The Public Authority for Civil Information

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
PACI is responsible to register addresses, establishment, and people in state of Kuwait, All these three components should be linked together, and linked to an address. Having addresses, establishments, and people registered is crucial to other government, and private The situation can be summarized as follows: • The registration was a manual process, and checking the availability of address was done Using papers, and knowing where. • A semi-automated registration system was available using Microsoft SharePoint portal, but the process of registration is totally manual. • Other government, and private Organization can not proceed with their own processes without having the information available in PACI • PACI. Exchanging of this information was done through local copies, and some of them through web services. • Registration process was taking a timeframe between 3 days - two weeks depending on the availability of address. • PACI was using AutoCAD drawings to update the parcels basemap, while the address information is only available through Mainframe, and there was no link between the address data available in AutoCAD or Mainframe. • Address, and establishment registration requires field work to confirm the availability of both address, and the establishment from field. This process was done by printing all documents, carry them, and visit the location. Having a real time indicator of how long the process took was not available except through the feedback from the field researcher. • PACI has a huge current, and historical demographic, and socio-economic data which can be very beneficial to PACI, government, and private organizations. The only way to exchange, and provide this data was through local excel sheets, and can not be displayed or visualized geographically. • PACI has initiated a unique addressing system for State of Kuwait, this addressing information was available on Mainframe, and installed as plates on all physical address in Kuwait, but it can be searchable through Mainframe only without any possibility to see the location.

B. Strategic Approach

 2. What was the solution?
PACI functional departments have come to a conclusion after studying the different aspects, and available software in the market, that there is a need to have a system that integrates all information components available in PACI, and integrate the various business processes available especially which involves with the registration process, and it’s complications. PACI functional departments came to PACI management with a proposition to implement Geographic Information System (GIS) in PACI taking in consideration the following targets: • Build a GIS basemap for State of Kuwait, by converting all available CAD, and paper data • Link GIS basemap with Mainframe data • Build a GIS-based workflow system to replace the existing SharePoint application, taking into consideration the migration of the available functionality with the SharePoint application, enhance the functionality, and introduce new functionality that can speed up PACI internal registration workflow. • Utilize mobile technology for field work in order to speed up the process, and get a real indicator of how the work is done. • Integrate GIS workflow with mainframe, so users can get the needed information from mainframe in the same application without moving between different applications (AutoCAD, SharePoint, and Mainframe) • Build an online GIS services which can be used to exchange information between government, and private organizations. • Protect the security of data, while ensure it’s availability. • Link PACI demographic, and socio-economic data with GIS, and provide it to the various departments, and decision makers to use it. • Provide the various departments, organizations, and decision makers with the needed tools to use PACI information, and do the needed analysis to support the decision making process. • Widen the use of PACI address Number in the different PACI, and other organizations applications, and provide the needed awareness of the usefulness of using this number. • Provide the public with an interface to search PACI address, and establishment information by having a localized address search application. • Provide government, and private organizations with an online interface for PACI address information while keeping security on top consideration

 3. How did the initiative solve the problem and improve people’s lives?
• Assessing, and selecting GIS as an IT technology enabler which can be used to link GIS spatial data with Non GIS Mainframe data • Build secured integrated system which integrate GIS, and Mainframe data to handle PACI workflow business process. • Use different application types which supports the workflow depending on workflow type, using Web, desktop, and mobile applications, and build an integrated system which integrates all these components in a secured, and sustainable environment. • Integrate GIS with PACI demographic, and socio-economic data, and provide applications, and service interfaces for the decision makers. • Introduce secured GIS based web services that can be integrated with other PACI, government, and private organization business applications. • Provide the public with a web, and mobile application which provides GIS based localized search engine utilizing State of Kuwait PACI information. • Provide GIS based services on free-of-charge business model

