corporation (ECRFC) to improve its loan repayment strategy for micro credits granted to farmers in rural areas.
The fourth team worked on creating a leadership development framework. They spent time with a number of organizations and collaborated extensively with the University of Fort Hare, the oldest historically black university in South Africa.
As a cross-team engagement the members also volunteered for building up a number of new KidSmart systems in elementary schools.
With the assistance of the IBM CSC Organization, CSC alumni and the in country NGO partner, South Africa Team Nine were able to experience the richness of the South African culture. Extra curricular activities included living within a self sustaining indigenous community, visiting townships and interacting with the local communities.
- CSC South Africa 10
15th March 2013 - 12th April 2013
15 IBMers from 12 countries for 4 weeks in Pretoria: One of the most incredible experiences of our lives!
Our team, much like the rainbow nation itself, was a diverse one. Different countries, backgrounds, years of experience at IBM - and only one month to get the work done (and get to know each other better). Our team worked for four clients in Pretoria and Johannesburg:
Our schedules were hectic - but there was always time for fun! On holidays and weekends we met the kids at IBM SA’s Saturday School program, went on a safari, visited animal reserves, shopped at the local craft market and did a bit of travelling and sightseeing.
Our team also visited the Orlando Children’s Home in Johannesburg. Towards the end of the assignment, we donated food, clothes and stationery to the children the PEN team worked with.
The SA Team 10 truly had a whale of time. We only wish we could all do another CSC assignment after this!
- CSC South Africa 11
February 21 - March 21, 2014
10 IBMers from 7 different countries (Canada, Czech Republic, Japan, India, Nigeria, UK and US) were deployed in Pietermaritzburg, capital city of KwaZulu-Natal province, South Africa. The team worked on three projects in the field of education, healthcare and public administration.
One team worked with the KwaZulu-Natal Education Department to find ways on improving delivery of quality education through the introduction of Teacher's TryScience, a resource kit and teaching methodology designed specifically for foundation level educators to enables educators to totally revolutionize their teaching methods through design-based lessons, which apply scientific, mathematical and technological solutions to engineering problems.
Another team was exploring new innovations in data collection and digitalization for Keth’Impilo public benefit organization, providing chronic disease management (HIV/AIDS and TB) and psycho-social support interventions. The recommendations also covered patient advocate and overall staff development and training, as well as possible enhancement of relevant processes and management systems. The outcome could potentially contribute to a further development of overall services in the overall community healthcare ecosystem.
The third team assisted the Monitoring and Evaluation (M&E) Chief Directorate of the Office of the Premier of Kwazulu-Natal to further increase accuracy, validity and reliability of collected data that give the Office of the Premier needed information to provide a better life for all South Africans living in the Province.
- CSC South Africa 12
13 June – 11 July 2014
The 12th South Africa CSC Team arrived in Johannesburg, South Africa in June 2014. A team of 14 IBMers came from 8 countries -- Australia, Belgium, Brazil, Canada, Costa Rica, India, UK, and USA – and called Mafikeng home for a month. Mafikeng is the capital city of the North West province, located a few hours north west of Johannesburg on the Botswana border.
We performed work for a single client, Ikamva National eSkills Institute or iNeSI. They are a national catalyst in the development of e-skills for South Africa.
The team was divided into 4 sub teams, each with its own objective:
The expected impact of our work with iNeSI is that the lives of South Africans will be improved because they will have skills in which they can compete in the global knowledge economy marketplace and they will have better access to services from government, business, and education people. This will drive higher and more sustainable income for individual South Africans and their families and grow South Africa’s competitiveness in the world.
When not supporting iNeSI, the SA12 team made the most of our time and amazing location in South Africa. We shared a heartfelt morning with mentally handicapped kids at the Bophelong Special School and an enlightening session with the students of North West University on career paths, technology, and personal development. We spent weekends touring the North West province, on safari at Madikwe, visiting Sun City, shopping at craft markets, and enjoying local cuisine.
- CSC South Africa 13
20 March 2015 – 18 April 2015
A group of 12 participants from nine different countries - Australia, Brazil, Japan, Mexico, Philippines, Sweden, United States of America, United Arab Emirates, and Sweden – came across and worked together for corporate service work in Johannesburg, South Africa.
The clients were Ekurhuleni Metropolitan Municipality (EMM) and Ekurhuleni Department of Health (EDOH).
EMM: Data Architecture Principles
The EMM Data Architecture Team’s output was focused on several Information Management topics for the Municipality, such as principles, reference architecture development, master data management, and governance. EMM had put some thought into Information Management, but it was not well developed and not accepted across the organization. Our team made strong recommendations for bringing in an Information Management Architect, honing in on the basic “get the car running” areas and not getting distracted with the farther out “racing stripes” tasks, and implementing a world-class Data Reservoir Information Management Reference Architecture. We also provided a roadmap with priority rankings to help EMM move forward.
