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Disclaimer

The information contained in this publication is based on self-reported case studies, which has undergone

a quality check by panel experts and editors no later than December 2018. The views expressed do
not imply the general opinion of ICLEI and ICDI, nor does citing of trade names or commercial services
constitute

Availability

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CONTENTS
Foreword

2

Reviewers and Editors

5

Acknowledgements

4

Executive Summary

15

01 Introduction

20

1-1 City Challenges and Innovations

1-2 What is ‘Smart Urban Sustainability’?

02 City Solutions      I.Integrated Solutions: Building Green Community
2-1 Stockholm - The Grow Smarter Project2-2 City of Yokohama - Future City and the Next-Generation Community
2-3 Kaohsiung - Green City in Transformation

21
24

26
28
29
37
45

II.Healthy Cities: Clean Air, Water and Public Sanitation

56

2-5 Darkhan - Glass Hospital69

2-4 Auckland - SafeSwim

2-6 Taoyuan - Intelligent Cloud System for Wastewater Management
2-7 Tainan - Healthy City Tainan: Clean Air and Disease Prevention

57
74
79

III.Social Engagement & Community Innovation

88

2-9 Pasig City-Share the Road Environmental Transport Program96

2-8 Auckland - Vector Lights

2-10 Auckland - Upsouth: A Youth Empowerment Platform

03. Bibliography

89

108
115

-1-

Foreword
In a rapidly changing world cities are exploring solutions to respond to
citizens’ needs and address urban development challenges in a smart way.

Digital technologies integrated with urban management systems and infrastructure represent a great opportunity for cities to use resources efficiently, deliver a higher quality of life and ultimately become more ‘smart andsustainable’.

For ICLEI, a Smart City is about much more than technology. It involves a
cooperative process that integrates networking, engagement and innova-

Gino van Begin

Secretary General
ICLEI- Local Governments for
Sustainabilitytion among governments, citizens, businesses and non-government organizations. With the overarching goal of creating sustainable cities, ICLEI supports local governments to look at the bigger picture of ‘smartness’, taking

into account overall urban governance and to ensure an approach that ispeople-focused, inclusive and transparent.

The 2019 Global Solution Report is a selection of Smart City projects fromall over the world, working towards core values of urban livability andsustainability. From the Asia-Pacific region to Europe, the 12 selected cities
demonstrate a variety of innovative solutions in energy, transport and in-

frastructure. They share their enlightening strategies on how they engage
citizens and different stakeholders that truly enable the realization of the
projects.

Making such experience-based stories and best practices openly available

is crucial to support fellow cities facing similar challenges and searchingfor practical guidance. ICLEI offices work together with local governmentand stakeholders from various sectors to share and adopt smart solutions.
It is our mission to help cities navigate the digital transition by building
strategies and developing leadership capacities in line with the SDGs.

As the definition of smart city continues to evolve, ICLEI endeavors to
spread a sustainability-centered model of smart cities by employing asystematic approach. This report provides a valuable reference for policy makers and city officials to identify smart solutions, set action plans
and map indicators. With the aim of facilitating the ‘smart’ transition to asustainable city, we hope you will find the case studies in this publication
informative with tangible ideas, replicable across the world.

-2-

When the Paris Agreement was adopted by UN parties in December 2015,
it reflected the worldwide consensus that climate change is an urgent issue
and has caused severe threat in many parts of the world. Among various

human living environments, cities are the ones that face the highest risk.
Based on a variety of evidence, human activities are changing the climate

in ways that increase the risk to cities, and cities and their citizens have al-

ready begun to experience the effects of climate change. This highlights theimportance of building up urban sustainability in cities on the front lines ofclimate change.

Tze-Luen Alan Lin

President of International
Climate Development InstituteAs one of the leading institutes concerning the right of development vis-àvis climate change, ICDI is dedicated to the facilitation of urban sustainability in cities. Together with international organizations and local govern-ments, our core focus is on helping cities establish cooperative networks
around the world, and to support capacity building within local communities through innovative and people-oriented approaches. For this purpose,it gives me great pleasure to present the ‘‘Global Smart Solution Report
2019: City Challenges and Innovations’’.

“Global Smart Solution Report 2019: City Challenges and Innovations” isan insightful review of policies, implementation and progress illustrated
in case studies, and an overview of practical solutions which cities aroundthe world have applied to achieve their goals of inclusive, safe, resilientand sustainable human settlements. The report highlights the diverse chal-lenges that cities have faced, and the innovative actions which help cities

address these challenges and further develop their own capacity throughthe utilization of ICT and IoT technology.

What also sets this report apart is its attempt to build linkages between
the city cases and Sustainable Development Goals (SDGs). This is vital as it

is widely recognized that the interlinked challenges of climate change andsustainable development must be urgently addressed to deliver a stable

and secure world to future generations. To promote awareness among
stakeholders and further inspire action, this annual publication will show
how cities achieve urban sustainability with innovative solutions.

-3-

Acknowledgements
Reviewing Expert Panel
Graham Watson - Lead Expert
Cynthia P. Celebre
Chyi-Rong Chiou
Shuo-Yan Chou

Editing Consultants

Kung-Yueh Camyale Chao (ICDI)
Tsu-Jui Cheng (ICLEI WS)

Executive Editors

Ying-Chih Deng

Roman Serdar Mendle
Kevin Hsu

Mike Lin (SCSE)

Cynthia Chen (SCSE)

Yi-Sheng Yang (ICLEI KCC)

Chia-Yen Lin (ICDI)

Kathleen McCarthy

Jenna Lynn Cody

Proofreading

Design and Layout
Yun-Sang Liu

Editing Assistants

We would like to thank and acknowledge the important contribution of thefollowing partners from the Stanford University:
Jasmine Wenyi Sun

Luke Daniel Miller

Ashley Vicki SongContributors

We thank and acknowledge the following individuals for their valuable assistance providing content, consultation, feedback and inputs to inform the citycase studies:

Gustaf Landahl

Raquel A. Naciongayo

TU Chan-Cheng

Hsu Chin-Chun

Nory Gazel C. Magsombol

Chinghui Liao

Kimberley Wu

Matt Montgomery-4-

Shuan Chung

Tserendulam Shardarsuren
Mei-Kuei Chu

Ching-Fen Tsai

Fiona Cunningham
Hiroyuki Kasuya

Reviewers
Sir Graham Watson was educated at the City of Bath Boys’ School andat Heriot-Watt University, Edinburgh, from which he gained an Honors
degree in Modern Languages. As a member of the European Parliament

since 1994, Graham developed and has maintained a lifelong passion
for environmental sustainability, particularly in the field of energy. He isa co-founder of The Climate Parliament, a global network of legislators

campaigning for a rapid switch from fossil fuels to renewable energy, and

Sir Graham Watson

Member of European Economic and Social Committee(EESC)

President of The Climate Parliament from 1996-2001 and from 2009-2016.

In the European Parliament he served as Chairman of the Parliament’s
Committee on Citizens Rights and Freedoms, Justice and Home Affairs from1999 to 2002 and as Leader of the Liberal (ELDR, later ALDE) Group, 20022009. Under his leadership it became the largest third party in the historyof the European Parliament. From 2011-2015 Sir Graham was Presidentof the European Liberal Democrat (ALDE) Party. Sir Graham still plays anactive role in politics at national and international level. He is currently aMember of the European Economic and Social Committee.

Dr. Cynthia P. Celebre is the current Chief of the Research and Development

and Training Division of the Philippine Atmospheric, Geophysical andAstronomical Services Administration (PAGASA), the National Met-Hydro
Service of the Philippines. She began working in public service as a meteorologist in 1978 and rose in the ranks from there. Her present position

requires her to formulate and implement plans, policies and procedures
relative to the operational and/or research functions and responsibilities

Dr. Cynthia P. Celebre

Director, the Research andDevelopment and Training Division, Philippine Atmospheric, Geophysical and Astronomical Services Administration(PAGASA)of the Division. Working as the concurrent Head of the WMO Regional
Training Center (RTC) for RAV, she also directs, coordinates and controls

the program of activities of the RTC to ensure the effective and efficient uti-

lization of materials and Human Resources in meeting the Agency’s goals
and objectives.

-5-Dr. Chyi-Rong Chiou is an associate professor at the Department of Forestry
and Resources at National Taiwan University, focusing on resource inven-

tory, forest management, spatial information applications, climate change
impact assessment of biodiversity, forest carbon accounting, forest certifi-

cation and urban long-term ecological studies. He is currently responsible
for the Ministry of Education Climate Change Talent Training program, theNational Greenhouse Gas Emissions inventory forestry sector calculation,

Dr. Chyi-Rong Chiou

and the Taiwan Biodiversity Observation Network (TaiBON).

Associate Professor, Department of Forestry and Resources, National Taiwan University(NTU)

Shuo-Yan Chou is a distinguished professor of industrial management, thedirector of the Center for Internet of Things Innovation (CITI) at National
Taiwan University of Science and Technology (Taiwan Tech), and an advi-

sor to the Taipei City Government on smart cities. His research interests
include Internet of Things innovation, technology-enabled services, smart

energy management, AI, blockchain, as well as smart city and Industry

4.0 development. In addition, he has conducted more than 100 research

Dr. Shuo-Yan Chou

Distinguished Professor of
Department of Industrial
Management,National Taiwan
University of Science andTechnology (NTUST)

projects and been engaged in many international cooperation activities.

He has served as the dean of international affairs at Taiwan Tech, the editor-in-chief of the Journal of Chinese Institute of Industrial Engineers(Taylor and Francis) as well as on the editorial boards of IJFS, ASCE JEE,JIPE, among others. Dr. Chou has been a visiting professor/scholar at MIT

Media Lab, ETH (Switzerland), Peking University (China), Nagoya Universi-ty (Japan), Hong Kong University of Science and Technology and Universityof Washington (USA) and others. He has also served as the general chair

for CE2009, 2010 INFORMS Service Science Conference, MCP AP2010, andCE2014 and as the organizer of more than 25 major international events
locally and internationally. Dr. Chou received his PhD in industrial and operations engineering from the University of Michigan.

-6-Dr. Ying-Chih Deng, currently an associate professor TU Berlin, is a strategy designer and a passionate educator. He has worked on projects that

advocate for sustainable developments in cities, including the Smart Sus-

tainable District Project funded by EU Climate KIC; Taiwan Culture Lab

commissioned by the Taiwan Ministry of Culture; Zhenjiang Low Carbon

City Planning commissioned by Deutsche Gesellschaft für Internationale
Zusammenarbeit (GIZ); Düsseldorf-Chongqing Learning City funded by

Dr. Ying-Chih Deng

Associate Professor, Technical
University, Berlin

Stiftung Mercator; and Oresund Strait Regional Planning and Postoil City

Gela Sicily. He is inspired to design spaces which encourage co-evolution
among fields of cultural development, circular economy, civic technology
and social innovation.

Roman Serdar Mendle manages the Smart Cities Program at the ICLEI andheads ICLEI’s work on City-Business Collaboration. Mr. Mendle and his
team enable the 1500 cities in the ICLEI Network to navigate smart city

spaces and help them find and evaluate solutions to sustainability challeng-es. He also manages the Urban Transitions Alliance, supporting industrial
and post-industrial cities to transition towards sustainability and a local
green economy, decoupled from emissions and resource use. A sustain-

Roman Serdar Mendle

Smart Cities, Program Manager, ICLEI WS

ability scientist by training, Mr. Mendle has expert knowledge regarding

cities’ needs and barriers for successful sustainability transitions of theircomplex and interconnected urban systems. Roman Mendle holds an MSc

in Environmental Studies and Sustainability Science from Lund University,

a BA in Economics and Politics of East Asia and a certificate in Energy Economics and Mining from Ruhr-University Bochum, as well as a certificate inForeign Studies from Renmin University, Beijing.

-7-

Kevin Fan Hsu specializes in sustainable development, urban change, andinnovative climate strategies. He is a Lecturer and Researcher at Stanford
University, where he co-founded the Human Cities Initiative. He has con-ducted research on city and sub-national cooperation on climate change

and participatory design processes. Previously, he was an urban scientist
with The Walt Disney Company, bridging the study of cities with sustain-

able energy infrastructure, mobility, and human-centered design. As a

Kevin Hsu

Lecturer in Urban Studies,
Stanford University

member of the Urban Land Institute’s (ULI) executive committee in Shang-

hai and co-chair of the Young Leaders Group, he supports educational
opportunities regarding the responsible use of land and the built environ-ment. In 2018, he joined the Centre for Liveable Cities, in Singapore, as an
Assistant Director.

Kevin holds three degrees—a B.S. in Earth Systems, a B.A. in International

Relations, and an M.S. in Civil & Environmental Engineering—all from Stan-

ford University, where he has taught courses in Design, Urban Studies andInternational Policy Studies. He writes on political and cultural affairs inpublications such as the South China Morning Post, Ketagalan Media, andForeign Policy, and is also interested in exploring how urban sustainability
maps onto efforts to protect heritage and safeguard cultural continuity.

-8-

Editing Consultants
Kung-Yueh Camyale Chao has been working in public affairs for 20 years,

and is currently the Executive Director of International Climate Development Institute (ICDI). In addition, Camyale also served as the General Secretary of the International Forum of Meteorological Societies (IFMS) fromJanuary 2016 to September 2018, and has been elected as the Treasurer of
IFMS since Sep 2018.

Kung-Yueh Camyale Chao
Executive Director, International Climate Development
Institute (ICDI)

Camyale was involved in many international activities, including partici-

pating in the Futures CoLab at Future Earth, and as a CSO Representative at

the European Bank for Reconstruction and Development (EBRD) and more.
.Prior to this position, Camyale served as the Deputy Director of the APEC

Research Center for Typhoon and Society (ACTS) for 4 years. Camyale
completed a Ph.D. in Politics at the University of York in the UK, and another Ph.D. in Educational Policy and Management at the National Taipei

University of Education. He was lecturer at various Universities including
Tamkang University, Taipei City University of Science and Technology, andteaches “Smart City Governance” course at Soochow University. Camyale isalso a certified trainer of UNISDR.

After graduating from the Department of Industrial Management at the

National Taiwan University of Science and Technology in 1988, Mike Lin

worked for the Commercial Times, with a strong focus on and profoundexperience covering technology and industry news. In 1995, he became theVice President of the Taiwan PC Magazine and the Chief Editor of PC Week.

Mike has been with Taipei Computer Association (TCA) since 1999. He has

Mike Lin

General Secretary, Taiwan
Smart City Solutions Alliance(TSSA)

dedicated himself to the planning of the Cross-Strait Technology Forum,and fostered WiMAX development by consolidating resources in the tech-

nology community. Aimed at facilitating joint development across Taiwan’s

ICT industry, Mike has organized the Taiwan Smart City Solution Alliance(TSSA) and the Smart City Summit & Expo (SCSE) with a number of prominent companies since 2013.

