Lean Doody's presentation from the Smart Aarhus launch, 24 January, 2012.

1. Associate, Arup, London
Léan Doody
www.smartaarhus.dk www.smartaarhus.eu

2. Smart Aarhus
24th January 2012
Lean Doody
Arup | Smart Cities

3. Why Cities?
Why Cities?
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4. What is a Smart City?
A city that uses data and information technologies to:
 Provide better services to citizens
 Track progress towards policy goals
 Optimise existing infrastructure
 Collaborate within government and with citizens
 Enable new business models for public and private
sector service provision
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5. 62% of “smart”
actions taken are
related to transport,
buildings and
connectivity.
Few leading cities are
beginning to invest in
integrated technology
approaches.
•5 Information Marketplaces: The new economics of cities

6. Smart city value is not being realised today
1 Technology led versus issue led • Smart city plans have been
technology-led, rather than needs-
and values- led
2 Inability to Clearly Articulate Value • The value of digital investments is
not being clearly articulated for all
stakeholders
3 Disparate Objectives • Value objectives for one stakeholder
may not be aligned with social,
economic, environmental value
for the city
4 Complexity • Cities are complex systems
• Decisions that involve multiple
departments can take time and can
often be at odds with the sales
cycles of companies
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7. Information
Marketplaces
The New Economics
of Cities

8. Time for Leadership
Information Marketplaces: The new economics of cities
1. Economic development
2. Great places to live and work
3. Growth in the ecological age
•http://www.istockphoto.com/
•8 Information Marketplaces: The new economics of cities

9. •9

10. Framework for a smarter city
Smart City
Initiative
Framework
Level 1 Level 2 Level 3 Level 4
Soft Infrastructure
Value Assessment Individual project Some non-finnci a
l Holistic value assessment a Holistic value assessment
a
business casesa value assessed (social/environmental/ finnci a )
l supporting diversifict io o
n f
funding sources
Governance Departmental governance Some cross-departmental Cross-departmental City-wide governance
structures collaboration ‘Smart City’ management structures and shared
positions in place performance targets combined
with international collaboration
Strategic ICT Focus Limited ICT capability Some strategic focus on ICT ICT vision for the city ICT vision and strategy
overseen by dedicated
City CIO
Citizen Engagement Limited Citizen engagement Project-level ,basic needs Citizen feedback loops Citizen participation in
with Service Design analysis, pilots established integrated service design
Hard Infrastructure
IT project focus Little or no ICT projects Targeted ICT project Integrated ICT investments Real-time city operations
investments (e.g. Smart Grid) (including embedded sensing, optimisation
control and actuation)
Integration of No data integration Small scale data integration Creative data mash ups pulling Open data and crowd-sourcing
Data Streams data to a common platform initiatives
Digital Service Little or no digital service Handful of digital services Integrated digital services Diversity of cloud-based citizen
Provision provision around the city environment services
•10 Information Marketplaces: The new economics of cities

11. Connecting smart cities to value
•11 Information Marketplaces: The new economics of cities

12. Multi-dimensional value casing
•12 Information Marketplaces: The new economics of cities

13. Information products
•13 Information Marketplaces: The new economics of cities

14. Rates of change in open APIs
associated with city infrastructure
•14 Information Marketplaces: The new economics of cities

15. 3 steps for cities
• Articulate the top level policy goals
1 •Set a vision and metrics
and outcomes
• Develop and track performance metrics
• Audit and benchmark current
investment in ICT
• Prioritise investments according to the
agreed vision and needs of the city
•Manage for success, to make the • Appoint a strategy lead (CIO)
2
most of digital infrastructure • Choose an operating model for
managing digital infrastructure
•Create the foundation for a new • Create partnerships with private
3 sector and wider stakeholder group
information marketplace
• Look for opportunities to pilot
business models
• Universities can be test beds
• Recognise the need for new
partnerships to achieve growth
•15 Information Marketplaces: The new economics of cities

16. Digital / mobile city operating model
No control over citizen Control over citizen
or customer relationship or customer relationship
Control Enabler Integrator
over digital
infrastructure
Facilitating city services: can be open Governmental city services: Somewhat
assets data initiatives or outsourcing of service more closed approach, can be high cost
creation based on provided datasets. depending on implementation
Stimulating development is key
Examples Examples
SF Data, Apps for Amsterdam, 311
NYC Data Mine, London datastore London cycle hire
No control Neutral Broker
over digital
infrastructure
Unsupported City Services: City-branded services: An unlikelier
assets City government does not take initiative scenario that would be targeted at city-
and relies on privately funded projects branding and city-marketing, more than
service provision
Examples Examples
Trip Advisors, Some EV schemes Ljubljana Tourist Card
•16 Information Marketplaces: The new economics of cities

17. Digital / mobile city operating model
•Recommendations for sub-national and national governments
• Encourage cities to use common, international metrics for ease
1 •Common metrics of benchmarking and comparison
• Identify regulatory barriers to cities’ success where national or
2 •Identify regulatory barriers subnational policy – such as energy policy – contradicts city goals
• Support privacy, security and third-party authorised access to data
policies
• Create platforms/ opportunities for collaboration and knowledge-
3 •Create collaboration sharing between business and government
platforms
• Encourage cities to learn from implementations elsewhere
•Recommendations for companies
• Understand the decision-making process of cities, to avoid
4 •Proactively engage with pitching opportunities that are not able to be quickly decided upon
the public sector
• releasing relevant datasets that foster the development of new
private-sector products and services
• Encourage pre-procurement task forces to build knowledge and
5 •Build awareness of harness industry leaders’ technical knowledge and skills
solutions
• Structure learning from trials that are appropriate for scaling up
6 •Share learning from
• Use ‘Russian Doll’ approach
existing pilots
•17 Implications for other stakeholders

18. Thank you!
lean.doody@arup.com
@ldoody
•© Arup/Marcel Lam Photography
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