EMM: Business Process Modeling Framework
The Ekurhuleni Municipality was created in 2000 and is comprised of nine previously separate and distinct towns of extreme economic diversity. The IT Department supports the business processes and associated systems that bring basic services to the citizens of the municipality. The organization is challenged by the variety of economies, systems and processes that were inherited when the municipality was created. By implementing over 20 concrete recommendations to improve their internal processes, the service delivery to the citizens will be improved in measurable ways, and when problems do arise, the municipality will be better prepared to respond. Examples are;
Overall, Ekurhuleni will move closer to its goal of becoming a smarter digital city, attracting businesses and empowering its citizens.
EDOH: HIS Primary Data Collection Enhancement
The Primary Health Care clinics to which our recommendations could be implemented will potentially impact over 3 million citizens, 84% of whom are uninsured and rely on the quality of public health services. The social and economic benefits of our recommendations include improvement of facility workflow and increase of availability and capacity for the nurses, thereby making key services available to more of the community; Process simplification and efficiency gains on resource and budget re-allocation and substantial impact on the environment (saving papers); and finally, our long term recommendation which is the use of technology to enable an integrated health system will ultimately impact health services quality, performance, planning, and distribution of resources.
The team also engaged in a community day in Diepsloot. One group helped local film makers create a marketing plan that will promote and gain support for their local film industry. The other group helped local farmers develop a business plan that will enable them to acquire land to grow agricultural products and crops.
- CSC South Africa 14
9 October 2015 – 6 November 2015
A group of 12 participants from seven (7) different countries, Brazil, Canada, India, Japan, Mexico, Vietnam, and US, came together to work on CSC assignments in Polokwane, the capital city of the Limpopo province in South Africa. Digital Opportunity Trust (DOT) was IBM’s partner on this assignment.
The team was divided into three subteams and we worked on different projects for the following clients:
Department of Local Economic Development, Environment and Tourism (LEDET)
Ivanplats Mining Company
University of Limpopo, School of Mathematical and Computer Sciences (SMCS)
Subteam #1 worked with Limpopo Economic Development Environment and Tourism (LEDET) to create a roadmap for implementation of an Internet Communication Technology (ICT) Hub for the province of Limpopo, South Africa. When implemented, the ICT Innovation Hub will serve as a catalyst for innovation amongst emerging entrepreneurs, youth and underserved groups within the province. The ICT Innovation Hub will attract partnerships and business opportunities outside the Limpopo Province, will elevate the provincial academic climate, and will provide locally sustainable economic contributions.
Our team extended the initial work done by previous CSC teams. The hub's vision, mission, objectives and key goals were revised. Internal and external Operating Models were developed, marketing and communication guidelines were offered, financial modalities were recommended, and a phased implementation plan was presented. The CSC team presented our findings and recommendations to the Limpopo Executive Mayor, to multiple Members of the Executive Committee (MEC), and to the Head of Department of LEDET (HOD).
When implemented, the Limpopo ICT Innovation Hub will be a self-sustaining catalyst for innovation, encouraging Limpopo's best and brightest to remain in the Limpopo province where they can take full economic, academic and social advantage of current information technologies.
Subteam #2 worked with Ivanplats Mining Company on the implementation strategy for a Community Development Centre. Ivanplats has a mining license to exclusively mine platinum metals for 30 years in the Mogalakwena municipality in Limpopo. As part of the right to mine, the Ivanplats Company needs develop and construct a Community Development Centre, which will help to provide training for business and IT skills and employment opportunities for the impacted communities around the mining area. Ivanplats teamed up with IBM CSC to define the strategy for implementing the Community Development Centre.
The IBM CSC team met with representatives from many local communities affected by the mine, and other stakeholders to gather requirements for the centre. We developed requirements, an implementation plan and a five year vision for the Community Development Centre, which includes key findings of the business needs assessment and aims to tackle the problem of sustainability for the centre. The goal of the centre will be to provide access to information and services to those living in the impacted communities with the purpose of improving the quality of their lives through integrated service delivery, internet access, job training and Small and Medium Enterprise support.
Subteam #3 worked with the School of Mathematical and Computer Sciences (SMCS) (SMCS) at the University of Limpopo to help them create an implementation strategy for a Human Language Technology Centre of Excellence (HLT CoE). The purpose of the HLT CoE is to promote research, and support providing speech to text/automatic speech recognition (ASR) and text to speech (TTS) services for students and the community at large to lower the level of sophistication required by ordinary South Africans to access information services. The objective remains to contribute towards the establishment of a fully inclusive information society, and to preserve the languages.