-9-Tsu-Jui Cheng leads the EcoMobility and Sustainable Urban Mobility Pro-

gram and coordinates ICLEI interoffice cooperation. He and his team guidecities to provide liveable, accessible and equitable urban mobility for bothpeople and goods through such initiatives as the EcoMobility Alliance and
EcoLogistics, particularly the Kaohsiung Strategies for the Future of Urban

Mobility. His team works with cities to deliver human- centered mobility

plans in the age of innovation, disruptive technology and rapid urbaniza-

Tsu-Jui Cheng

Program Manager and Global Coordinator, Sustainable
Urban Mobility/ EcoMobility,
ICLEI World Secretariat

tion. He holds a PhD in Transport Studies from University College London,an MSc in City Design and Social Science from London School of Economics
and Political Science, and a BBA in Transportation and Communication
Management Science from National Cheng Kung University.

Cynthia Chen is the manager of the Taipei Computer Association (TCA). A
graduate of the Department of Science and Technology at Takming University, Cynthia became the committee leader of Taipei Computer Application

Show (TICA) and the Smart City Expo. Afterward she served as the Execu-

tive Secretary in the Association for Wireless City Application. To promote

the development of smart city technology in Taiwan industry, Cynthia has
participated in the Taiwan Smart City Solution Alliance as the Deputy Sec-

Cynthia Chen

Deputy Secretary-General,
Taiwan Smart City Solutions
Alliance (TSSA)-10-

retary-General and dedicated to organizing the Smart City Summit & Expo.
In 2018, Cynthia was also the Principle Investigator of sub- projects for the

Minister of Health and Welfare, which gathered over 2,000 global visitorsand medical professionals at the International Smart Healthcare Forumand the Hospital Superintendents’ Conference.

Executive Editors
Yisheng Yang is the Head of Program Planning at the ICLEI Kaohsiung

Capacity Center. She has more than 10 years of experience in sustainableurban planning and is now dedicated to supporting cities and local governments in the East Asia region via capacity building programs on urban

resilience. She is also a UNISDR certificated trainer of Climate Adaptation
and Resilient Cities.

Yisheng Yang

Head of Program Planning,
ICLEI Kaohsiung Capacity Center

She received her Master’s in city planning from University of Pennsylvania
and a BA in International Relations at National Taiwan University. Before

joining ICLEI, she worked as the program manager in the Low-Carbon Center of National University of Kaohsiung, leading projects on smart application and green infrastructure planning for subtropical cities.

Yisheng also served as the International Coordinator in the Vice Chair Of-

fice of APEC Telecommunication where she supported the study and advisory report on Smart Cities programs worldwide.

Chia Yen Lin is currently a project specialist in the International Climate
Development Institute (ICDI). In her position, she participates in the organization and implementation of projects relevant to adaptation, capacity
building, and international cooperation under climate change. For example,

she has been working with her colleagues to study the climate negotiation progress in the Conference of Parties (COP) at the UN Convention on

climate Change and the international climate funding mechanism in the

Chia Yen Lin

Project Specialist, International Climate Development
Institute (ICDI)

Green Climate Fund (GCF). In addition, Chia Yen also participated in the

UNISDR training certificate course in Disaster Reduction. In 2018, Chia
Yen was mainly responsible for the Smart City project, which discusses theimportance of sub-national actors in climate action and the combination ofhigh technology. In March 2018, she cooperated with ICLEI KCC and TCA toorganize the Sustainable City Forum in the Smart City Summit & Expo.

-11-

Editing Assistants
Jasmine Sun is a second-year undergraduate at Stanford University, where

she is studying Public Policy with a focus on Science and Technology policy.
While she has diverse experience working in research roles for U.S. nonprofits, her interest in global development and urbanization challenges

drove her to work withICDI. At Stanford, she is also involved with the Human Cities Initiative, Students for a Sustainable Stanford, and their competitive debate society.

Jasmine Sun

Undergraduate student at
Stanford University
ICDI InternAshley is a junior studying Economics and Earth Systems at Stanford University. She is originally from Sugar Land, Texas. She loves asking big ques-

tions about the world and has an interest in global inequality and justice,sustainability issues, and thinking about how her own power and privilege

contribute to this. Her time working for ICDI gave her exposure to many
issues, including disaster resilience, smart cities, and international policy.
She was able to take a rare and complicated worldview to produce impact-

Ashley Song

Undergraduate student
at Stanford University
ICDI Intern

ful policy and project-based work. She also has experience working for theSocial Entrepreneurship Corps in Nicaragua and is involved in many public
service and social entrepreneurship initiatives at Stanford.

Luke Miller was an intern at ICDI during the summer of 2018. He is anundergraduate at Stanford University currently completing his studies inpublic policy, with a concentration in environmental and development eco-nomics. He was born and raised in the state of Idaho in the United States.
He has previously worked and studied in Abidjan, Côte d'Ivoire and in

Paris, France, and one day hopes to work as an economist affecting policy
issues in sustainable development.

Luke Miller

Undergraduate student at
Stanford University
ICDI Intern-12-

ICLEI - Local Governments for Sustainability is the leading global network of more than 1,700 cities, towns and regions committed to building

a sustainable future. By helping the ICLEI Network become sustainable,
ICLEI impacts over 25% of the global urban population.

As the only ICLEI-recognized capacity center in East Asia, ICLEI Kaohsiung Capacity Center provides training, professional expertise and avariety of information exchanges to help cities in this region move towards
sustainable development through action plans, regulations, policies, public
environmental education, and international symposiums.

International Climate Development Institute (ICDI) is a non-profit organization which concerns the right of development under climate change.

By providing its professional knowledge and skills to climate governance,
this think tank engages in planning and implementing national climate pol-icy with the PPP approach; supporting local communities and vulnerable

groups in capacity building to achieve climate-resilient and sustainable
lives.

Smart City Summit & Expo (SCSE) is jointly organized by Taipei Computer Association, Taipei City Government, and industry partners with the aimof presenting one-stop IoT solutions tailored to market needs. Through the
networking of high-profile innovators and city leaders, this 4-year inter-national exchange platform has initiated numerous cases of collaboration
across industries and countries, addressing urban issues including trans-

portation, mobility, healthcare, education, security, the environment, andbuilding.

-13-

List of Acronyms and Abbreviations

AR: Augmented reality

CCTV: Closed-circuit television
CO2: Carbon dioxide

CO2e: Carbon dioxide equivalent

COP: Conference of the Parties by the UNFCCC
EPA: Environmental Protection Agency

EST: Environmentally sustainable transport
EV: Electric vehicle

GHG: Greenhouse gas

GIS: Geographic information systems
GPS: Global positioning system

ICDI: International Climate Development Institute

ICLEI: : International Council for Local Environmental Initiatives (Local Governments for Sustainability)
ICT: Information and communications technology
IEC: Information, education, and communication
IoT: Internet of Things

IPCC: Intergovernmental Panel on Climate Change
ITS: Intelligent traffic system

KEPB: Kaohsiung Environmental Protection Bureau
KRTC: Kaohsiung Rapid Transit Corporation
LCD: Liquid crystal display
LED: Light-emitting diode-14-

LGU: Local government units (Philippines)

MMDA: Metropolitan Manila Development Authority
MVP: Minimum viable product

OECD: Organization for Economic Co-operation
and Development

PM2.5: Particulate matter less than 2.5 micrometers in diameter

PM10: Particulate matter less than 10 micrometers
in diameter
PPP: Public-private partnership
PV: Photovoltaic

UNFCCC: United Nations Framework Convention
on Climate Change
USGS: United States Geological Survey

SCSE: Taipei Smart City Summit & Expo

SDG: United Nations Sustainable Development
Goal
SOP: Standard operating procedures
TCA: Taiwan Computer Association
TSI: The Southern Initiative

UAV: Unmanned aerial vehicle
UHI: Urban heat island
UN: United Nations

WWTP: Wastewater treatment plantExecutive Summary
This is the Global Smart Solution Report for City Challenges and Innovations. The three co-launchers of the report embrace diverse, yet closely related perspectives on urban development. ICDI is concerned with the rightof human development under climate change, while ICLEI KCC focuses onbuilding a sustainable environment for urban populations. SCSE, as theleading summit and exhibition of the ICT industry in Taiwan, is dedicatedto facilitating city adaptation via advanced technology. Together, we envi-

sion building people-oriented systems with ICT and IoT technology, which
help cities around the world achieve urban sustainability under climatechange.

This report presents a variety of cases demonstrating how cities in different regions cope with urban sustainability challenges with innovative

solutions. As priority areas, sectors, and hazards differ from city to city, thetemporal and spatial scale at which solutions can be applied will therefore

vary significantly according to contextual factors. Through the launching of
this report, we hope to provide a platform for cities to exchange experiences and facilitate cooperation to achieve urban sustainability.

Cities, Climate Change and Urban Sustainability

Cities, which are home to more than half of the world’s population, face

increasing environmental pressures and infrastructure needs. The global
climate science research community has concluded that human activities

are changing the Earth’s climate in ways that increase risks to cities. Ac-

cording to a report released at the IPCC Cities and Climate Change Science
Conference in Edmonton, Canada, cities around the world emit 70 percentof the world’s carbon dioxide, and the number will likely increase when
consumption emissions are included. This kind of human-caused climatechange presents critical risks to cities beyond the familiar risks caused bynatural variations in climate.

As cities grow in size and warming trends continue, the type and severityof challenges cities face change dramatically. Cities become warmer thantheir surrounding areas due to human activity, a phenomenon called theurban heat island effect. This phenomenon, combined with the warming

climate, exacerbates air pollution in cities. Traffic congestion slows down
travel and speeds up carbon emissions. Waste management infrastructure-15-

faces difficulties keeping up with increased residential density. Further-more, climate extremes such as heat waves, droughts, coastal flooding, andheavy downpours are expected to increase in frequency due to changing
climate conditions.

It is therefore essential to consider what cities can do to enhance quality oflife and social equity. In September 2015, the United Nations endorsed the

new Sustainable Development Goal 11, which is to ‘‘make cities and humansettlements inclusive, safe, resilient and sustainable.’’ As underlined in theSummary for City Leaders of the Urban Climate Change Network ARC3.2,
this new sustainability goal cannot be met without explicitly recognizing
climate change as the key component. Likewise, an effective response to

climate change cannot proceed without understanding the larger context
of sustainability.

Thisleads to our perspective on the definition of ‘Urban Sustainability.’ Var-ious factors such as public health, efficient governance, economic vitality,
and class equality all contribute to the long- term resilience of cities. This

report tries to focus case studies centering environmental sustainability
under the impact of climate change. However, with the understanding thatcities function as complex, interdependent and integrated social-ecologicalsystems, solution descriptions must remain attentive to economic, social,and cultural considerations which intersect with environmental impact.

‘Smart’ Solutions

In addition to the focus on environmental sustainability, the cases in thisreport also outline the application of ‘Smart’ solutions. As the ‘Smart City’trend increases and gains popularity, city leaders have thought of smart
city development primarily as injecting sensor data and high-tech command centers into infrastructure. Following this vision of focusing on phys-

ical, infrastructural elements, city governments have employed a technoscientific and predominantly top-down, managerial approach.

However, it is now becoming clear that that smart city strategies start withpeople, not technology. Instead of installing digital interfaces in traditional

infrastructure or streamlining city operations, ‘Smartness’ is more about
using technology and data purposefully to make better decisions and deliv-16-

er a better quality of life. Also, while good management is central to smart

cities, companies and residents also play a critical role in shaping cities’
performance. Therefore, in this report, ‘Smart Solutions’ are seen as a set oftools to reach the broader goal of improving urban sustainability, responding to public demand and involving the public in planning processes.

City Cases

A large proportion of this report provides a review of 20 geographicallyand thematically diverse city cases, which serve as examples of innovative
practice in achieving urban sustainability. As mentioned previously, thepurpose of this section is to propose a well-assorted array of urban solutions which exhibit a proactive stance towards challenges under climatechange and actively encourage cities to communicate, discuss, and facilitate
further cooperation.

Classified into three subsidiaries under ‘Smart City’, the cases of Stockholm,

Kaohsiung, Auckland, Pasig, Taoyuan, Darkhan, Yokohama, and Tainan
will offer a review of context-based strategies that are well-aligned withthe multi-sectoral, multi-hazard, and multi-stakeholder understanding ofurban sustainability put forward throughout the text. Prior to the official
publication, the cases of Stockholm, Kaohsiung, Auckland, Pasig, Tainan,and Yokohama were selected as showcases in this brief version due to themore holistic and inclusive solutions provided. The brief version of thereport will be introduced in the United Nations Climate Change Conference
2018, and the official report will be launched at the Smart City Summit &Expo 2019.

To bring more discussion and interaction into the report, seven experts

from diverse fields with a common vision to promote urban sustainability

were invited to form an expert panel. Each submitted case was reviewed
by the expert panel on a rolling basis and received insightful comments. In

addition, echoing the importance of the 2030 Agenda for Sustainable Development, the cases are linked to the 17 Sustainable Development Goals

based on the challenges faced and the solutions adopted. The following
provides the full list of the 17 goals.

-17-

-18-

Goal 1:
End poverty in all its forms everywhere

Goal7:
Ensure access to affordable, reliable,
sustainable and modern energy

Goal13:
Take urgent action to combat climatechange and its impacts

Goal 2:
Zero Hunger

Goal 2:
Promote inclusive and sustainableeconomic growth, employment

Goal 14:
Conser ve and sustainably use theoceans, seas and marine resources

Goal 3:
Ensure healthy lives and promote
well-being for all at all ages

Goal 9:Build resilient infrastructure, promote sustainable industrializationand foster innovation

Goal 15:
Sustainably manage forests, combat
desertification, halt and reverse landdegradation, halt biodiversity loss

Goal 4:
Ensure inclusive and equitable quality education and promote lifelong
learning opportunities for all

Goal 10:
Reduce inequality within and among
countries

Goal 16:
Promote just, peaceful and inclusive
societies

Goal 5:
Goal 5: Achieve gender equality andempower all women and girls

Goal 11:Make cities inclusive, safe, resilientand sustainable

Goal 17:
Revitalize the global partnership forsustainable development

Goal 6:
Ensure access to water and sanitation
for all

Goal 12:
Ensure sustainable consumption andproduction patterns

-19-

1-1
City Challenges and Innovations-Background Information of the report

1-2
What is ‘Smart Urban Sustainability’?

1

Introduction

Introduction

1-1 City Challenges and Innovations-Background Information of thereport1-1 City Challenges and Innovations-Background Information of the report

Through rapid urbanization, cities have become crucial zones for humansustainability. More than half the world’s population today lives in cities,

and it is expected that another 2.5 billion people will join them by 2050.

The trend of rapid urbanization can make the world’s society and economy

increasingly vulnerable to the impact of climate change. As highlighted

in the New Urban Agenda adopted at the United Nations Conference on
Housing and Sustainable Development in Quito, Ecuador in October 2016,“urban centers worldwide, especially in developing countries, often havecharacteristics that make them and their inhabitants especially vulnerable
to the adverse impacts of climate change and other natural and man-madehazards.”

