Efficiency and Risk Management in City of Karratha through IoT
Technology Category
- Infrastructure as a Service (IaaS) - Public Cloud
Applicable Industries
- Cities & Municipalities
- Education
Applicable Functions
- Procurement
- Quality Assurance
Use Cases
- Personnel Tracking & Monitoring
- Smart City Operations
Services
- System Integration
- Training
About The Customer
The customer in this case study is the City of Karratha, a local government body in Australia. The city experienced a population boom due to the mining resources in the area, leading to increased demands on the council. The council was under pressure to serve the expanding population and to find efficiencies in their operations. The council had to hire new staff, many of whom were unfamiliar with public sector responsibilities, and add services that even experienced staff hadn't dealt with before. The council was also facing risks due to staff relying on incorrect process information or not following approved procedures.
The Challenge
The City of Karratha in Australia experienced a population boom due to the mining resources in the area. This rapid growth posed significant challenges to the city council, which was under pressure to serve the expanding population. The council had to hire new staff, many of whom were unfamiliar with public sector responsibilities. The council also had to add services that even experienced staff hadn't dealt with before. The Western Australian state government was pushing councils to find efficiencies in their operations. The City of Karratha's remoteness and large land area meant they couldn't amalgamate with other councils for efficiency – they needed to look internally. The council was also facing risks due to staff relying on incorrect process information or not following approved procedures.
The Solution
The council's manager of governance and organizational strategy, Henry Eaton, identified the need to improve procedures and documentation across the organization. The council implemented Nintex Promapp, a process management software, to centralize process information. This made it easier for departments to work together collaboratively, sharing information and understanding the various workflow impacts on the business. The software also facilitated co-design of processes, allowing for input from those across the organization. This resulted in processes that were not only compliant but also suited the way people wanted to work. The council also introduced SharePoint to raise awareness of existing published processes among staff. A working group was tasked with reviewing their scoping document and existing processes to make them more functional, relevant, and user-friendly.
Operational Impact
Quantitative Benefit
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