people strategies for smart cities

© 2011 IBM Corporation

People Strategies for Smart CitiesDecember 2011

Adam Sanford, Strategy and Transformation, ANZ


Contents

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Executive SummarySmart City FundamentalsResearch ObjectiveResearch OutcomesBoundaryless organisation creates the catalyst for Smart City

Townsville, AustraliaNew York City, USAIBM Smart PlanetPort au Prince, Haiti

Complex urban transformation necessitates targeted strategiesAmsterdam, The NetherlandsTHINK – Future of Leadership ForumNew York, Deputy Mayor Stephen GoldsmithCopenhagen, DenmarkArup Urban Informatics

Social business is the operating platform in the Smarter CitySurrey, British ColumbiaCorpus Christi, TexasFix My Street, UKDar Es Salaam, Tanzania

Appendix 1 – Urban Systems SymposiumAppendix 2 – Government 2.0


Executive Summary

ContextSmart City is gaining momentum as a core component of the Smart Planet strategy.

Analysis of the importance of people in achieving successful Smart City outcomes is less prevalent than system and technology analysis. This research addresses people related Smart City strategies.

Research Outcomes

The following strategies will support the delivery of successful Smart City transformation across both city citizens and the organisations that serve them:

1. Establish leadership, governance and organisation structures to facilitate collaboration across boundaries and create a catalyst for smart city innovations

2. Target transformation strategies to overcome organisational barriers to change and drive desired behaviour change by city citizens

3. Integrate social business across organisations to create an operational platform that produces value and builds civic engagement

There is a strong correlation between the value of these strategies and delivery of Smart Cities outcomes. Strategy & Transformation practitioners must be integrated into Smart City engagements to assess and improve the practical application of these strategies.

The main challenge is not how to operate the machine. It´s the barrier of subverting the culture of thinking "within the box", very common in public bureaucracy. Coordinating and working across sectors is not a tradition in Brazil. Neither is exchanging

information within the public sector... In the end, it´s not about electronics and software. It´s about creativity and innovation and rethinking the way we manage, which is frequently unplugged. We won't always need the utmost mobile technology or computers.

We will always need to think about doing better and being smarter. - Eduardo Paes, Mayor of Rio de Janeiro.

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© 2011 IBM Corporation4 April 10, 2023

Smart City Fundamentals

What is a Smart City?

An urban environment that employs information technologies to sense, analyze, integrate, and react intelligently to the activities of the City across utilities and city services, the environment, people, and local industry thereby creating a better place to live, work, and run a business.

A compelling case for Smarter Cities is gaining momentum...

1. Digital technologies including broadband fiber optic and wireless telecommunications grids have begun to blanket our cities, forming the backbone of a large intelligent infrastructure • There are 9 Billion devices connected to the Internet. By 2020 it will be 24 Billion

The Internet of Things: The Opportunity of a Lifetime? The Motley Fool , Oct 2011

2. Open databases that people can read and add to are revealing all kinds of information • 104 Australian government agencies have contributed over 800 data sets Data.gov.au

• This vast amount of data is the starting point for making efficient infrastructure programmable so that a city can optimise its daily processes The Social Nexus, Scientific American, Sept 2011

3. A relentlessly growing network of sensors and digital controlled technologies all tied together by cheap powerful computers • Smart City technologies will grow fivefold to exceed $39 Billion in 2016 ABI Research

4. The worlds urban population will double by 2050 when more than 70% of the population will live in cities United Nations News Centre


Research Objective

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Asset Management Pipes, Roads, Buildings

Resource OptimisationWater, Traffic, Energy

Organisation and People

The prevalent Smart City model focuses on exploiting the latent value that exists between the connections in a cities system of systems

Objective: Test the hypothesis that successful Smart City outcomes are dependant on people related strategies

Smart Cities A system of

systems


1. Boundary-less organisation creates the catalyst for Smart City

Research Outcomes

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2. Complex urban

transformation necessitates

targeted strategies

3. Social business is the operating platform in the

Smarter City

A better place for city citizens to live, work, and run a business

People related strategies form the platform for successful Smart City outcomes

Asset Management Pipes, Roads,

BuildingsResource

OptimisationWater, Traffic, Energy

Sustainability



Why is boundary-less organisation a catalyst for Smart City?