Despite these increasing vulnerabilities and risks, this trend of rapid ur-banization pushes forward the importance of the role of cities in humandevelopment. Also highlighted in the New Urban Agenda, “Given cities’ demographic trends and their central role in the global economy in the mit-

igation and adaptation efforts related to climate change and in the use ofresources and ecosystems, the way they are planned, financed, developed,
built, governed, and managed has a direct impact on sustainability and resilience well beyond the urban boundaries”.

During COP23, global and regional leaders issued the Bonn-Fiji Commitment, signifying the strong commitment and intention of local and regional
leaders working in partnership with all levels of government to achieve

the objectives of the Paris Agreement. Under this framework, numerous
initiatives at the city and regional levels are already under way to address

the challenges of mitigation and adaptation in areas of human settlement.
To put these commitments and initiatives into practice and live up tosustainable development goals, it is essential to connect policy, scienceand business communities to explore "smart" solutions and facilitate real
breakthroughs in tackling urban challenges.

Building on the momentum of the Taipei Smart City Summit & Expo 2018(SCSE), ICDI, ICLEI-KCC and TCA together launched the publication ini-

tiative — ‘‘2019 Global Smart Solution Report: City Challenges and Innovations’’ to showcase selected smart city achievements around the world.

©Reuters/ 達志影像

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Introduction

1-1 City Challenges and Innovations-Background Information of the report

Through this publication, we hope to connect cities from different regionswith similar urban challenges, and create a platform for these cities to ex-change their experiences in addressing these challenges. Finally, we hope
to facilitate a cooperative network among cities.

-22-

Introduction

1-1 City Challenges and Innovations-Background Information of the report© Taipei Computer Association-23-

Introduction

1-2 What is ‘Smart Urban Sustainability’?

1-2 What is‘Smart Urban Sustainability’?
This report will outline smart solutions to urban sustainability challenges

around the world. But what makes a city or solution “smart,” and what constitutes “sustainability”? A consistent evaluation framework requires arriv-

ing at an agreed definition of these often nebulous terms, a difficult task initself. This section aims to explain the definitions and rationale utilized in
the context of this report.

The “smart city” trend has gained rapid popularity in recent years, withwide-ranging definitions. In Smart Cities: Big Data, Civic Hackers, and theQuest for a New Utopia by Anthony Townsend, a smart city is a “place

where information technology is combined with infrastructure, architecture, everyday objects, and even our bodies to address social, economic,

and environmental problems. Meanwhile, Antoine Picon in his book Smart
Cities: A Spatialised Intelligence describes a smart city as “a city whose

digital tools allow the optimization of its functioning and sustainability, as

well as of its inhabitants’ quality of life and... relationships.” The common
denominator of these various definitions is a city that integrates information and communications technology (ICT) into its infrastructure, operations, and decision-making processes.

However, after a decade of trial and error, municipal leaders are also realizing that smart city strategies start with people, not technology. “Smartness” is not just installing digital interfaces in traditional infrastructure
or streamlining city operations. It is about using technology and data

purposefully to make better decisions and deliver a better quality of life.
Therefore, this report builds on a definition of smart solutions that incor-

porates ICT into a city’s infrastructure and institutions with the broader
goal of improving urban sustainability. Such solutions must respond to
public demand and involve the public in planning processes.

It naturally follows to clarify the concept of “urban sustainability” that

this paper refers to. One popular model defined by Brendan Gleeson andNicholas Low in 2005 is the “three-pillar” model of sustainability, in whichsustainable development “is about the achievement on a global scale ofthree principles: economic development, social justice and ecological re--24-

Introduction

1-2 What is ‘Smart Urban Sustainability’?

sponsibility.” The United Nations Sustainable Development Goals are evenbroader, outlining 17 categories from “Zero Hunger” to “Climate Action.”
Evidently, various factors such as public health, economic vitality, and classequality all contribute to the long-term wellbeing of a community.

This report will focus on case studies centering environmental sustainabil-

ity under the impact of climate change. Specifically, this report will adopt

John Morelli’s definition in the Journal of Environmental Sustainability:that environmental sustainability entails “meeting the resource and ser-vices needs of current and future generations without compromising thehealth of the ecosystems that provide them.” In the interest of collecting a

focused set of case studies, this definition is certainly narrower than those
proposed by Gleeson and Low or the UN SDGs. However, the solution de-

scriptions remain attentive to economic, social, and cultural considerations
as they intersect with environmental impact.

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Stockholm

2-1 The Grow
Smarter ProjectNorth America

2Eu

Latin America

City Solutions

DarkhanYokohama

2-5 Glass Hospitalurope

2-2 Future City and
the Next-Generation Community

Asia

Taoyuan

2-6 Intelligent Cloud
System for Waste
water Management

Tainan2-7 Healthy City
Tainan : Clean
Air and Disease
Prevention

AfricaKaohsiung

OceaniaPasig

2-9 Share the Road
Environmental
Transport Program

2-3 Green City inTransformation

Auckland2-4 SafeSwim

Auckland

2-8 Vector Lights

Auckland

2-10 UpsouthI

Integrated Solutions:
Building Green Community

2-1   The Grow Smarter Project
Stockholm City

2-2   Future City and the Next-Generation
Community
City of Yokohama

2-3   Green City in Transformation
Kaohsiung City

City Solutions

The Grow Smarter Project2-1 The Grow Smarter Project

Stockholm City

© GrowSmarter website

City Profile

Stockholm

Common Sustainability Challenges in European Cities

European cities face common sustainability challenges regarding housing,mobility, and infrastructure. As rapid urbanization is an inevitable trend,

cities need to become smarter to respond to citizen needs and to reduce
their environmental footprint. As the population grows, urban mobility

must address issues such as increased congestion and air pollution. ThereArea: 188 km (73 sq mi)
Population: 1,515,017
2

is a burning need to shift transportation habits from private cars to public

transport, cycling or walking. There is also a need for smarter logistics as
the flow of goods increases due to online shopping. Changing demographic
structures are another issue, requiring not only more housing, but adjustments to existing housing to meet the needs of the increasing numbers ofelderly people and single families. Construction during urban development-29-

City Solutions

2-1 The Grow Smarter ProjectContributor:
Gustaf Landhl, Head of Dept.
Stockholm City & GrowSmarter
Coordinator

Linking SDGs

is also an important factor to consider, as the process usually requires
massive resources and energy to tear down and rebuild infrastructure andhousing. As a result, it’s essential to consider how to most effectively renew
infrastructure and housing with the smallest environmental impact.

Grow Smarter

Coordinated by the city of Stockholm, the GrowSmarter project brings
together cities and industry to integrate and demonstrate “12 smart city
© sdg knowledge platform

solutions” in energy, infrastructure and transport, and to provide other

cities with valuable insights on how they work in practice as well as opportunities for replication.

GrowSmarter’s vision is to “transform cities for a smart, sustainable Eu-rope” through smart technology. The goal is to ultimately reduce Europe’s
ecological footprint while continuing to modernize its cities. An importantvalue in the GrowSmarter project is sustainability, which entails not only

concern for the environment, but also economic and social factors too.
Regarding environmental impact, GrowSmarter is committed to reducing

energy usage and greenhouse gas emissions. In addition, this project im-proves the lives of people by providing more jobs, a greater selection oftransportation, and a more efficient waste disposal system. At the sametime, GrowSmarter contributes to a sustainable economy with increased
cost efficiency while fostering economic growth
Grow-Smarter logo©GrowSmarter
Official Website

Overarching Smart Solutions

The GrowSmarter project demonstrates twelve smart solutions to be implemented in the three “Lighthouse”cities of Stockholm, Cologne and Bar-celona. These solutions are split into three overarching themes. The figure

and the table below categorize and briefly summarize each of the twelve
solutions.

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City Solutions

2-1 The Grow Smarter Project

I. Low Energy District

Smart building shell refurbishment

Smart building logistics

Problem

Solution

Problem

Solution

One-third of Europe’s housing wasconstructed between
1950-1970

Refurbish old housingwith smart
building technology to reduce theirenergy usage by up to 75%

The transport ofconstruction materials
accounts for a highpercentage of emissions

Implement a centralized logistics
depot for more efficient transport;
introduce eco-friendly transport
vehiclesSmart energy saving tenants

Smart local electricity management

Problem

Solution

Problem

Solution

Residents struggle tomeasure their energy
usage and waste habits

Provide real-time information
regarding energy usage and waste
levels through smart technology;
charge waste disposal, energy bills,
etc. based on the amount eachhousehold pollutes, which encourages residents to be more environmentally conscious.

National grids aren’t
responsive and are
too dependent onchanging weather
conditions

Promote local energy production
and storage investments such as
vehicle to grid for EV and better control of electricity demand

II. Integrated Infrastructure-31-

City Solutions

2-1 The Grow Smarter Project

Problem

Smart street lighting

Traditional lamp posts
consume too muchenergy.

Waste heat recovery

Solution

Problem

Implement LED lights with smart
motion sensors that only light up
when needed; serve a dual purpose
as EV charging centers and communication hubs.

Heating systems consume energy excessively.

Smart waste collection

Solution

Develop a circular energy system inwhich waste heat is reused to heatapartments.

Smart building logistics

Problem

Solution

Problem

Solution

Waste trucks contribute to congestion andare neither eco-friendly nor efficient.

Implement automated waste collection services using color-coded
waste bags and smart technology tovacuum waste bags through underground collection portals.

No central data
infrastructure exists
to monitor cities’environmental status.

Develop an open data platform thatmonitors and analyzes patterns forcity activities.

III. Sustainable Urban Mobility

Problem

Sustainable Delivery

Smart traffic management

Solution

Problem

Solution

Create a smart integrated delivery
system directly to delivery rooms
in apartment building that reduces
traffic, uses clean delivery vehicles,
and gives residents live information
about their deliveries.

Increased trafficcauses congestion andworsens air quality.

Install smart sensors that monitor
traffic patterns and prioritize sustainable transport modes by giving
them signal priority.

Problem

Solution

ProblemToo many vehicles rely
on fossil fuels.

Invest in charging points and infrastructure to encourage alternativefuel usage.

The increasing
popularity of online
shopping results inmore delivery trucks
on the road

Alternative fuel driven vehicle-32-

Smart mobility solutions

Personal trips are ahassle with public
transportation.

Solution

Conduct tests to compare bike sharing shuttle services, carsharing, andtaxis to determine which is mosteffective.

City Solutions

2-1 The Grow Smarter ProjectLighthouse Cities and Knowledge Application

Knowledge exchange and transfer is key to the success of GrowSmarter.
The GrowSmarter project will be led by 3 Lighthouse cities -Stockholm, Cologne, and Barcelona, with 5 Follower cities closely following in their footsteps. The 12 smart solutions above will be rolled out at designated sites inthe 3 cities including industrial areas, suburban and downtown districts,

ensuring a sample base representative of many European cities. The three
Lighthouse cities will each host a number of study visits and European

workshops, which are free to attend and provide opportunities to see firsthand technological application of the smart solutions.

The 5 Follower cities - Valetta, Suceava, Porto, Cork and Graz – will learn

about the experiences of the 3 Lighthouse cities, identify measures suitable
for their specific local context, and develop a replication plan tailored to
local needs.

GrowSmarter knowledge transforming process©Grow Smarter Official Website-33-

City Solutions

2-1 The Grow Smarter Project

Cross-Cutting Partnership

The GrowSmarter project is run by city governments. Stockholm coordinates the initiative, while the other cities follow the project as take-up

cities. However, a multitude of different institutions and organizations contribute to the success of the project:－ Twenty industrial partners provide the necessary technologies
and help showcase these smart solutions.

－ The Royal Institute of Technology in Stockholm validates theresults and ensures that the solutions cut the expected 60% ofclimate-impacting gas emissions.

－ The Business School of Navarra, IESE, ensures that the solutions
have short pay-back periods and create new jobs.

－ ICLEI, Local Governments for Sustainability, helps disseminate
the results.

GrowSmarter partners©GrowSmarter Official Website-34-

City Solutions

2-1 The Grow Smarter Project

Results & Reflections

The GrowSmarter Project has received €25 million in funding from theEuropean Commission as a Smart City and Community project within the

Horizon 2020 research and innovation initiative. As a result, GrowSmarterhas signed a common manifesto which lays out a framework and a timeline
for its smart solutions up through December 31, 2019.

Already, many of the 20 industrial partners in the project have received
orders from other cities thanks to the project. All solutions are up and run-ning. Moreover, approximately twenty new cities have joined as take-up
cities. There is a huge international interest in the project. The following
figures demonstrate the ongoing projects under the three themes:

Low energy districts

Integrated Infrastructures

Sustainable Urban Mobility

Smart building shell refurbishment

Smart street lighting

Sustainable delivery

Climate shellrefurbishment

Energy quality
assurance

Re-build of anindustrial site:
Ca L'alier

Smart shell andequipment
refurbishment:
200 unit
apartment
building

Smart shell andequipment
refurbishment:tertiary buildings

Smart shell andequipment
refurbishment:
residentialbuildings

Smart LED street
lighting

Streelights as wifi

Smart meter
information
analysis

Waste heat recovery
Open district
heating using
waste heatDistrict heatingrings

Construction
consolidation
centreSmart local
thermal districts

Automated waste
collection

Smart energy-saving tenants
Home Energy
Management

The Active House

Hubgrade Energy
Savings Centre

Home Energy
Management
SystemBig data management

An Open HomeNet

Urban Cockpit

Virtual Energy
AdvisorBig consolidated
open data
platform

Urban Traffic

Microdistribution of
freight

Smart traffic management

Smart waste collection

Smart building logistics

Communal service
boxes

Smart traffic
signals

Alternative fuel driven vehicles
eTankE electriccharging

Fast charging
infrastructure for
EVs

Renewable fuels
for heavy duty
vehicles

Vehicle to gridcharging (V2X)

Urban
Environment

Standard speed
charging
infrastructure for
EVs

Smart mobility solutions
Green parking
index

Mobility hub

Smart taxi standsystemDynamic Pricing
ModelsSmart building shell refurbishment
Climate shellrefurbishment
streams

Energy quality
assurance

Re-build of anindustrial site:
Ca L'alierComing soon
GrowSmarter Smart solutions mapping©GrowSmarter Official Website-35-

City Solutions

2-1 The Grow Smarter Project

On September 7, 2018, the Lighthouse cities of Stockholm and Cologne,
and the Follower city of Cork, are being awarded by the Euro-China Green& Smart City Award for innovative and sustainable urban development.
This recognition highlights the cities participation in GrowSmarter with

12 smart solutions reducing greenhouse gas emissions while creating new
jobs.

Review Comments
1. The legal side of the project to overcome tender processes among 3
partner cities would be the most interesting aspect.

