SMART CITIES

A Smart City is a community or municipality where traditional infrastructure, networks, and services are made more efficient through the pragmatic use of applied digital and telecommunication technologies, for the benefit of its inhabitants and businesses.

In Smart Cities, effective application of a portfolio of digital technologies can translate into:

  • Improved public services for citizens;
  • Better use of resources; and
  • Reduced environmental impact.

The Smart City concept goes well beyond the deployment of applied technology for more efficient resource use and reduced emissions. It means:

  • Smarter urban transport;
  • Improved utilities and waste disposal;
  • More efficient lighting, heating, and air conditioning;
  • A more interactive and responsive city administration;
  • Improved public engagement;
  • Enhanced travel and tourism facilities;
  • Safer public spaces; and
  • Improved services for the aged and in-need population.

Galbraith & Co. is partnered with leading global providers of Smart City infrastructure, products, and services to deliver these benefits to our cities and communities. We are committed to improving both urban and rural communities through the application of appropriate innovative technologies and business models,

In the current global work environment where the import of digital skills and culture is as important, if not more important, than traditional business skills, all organisations should be focused on identifying, hiring, training and retaining the talent and knowledge relevant for a highly competitive digital economy. In many cases, these talents often exist within organisations but have not been identified and utilised appropriately.

Human Resource Management (HRM), was designed to maximise employee performance in service of their employers strategic objectives. It is primarily concerned with how people are managed within organisations, focusing on policies and systems.Human Resource departments are typically responsible for a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding. HR is also concerned with balancing of organisational practises with regulations arising from collective bargaining and governmental laws.

The HR function was initially dominated by transactional work, such as payroll and benefits administration, but due to globalisation, consolidation, technology, and research HR is now far more strategic and focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labour relations, cultural development, corporate social responsibility, and diversity and inclusion. We refer to this far more strategic organisational role as Human Capital Management (HCM).

Galbraith & Co. have developed a suite of human capital management tools and programs designed for the new digital economy that range from the automation of the more traditional HR functions including: position definition and description, hiring, training, right-sizing, etc. through to workforce planning including: talent identification, gap analysis, cultural development, and succession planning. Furthermore, we offer other crucial and related tools and programs including: governance, knowledge management, and learning management. All these management tools have been designed to significantly enhance the productivity of the human capital management function for progressive organisations.

Emergency Services agencies are organisations, which ensure public safety and health by addressing different community emergencies.

Some of these agencies exist solely to address certain types of emergencies whilst others deal with ad-hoc emergencies as part of their normal responsibilities. Many of these agencies engage in community awareness and prevention programs to help the public avoid, detect, and report emergencies effectively.

With climate change, we are seeing a higher incidence of emergencies (fire, flood, storm, etc.) around the world. It is becoming apparent that the traditional siloed (ambulance, fire, police, etc.) approach to emergency services is not sustainable. Hence, authorities that are more progressive are merging these agencies into combined agencies or authorities with broad-based authorities. Furthermore, community engagement with these emergency services needs to improve, hence a number of projects around the world have emerged that uses virtual communities for emergency preparation and training, escalation, emergency management, and recovery.

Galbraith & Co. is expert in public safety and emergency services. We have designed a modular end-to-end emergency services framework comprising a flexible portfolio of products and programs that can be readily deployed in a shared service model.

The ever-growing repositories of digital data, sometimes known as Big Data, are potentially highly valued enterprise resource.

Content management (CM) is the set of processes and technologies that support the collection, managing, and publishing of information in any form or medium. When stored and accessed via computers, this information has come to be referred to, simply, as content or, to be precise, digital content. Digital content may take the form of text (such as electronic documents), multimedia files (such as audio or video files), or any other file type that follows a content lifecycle requiring management.

Galbraith & Co. consider Knowledge management (KM) to be a sub-set of CM and closely related to Unified Collaboration (UC).

KM is the process of capturing, developing, sharing, and effectively using organisational knowledge. It refers to a multi-disciplined approach to achieving organisational objectives by making the best use of knowledge.

Knowledge management efforts typically focus on organisational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organisation.

KM efforts overlap with organisational learning and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. KM should be seen as an enabler of organisational learning and a more concrete mechanism than the previous abstract research.

Content management practices and goals vary by mission and by organizational governance structure. News organizations, e-commerce websites, and educational institutions all use content management, but in different ways. This leads to differences in terminology and in the names and number of steps in the process.

For example, some digital content is created by one or more authors. Over time, that content may be edited. One or more individuals may provide some editorial oversight, approving the content for publication. Publishing may take many forms: it may be the act of "pushing" content out to others, or simply granting digital access rights to certain content to one or more individuals. Later that content may be superseded by another version of the content and thus retired or removed from use.

Content management is an inherently collaborative process. It often consists of the following basic roles and responsibilities:

  • Creator, responsible for creating and editing content.
  • Editor, responsible for tuning the content message and the style of delivery, including translation and localization.
  • Publisher , responsible for releasing the content for use.
  • Administrator, responsible for managing access permissions to folders and files, usually accomplished by assigning access rights to user groups or roles.
  • Consumer, the person who reads or otherwise takes in content after it is published or shared.

A critical aspect of content management is the ability to manage versions of content as it evolves. Authors and editors often need to restore older versions of edited products due to a process failure or an undesirable series of edits.

Another equally important aspect of content management involves the creation, maintenance, and application of review standards. Each member of the content creation and review process has a unique role and set of responsibilities in the development and/or publication of the content. Each review team member requires clear and concise review standards on an ongoing basis to ensure the long-term consistency and health of the knowledge base.

A typical content management system provides a set of automated processes that may include:

  • Import and creation of documents and multimedia material.
  • Identification of all key users and their roles.
  • The ability to assign roles and responsibilities to different instances of content categories or types.
  • Definition of workflow tasks often coupled with messaging so that content managers are alerted to changes in content.
  • The ability to track and manage multiple versions of a single instance of content.
  • The ability to publish the content to a repository to support access to the content. Increasingly, the repository is an inherent part of the system, and incorporates enterprise search and retrieval.

Content management systems may take the following forms:

  • Web content management system is software for web site management - which is often what is implicitly meant by this term.
  • Work of a newspaper editorial staff organization.
  • Workflow for article publication.
  • Document management system.
  • Single source content management system - where content is stored in chunks within a relational database.

Galbraith & Co. has designed and implemented numerous content & knowledge management systems utilising a wide range of tools most appropriate for the particular requirement and budget. In many cases, open source solutions provide powerful platforms on which to build custom content & knowledge management systems that can be readily supported and enhanced at low cost.

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