a) The latent value between systems across cities is often entrenched through a lack of collaboration and structures that reinforce independent silos. Open partnerships create the greatest opportunity to address the latent value that delivers Smart City outcomes

b) Centralised governance structures that have a mandate deliver action in response to meaningful information will generate a need for city level dashboards built upon advanced analytics

c) Open debate that involves members of smart city organisations helps to accurately identify the changes that will transform a city into a better place to live and work. This type of civic engagement creates a sense of shared ownership and transparency that helps to deliver collective behaviour change

d) Pro-active problem solving outside of the boundaries of organisations administering cities draws upon the collective insights of those close to the problem, utilizes unique skills and capabilities and allows for creative thinking that can identify innovative solutions

Research Outcomes



What are the characteristics of a boundary-less Smart City organisation?

1. Decision making is built upon shared information, both advanced city wide analytics and individual city citizen contributionsExample: Townsville

2. Data sets generated by the organisation are openly available in a format that can be easily utilised and added to by othersExample: New York City and ChallengePost

3. Employees are encouraged to engage in and lead debate relating to the challenges that the city faces in readily available public forumsExample: IBM - Smart Planet

4. Solutions to key challenges are sought from inside at outside the organisation and are given appropriate rewards that encourage participationExample: Port au Prince

Research Outcomes


9

CITY STRATEGYCITY GOVERNANCE

Products & Services

Citizens

Businesses

WaterCommunication

Energy

Transport

EducationWaste

Food

Healthcare

Biodiversity and Ecology

Sustainability HubTownsville was an IBM Smart City Challenge winner in 2011 with a objective of accelerating sustainability actions.

One of the key recommendations from this challenge was the creation of the City Sustainability Hub, an extension of the Office of Sustainability, building a collaboration of public and private organisations and individuals. The hub will link physical activities with the digital world.

Resourceshttps://w3-connections.ibm.com/files/app?lang=en_GB#/file/47728ca7-484e-47c3-b79a-a5f2eb0e82fa

Townsville, Australia


Crowdsourcing challengesWhile many government departments have released data sets, New York has aggressively targeted those outside of the organisation to apply their unique skills and translate the data into meaningful and useful applications for citizens and visitors of New York. To motivate developers, data specific challenges are established with financial rewards. This strategy has grown and many US agencies now use external organisations to specifically manage these types of crowdsource challenges, e.g. ChallengePost.

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Resources

http://ideas.nycbigapps.com/

http://challengepost.com/

New York City, USA


Boundaryless organisation leading the debateThe ubiquitous nature of social media and the active involvement of IBMers in contributing to thought leadership sees many IBMers actively involved in the Smart Planet debate. As a result IBM generated a set of simple guiding principles for employees engaging in debate relating to these Smart Planet concepts. The table below outlines the transition IBMers are encouraged to follow, creating a set of guiding principles to support the strategy of a boundaryless organisation leading the debate.

Resourceshttps://w3-03.sso.ibm.com/sales/support/information/smarter_planet/smartercities/employee-engage.html

IBM, Smart Planet

From To

Convincing Conversing

Train IBMers to deliver messages Inspire IBMers to be catalysts, connect people to ideas

Insights within IBM Great insights everywhere, brought together by IBMers

Value provided by IBM New value created through collaboration

A campaign A movement

We start with the vision. But smarter planet will come to life when IBMers build on the concepts with each other, with our clients and with the world.


Open Source MappingFollowing the 2010 Earthquake in Haiti a lack of accurate maps of the city Port au Prince and the surrounding area created a significant challenge for search and rescue teams. Using open source methodology, volunteers from around the world produced detailed maps from satellite imagery.