2. The construction of the collaborative network between municipalities,

universities, ICLEI, and industries among three cities gives a clear advantage to being more innovative to bring ideas to the market.

3. The project is commendable since it provides solutions to most of theexisting problems in key cities.

4. It would be more comprehensive to evaluate the resource and energy

use that goes into ICT solutions and infrastructure itself. For example,

how much data traffic does the big data platform generate and how
much CO2 emissions result from it? Is the smart lighting initiative taking into account resources like copper, rare earth materials or chemicalcompounds in the smart lighting infrastructure? How easy can such
new infrastructure be recycled, repaired etc.?

5. Climate change, urbanization, security issues make it necessary to adapt
and improve energy efficiency buildings infrastructure and sustainablemobility. There are four global goals of sustainable mobility: (1) equitable access; (2) security and safety; (3) efficiency; and (4) pollution andclimate-responsiveness. It requires all the stakeholders to work together to achieve these four global goals.

-36-

City Solutions

2-2 Future City: The Next-Generation Community

Future City and the Next-Generation
Community
City of Yokohama©City of Yokohama

An Open-Minded Port City  The city of Yokohama, literally "horizontal beach" in Japanese, is the mostpopulous municipality in Japan. Lying on Tokyo Bay just south of Tokyo, Yo-

City Profile

kohama is a major commercial hub of the Greater Tokyo Area, and is one of
the top 3 productive cities in Japan, following only Tokyo and Osaka, with a
GDP of approximately US$127 billion annually.

In 1859, Yokohama was the site of the first Japanese ports opened to foreign trade after two centuries of isolation. Taking advantage of its great

geographic location, advanced transportation networks, and open-mindedpublic engagement, Yokohama has rapidly developed itself as one of Japan’s prominent harbor cities over the past 150 years.

Yokohama

Area: 434.98 km
Population: 3,740,172 (2018/10)
2-37-

City Solutions

2-2 Future City: The Next-Generation Community

Contributor:
Hiroyuki Kasuya, City of Yokohama,Chinghui Liao

Nowadays, Yokohama is a global leading city with remarkable transport ac-

Linking SDGs

ated by the Japanese government (i.e. FucureCity, Eco-Model City, etc.) and© sdg knowledge platformcessibility, friendly support from central governments, deep capacities andvibrant civil society while tackling its looming issues. As a result, the city iswell recognized and awarded in various demonstrative city programs initiinternational organizations.

A Turning Point: Ageing Population, Old Infrastructures

The rapid growth and urbanization have catalyzed Yokohama into one of
the most prosperous cities in Japan and around the world. With its current urban challenges (water, energy, food, waste, etc.) and impacts fromclimate change, Yokohama is confronting another hurdle: the aging andshrinking population. The municipal statistics suggest that the City’s population has rapidly expanded from 1 million to 3.74 million since War World
II. Despite this, the population will reach its peak in 2019 and then start todecrease due to the dual impacts of the aging population and low birthrate.

2018 records show an extremely high aging population of 24% (people
more than 65 years old in the total population), and this is expected toincrease to 35% by 2060. With these looming expectations, Yokohama has
identified the key challenges of its future-oriented urban development:

The accelerating aging population along with low birthrates could hinder growing urban areas’ ability to function as engines of growth andmight trigger the collapse of the current urban system.

In the last 50 years, Yokohama’s suburban residential areas have beenhome to a large and burgeoning number of Tokyo Metropolitan commut-

ers. However, the ageing demographics raise enormous demand for local
amenities and accessible housing services. In addition, outdated infrastructure and housing conditions barely attract the young generation tomove in, and in fact drive residents to move elsewhere.

Population (Mil. persons)4

Rapid increase

Peak:3.74 mil.

Reduction

3
Aging ratio

2

24%

35%

1
1940

1960

1980

2000
Year

2020

2040

Kinds of data: Past results (1940-2010), Estimated values (2010-2035), Reference values (2035-2060)

-38-

2060

City Solutions

Future-Oriented (Sub-)Urban Redevelopment

2-2 Future City: The Next-Generation Community

In line with the national program, FutureCity, the City of Yokohama is taking the lead to structure a sound framework and implement pilot projects

to accommodate various urban challenges. The City aims to build a model
sustainable residential area with consideration for the super-ageing society and stressed environment.

Suburban Development in Yokohama
The population of Yokohama City is over 3.7 million. 2/3 of them
live in the suburbs.

1/5 of the housing in Yokohama are over 40 years old and many
are housing complex of 5-story building with no elevators.

The aging of the residents and housing brings higher possibilitiesof the community getting less active.

Tokaichiba-cho: A Community for All

As one of the four model projects, the Tokaichiba case could be a great

potential solution for the entire Yokohama in terms of addressing all chal-lenges in this typical, downscaling residential community. Tokaichiba-cho
is a typical suburban town of Yokohama which is an ageing neighborhood
challenged with declining local vitality and weakening community engagement.

As one “Model Project for a Sustainable Residential District”, the redevel-

opment of Tokaichiba started in 2014 and is scheduled to be completed by
2023. As a comprehensive solution package, the project is envisioned torevitalize the area to be future-adaptive and attractive for younger generations. With plans to build a dynamic residential complex utilizing a city-

owned land, it has incorporated a series of modern amenities and smart
designs to accommodate the future needs of all ages.

To achieve this, the city has mobilized all potential support, both financiallyand non-financially, from diverse stakeholders including multilevel gov-

ernments, private industry, academic communities and civil society. In thiscase, the City has capitalized on the advanced technology and creativity ofthe private sector, including railway and real estate companies, to build acommunity for all generations with a systematic approach:-39-

City Solutions

2-2 Future City: The Next-Generation Community

Nursey School

Senior housing
in Block 21

Community
Space
Community
Cafe

Convenientregional facility

Mini Supermarket

After-school
day-care center

Privately-owned
housing in block 20

Independent
housing in Block 21

Project Duration: 2014-2023

Area: 2.3 hectares

Functions:Houses for sale, childcare center,senior residence, rental apartments, etc.

Layout map of Blocks 20 and 21 © City of Yokohama

List housing typology by demographics and household income statistics
First, Yokohama listed the housing typology by demographics andhousehold income statistics in Yokohama City and Tokaichiba areas.

This was aimed at targeting potential tenants and formatting blueprints, based on the existing dataset and its forecasts. In order to meetthe future needs of tenants, the whole housing area has been divided

into 3 main segments: general housing, senior residence, and public facilities (nursery, child care, and other community facilities).

-40-

City Solutions

Collaborate with private sectors on land utilizationand planning

2-2 Future City: The Next-Generation Community

The Tokaichiba redevelopment has been focusing on the utilization ofcity-owned, public housing land, through public-private partnership(PPP). Based on a 50-year agreement, Yokohama works as the main

facilitator and supervisor while the main developers: Tokyo Kyuko

Railway Corporation, Tokyu Real Estate Co., Ltd., and NTT Urban Development Co. Ltd. are in charge of all operations. Another crucial strategy

is to engage the representation of local communities, the “Tokaichiba
Area Management Council”, to gather their ideas and earn their support
throughout the planning process and construction.

The principles of the Yokohama Smart City Project (YSCP, 2011) havealso been implemented through this redevelopment. It focused on pro-viding a visible and user-friendly system optimizing energy supply anddemand for individual houses, in cooperation with leading telecom, energy management and security management companies.

Before rebuilding

Present

The Implementation of complex rebuilding in Tokaichiba © City of Yokohama-41-

City Solutions

2-2 Future City: The Next-Generation Community

Implement smart energy management

Yokohama's energy vision is to be an energy-efficient and energy-recyclable city that is environmentally robust, resistant to disasters, andeconomically strong. Home Energy Management Systems (HEMS) andMicro Electro Mechanical Systems (MEMS) were installed to enhancethe visibility of energy consumption, as well as the on-site energy generation of PV generation systems and storage batteries.

In addition, the “peak cut” control scheme and “negawatt (negative

megawatt) system”, which gain more energy saved by increasing efficiency or reducing consumption, have been introduced to Tokaichiba.

negawatt system © City of Yokohama-42-

City Solutions

Community Development from Participation to Collaboration

2-2 Future City: The Next-Generation Community

Yokohama has always been proud of its open-mindedness and active civilsociety Since the 1980s, the collaboration between citizens and the administration has been an essential approach to advance community development. In the case of Tokaichiba, the Tokaichiba Area Management Council

is going to be established to represents local residents, supporters, local
experts and other stakeholders. Not only have they closely engaged in theplanning of the district, they will be valuable members of the future com-munity management team, which is key to the success of the project im-

plementation. Innovative concepts such as housing diversity, smart energy
systems and carbon reduction elements have been widely discussed andpromoted through numerous workshop and seminars.

Furthermore, to foster a local consensus on local sustainability, public com-munication has gone beyond administrative boundaries to the surrounding
districts, and the results and knowledge will be spread throughout the city.

The City of Yokohama has also played an important role in coordinating©City of Yokohama

different opinions and bridging knowledge gaps among different stake-holders. It is strongly believed that although communication among all
stakeholders is always time- and effort-consuming, it is still the best
cost-efficient solution from a long-term perspective.

Build a community for all
Local
government
PrivatesectorAcademic
authorities

Local
residents

NGOs

Thoroughpartnership andcollabration
Share the vision
for the future

City strategy to create Yokohama in partnership with multi-stakeholders © City of Yokohama-43-

City Solutions

2-2 Future City: The Next-Generation Community

Prospects

With the ambition to doubly benefit the city’s competitiveness and sustain-

ability, Yokohama has been working together with all stakeholders on revitalizing residential areas into a smart future lifestyle centers in Tokaichiba.

The city has kept in mind that all successful Yokohama models should betransferable to the rest of Yokohama, to other Japanese cities and eventually overseas. Furthermore, the Tokaichiba model may provide an alterna-

tive solution for other global cities who are also struggling with shrinking
and aging populations.

While it is still an ongoing project, the “negawatt system” model intro-

duced in Tokaichiba could be a model mechanism in future housing energy
management in Japan, for both new and existing development. It is also

expected that more cases are to implement the smart energy management
systems in the near future.

Review Comments
1. The Yokohama City faces the challenges which most cities in the developed countries will encounter. What sets this project apart is how thecity government manages to create a friendly environment for citizens
in the future.

2. The cooperation with 5 different sectors is a good exemplar for achiev-

ing SDG17 (strengthening the means of implementation and revitalize
the global partnership for sustainable development).

3. The smart energy development plan demonstrated in this case has thepotential to become a common practice for urban areas.

-44-

City Solutions

Green City in Transformation

2-3 Green City in Transformation

Kaohsiung City

©Kaohsiung Tourism Bureau

Environmental and Social Challenges

Since the central government announced the "Greenhouse Gas Reduction

City Profile

and Management Act ( 溫室氣體減量及管理法 )" on July 1, 2015, Taiwan
has officially entered a new era of carbon reduction. The "Greenhouse Gas
Reduction and Management Act" is the first law that explicitly authorizes

the government to respond to climate change. It clearly sets a long-term
carbon emissions reduction target for 2050, five-year phase control objectives and management measures with economic incentives. In the mean-time, the government will gradually establish a carbon emissions cap-andtrade system through setting up a Carbon Trading Platform as well as its

related systems. In the future, mitigation, adaptation and green growth willbe three main themes motivating Taiwan's response to climate change.

Kaohsiung City

Area: 2,951.85 km (1,139.72 sq mi)
Population: 2,773,093
2-45-

City Solutions
2-3 Green City in Transformation

In Kaohsiung City, the total greenhouse gas (GHG) emissions in the administrative region in 2016 were 58,890,336.3695 metric tons of CO2e. The

major sources of GHG emissions were the energy-industrial sector andindustrial process sector, with combined emissions of 48,663,254.9036
metric tons of CO2e, accounting for 82.63% of the total. The residential

sector and the energy-transport sector were the next most important.
These sectors’ emissions were 5,399,679.8436 metric tons of CO2e and4,290,830.4651 metric tons of CO2e respectively, accounting for 9.17% and7.29% of the total.

Objectives

To get rid of its reputation as a heavy industrial city, and to fight against
global warming, the Kaohsiung city government collected short-term,

medium-term, and long-term governance proposals to formulate strate-

gies and action plans for greenhouse gas emission reduction, echoing the"Greenhouse Gas Reduction and Management Act." The short-term target

is for GHG emissions to be reduced by 20% in 2020 compared to 2005
levels. Related mitigation and adaptation policies and actions include eco-nomic development, city buildings, public transport and ecosystems. The
five main sectors promoted are energy, industry, residence, transport, andwaste.

To meet their carbon reduction goal, Kaohsiung City Government has promoted 47 mitigation strategies/plans with 10 environmental indicators.
The main strategies/plans include:
Promoting renewable energy

Formulating greenhouse gas management in the industrial sector
Expanding the integration of resources in industrial zones

Providing subsidies and incentives for replacing newly purchased electric motorbikes for old motorbikes

Providing ticket consolidation and transfer preferences for mass transit
systems

Launching public bicycle ride promotions and enhancing the use of intentions

Two carbon-reduction projects that Kaohsiung City initiated are the KaoHaus program and the C-bike sharing system.
-46-

City Solutions
2-3 Green City in Transformation

Case
Study
1

KAOHAUS

Pilot Green Building Project

Kaohsiung City faces a variety of environmental challenges including hightemperatures, air pollution and extreme climate events. Constructionof new buildings in Kaohsiung increases by about 140 thousand square

meters per year. However, rapid urbanization has resulted in the gradualerosion of natural soil and land. When runoff causes siltation in storm
runoff drains, it can exacerbate the effects of global warming by increasing
groundwater replenishment and worsening droughts.

Kaohsiung is especially vulnerable during the warmest months from March
to November. According to data from the Meteorological Bureau, Kaohsiung reaches temperatures over 30°C approximately 165 days a year. Addi-

tionally, while the city only experiences an average of 88 days of rain peryear, the rainfall may reach up to 1885 mm. As a consequence, rain may
cause damage to a roof’s waterproof layer, resulting in leakage.

Another challenge Kaohsiung faces is its aging population. There are 380

thousand senior citizens in Kaohsiung, accounting for 13.71% of the city.

KAOHAUS logo©kaohsiung design festival

Contributor:  
TU Chang-Chen, Assistant Engineer, Kaohsiung City Government

Linking SDGs

To prepare for the upcoming aging society, it is essential to establish poli-© sdg knowledge platform

Kaohsiung City faces a variety of environmental challenges including high

The three core values of KAOHAUS

cies and infrastructures which are more user friendly to the elderly.

temperatures, air pollution and extreme climate events. Constructionof new buildings in Kaohsiung increases by about 140 thousand square

meters per year. However, rapid urbanization has resulted in the gradualerosion of natural soil and land. When runoff causes siltation in storm
runoff drains, it can exacerbate the effects of global warming by increasing
groundwater replenishment and worsening droughts.