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
1.1.1. Project Approach The project was designed to be implemented in 3 Releases. These releases will be achieved through five Work Packages . The project releases are as outlined below. 1.2. Project releases 1.2.1. Release 1: COTS Products& Data Delivery This release provides PACI Field Follow-Up Team with the full suite of ArcGIS Desktop and Server applications in addition to the Kuwait base data and converted maps. 1.2.2. Release 2: Public Website and Internal Services This release delivers the Public and Non-Public GIS Web Applications in addition to the configuration of the non-public web services to support other departments and external agencies. 1.2.3. Release 3: System Customization and Integration This final release delivers mainframe integration and mobile app customization to PACI and implements the complete end-to-end solution. 1.3. Project Work Packages The Work Packages that will lead to the three releases are as follows:  Business Process Analysis and High-Level Design,  Data Conversion,  COTS Product Training and Delivery,  Website and Service Design and Delivery, and  System Customization and Integration The work packages are elaborated in the sections below: 1.3.1. Work Package 0: Project Plan Prepare a comprehensive project plan document and shall submit it to PACI for its approval. 1.3.2. Work Package 1: Business Process Analysis and High-Level Design This Work Package shall provide the foundation for the project by confirming the needs and activities of the PACI Field Follow-up Department. These requirements will then be translated into a high-level system design, and a series of business workflows to be implemented. The deliverables from this Work Package are: a. Business Process Analysis and Design Document. This document describes the activities of the PACI Field Follow-up Team and identifies and articulates the recommended workflows to be implemented by PACI. b. High-Level Design Documentation. This document provides detail of the design and configuration of the solution and recommends a suitable spatial database structure. The document also provides guidance on the implementation of the business workflows, identified in the Business Process Analysis and Design Document described above. 1.3.3. Work Package 2: Data Conversion Work Package 2 Data Conversion in parallel to the Work Package 1. This Work Package represents the actions needed to convert PACI’s existing hardcopy and electronic maps into a suitable electronic format for storage in the spatial database delivered as part of the Enterprise GIS solution. In addition to the conversion of mapping, quality control and assurance measures will ensure that the converted mapping is of sufficient quality to meet PACI’s requirements whilst also ensuring that there is consistence between the spatial data being generated and the relevant information held within the mainframe database, ADABAS. Key deliverables from this Work Package of activity are:  Implemented spatial database.  Integrated geo-database containing both PACI’s converted map holdings and the commercial Kuwait mapping dataset. 1.3.4. Work Package 3: COTS Product Delivery & Training Work Package shall deliver the required and requested training courses in addition to the installation and initial configuration of the COTS ESRI software products. 1.3.5. Work Package 4: Website and Service Design and Delivery Develop a web based GIS application for Public and other Agencies (Non-Public). This Work Package shall provide the design and delivery of the Public GIS Web Application, the non-Public GIS Web Application and the Non-Public Web Map Services. 1.3.6. Work Package 5: System Customization and Integration The System Customization and Integration Work Package deliver’s the integration and customization of applications within the Field Follow-up Team. This includes the customization of the mobile devices and the implementation of the mainframe integration processes.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
• Field Follow up Department – PACI Internal • IT department – PACI Internal • Data preparation department – PACI Internal • Statistics department – PACI Internal • Public Authority for Industry - External (Government) • Ministry of Water and Electricity - External (Government) • Ministry of Justice - External (Government) • Kuwait Oil Company - External (Government) • Postaplus - External (Private) • Mcdonalnds - External (Private) • Ministry of Health (Emergency) - External (Government) • Kuwait Fire Services Directorate - External (Government) • Openware Information Systems Consulting (CO-implementer) - External (Private) • Public – External users
 6. How was the strategy implemented and what resources were mobilized?
• The direct Financial Cost for the project were around 548,000 KWD (1.8 mio $) • Project Implementation period was 2 years, started in 2011 • Project Human resources were as follow: o Project Management team = 2 o Data conversion and processing = 10 o System administration = 2 o QC/QA team = 5 o Development team = 6 o Business Analysis, and requirement gathering team = 3 o Project steering committee = 6 o Project sponsors = 2 • Software and licensing, esri ArcGIS products were procured as part of the project • Hardware, PACI virtualized cloud was used to host the different environments, as the projects was divided to different environments (internal, government, external, and staging) The project was funded by PACI as part of the strategic projects funds

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
• State of Kuwait GIS basemap, a comprehensive detailed basemap up to the parcel level, and linked to units inside buildings (more than 200,000 parcels, 600,000 units). • GIS – Mainframe link, a comprehensive link between GIS, and Mainframe data with a confirmed link of 99.75% of records between GIS, and Mainframe. • An operational GIS-Based Web, Desktop, and mobile Workflow application to handle PACI building, and establishment registration business processes, Integration between GIS, and PACI demographic, and socio-economic data • More than 10 government, private organization are consuming PACI GIS service through online, secured, and updated Web services. • Public Web, and mobile application (Kuwait Finder), with total downloads of more than 350,000 downloads, more than 220 mio hits/2 years, and more than 600,000 hits/day