Pro-active engagement outside of the Port au Prince administration allowed volunteers to:•identify an innovative process and contribute unique skills that were unavailable locally•collectively solve a problem in order to contribute to the resolution of a humanitarian crises

Resources

http://brainoff.com/weblog/2010/01/14/1518

http://wiki.crisiscommons.org/wiki/OpenStreetMap

Port au Prince, Haiti

From this

To this


2. Complex urban transformation necessitates targeted strategies

a) Whilst transformational leadership can spark an opportunity within and across organisations, a clearly articulated Vision is required to build a compelling case for change

b) In the complex, political environment of a city, supporting strategies are required to translate a Vision into practical outcomes that deliver tangible, measureable value for the impacted organisations and city citizens

c) While the transformation for the city or the organisation may be positive, individuals may resist the change due to a perceived loss of status, decision making responsibility or control that comes with the transition to an open, boundary-less operating model

d) Fundamental change to the long term behaviour of city citizens and the achievement of strategic outcomes requires specialised strategies to drive transformation. A ‘build it and they will come’ approach will have limited success in driving complex behavioural change

Why does the delivery of smart city objectives need targeted transformation strategies?

Research Outcomes


2. Complex urban transformation necessitates targeted strategies

a) A clear Vision that accurately depicts the case for change for the city, its citizens and the organisations that support itExample: Amsterdam

b) Leadership and values that supports the open, collaborative, information led culture required of a smart city organisationThought Leadership: Think

c) Align organisation structure and roles to a boundaryless operating model and analytical based decision making. Address the perceived loss of power for traditional decision makers. Build appropriate skills and provide guiding principles to succeed in the new modelExample: New York Deputy Mayor Stephen Goldsmith

d) Timely, accurate feedback and an engaging medium is critical for changing behaviour. Driving these changes across a disparate demographic of city citizens is complex and requires specialised expertise, e.g. urban planning, sociology, anthropology, urban informatics Example: Copenhagen, Arup

What transformation strategies are appropriate for Smart Cities?

Research Outcomes


Amsterdam, The Netherlands

City Project Map

Amsterdam created a visual representation of the key projects that will drive its Smarter City Vision - climate sustainability. Its interactive website accurately captures the case for change for the city, with quantifiable targets and progress reports for the city as a whole and for individual projects.

The goals and targets of partner organisations are tied back to practical tips and news for the individual, while citizens are encouraged to add to the collective learning. Integrated with Twitter and Facebook.

Resourceshttp://www.amserdamsmartcity.com/#/en


Resources

http://www.ibm.com/ibm100/us/en/forum/

http://asmarterplanet.com/blog/category/ibm-centennial/page/2

Identified Leadership qualities required for driving Smart City transformation

•They’re all systems thinkers who can look across complex and interconnected systems and see their way to a solution

•All are able to build a constituency despite resistance to change and conflicting interests

•And they all have the ability to cultivate an information-led culture to help solve what sometimes seem like insurmountable challenges

A Smarter Planet Blog, September 16, 2011

Leadership Principles for Smart City Leaders

IBM organized THINK: A Forum on the Future of Leadership, a gathering of 700 future leaders representing business, government, science and academia from around the world. The topic: what will it take to navigate the opportunities and threats that emerge over the coming decades?

The findings are particularly relevant for Smart City leaders – Facilitating a system thinking model of operation, influence across boundaries and overcoming entrenched barriers to change, to name three.

This thought leadership demonstrates the qualities Smart City leaders require are not unique, however the city has the additional challenge of being one of the most complex to navigate politically.

Think, Future of Leadership forum


Resources

http://blogs.hbr.org/revitalizing-cities/

http://www.advancedleadership.harvard.edu/

http://www.nyc.gov/html/simplicity/html/home/home.shtml

To revitalize America's cities, we must replace the antiquated rules and governing models of the past with new structures that fit our modern needs. And by doing so, we will clear the path for collaborative solutions to our cities' most pressing challenges.

In today's world, where public services are increasingly delivered by "networks" of private companies, non-profits, and government officials working together, government must abandon its hierarchical workforce structure and embrace a structure that empowers lower-level employees with the training and discretion that they need to better manage these networked relationships.