Kaohsiung is especially vulnerable during the warmest months from March
to November. According to data from the Meteorological Bureau, Kaohsiung reaches temperatures over 30°C approximately 165 days a year. Addi-

tionally, while the city only experiences an average of 88 days of rain peryear, the rainfall may reach up to 1885 mm. As a consequence, rain may
cause damage to a roof’s waterproof layer, resulting in leakage.

-47-

City Solutions
2-3 Green City in Transformation

Another challenge Kaohsiung faces is its aging population. There are 380

thousand senior citizens in Kaohsiung, accounting for 13.71% of the city.
To prepare for the upcoming aging society, it is essential to establish policies and infrastructures which are more user friendly to the elderly.
Timeline of KAOHAUS Green Building Pilot Project

Establish indicators andPromote the  KAO- Establish  KAOHAUS de-authentication mechanism
HAUS projectsign guidelines

Conduct match
making activities

Human-Centered Urban Design

The design of KAOHAUS building takes inspiration from the Vertical Forest
concept in Milan, Italy. For example, a comprehensive academic study ofthe design determined that the buildings’ 3-meter balconies reduced direct

sunlight. Therefore, Kaohsiung has encouraged the construction of similar
terraces to reduce the heat load of the buildings’ roofs and facades. Verticalgarden designs also create a green urban landscape instead of a cement
and metal facade. Ultimately, KAOHAUS aims to develop a unique architectural vocabulary and a brand signaling high quality and internationalism.

KAOHAUS confronts the problem of illegal construction by encouraging
green designs that do not sacrifice building capacity but achieve afforestation vertically. KAOHAUS also simplifies construction application procedures to reduce barriers to building. For example, green buildings receive

exemptions from regulations on area and volume if they meet outlined
sustainability requirements. These initiatives reduce the urban heat islandeffect while curbing illegal building activity and promoting development.

KAOHAUS guidelines promote general-purpose designs that are accessi-

ble to all ages, especially children and the increasing proportion of seniorcitizens. Features of universal design include layouts for baths and toilets,community gathering spaces and handicapped-accessible lifts.

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City Solutions
2-3 Green City in Transformation

KAOHOUS building example©Promote Kaohsiung House Information website-49-

City Solutions
2-3 Green City in Transformation

Public Engagement

The KAOHAUS policy aims to spread environmental education and aware-ness. Program promotion efforts help people understand the mutual dependency between architecture and the environment and enhance people's

sense of environmental responsibility. Related activities include the following:

Open public participation:

KAOHAUS has engaged the public in various activities, including 19 sem-inars with 2053 participants and 12 site visits with 215 participants.
They have communicated with relevant industry associations and academic groups to promote inter-sector cooperation and host educational
workshops.

Training land designers in KAOHAUS design:

KAOHAUS has provided training activities for construction workers, stu-

dents, professors and designers to learn about modern architecture andenvironmental sustainability.

Providing guidance and consultation:

A KAOHAUS project counseling studio and technical manuals have been
made available to designers and construction experts. Directors conduct

regular on-site inspections to ensure the safety of buildings and promote
open communication with the bureau.

Establishing channels for public inquiry:

The “KAOHAUS promotion information network” provides the publicwith the latest project updates and includes web-based channels forhelp inquiries. The use of social media such as Facebook takes advantage
of widespread technologies to engage the public.

Filming educational documentaries:

KAOHAUS has shot short videos and documentaries to educate and in-form all age groups about the project’s benefits to the city. These include
overviews of general-purpose design features.
The open data platform could
be referred to the following link:
https://data.kcg.gov.tw/dataset?organization=pwb-50-

Making project data openly available:

KAOHAUS has cooperated with the municipal government’s open data
platform to provide a wide range of project-related statistics. This information may be used by the public, enterprises and academic institutions
for research or feedback.

City Solutions
2-3 Green City in Transformation

Results

The “KAOHAUS” brand has demonstrated its legitimacy by highlighting an

innovative, sustainable and internationally-competitive building industry.
Their construction licenses have reached over 39,283 households andcreated over 411,593 square meters of total green area. The project is ex-pected to achieve 108 metric tons of carbon reduction per year as a resultof the initiative. Furthermore, universal design has vastly increased theamount of space accessible to wheelchair users. Overall, a positive public
perception toward the city’s “green revolution” will improve quality of life
and the community’s sense of environmental responsibility.

39,283households

created over

411,593square meters of
total green area

108

metric tons of carbon reduction

The KAOHAUS program has myriad benefits for the Kaohsiung City as well.
For instance, the city set up a sustainable green building management fundsupported by government experts. It serves as a funding mechanism fordisaster prevention, environmental and low-carbon development needs.

To date, the fund has managed over 600 million NTD and anticipates acontinued income of 200 million NTD in the coming years. This will enableongoing environmental building construction and innovation efforts. An

additional benefit of KAOHAUS is reducing the cost of dismantling illegalbuildings. Rather than shouldering the cost of demolishing structures suchas illegally built garages, KAOHAUS provides on-site counseling to improve
the facilities instead.

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City Solutions
2-3 Green City in Transformation

The Future of KAOHAUS

The next iteration of KAOHAUS will put a greater emphasis on human-centered innovations. Dubbed “KAOHAUS GO,” it will integrate localized architecture with “Green” sustainability strategies and “Orange” human con-siderations (Kao + haus + G + O). KAOHAUS will also incorporate the latest
technologies from the Taiwan’s thriving ICT industry with the ultimate goalof designing new ways to improve residents’ happiness and safety.

KAOHAUS aims to achieve this goal through seven major initiatives:

Construction techniques
Expansion of age-inclusive facilities

Dimensional greening“The box of life”
home shelters
Smart living

technologies
Air parking
Experimentalarchitecture

KAOHAUS will promote new systems for construction quality andefficiency, such as inspections, process monitoring, comprehensive
documentation and open data provision regarding construction
projects.
KAOHAUS will expand all-age accessibility facilities and universal
design. This may include rest areas for the elderly and common
kitchens with dietary services. Other facilities include parking andcharging for electric vehicles.
KAOHAUS will promote green corridor facilities by planting trees
and vines on building facades and installing green roofs. This will
follow the three-dimensional aesthetic landscape of Milan’s vertical garden.
KAOHAUS will encourage building shelters for families to seek refuge during strong earthquakes. Shelters should be equipped withthick walls, a fire-resistant steel plate door, a vent, and fire-fightingtools
KAOHAUS will apply “smart” technologies to increase the sustainability of everyday living, including strengthening intelligent
construction, energy management, water resource managementand disaster warning systems.
KAOHAUS will promote air parking among different building types.
The elevators assist both human and vehicle transportation. Besides increasing convenience, it can also save time for transferringand stopping as society ages.
KAOHAUS hopes to inspire Kaohsiung to become a hub of architectural innovation and experimentation. It can become a testsite to verify the benefits of construction methods that integrate
health, social, environmental and economic concerns.
KAOHAUS seven initiatives-52-

City Solutions
2-3 Green City in Transformation

Case
Study
2

Shared-Bike Model

It is believed that encouraging the use of public transport can effectively

reduce carbon emissions. By offering a public bicycle rental system (CityBike, hereinafter referred to as "C-bike"), the public is provided with con-venient low-carbon transportation options. Kaohsiung City promoted thefirst public bike rental system in March 2009 to create a convenient way
for people to eschew cars and scooters. People use credit cards or “iPASS”
to rent bikes; they can rent bikes from one C-bike station and return themto another. It is a convenient system, and the number of users exceeded 4

million in 2017. Currently, there are 450 C-bike stations, providing 3,800

Contributor:  
Chin-chun Hsu, Division Chief,
Kaohsiung City Government

Linking SDGs

© sdg knowledge platform

C-bikes for public rental.

Among all the C-bike stations, 50 of them are equipped with air quality micro sensing systems. They can not only detect temperature, moisture, andCarbon Monoxide, but also PM10 and PM2.5. Citizens can therefore get thelatest air quality news when they rent a bike.

By launching the ‘green point collection’ scheme, the city expects citizens
in Kaohsiung to cultivate low-carbon living habits, supports low-carbon
transportation and green consumption, makes joint efforts to reduce wasteof resources, reduces environmental impacts, and encourages businesses
to invest in green product development. Businesses are expected to im-prove production process and reduce carbon emissions, thereby mitigating
the greenhouse effect and creating a better living environment.

Kaohsiung City Government has cooperated with Kaohsiung Rapid Transit

Corp. (KRTC) to provide discounted fares for Metro-Bike Transfer ( 雙向轉乘優惠 ) since 2012. People can take advantage of these benefits by either

taking Kaohsiung Metro or riding C-bike and then making a transfer. The
discounted rate encourages people to reach the Metro by riding publicbikes.

C-bike station at KRTC ©ICLEI EcoMobility-53-

City Solutions
2-3 Green City in Transformation

Results

Kaohsiung City has provided more complete public transport connection
by constructing an improved public transportation network including theunderground railway, the second stage of light rail, and extension of theMetro (Luzhu, Yellow Line, Linyuan). It has also set up new public bikerental stations, increased the quantity of downtown rental stations and expanded service range. The following table shows the total C-bike users andestimated CO2 emission reduction from 2015 to 2017.
Year
2015

C-bike users

20152.685 million

Emission reduction

2016

3.336 million

2,700 tons

20174.525 million

3,000 tons

The total C-bike users and estimated CO2 reduction

2,206 tons

Building Partnerships

The City has designed and planned various mechanisms of multi-stake-holder engagement including organizing GHG reduction cooperation meetings, investigating and collecting information and resources in its jurisdic-

tion, and promoting cooperation on GHG reduction. These activities aim toenhanced the social responsibility of enterprises within its jurisdiction, butalso promoted new technologies and concepts of energy-saving and carbon
reduction.

Kaohsiung City is also building an online system for climate change co-operation partnership, where public and private actors can upload theirrequests, including GHG reduction and adaptation. The internet platform
will provide services for people in need and will increase efficiency. The
following describes some functions provided by the platform:
1. Offering cases for departments to select

2. Automatically combining, collecting, and rewarding partners on theInternet

3. Increasing the reputation of city departments and sponsors
4. Engaging in cooperative GHG reduction and adaptation

5. Developing alternative solutions for self-managed executive action-54-

6. Increasing cooperation between local, public, and private actors

City Solutions

Review Comments

2-3 Green City in Transformation

1. ‘KAOHAUS’ is a well-developed prototype to demonstrate smart build-ing technology. More information on the “aging population” component
could be useful.

2. ‘KAOHAUS’ is a great architectural project that supports the reintegration of green infrastructure into our cities. It’s one of the best possible

solutions in the Smart Cities space, as it relies on nature-based solutions
and reconciles them with man-made grey infrastructure, rather thantrying to engineer its way to sustainability with ICT as a panacea.

Since the KAOHAUS project has been running for seven years, it would

3. be interesting to have more information about how it has developed

over the years, and how the project has been coordinated among various stakeholders.

4. Kaohsiung is often at the forefront of progressive thinking in Taiwan,
but this environmental project by the city government adds a new significance to the description 'green'. Were there really 4.5 million bicycle
users in 2017, or merely 4.5 million journeys? Either way, the project's
growth rate is impressive.

5. The idea of taking the bike-sharing system as the platform to further

engage with citizens regarding issues of sustainability, or the platform
to further integration of other technological systems such as air quality
sensors is an intriguing one. The connection between the bike-sharing

system in Kaohsiung and the 'green point collection’ or Green Economy
Model can be clarified further.

6. The Low Carbon Cities and Carbon Reduction initiative is a solid climatechange mitigation initiative that tackles the key sectors of transport andbuildings. While the project does not stick out in terms of its uniquenessor innovation compared to climate action in other cities, it is likely oneof the most impactful and hence important projects among the Smart

City Solutions reviewed here. Particular note should be taken of the carbon trading platform, which is a very necessary tool for meaningfully

implementing carbon emission reduction on the local level. If successful, the carbon trading system implemented in Kaohsiung may be a key
initiative for other cities to examine more closely and replicate.

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II

Healthy Cities：
Clean Air, Water and Public
Sanitation

2-4   SafeSwim

Auckland City

2-5   Glass Hospital
Darkhan City

2-6   Intelligent Cloud System for Wastewater
Management
Taoyuan City

2-7   Healthy City Tainan: Clean Air andDisease Prevention
Tainan City

City Solutions

SafeSwim

2-4 SafeSwim

Auckland City

Auckland City Image ©Flickr craigusmalaigus

A Strong Public Desire on Healthy Water

Auckland’s beaches are central to the region’s image both nationally andinternationally. Aucklanders expect to be able to swim and play in cleanwater and on safe beaches.

City Profile
AucklandDespite the importance Aucklanders place on clean, safe, healthy water,
Auckland’s beaches suffer from poor water quality from time to time, especially after heavy rain events in areas serviced by ageing network infrastructure in the city center and ageing onsite septic systems on the urban
periphery.

Area: 1,102.9 km (425.8 sq mi)
Population: 1,534,700
2The persistent and lingering nature of this issue has fostered public frustration. There is a strong public desire for corrective action to improve the-57-City Solutions
2-4 SafeSwim

Contributor:  
Matt Montgomery, Head of Innovation, Auckland Council

Linking SDGs

© sdg knowledge platform

performance of Auckland’s water management network and increase theresilience of the region’s infrastructure.

In response to public demand, the mayor of Auckland has proposed significant increases to the level of funding available for water management(including through the introduction of a targeted rate) and supported revisions to the Auckland Plan, to ensure that Auckland ‘restores its environment as it grows’, ‘accounts fully for the past and future impacts of growth’and ‘adapts effectively to a changing water future’.

One specific aim is to ensure that Auckland'sbeaches meet water quality guidelines for safe
swimming at least  

95%  of the time.

Check Before You Swim — The Safeswim Program

In late 2016, Auckland Council commissioned an independent review of its
beach bathing water quality monitoring and reporting program - ‘Safeswim’.
This review identified issues with the design and delivery of the program- issues that created a public health risk and perpetuated a false sense of
security about the health and safety of Auckland’s beaches.

Knowing that issues with the design and operation of the Safeswim program created a risk of poor public health outcomes, council staff took theview that it was prudent to act quickly to revise the program ahead of theupcoming summer swimming season - persisting with the old system when
it routinely failed to identify exceedances of guidelines for fecal indicator
bacteria was considered untenable.

From February to November 2017, Auckland Council and Watercare

worked in partnership with Surf Life Saving Northern Region and the

Auckland Regional Public Health Service to upgrade the ‘Safeswim’ program. Safeswim now provides a fully-integrated web and digital sign platform of advice for beach users, allowing them to ‘check before they swim’-58-

and make informed decisions about when and where to swim.