 8. What were the most successful outputs and why was the initiative effective?
• Project Management institute (PMI), and CMMI standards were followed during project execution. • Day-to-Day teams followup meeting were conducted. • Bi- Weekly project status meetings were conducted. • Monthly steering committee meetings, and presentations were conducted. • Microsoft Project software was used to monitor, and update project progress. • System acceptance testing procedures were prepared, and followed for project output testing. • QC/QA check lists were used to measure quality of project output. • SourceSafe software was used to host developer code, and collaborate between developers. • Enterprise GIS database using esri SDE, and SQL server was used to host data versions, and consolidate data operations. • System administration tools (Solrwind, ArcGIS Server) were used to monitor system performance. • Microsoft Visual studio load testing was used to test system capacity, and system load

 9. What were the main obstacles encountered and how were they overcome?
• Stakeholders, the project involved with many internal departments inside PACI, and external agencies, having all these departments caused to have many stakeholders, which led to difficulty in getting the right requirements from the right people, and some time getting conflicting requirements. This obstacle was solved by collecting the requirements from the various stakeholders, Conducting presentations for stakeholders groups to explain the project, and the requirements collected was used to validate the requirements, and gain buy-in • Technology, using state-of-the-art GIS technology was one of the obstacles as some times the know-how was still not available, which involve having more testing, and benchmarking for implementation. • Data, having different type of data sources (CAD, paper, and digital) with different specifications, and less metadata led the project team spend lots of time collecting, converting, and consolidating data to reach the specified quality targeted by the project QC standards. Data evaluation, and testing was done in order to produce work manuals for the data processing team in order to streamline the data conversion, and processing. • Integration, integrating with Mainframe data was a challenge due to the need to understand the Mainframe data structure. Deep analysis for Mainframe data structure was conducted, and a proposed web service integration model was introduced to identify the integration points, and define service inputs, and outputs. • IT Culture, as the project was supposed to integrate, and provide data with other government, and private organization, an IT culture of having local data copies was dominant. Sessions with the various organization to explain, and introduce online GIS data services were conducted. • Human resources, having qualified people to work in the various GIS operations was a problem, getting people and train them on the required operations was done, and qualified staff were built during the project to support ongoing project operations, and maintenance

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
GIS Data Integration PACI GIS basemap was provided as a GIS Web service, and provided to government agencies through Kuwait Information Network (KIN), many organizations have consumed these services either by integrating it with their own GIS or Non GIS business applications, example of these organizations • The Public Authority for Industry (PAI), PAI is responsible of industrial parcels in Kuwait, and issuing industrial licenses, by consuming PACI GIS services, PAI is building their own GIS industrial parcel information, completing their information as provided from PACI, and utilizing PACI number as a key identifier in their own business applications. • Ministry of Water and Electricity (MEW), MEW is executing GIS project to document the utility network (electricity, water, and facilities), MEW is utilizing PACI GIS services to build their own GIS datasets, layout the utility network and facilities, and integrate PACI number in their customer care application. GIS service integration • Ministry of Health (MOH) – Emergency services (EMS), EMS is responsible for handling emergency calls in Kuwait, and provide health emergency response for the callers, address identification plays a vital role in emergency response process. EMS has consumed PACI GIS services in their application to have an updated day-to-day information, which help them to provide better, and quick response for emergency calls • Postaplus, a private courier company operating in Kuwait is delivering more than 3000 shipments in Kuwait, having accurate address information is vital for their operations, postaplus integrated PACI GIS services in their Non GIS business application to have address information available in the application. GIS Workflow Integration • Ministry of Justice (MOJ), MOJ is delivering more than 400,000 announcements per year, before having the PACI interface more than 25% of the announcements were returned without delivery due to address identification problems. MOJ uses PACI Workflow application inquiry services for address identification without any development from their side, the announcement success ratio increased and the undelivered announcement percentage drop down to 5%. GIS Public Application • PACI has released Public Web, and mobile localized search application (Kuwait Finder) in 2012. • Number of downloads since the release is more than 350,000 downloads. • Number of daily hits is more than 600,000 hits/day. • Number of total hits since release is more than 220 mio hits. • Many government agencies have requested hosting their data in Kuwait Finder. • Many government agencies are using Kuwait Finder application for address identification in their field work like Ministry of Justice, and Kuwait Fire Services