In New York City, we are working to create a modern governing structure that elevates performance, enhances discretion, employs analytics and defines public value as that produced by multiple sectors working collaboratively. Our NYC Simplicity effort seeks to reorganize government around the needs of residents and businesses and to remove the regulatory barriers that inhibit government innovation.

Stephen Goldsmith, Deputy Mayor New York

Overcoming antiquated governance models and structures

Stephen Goldsmith is the Deputy Mayor of New York City and a former two-term Mayor of Indianapolis. As part of a HBR series exploring the re-invention of the social infrastructure of cities, Stephen discussed the changes to governing models and structures required for successful transformation in cities.

New York, Deputy Mayor Stephen Goldsmith


Copenhagen, Denmark

Related Resourceshttp://senseable.mit.edu/copenhagenwheel/urbanData.htmlhttp://www.youtube.com/watch?feature=player_embedded&v=S7y3qIQu3Gchttp://senseable.mit.edu/http://blog.ted.com/2011/05/03/architecture-that-senses-and-responds-carlo-ratti-on-ted-com/

The Copenhagen wheel transforms your bike into a hybrid ebike

Developed by MIT, the Copenhagen wheel achieves many different outcomes. You can use your phone to unlock and lock your bike, change gears and select how much the motor assists you. As you cycle, the wheel’s sensing unit is also capturing your effort level and information about your surroundings, including road conditions, carbon monoxide, NOx, noise, ambient temperature and relative humidity. Access this data through your phone or the web. You can also share your data with friends, or with your city – anonymously if you wish – thereby contributing to a fine-grained database of environmental information from which we can all benefit.


Resourceshttp://www.arup.com/Publications/Smart_Cities.aspx

Arup

Urban Informatics

Timely, accurate feedback is critical for generating momentum and changing behaviour. Replicating this change across a disparate demographic of city citizens is complex and requires specialised expertise. Arup’s Urban Informatics is a great example of expertise that can translate data into engaging visualisations.

‘Arup can design urban interfaces that help visualise real-time feedback loops of urban activity. These can be engaging design-led installations at a civic or neighbourhood scale, behavioural-change strategies, orfunctional web services for citizens and city officials, making visible the invisible patterns of activity in the city. Informatics provides the public interface onto the smart city’


3. Social business is the operating platform in the Smarter City

a) Cities need to understand the specific needs of its citizens and businesses in order to develop appropriate Smart City strategies. Social business is a cost effective and inclusive mechanism for doing soExample: Surrey

b) Data generated through social media platforms must be analysed to produce information that is then used to structure the day to day priorities of operational departments across the cities organisationsExample: Corpus Christi, Fix My Street

c) Collaborative learning through crowd sourcing, voluntary participation and public challenges can sustain Smarter Cities, particularly where resources are limitedExample: Dar Es Salaam

Social business in a Smart City context relates to the utilisation and integration of social media technologies. How does social business support Smart City transformations?

Research Outcomes


GIS Open Data Hackathon

The Surrey local government led a forum that encouraged the community to identify useful ways to utilise publicly available data. The outcome of the hackathon identified the need for an application that can inform residents directly if a development application is made in their neighbourhood.

Integrating development notices into technology has implications for the operational processes of the planning department and the mechanisms for local engagement and approval.

Civic engagement in the development and planning process can be expected to increase through this transformation. Maintaining this strong civic engagement and realising the value that this model creates requires the local government to become more interactive and respond in a timely manner with accurate meaningful information.

Resources

http://www.thenownewspaper.com/Development+notification+more+coming+Surrey+residents/5761580/story.html

http://gov20.govfresh.com/international-open-data-hackathon-on-december-3-2011/

http://www.surrey.ca/city-services/658.aspx

Surrey, British Columbia, Canada


It’s the wild west of civic engagement, and the playing field is being leveled with a perfect storm of pervasive broadband, mature GIS, web services, and social media, plus all the open APIs and data sets that are now available.