City Solutions
2-4 SafeSwim

Safeswim website©Auckland Council

Water Quality Prediction with Multi-data

Safeswim now combines real-time data on the performance of the waste-water and stormwater networks with predictive models, underpinned byvalidation sampling, to provide forecasts of water quality at 92 swimmingsites around the Auckland region. The water quality predictions take into

account rain intensity, duration and location, as well as tide, wind speed

and direction and sunlight. Data from rain gauges around the region are fed

into the system to ensure the current prediction reflects actual/observed
rainfall. Water quality predictions are automatically overridden if sensors- at pump stations and Engineered Overflow Points on the wastewater network and at key points on the stormwater network - detect overflows thatare likely to cause a public health risk at time when models hadn’t predicted poor water quality.

Water quality information is complemented by advice from Surf Life SavingNorthern Region and the Auckland Regional Public Health Service on other safety hazards (e.g. dangerous wind and wave conditions, rip currents-59-

City Solutions
2-4 SafeSwim

and the presence of hazardous marine life). Credentialed users from theseorganizations are able to manually upload public advisory notices, alerting
the public to hazards such as dangerous wind or wave conditions, rip currents, jellyfish swarms or shark sightings.

The safeswim.org.nz website is the primary channel in the Safeswim pro-gram for communicating information to the public, but physical signage isalso an important part of the program.
Basic Sign

Between two and eight ‘static’ signs have been installed at themain approach points to all the beaches in the program. Thesesigns prompt people to ‘check before you swim’ and point people to the Safeswim website.

Dial Sign‘Dynamic’ signs are being used at the 11 beaches across the region patrolled by surf lifesavers. These signs have a movable arrowthat surf lifesavers set to match the current status of water quality
on safeswim.org.nz.

Digital Sign

The program is trialling digital signs at three beaches around theregion. The digital signs provide close to real time information (refreshing every 15 minutes) and reflect what is shown on safeswim.
org.nz.
Safeswim physical signage typologies

Safeswim sign typologies©Safeswim-60-

City Solutions
2-4 SafeSwim

Multi-Stakeholder Engagement

In a large organization like Auckland Council the process of planning anddesigning large-scale cross-cutting programs like Safeswim can take years- and years more can elapse before they are implemented. In this case, theproject team gained approval to begin work on 14 February 2017 and had
a deadline of 1 November 2017 for implementing a fully-revised program.

An innovative approach to project management and governance wascalled for. The council responded by forming a virtual team incorporating

members from across all the departments and organizations affected by,
and with an interest in, the program. Program leadership was allocated tostaff seconded to the Safeswim program (rather than reporting to a ‘hometeam’) who were given a mandate to operate across silos and the perfor-

mance target of delivering a fully-functioning platform on time and withinbudget.

From the outset it was clear that parties outside of council had to be in-volved in the design and delivery of Safeswim if the project was to be a
success. Water quality is important, but it is a subset of safety and otheragencies have roles in ensuring the safety of Auckland’s beaches. Similarly,

Auckland Council can take samples that establish the environmental state,

but translating these findings into statements regarding public health or
making judgements that relate to project health needed to be made by therelevant public health agencies.

At the very beginning of the project, team members approached Surf Life
Saving Northern Region, the Auckland Regional Public Health Service, Wa-

tercare and the region’s Mana Whenua (Maori tribes with authority in theregion) to explain Safeswim’s objectives, outline its general direction andinvite participation.

©Auckland council

Members of these organizations were integrated into the programing roles

that matched their self-determined interests and resourcing. As the program began to take shape and where significant decisions on program di-rection were required, these partners were invited to step in to governance©Auckland council

and steering roles.

Project governance was provided by senior members of each contributing
department and partner agency. As the program took shape and began

to approach launch, the membership of the program steering group was©Auckland regional public health service

expanded to formally include representatives of external partners and theregion’s Mana Whenua.

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City Solutions
2-4 SafeSwim

The virtual team met fortnightly to agree on tasks that needed to beachieved by the following fortnight, report on progress, and find solutions
to any barriers that had prevented achievement of tasks in the previous‘sprint’. These meetings helped ensure horizontal integration across the
project’s workstreams.

At each fortnightly meeting, work stream leaders presented the current
status of their work package and the team collectively offered suggestions

on how to improve the work package, and integrate it with other aspects ofthe project to achieve overall coherence and integration. This avoided therisk of project components failing to integrate effectively at the back-end of

the project and created opportunities for project team members to provide
insights outside their area of expertise: ‘outsiders’ and ‘non-experts’ canoften see problems more clearly than those embroiled in the detail of anarea they know extremely well. Throughout this process, staffs from thepartner agencies were invited to review and assess the solutions being developed by the project team.

Partners at the launch of the Safeswim program©Auckland Council-62-

City Solutions
2-4 SafeSwim

Results

Safeswim now provides a fully-integrated web and signage platform of ad-

vice for beach users, allowing them to ‘check before they swim’ and makeinformed decisions about when and where to swim.

Auckland beach users now have access to real-time data on the performance of the wastewater and stormwater networks, and are able to see

forecasts of water quality underpinned by predictive models. These fore-casts are automatically overridden if sensors detect unpredicted overflowsthat are likely to cause a public health risk, and additional beach-specificwarnings are uploaded if Surf Life Saving Northern Region or the Auckland

Regional Public Health Service identifies other safety hazards (i.e. danger-

ous wind and wave conditions, rip currents and the presence of hazardous
marine life).

Safeswim on smartphone©digital platform

water quality forecast©translate digital-63-

City Solutions
2-4 SafeSwim

The Safeswim website has attracted over 130,000 unique users since its

launch, and gained nearly 300,000 hits. The interface is performing welland we’re receiving feedback is received that it is easy to access, easy to
use and informative. Usage rates continue to grow.

Taking into account monitored overflows, the Safeswim alerts (incorporat-

ing model predictions and overflow monitoring) for exemplar validationsites indicate that models are accurately identifying between 67% and

86% of exceedances, meeting performance standards published by the
USGS (50%) and comparing well with the previous monitoring program
(4%).

over

13,000unique users
nearly300,000
hits

between

67% and 86%
of exceedances

Safeswim was promoted in a recent independent ‘value for money’ review

conducted under section 17A of the Local Government Act, as an exemplarof the kind of cross-agency, cross-department projects necessary to deliver

value to Aucklanders. The picture of water quality at Auckland’s beaches
revealed by Safeswim was used by the Mayor as evidence in support of his
proposal to allocate an additional budget in the next Long Term Plan towards lifting water quality at Auckland’s beaches and streams.

Despite it being in place as a branded program since 2010, no one at Surf

Life Saving had heard of Safeswim before the project team reached out tothem. Now Safeswim is an integrated water quality and beach safety program providing surf lifesavers with a highly effective platform for provid-

ing public advice on beach safety - allowing them to upload warnings about
dangerous wind and wave conditions, rip currents, and marine life.
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City Solutions
2-4 SafeSwim

Factors Critical to SuccessA project-oriented
virtual team

Early Engagementwith partners andstakeholders

A clear outcome-focused objective

Continual inspec-tion and improvement

Smart living

technologies

Strict Adherence tothe timeframe andthe budget

The establishment of a virtual team, led by people responsible to the objectives of the
project rather than the objectives of their home team. This allowed the project team tokeep returning to the overarching objective of improving the region's water quality andavoid being 'trapped' by the status quo.
The emphasis placed on engaging early with politicians and Mana Whenua representatives, and on building relationships with leaders of partner agencies. Giving theseparties time to understand the program fostered well-informed political debate andgovernance, and allowed the council to build the public/private partnerships necessary to ensure Safeswim is resilient to contextual change.
It can be difficult to work across a large organization like Auckland Council as eachdepartment has its own, entirely legitimate, objectives and processes. In this case thecomplexity was multiplied by having to work across different agencies. A clear outcome-focused objective, even if it is some distance away, helped the project team keeppeople directly and indirectly involved with the project oriented towards the outcome.
At certain times in the project it was a great help to be able to ask how a particularaction or position was going to help the project improve water quality and safety at
Auckland's beaches.
The willingness of council managers to view this project as a prototype. This allowed
the project team to build bespoke systems and trial solutions as the project moved
through its phases. Now the revised platform is up and running, council units are working with project team members to integrate the project's operational requirementswith their long-term work programs. This transition is made easier by the presenceof project team members who have rotated back to their 'home' teams, bringing withthem an intimate knowledge of the project's objective and mechanics.
The willingness of council managers to view this project as a prototype. This allowed
the project team to build bespoke systems and trial solutions as the project moved
through its phases. Now the revised platform is up and running, council units are working with project team members to integrate the project's operational requirementswith their long-term work programs. This transition is made easier by the presenceof project team members who have rotated back to their 'home' teams, bringing withthem an intimate knowledge of the project's objective and mechanics.
As a project gains momentum it is very easy for it to generate ideas, or for people tosee how their ideas could be complementary. This tendency to expand needs to becarefully managed to ensure delivery of key objectives. To avoid the trap of trying to
do too much (and consequently failing to do anything), the project team borrowed thesoftware development concept of MVP - minimum viable product - and stuck to delivering the minimum possible to deliver a fully-functional product within the timeframeand budget available. If new requirements or good ideas surfaced through the process,they were added to a backlog and evaluated against a set of project priorities. If they
were judged to be a priority they were added to the program and another task was
dropped off to make way. Sticking to this discipline is easier said than done. The project steering group's commitment to continual improvement helped - if someone's idea
or action dropped down or didn't make it on to the priority list, it could be picked up in
subsequent cycles of the program.
Factors Critical to Success-65-

City Solutions
2-4 SafeSwim

Plan for the Future

Auckland Council plans to extend the scope of the program to include addi-

tional contaminants (e.g. heavy metals), and to add more freshwater sites.
Partnering with Surf Life Saving Northern Region, Safeswim is investigat-

ing the potential to develop a predictive model for rip currents, and trialinga ‘virtual lifeguard’ system for providing ‘push notifications’ to beach users
about current hazards, and a system for matching lifeguards and equipment to demand.

The Auckland Regional Public Health Service is working with members of
the Safeswim project team to coordinate datasets to help establish whether

an observed and previously unexplained spike in cases of gastroenteritis

and cryptosporidium following summer storms could be attributed to water quality at Auckland’s beaches.

The Safeswim models and validation sampling program are being used toevaluate the impact of possible alternative management interventions, andto inform business cases for public investment.

To achieve this level of impact so rapidly the Safeswim project team had to
overcome:

A natural and logical desire to integrate Safeswim within existing workstreams and use in-house resources to develop and implement the up-

grade. This would have required the project team to work within very

tight resource constraints - constraints that would have challenged the
project team’s ability to meet the delivery deadline and react in an agile
and timely way to issues and opportunities that cropped up.

A natural and understandable tendency to view Safeswim’s transparen-cy as a risk, given it would be revealing that water quality at Auckland’sbeaches was worse than previously thought.

The inevitable gaps between departments in a large bureaucracy andacross organizations with responsibilities for water quality and beachsafety - each having their own organizational culture in relation torisk-management and decision-making.

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City Solutions
2-4 SafeSwim

safeswim signage©Australian Leisure Management-67-City Solutions
2-4 SafeSwim

Review Comments
1. Keeping the beaches safe is important especially when risk to health isconsidered, and a warning system for the general public is a good start.

2. The project has the potential to generate awareness and catalyze more
substantial action to actually reduce water pollution at the source.

3. This project is interesting in that it describes the implementation of the

project and the experience of the project team in detail and constitutes

a very well written proposal for a solution, which provides interestingprocedural lessons for public servants to read through.

4. An impressive feature of this project is the degree of public ‘ownership’of the strategy which is envisaged. This will enhance the ‘public desire’identified.

5. It would be more comprehensive to provide specific solutions as well as
the role that the government of the authorities has to play in reducing
the risk to health of the beaches, i. e. control of fecal release and othercontaminants in beaches.

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City Solutions
2-5 Glass Hospital

Glass Hospital
Darkhan City

Darkhan City©Flickr vanhalligan

Urban Challenges

Darkhan-Uul Province has 103,002 people and 80.7 percent of its total

City Profile

population lives in the capital city of Darkhan. Only 2 public hospitals de-liver health care to 70 percent of the entire population, and more than 700

Darkhanpeople are treated and diagnosed every day, which is already double thehospitals’ capacity.

Within hospitals, the situation was similarly bleak. Emergency service wait

hours were up to 30 minutes, MRI result waiting times were up to 3 days,

28 percent of patients were left out of service daily and repeatedly and the

Area: 103 km
Population: 83,880 (2017)2

hospitalization queue was up to 3-5 days.

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City Solutions
2-5 Glass Hospital

Contributor:  
Ms. Bolortuul Tsoodol, Officer inforeign relations, Darkhan City
Government

Linking SDGs

© sdg knowledge platform

These numbers were especially high in winter and spring, leading to unequal opportunity and unqualified care. Because of these factors, publicsatisfaction for healthcare was the lowest among all public services. In
order to make the public health care system more efficient, faster, more

equitable and more qualified, we brought the innovative “Glass Hospital”
project to the field.

Objectives

The goal of the ‘‘Glass Hospital’’ project is to create a 3E system in healthcare on the basis of e-service and innovative management. The following
values are highlighted:

Equal
accessEqual
opportunity

Efficientcare

To reach our 3E system, the city has decided to introduce electronic reg-istration, information and control software thoughout entire hospitals,
especially emergency services; improve the management of the healthcare
system; increase the transparency of service and decrease the wait hoursof patients.

-70-

City Solutions
2-5 Glass Hospital

Implementation Process:During the project implementation, 32 control CCTVs, 37 LCD TVs, 28

printers, 2 IP Phones, 6 notebooks, a WiFi router, a GPS system, registration
software and other related devices were installed throughout the hospital.

Queue ticket machine:

Receptionists stand near the entry door and guide patients to the ticket
machine while they ask what service is needed. All services are deliveredby queue number.

Electronic registration software

Receptionists can register patients’ information into the software andshare it with doctors.

Electronic LCD board:

Each inspection room has an electronic board outside, which provides
information about the doctor, wait time and number of patients.

WiFi space:

Electronic LCD Board©Darkhan City Government

Maternal and emergency rooms have a WiFi connection that allows
mothers and their newborn babies to make video calls back home.

Mothers and newborn babies making video calls back home throughWiFi connection ©Darkhan City Government-71-

City Solutions
2-5 Glass Hospital

GPS system in ambulance cars:

Emergency wait hours decreased by 2 times after installation.

Call center:

A call center provides real time information to callers to reserve appointments.

Control CCTV:The CCTV system helps patients monitor services. For the hospital, it
helps control workers’ time management.

The CCTV Monitor©Darkhan City Government

Wireless computers:

Computers are used in emergency and maternal rooms to allow mothers
to connect with their families online.

Printers and copy machines:

The printing devices print out MRI results and other related information.

-72-

City Solutions
2-5 Glass Hospital

Results & Reflections

The project implemented and integrated a variety of smart devices into
hospital operations as described in the Solution Description. 32 control

CCTVs, 37 LCD TVs, 28 printers, 2 IP Phones, 6 notebooks, a WiFi router, a
GPS system, registration software and other related devices were installed
throughout the hospital.

