Page 27 - U4SSC Simple ways to be smart

Creating digital processes from manual ones is not simple, but many of the administrative processes
in cities are similar and well established. It should be possible for cities, working with suppliers that
are familiar with the context, to redefine simple processes in a couple of months. Fully implementing
new processes and the systems that go with them can take longer. There is some adaptation on the
part of staff to new electronic routines, and training will be required to ensure smooth operations.
However, the skills that staff gain in the process will benefit them and the organisation in the long
term, as they grow to understand the potential and limitations of digital work as well as the changes
that it necessitates.

The chief benefit of digital processes is that they generate data along the way. Not only will the
city have records in electronic form, but data about how many applications are received, how fast
they are processed, and the results can be used to monitor the effectiveness of city processes and
to improve them over time.

3.1.3 Cases to consider

The two cases highlighted in this section look at common systems that cities use. The first discusses
how small cities in Spain have implemented electronic document and records management
systems. The second discusses how fleet management systems can help cities to better manage
their vehicle assets. Other ideas for cities to consider are discussed here.

One simple way for cities to start providing electronic services is through a city website. City websites
can provide information for local businesses and residents about services and the performance
and plans of the city. More sophisticated websites can offer online requests for services, monitor
progress, give feedback to the city and engage in consultative processes. There are companies
specialising in developing and hosting websites for small cities and many information systems
that are designed for cities have built in web interfaces that can be used by employees, local
businesses and residents. Such web interfaces may remove the need for smaller cities to develop a
fully-fledged website. However, in contexts where many residents and small businesses use mobile
technology rather than websites, cities might want to consider making these services available in a
mobile-friendly format or as mobile apps. There is more discussion of how cities interact with their
residents in section 3 of this chapter.

In Nairobi County in Kenya a mobile web-based solution has been used to improve revenue
collection and to reduce corruption. In the past, printed revenue collection receipts were issued in
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exchange for payments. This system was exploited by dishonest employees who printed counterfeit
collection receipts and colluded with defaulters in return for bribes. In collaboration with a private
company and the National Bank of Kenya, the new system allows registered users to make payments
directly using MPESA mobile money. This has reduced contact between city employees and Fiat
currency, reducing pilferage. It also provides flexibility for city residents and businesses. While
this system was implemented on a county level and was not a simple undertaking, it illustrates the
potential of smart interventions to address intractable problems.

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