On top of that you add mobility, which is not only a new channel, but a new group of users. Nielsen data indicates that low income and minorities are twice as likely to engage via mobile phone vs. desktop ISP

Opening up avenues to participation is crucial for governments to adapt both new technology and the budget crisis. Leveraging technology is not just a nice or ‘cool’ thing to do - it’s critical if governments are going to cut costs while still providing core services.Kurt Daradics, Co-founder - City Sourced

Civic engagement and issue resolution using social media technologies

Corpus Christi leverages the city sourced platform to identify and resolve local issues. With the growth in sensors, there is tremendous opportunity for an internet of things to combine:•real time community captured data - as seen in Corpus Christi•independent sensor data•Internally generated government data sets such as crime or pollution levels

This rich combination of data allows for advanced analytics to create real insight - the heart of the Smart City Vision. Organisational responses must address the issues captured to maintain this valuable civic engagement.

Corpus Christi, Texas

Resourceshttp://www.citysourced.com/default.aspxhttp://youtu.be/Jkz_PNW0IaE


Civic engagement and issue resolution using social media technologies

Fix My Street launched in the UK in 2007, was one of the early attempts to use civic engagement to identify issues that local governments could then address and fix. A simple model of encourage citizens to identify a problem such a pot hole or a street light that needs replacing and then using this information to inform the work of local maintenance teams. Critical to success is the ability for the information to be integrated, prioritised and acted upon in, with the actions fed back through the same social media network that it was identified through.

Fix My Street, UK

Resources

http://www.fixmystreet.com/


Resourceshttp://www.agi.org.uk/storage/GeoCommunity/AGI2011/Papers/MarkIliffePaper.pdf

The Kenyan government is making datasets available on education, energy, health, population, poverty, water and sanitation along with public expenditure. http://opendata.go.ke

Mapping of Infrastructure and Services

Services, including sanitation, waste management and water were mapped using open source GIS technologies through citizen engagement, raising awareness to NGOs and governments of the challenges faced daily by people living in the slums of Dar Es Salaam. As a rapidly growing urban environment, where services are provided by private organisations, data on services is often out of date.

Producing the mapping process was owned by the community which helped to:• Identified local problems and leveraged familiarity with the local geography • Build transparency and education on the capacity and limitations of government

Tandale, Dar Es Salaam, Tanzania


Appendix 1 - Urban Systems Symposium

The Importance of People - The Ultimate Sensing & Actuation System

The Urban Systems symposium was held in New York in May 2011. ‘The importance of people’ session addressed the following question: To what extent are theories of sociology, anthropology, political science, economics, and other soft sciences able to be accounted for in the modelling, design, and operation of cities?

A view of cities shown below presents people as a 3rd component in the creation of an effective system of systems.


Appendix 1 - Urban Systems Symposium

Resourceshttp://urbansystemssymposium.org/http://urbansystemssymposium.org/2011/the-importance-of-people/

A people centric view of cities outlines the complexity of relationships, networks and motivators that must be considered when influencing behaviour in an urban environment.


Resources

http://data.gov

http://data.gov.au/ - http://www.finance.gov.au/publications/gov20taskforcereport/index.html

http://www.ted.com/talks/tim_berners_lee_the_year_open_data_went_worldwide.html

Appendix 2: Government 2.0

Getting on with Government 2.0The synopsis of the government 2.0 taskforce outcomes captured below mirrors the strategies recommended in this research. The taskforce concluded in December 2009. Below is the summary of the datasets now available from Australian government agencies.

‘Engage’ distills in one word the key theme of Government 2.0:

• Public agencies and public servants should engage more using the tools and capabilities of ‘collaborative web’ or Web 2.0.

• Once public sector information is liberated as a key national asset, possibilities are unlocked through the invention, creativity and hard work of citizens, business and community organisations.

• To seize the opportunities of Government 2.0, the existing public service culture of hierarchical control and direction must change sufficiently to encourage and reward engagement. Yet it must at the same time, stay true to enduring public service values of impartiality, propriety and professionalism.

people strategies for smart cities

Business

smart city strategies

smart city townsville

smart city engagements

city citizens

city services

smarter city people

prevalent smart city

smarter city surrey