After the project implementation, emergency wait hours decreased by 2times, inspection wait hours dropped by 7.9 percent and patient satisfaction increased by 30.7 percent.

The city is currently tackling the challenge of improving the building capacity and increasing the number of workers. Additionally, it aims to connect
hospitals in remote areas and family clinics to central hospitals.

Review Comments
1. This case demonstrates a good example of integrating healthcare andIoT to improve the efficiency of the health care system, which shares a
great deal of similarity with the services of some hospitals in Taiwan.

2. This small scale project in Darkhan City is a good example of how a verysmall budget can achieve tangible improvements for citizens throughe-services. Reduced waiting times in hospitals is a good achievementthat benefits residents tangibly. Also, Transparency and interconnectionof services will enhance public trust in healthcare provision. Are there
also ideas about how these ideas might be extended to primary care insmaller health facilities?

3. The utilized e-system is awesome, though it would really be helpful if

more satellite clinics were established to cater to the needs of the people.

-73-

City Solutions

2-6 Intelligent Cloud System for
Wastewater Management

Intelligent Cloud System for Wastewater
Management
Taoyuan City

The AR view of underground sewer pipe ©Taoyuan City Government

City Profile

TaoyuanUrban Challenges

Water treatment is always a crucial challenge to cities in Taiwan. With thedevelopment of sewer and water recycling center construction in Taoyuan

City, the connection rate of pipelines to sewage treatment has increased
significantly and is on track to expand in the future. In early 2018, thesewerage system was about 115 kilometers long. It is expected that theCountry: Taiwan
2
Area: 1,220.95 km (471.41 sq mi)
Population: 2,116,988

connection rate will reach 13% by the end of 2018 and could reach 60%
within eight years. Additionally, the construction progress for the storm

sewerage system is anticipated to reach 373.39 km in length and a 78.2%
connection rate by the end of 2021.

Consequently, pipeline data management is vital. Proper facilities manage-

ment for the completed sewerage system and sewage treatment plant are-74-

crucial to ensure quality operations.

City Solutions

Cloud System for Wastewater Management“Combining with advanced technologies today including IoT, AR and GIS,

Taoyuan City Sewerage Cloud Management System could enhance the effi-

ciency of sewage facilities management.” (Quote from Department of Water
Resources, Taoyuan)

Taoyuan City ‘Intelligent Cloud System for Wastewater Management’ integrates Internet of Things (IoT), augmented reality (AR) and geographic

information systems (GIS) technologies to monitor the condition of the

2-6 Intelligent Cloud System for
Wastewater Management

Contributor:  
Shu-nu Chung, Section Manager,
Taoyuan City Government

Linking SDGs

© sdg knowledge platformsewerage system in real time. The operation application modules help
carry out routine maintenance more effectively and improve efficiency inadministrative work. The system converts all sewerage construction data

into a unique attribute format and uses GIS to document and manage infor-

mation. Additionally, this information can be viewed in a web application
accessible to the public.

The project is hosted by the Taoyuan City Government in partnership with
Stantec Consulting Services Inc., Taiwan Branch. The following figure provides a systematic overview of this project.

Operational Diagram of the Intelligent Cloud System ©Taoyuan City Government-75-

City Solutions

2-6 Intelligent Cloud System for
Wastewater Management

Results & Reflections

Currently, the cloud system manages over 7,500 manholes/pipes of sewerage, 7,700 manholes/pipes of storm sewerage and six water recycling cen-ters. The system is designed for sustainable sewerage management, and it
has achieved targets including the following:1

Unified the sewerage attributes format of Taoyuan City

2

Built a complete database by integrating and importing the existing drawing information and data of sewer systems

3

Upgraded service to the public by establishing an online viewing application

4

Defined IoT infrastructure and created an app as sewerage management
tool

5

Created a real-time water quality monitor app for six water recycling centers to achieve instant management

6

Reduced reaction time after receiving a sewer facility repair request by APP

7

Displayed the GIS map layers by connecting to the Taoyuan GIS data warehouse8

Built an online form to intake public help requests and expedite repairs [i1]One year after implementation, the cloud system has succeeded in gaining
widespread usage, including the following:

Digitized more than 7,500 manholes/pipes of sewerage

Digitized more than 7,700 manholes/pipes of storm sewer

Obtained real-time data and online documentation of six water recycling
centers

Monitored 121 ongoing construction sites in real time via the system

Monitored 33 subcontractors with 1456 car rips for water fertilizer station

Dredged a 28.8 km length of storm sewerage

Enabled eight cable TV companies to attach 196 km length wires in thestorm sewer

Received reports of 226 damage issues from the public-76-City Solutions

2-6 Intelligent Cloud System for
Wastewater Management

Import the existing drawings of sewer system/©Taoyuan City Government

Real time data and on-line documents of 6 water recycling centers andsewer AR view/©Taoyuan City Government

The first step of “Wastewater Management” involved integrating the project database, GIS and building a business communication platform andapplication modules for storm and sewerage operation.

In the future, we envision expanding the content. Potential next steps

might be to integrate the rain and sewerage facilities data collection, au-

to-register operating information systems combined with IoT, use CCTV toconduct longitudinal inspections and evaluate structural performance, add
real-time information management of the pipeline, and assess the plantsite’s energy performance.

Based on the potential strategies above, we have divided the project timeline into four phases, including (1) Solid Foundation, (2) Real-time Monitoring, (3) Assessment Review, and (4) Sustainable Development.

The aforementioned improvements will contribute to a more sustainable
development strategy and management of risks, budget, performance,
demonstration and assets.

Furthermore, collecting all maintenance data such as water quality, repair
and event logs, and an intelligent system could suggest an appropriate
maintenance frequency of each sewer facility.

-77-City Solutions

2-6 Intelligent Cloud System for
Wastewater Management

Review Comments
1. With the increasing population, water management will be a criticalissue in the future. This project shows how the intelligent use of IT canenhance understanding of sewage management systems and the various techniques which can be employed.

2. Overflow of sewage has been a major problem in many developed andunderdeveloped cities as well. Therefore, it is benefit to use IoT, AR, GIS

to enhance the efficiency of sewage facilities management. The systemshould be designed to be comprised of sensors to sense the wastewaterlevel, command controllers, communication networks to register complaints regarding blockage and the continuous increase in the level ofsewage. The level sensors should be efficiently used and system should

be designed in a socially relevant way, to create an impact on hygieneand cleanliness by simply avoiding the problem of sewers and also toensure compulsory cleaning of blockages which cause increases in the
sewage level by registering repeated complaints to relevant departments unless action is taken.

3. While it is certainly interesting to be able to monitor the functionalityof a sewer system in real time, the main benefit of this project for thecity and its residents remains unclear. For example, one benefit named
includes 196 km of cable inserted into the city’s sewer system by local
companies. This does not in itself constitute a benefit for the city andthe wider public but resembles a mere subsidy for the local economy

through public tenders. The question remains whether the new system provides enough of a benefit for the actual operation of the sewer

system and in the form of a public service to justify the creation of an
expansive digital overlay onto the city’s infrastructure.

4. This is one of the more useful and highly applicable case studies. I
would further suggest testimonials from the maintenance and operations personnel; for example, has this system actually reduced theirworkload? Has it improved their efficiency? Would they recommend
other cities use it? What kind of savings does it achieve?

-78-

City Solutions

Healthy City Tainan:
Clean Air and Disease Prevention

2-7 Healthy City Tainan: Clean
Air and Disease Prevention

Tainan City

©Intelligent Community Forum

Case
Study
1

Mosquito Control Facilitated by GIS & IOT
in the Cloud

Outbreak of Dengue Fever

Dengue fever is an environmental infectious disease that spreads in tropi-

cal and subtropical countries in Asia, Africa and the Americas through theAedes aegypti and Aedes albopictus mosquitoes. In 2015, annual record

high temperatures, torrential rains and typhoons in Tainan City created an
appropriate environment for mosquitoes. As a result, Tainan experienced arecord-setting outbreak of dengue fever with 22,754 cases and 112 deaths.
The outbreak threatened public health and safety and damaged the econ-omy. This event informedTainan City’s objectives of overcoming climatechange impacts by using scientific and technological methods to prevent

City Profile

Tainan City

Area: 2,191.65 km (846.20 sq mi)
Population: 1,885,252
2

Contributor:
Ching-Fen Tsai, Public HealthBureau, Tainan City Governmentand reduce the spread of dengue fever.

-79-City Solutions

2-7 Healthy City Tainan: Clean
Air and Disease Prevention

Linking SDGs

© sdg knowledge platform

Inclusive Solutions with Multi-sectoral Cooperation

In response to the dengue fever challenge, the city government took aninterdisciplinary approach to set up mechanisms for cooperation and data
sharing.

In April 2016, the Center for Dengue Prevention and Control was estab-lished. Separated into five divisions, the center coordinates communication
among government, hospitals, experts in healthcare and the central government. The specific functions include developing annual plans, measuring vector mosquito densities, installing prevention and control measures,monitoring the outbreak, increasing public information access, formulating

and deploying pesticides, managing city resources and imposing administrative penalties. The following figure sows the organization and the fivedivisions of the center.

Director
Vice Director
Executive
Secretary
VectorMonitoring
Division

Epidemic
Analysis
Division

ChemicalControl
Division

IT Division

Administration
Division

Organization of the Center for Dengue Prevention and Control

Tainan Dengue Epidemic Geographic Information System (TDEGIS)

Under the Center for Dengue Prevention and Control, the Tainan Dengue
Epidemic Geographic Information System (TDEGIS) was set up as an in-

ter-agency dengue prevention and control platform. The TDEGIS combines

government prevention strategies and public engagement via information
technologies such as big data analysis, cloud computing, IoT, and GIS. The
ultimate goal is to integrate information and develop a thorough Dengue-80-

prevention network.

City Solutions

2-7 Healthy City Tainan: Clean
Air and Disease Prevention

The household densities of vector-mosquitoes measured by field workers
in all districts are uploaded to the GIS platform. The data collected are processed to identify hot spots and generate a table of Breteau index by village

in real time so that prompt disease control measures can be taken accordingly in every district.

Tainan City Case Distribution Map©Public Health Bureau, Tainan City Government

As the GIS platform facilitates inter-agency coordination and communi-

cations, prevention and control efficiency is improved by 100 times insurveying vector-mosquitoes density, by 10 times in updating insecticide
spraying maps and by 6 times in alerting and notification. The platform isalso used for audits, statistics and analyses that further strengthen dengue

prevention. The statistics section shows the correlations between variables
to be taken into account in decision making.

Additionally, the administrative view of the platform provides a consolidated dashboard view of numbers and statistics, while the public view provides dengue situation updates on both web and mobile. The included data

warehouses include “Diagnosed Fever Cases”, “Mosquito Density Survey”,-81-City Solutions

2-7 Healthy City Tainan: Clean
Air and Disease Prevention“Dengue Fighting Schedule”, “Outdoor Chemical Epidemic Track”, “Con-struction Case Information”, “Building Site”, “Enlisting Dengue Epidemic
Prevention”, “City Residents’ Announcement on Empty Materials for EmptyLand”, “Temperature and Humidity Data in Tainan” and “Taiwan City Rainfall Data.” All data is published online as open and readily accessible by the
public. The figure below shows the operational system of the TDEGIS.

Operational Structure of TDEGIS

Implementing a Prompt Notification System

After the standard operating procedures (SOPs) were established and amap of hospitals and clinics offering rapid dengue tests was made available

on the platform, users were able to consult the map to seek prompt andconvenient medical attention. Hospitals and clinics can also immediately
report a case with fever through the fever reporting system on the plat-82-

form.

City Solutions

Reducing the Population of Vector-mosquitoes

2-7 Healthy City Tainan: Clean
Air and Disease Prevention

The GeoJSON data is shared with National Cheng Kung University (NCKU)
to co-create an app called “Mosquito Man”, and smart mosquito lamps, anda smart electric mosquito killer were developed in cooperation with MediaTek to geographically locate vector-mosquito ovitraps. The data obtained

through Internet-connected monitoring devices are transmitted to the GIS

systems through Wi-Fi. Based on the climate data and the numbers of eggs
in ovitraps in different districts, dengue hotspots are identified in order tofacilitate fast and effective vector elimination. Furthermore, locations ofhigh adult mosquito densities can be identified and tracked for changes inreal time.

Mosquito Man APP ©Tainan City Government

Application of Cloud Computing

In a cloud environment, the Center for Dengue Prevention and Control ob-

tains real-time information from those dispatched to the field to take photos, obtain geographic information and describe and record the locationsof the ovitraps.

Results

Through the above strategies and cooperation on every level of society, theMosquito Lamp©Tainan City Government

number of local dengue fever cases decreased to only 10 in 2016 and 0 by
2017. With this impressive statistical outcome, Tainan City received the2017 IoT Innovation Award and the 2018 Smart City Summit and Expo Innovation Application Award for its disease prevention efforts.

The additional benefits of the disease prevention program are shown in
the following table.
Community· Return of tourists

Well-being· Clean up support for affected households

Institutional

Strengthening
Environment
Benefits· Prevention of public panic as the outbreak slowed· A well-structured organization and sustainable services· Improved administrative operations through innovative technologies· Accurate analysis and decision-making as efficiency improved· Better deployment with real-time data visualization· Involvement of public health and subject experts in decision making· Lowered resource and materials consumption over time
· Decrease in insecticide spraying· Improved land use

Additional benefits of the disease prevention program-83-City Solutions

2-7 Healthy City Tainan: Clean
Air and Disease Prevention

Knowledge Sharing and Future Development

Although Tainan City has solved its local dengue fever problems, the increasing frequency of international travel has led to an increase in thenumber of dengue cases transferred abroad. Therefore, the city aims to use

its expertise to share knowledge with other cities and prevent overseas
disease migration. Tactics include dengue fever information campaigns at

airports, exit-entry symptom monitoring for passengers and the NS1 fast
screening test for dengue.

Other future objectives include strengthening the GIS system, integrating
various resources, expanding monitoring and the IoT network for vector
mosquitoes, and improving early detection and prevention of dengue fevercases.

Review Comments
1. The utilization of IT on disease prevention, and specifically dengue, ishighly impressive.

2. The project is recommendable particularly to tropical countries that areoften visited by typhoons because it will eliminate the transfer of disease from one country to another.

3. The project has demonstrated a good example to identify the risk of thecity and find a good solution with technological tools. Similar methodology could be applied to cities which face the same risk.

-84-

City Solutions

Case
Study
2

Air Quality Monitoring in Multiplex Environments

Urban Challenges

The causes and sources of air pollution in Tainan City are complex. The

main pollutant is PM2.5, which refers to atmospheric particulate matterwith a diameter of less than 2.5 micrometers. 30% of PM2.5 pollution
comes from sources including local factories, gas exhaust from motor vehi-

2-7 Healthy City Tainan: Clean
Air and Disease Prevention

Contributor:  
Mei-Kuei Chu, Division Chief, Tainan City Government

Linking SDGs

cles, vehicle dust, construction sites, the food service industry, agriculturaloperations and bare land. The remaining 70% is contributed by othercounties and cities through cross-border pollutant transfer.