Over a four-week period our IBM CSC team conducted an assessment to identify key challenges, gaps, and critical success factors in the establishment of HLT CoE. The results of the analysis were then used for the creation of a strategic plan in support of HLT CoE vision. Through interviews, the IBM CSC team gathered input from about 10 stakeholders, both internal and external to University of Limpopo. The initial analysis uncovered some key challenges which were further segmented into four categories – People, Process, Technology, and Environment. Based on the analysis, the IBM CSC Team recommended focus areas, priorities, and timelines that HLT CoE should consider incorporating into their strategic plan for implementation over the next several years.
The expected impact is the improved sustainability and growth of the HLT CoE, which would potentially have a positive financial, strategic, and political impact on the University of Limpopo. The expectation is that this would result in additional funding, visibility, and attracting the right profile of students and faculty in SMCS, and their improved retention.
In addition to our project work, South Africa Team 14 engaged in a Community Day. We spent the morning at Seshigo High School, where we encouraged students to focus on developing their computer literacy. In the afternoon, at Blessman Ministries Drop-In Center, we helped plant spinach in the green house, serve lunch, wash the children's feet in preparation for a new pair of shoes they were to receive, and spent time observing the activities, and engaging and playing with the children.
- CSC South Africa 15
March 17, 2016 - April 15, 2016
Our team of 13 eager participants came from 8 countries: Canada, China, Germany, India, Mexico, New Zealand, Switzerland, US. Our assignment was based in Mangaung, which is internationally known as Boemfontein (and affectionately known as Bloem) in the province of Free State in South Africa.
Our client was the Free State Department of Health (FSDoH). The following are the 4 sub-projects that the 4 sub-teams presented to the client:
For community service work, within a couple of days of being deployed the team collectively donated 11 pairs of leather shoes (made in South Africa) for local school children. It was satisfying to contribute to such a great local cause, and support the local economy at the same time. We also donated a Saturday morning of our time to mentor students at the nearby Free State University, and share our perspectives and advice on ethics in the workplace. It was a great forum for them to explore and ask what they wanted, and they found it very helpful to have guidance before they begin their own job search and careers.
- ESC South Africa 1
7-29 October, 2011
In Johannesburg, the IBM team developed a five-year public safety strategy in line with the city's 2040 vision of a smart city. During the three-week project, the team conducted an intensive review of existing initiatives and operations - key resource challenges, such as funding, expertise, and inconsistent business community support were identified, along with execution challenges and structural challenges. Five key safety elements were identified together with details of how crime prevention and investigation, asset management and infrastructure safety, crisis and emergency response, community education and engagement, and governance and integrated intelligence would integrate into a single roadmap for comprehensive community safety.
The team of six IBM executives came from Brazil, the US, Belgium and India.
The Executive Service Corps delivers Smarter Cities Challenge grants to cities around the world. Learn more about this program on our website: smartercitieschallenge.org.
- ESC South Africa 2
4-26 October, 2012
The city of Tshwane, South Africa, has a very strong mission to provide increased services to its people, accelerate economic growth, build sustainable communities, and ensure sound governance in its affairs. Water and sanitation are a big concern, as is the case in much of Africa, and the city has asked the IBM team to advise on two areas: non revenue water loss prevention management, processes, equipment, technology and monitoring throughout the water service delivery value chain; and options to improve integrated management of non revenue water loss.
The recommendations by the IBM team centered on appropriate water access for all residents; establishing community awareness programs; creating strong linkages between water, energy, housing, health, transportation and the private sector; and leveraging real time water analytics to assist in their decision making as they continue to update their aging infrastructure. While city management has done much to address their water management concerns, they have a chapter of transformation ahead of them to ensure all residents have water and sanitation services in a cost effective manor and water loss is significantly reduced.
The IBM team of 6 executives came from the Netherlands, Canada and the US.
The Executive Service Corps delivers Smarter Cities Challenge grants to cities around the world. Learn more about this program on our website: smartercitieschallenge.org.
- ESC South Africa 3
3-25 October, 2013
During a three-week period in October 2013, a team of six IBM experts worked in Cape Town to deliver recommendations around key issues for Executive Mayor Alderman Patricia de Lille. The IBM Smarter Cities Challenge® team was asked to address the following question: How can the City of Cape Town effectively use and manage its social assets to optimize service delivery?
The team responded with a holistic, far-reaching approach. Its core recommendation is for the City to define a broad program to institutionalize integrated, citizen-centric social service delivery. The program should focus on the organization, asset lifecycle management, data analytics, design thinking and change management tools and systems that are associated with social assets. An integrated program will help the City to better achieve social and economic objectives by maximizing value from its assets. The outcome will be more integrated, citizen-focused services that deliver benefits through more efficient and effective utilization of current and future social resources, which, in turn, will release operating expenses to more directly serve citizens.
The IBM team of 6 executives came from Australia, Canada, and the US.
The Executive Service Corps delivers Smarter Cities Challenge grants to cities around the world. Learn more about this program on our website: smartercitieschallenge.org.