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
Keeping the sustainability of the project operations, and success has a great interest, and importance in PACI. In order to ensure the sustainability PACI has introduced the following: • Stabilize the business processes for the GIS workflow, and the interfacing points with the different applications, and departments inside PACI. • Apply capacity planning program for the human resources by integrating related non GIS users with the GIS operations, and conduct specialized training courses, and on-job training for the available resources, number of GIS users increased from 3 in project start to more than 25 user with different expertise level. • More than 20 hands on sessions were conducted for GIS Workflow application users covering more than 40 non GIS operators. • Contracted an outsourced company to provide GIS people in different GIS disciplines, and integrate these resources with PACI resources for knowledge transfer. • Made an Enterprise License Agreement (ELA) with esri the GIS Software provider to ensure the sustainability for the needed GIS software for PACI to cover the current, and future needs. • Apply Business Continuity, and Disaster recovery measures to ensure the operability of the GIS operations. • Provide the technical advisory to other government, and private organizations regarding the replication, and implementation of GIS projects which suites other organizations needs, and how PACI services can reduce the project implementation costs. Many government organizations who is executing GIS projects are adopting PACI model by applying an integration mode with other organizations, and focus on consuming other organizations data and services rather building it again. The Public Authority for Industry is building an enterprise GIS project which focus on building their own datasets, and consuming the missing data through PACI GIS services, and integrate these services with their own GIS system, and business applications.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
Project Management 1. For future projects, the definition of project key stakeholders, including stakeholders’ ownerships, roles and responsibilities should be conducted at early stages. 2. Defining the roles and responsibilities of project managers from client and contractor sides is important, to avoid conflicts. 3. Defining the end users at early stages is essential. Which will help in collecting the correct and actual requirements directly from the future system end users. 4. Differentiating between the project management team and “system end users” members, roles and responsibilities are important to ensure clear and efficient communication. 5. Manager of future projects should ensure comprehensive and systematic stakeholders communication, especially with project sponsors. This will ensure immediate support, decision making and response from project sponsors. 6. Change management activities should be properly planed and supported by top management as well as departmental management. 7. Any scope, schedule, resources and technology changes, should go through formal change management process and procedures. 8. The client requirements definition team should provide and present their requirements, in line with the client top management vision and strategic objectives. 9. Freezing and signing the business requirements is essential, before proceeding with the further project activities. This will ensure that both the clients and the contractor have common business requirements baseline, understanding and expectations. 10. Defining the key project deliverables acceptance criteria is essential for successful project delivery, completion and closure. 3.2 Technology 1. For future project, it is important to establish clear definition of the ownership of the technology decision. While the contractor should be responsible for defining the technology and the system design, the client would approve the project outcomes. 2. The project management and technical management teams should always consider the option to integrate with existing current systems, instead of replacing them. This integration approach can be adopted mainly when the existing system meets most of the end user requirements, requires few enhancements, and the integration cost, effort and time are less than developing new one. 3. Accommodating and accepting the client or the end users complex requirements might not be always the correct decision. The project manager(s) should always try their best to advise the client and the end user with reasonable alternatives, while showing the advantages/disadvantages of each decision. 4. Future project should avoid adopting new and unproven technologies. 5. Avoid direct or intensive communication between the end users and the technical team. Technical teams should limit their communication only to their counterparts in the client side, and of course through the project managers. 6. System testing should go through the right channels, and avoid releasing any system for client testing before fulfilling the entire internal system testing requirements.

Contact Information

Institution Name:   The Public Authority for Civil Information
Institution Type:   Government Agency  
Contact Person:   Maher Abdel Karim
Title:   GIS Consultant  
Telephone/ Fax:   0096525394023
Institution's / Project's Website:  
Address:   The Sixth ring road, Ministries zone
Postal Code:   6634,Hawally,32041
City:   Hawally

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