© sdg knowledge platform

To improve Tainan’s air quality, the city’s PM2.5 and PM10 concentrations
should meet national air quality standards. Air pollution and weather must

be monitored throughout the country. Changes in air pollutant concentration and long-term weather analysis should be formulated in order todevelop control strategies to improve air quality and maintain a friendly
environment for urban living.

Suspended Particulate Reduction Plan

The Tainan Environmental Protection Bureau has been cooperating withother municipal bureaus to promote “bright and clear air, suspended par-ticulate reduction plan ( 亮麗晴空懸浮微粒管制削減計畫 )”. The city has
implemented pollution source control and planning control measures toimprove Tainan city’s air quality. Specific strategies and progress are as follows:

1. Installed a hierarchical air quality monitoring network of environmen-

tal sensors for the intelligent management of air quality deterioration
events. Set up 4 national air quality monitoring stations, 2 local auxilia-

ry stations and 12 artificial monitoring stations. Set up an additional 4
monitoring stations in sensitive industrial areas.

2. Develop community protection measures in industrial areas, including
increased education about the environment to raise citizens’ awarenessof how air quality affects their quality of life. Set up 240 sensing points

in cities to respond quickly to affected areas during air quality deterio-ration events (overseas pollution, fire incidents, and regional poor air
quality), quickly adopt response measures, and issue warnings to mitigate the impact of air pollution on citizen health.

-85-

City Solutions

2-7 Healthy City Tainan: Clean
Air and Disease Prevention

3. Use scientific instruments to identify, inspect and curb major sourcesof air pollutants. Conducted inspections of stationary pollution sources,

gas stations, and construction sites, using Unmanned Aerial Vehicles(UAVs), Light Detection and Ranging and Infrared Gas Imaging instru-

ments. Identify abnormal emissions and pollution sources that exceed
emissions standards and require improvements.

4. Set up real-time air quality monitoring facilities in large factories thatare connected to the Environmental Protection Administration. Equip
13 large-scale factory chimneys with real-time air quality monitoring

facilities connected to the EPA; facilities monitor items such as opacity,
sulfur oxides and nitrogen oxides.

5. Implement a license plate recognition system to control highly polluting

vehicles. Announce the Clean Air Zones to control the entry of highly

polluting vehicles. A license plate recognition system is used to screenout vehicles that do not comply with the regulations.

Results & Reflections

Over the past seven years (2011-2017), Tainan air quality has improved
substantially. The annual and daily average of PM2.5 concentration has

decreased by 32% over this period. The PM10 annual and daily average

concentrations have been lower than the air quality standard for three con-secutive years (2015-2017). Furthermore, in 2015 and 2016, Tainan City

earned the Taiwan Environmental Protection Administration’s evaluationof “Excellent” performance.

Looking forward to the future, Tainan City’s vision for 2026 is that the average concentration of PM2.5 will reach the national air quality standard(15μg/m3). To build on the success of existing initiatives, Tainan City plans
to implement the following strategies:

1. Gradually replace the commercial and industrial use of oil-fired boilers
with clean fuels

2. Announce the Air Quality Maintenance Areas (Clean Air Zones ) tocontrol the entry of diesel vehicles obtains autonomous management
entities; Confirm the vehicles will be in line with the air pollution index
regulations to improve the Clean Air Zones’ air quality

3. Introduce policies regarding the Provision of Air Pollution Prevention in
the catering industry-86-

4. Build a miniature air quality sensor for improved environmental management

City Solutions

2-7 Healthy City Tainan: Clean
Air and Disease Prevention

Clean Air Zones © Tainan City Government

Review Comments
1. Air quality management is one of the common issues in Asia countries.
This project demonstrate one of the solutions which can share to other
cities.

2. The diesel vehicles control is key to improve the air quality in cities. The
cities may need also to initiate plan for e-car policy.

-87-

III

Social Engagement &Community Innovation

2-8   Vector Lights

Auckland City

2-9   Share the Road Environmental
Transport Program
Pasig City

2-10 Upsouth: A Youth Empowerment Platform
Auckland City

City Solutions

2-8 Vector Lights

Vector Lights

Auckland City

Vector Lights on Auckland Harbor Bridge©Auckland Council

Urban Challenges

New Zealand faces significant vulnerability to the effects of climate change,
especially because many of its major population centers, including Auckland, lie on coastal regions or along major rivers. As a result, issues like sea

City Profile
Aucklandlevel rise, extreme weather events and dwindling freshwater supply threaten the vitality of urban life.

Because the country is so reliant on the natural environment for its pros-

perity, New Zealand has emerged as a green energy leader with one of thelowest rates of carbon emissions. Approximately 80% of its electricity isrenewable, with hydropower, geothermal power and wind energy com-

Country: New Zealand2
Area: 1,102.9 km (425.8 sq mi)
Population: 1,534,700

prising the majority of the energy mix. Photovoltaic solar energy has beentaken up on a small scale, but overall comprises only 0.2% of the energy-89-

City Solutions
2-8 Vector Lights

Contributor:  
Matt Montgomery, Head of Innovation, Auckland Council

Linking SDGs

© sdg knowledge platformsupply and has expanded more slowly compared to other OECD countries.

It remains an opportunity ripe for disruption as installation prices continue to drop.

10-year Commitment to Energy Efficiency

The Vector Lights project aims to make use of an iconic piece of urban
infrastructure as a continual storytelling canvas to promote renewable en-ergy and raise awareness of the critical role of renewable energy. Throughit, we are telling the story of our shared commitment to energy efficiency,

carbon emission reduction, and innovation, all the while transforming an
iconic structure with stunning light shows celebrating this diverse city forthe next decade and beyond.

Objectives· Increase awareness of energy consumption and carbon
reduction targets

Auckland· Inspire and excite Aucklanders and increase awarenessCouncilof events· Position Auckland as a leader in sustainable energy andclean technology

Vector Group· Demonstrate leadership in new energy technology integration· Reposition the brand as innovative· Increase consumer awareness and consideration of solar and battery energy solutions· Attract 20-25% of Aucklanders to see the launch of Vec-

Communication
objectives for
Vector Lights

tor Lights· Promote an understanding of solar and battery storage
technology to local communities· Inspire all audiences - local, national, and global - witha one-of-kind creative display· Build awareness of the name ‘Vector Lights’ and establish the social media hashtag #vectorlights

Vector Lights aims to achieve the following objectives

Bridging to a Smart Energy Future

Vector Lights on Auckland Harbour Bridge is a partnership between
Auckland Council and Vector Group that creates a world-class landmark
championing a smart energy future. It is the first installation of its kind in-90-

the world: a main city bridge lit entirely by solar energy, with battery andCity Solutions

2-8 Vector Lights

peer-to-peer technology. The lights are programmed for public viewing on

special events and holidays throughout the year, such as to celebrate Maori
New Year and Auckland Pride.

Vector Lights is a collaborative effort among many stakeholders from thepublic sector, private sector and civil society. The core partners are Vector

Group, the Auckland City Council and the New Zealand Transport Agency.
Other stakeholders included Panuku Development Auckland, creative agen-cies Colenso and Assembly, the Office of the Mayor of Auckland, Ministry ofTransport, Auckland Transport, Auckland’s iwi, local residents, Auckland
Council governing body and more.

For the build-up and launch, Vector Lights engaged schoolchildren by cre-ating a competition called Design The Future, in which kids brainstormed

and submitted their own smart energy inventions. This was spearheaded
by engineer and educator Dr Michelle Dickinson (known publicly as Nano-girl), who has extensive experience engaging children from diverse back-grounds to build confidence around science and technology. Furthermore,

the competition winners were invited to be the guests of honor at launch,making young people the focal point of the ‘lights-on’ event. Centering chil-dren is also more appealing to audiences and media outlets compared tofeaturing dignitaries or executives.

Design The Future Competition events/©Auckland Council-91-

City Solutions
2-8 Vector Lights

The Vector Lights launch event needed to be informal and accessible, withthe bridge as ‘hero’, and with media having access to spokespeople. A casual BBQ at Little Shoal Bay in Northcote was hosted with members fromstakeholder organizations, elected city representatives and Prime Minister
Jacinda Ardern. The viral, wide-reaching power of social media was also
leveraged by emphasizing the Facebook live-stream. Cameras were sta-tioned at either side of the bridge and crowds were managed to ensure
viewability.

Since the initial launch, Vector Lights has continued to host popular lightshows to celebrate special events and holidays year-round. A calendar of
all upcoming light events is available on the Vector website. These programs appeal to diverse members of society, raising awareness for causes
from Blue September (prostate cancer) to the Hindu festival of Diwali.

Vector Lights Brochure & Behind the Scenes/©Auckland Council-92-

City Solutions

2-8 Vector Lights

Raising Awareness

Vector Lights’ six minute launch show reached 5.4 million people (combined statistics from all media, streaming, social engagement, etc..) Vector
Lights has received media coverage from every major national outlet aswell as hundreds of pick-ups from international media organizations. Research conducted by Vector post-launch has shown that 59% of adult Aucklanders have heard of Vector Lights, 34% have watched a Vector Lights
show, and 83% of viewers said they ‘enjoyed’ or ‘loved’ watching Vector
Lights (against a target of 25%).

Metrics highlighting public engagement with the Vector Lights launch areshowcased below:

Local media

Launch Announcement

35+ individual news items in 2 days
・95% positive reaction
・80% attribution

338,879

Smart building logistics

・Impressions: 399,331

Launch Statistics

Tens of thousands of people turned out around the harbour. Crowd estimates include:
1,000+ on Mt Eden, 800+ on Mt Victoria, 500+ in Devonport, 500+ at Te Atatu Peninsula, 3,000 at Little Shoal Bay, andthousands more along the city and North Shore waterfronts.

Facebook launch event reach

471,000+

Auckland Council social media reach

350,000+ (Facebook, Instagram, Twitter)

Hero launch video

74,000 views in 2 days (via all social and news platforms)[i2]Facebook sentiment analysis

・Positive or neutral = 765
・Negative = 54

Vector social media reach

250,000+ (Facebook, Instagram, Snapchat)

Online streaming

・14,000 views of Vector’s Facebook livestream
・Increased to 77,000 within 3 days

-93-

City Solutions
2-8 Vector Lights

Further post-campaign research has demonstrated that awareness of
Vector’s solar business has increased to 11% (up from 9%) and battery

awareness is now 6% (up from 4%). These improvements demonstrate thecapacity of public landmarks like Vector Lights to increase positive public

perceptions of clean energy solutions. It is especially effective in raisingawareness among younger demographics who will shape Auckland’s en-ergy future, many of whom attend light shows with their families or competed in the “Design the Future” competition. As Vector Lights continues,

the project will aim to increase awareness numbers as viewers connect the
Design the Future Website:

events to support for green energy.

https://www.vector.co.nz/
about-us/sponsorship/lights/
competition-entries

Vector Lights is a 10-year commitment and will continue to champion in-

novation as Auckland grows. An array of new stories will be told via events.
Lessons learned from the launch will allow us to continue to improve, inspire and excite Auckland and the world.

Vector Lights on Auckland Harbor Bridge©Auckland Council-94-

City Solutions

2-8 Vector Lights

Review Comments
1. Vector Lights is admirable in its successful attempt to raise awarenessof citizens and the general public for energy efficiency and climatechange. The numbers of people reached are impressive and othercampaigning initiatives may be able to draw valuable lessons from the
project. However, arguably, the focus of Smart Cities very often lies onenergy efficiency and climate change while neglecting other pressing
urban sustainability issues, such as biodiversity loss, plastic waste pollution, e-waste, food waste and a deteriorating nutrient cycle, social andresource impacts of digitization, etc. Arguably, a campaigning approachshould best focus on issues that are overlooked by the public and evenexperts - as such, it is recommended to see how the Vector Lights campaign approach can be applied to issues that are not yet on the generalpublic’s radar.

2. This is an excellent project which could easily be replicated on othermajor public infrastructure works. No mention is made of consultation
or involvement of shipping or pleasure craft organizations, however.

This is important because their safety at night relies on navigation

lights; and these can be difficult to distinguish if there is a profusion ofother lights. The same might be applied to aircraft if tall buildings arelit.

3. This project uses the obvious idea of a ‘’Lighthouse’’ project or a‘’Demonstrator’’ to bring the visibility of the film and technology knowhow. The interesting strategy of combining technological demonstration

with cultural development of the city of Auckland is effective. However
the connection between the public visibility of the project and raisingawareness of sustainable energy can be communicated further with
continued events and programs.

4. A good example of how to change culture, which targeted the youth, regarding use of efficient renewable energy alternatives. Solution Descriptions and data in the Reflections section are very useful and persuasive.

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Share the Road Environmental Transport
Program
Pasig City

Pasig City/©Flickr John Westbrock

City Profile

Pasig

Urbanization and its Accompanying Challenges

Pasig City is the eighth largest city in Metro Manila in terms of land area.
The population of Pasig City increased sharply between 2010 and 2017.
Moreover, due to higher purchasing power and a more widespreadcar-centric mentality, the number of vehicles began to increase remarkably
in 2014.

Area: 31.00 km (11.97 sq mi)
Population: 772,695
2-96-Additionally, Pasig City serves as the gateway to the East Philippines, including all municipalities and cities of Rizal Province. It is home to 121 sub-divisions, 176 condominiums and 26,780 business establishments, not toCity Solutions

2-9 Share the Road Environmental Transport Program

mention commercial centers and malls. As per data from the Metropolitan

Manila Development Authority (MMDA) 2016, car dealers roll out 820 new
units per day. As a result, traffic conditions in Pasig City have worsened,leading to a rapid increase in road congestion costs. With traffic congestionin the country’s highly urbanized areas reaching a total gridlock, Pasig City
residents are eager for a workable solution.

Share the Road Environmental Transport Strategies

Realizing the importance of bridging the gap between economic progressP
2

Contributor:
Raquel A. Naciongayo, Department Head of City Environment
and Natural Resources Office(CENRO)CR
ma(

Linking SDGs

© sdg knowledge platform

and sustainability, Pasig City began to formulate real-world solutions andemploy proactive governance to solve its road congestion problems. The

city government adopted the concept of Road Sharing Principles called“Bayanihan sa Daan”, which represents a sustainable urban transport strategy integrating pedestrianization, walking, cycling and public transportation.

Pasig City has taken the lead to demonstrate four roads for Carless Sunday

Streets It has also shown proof of concept of road sharing in the 2.5 kilometer road along the Manggahan Floodway, including these complementary strategies:

Improve Environmentally Sustainable Transport (EST)

Improving the service capacity of public transportation can reduce re-liance on private vehicles. For example, Pasig City Community Shuttle
Service and electric tricycles were established to redirect current development to favor safer and greener transport systems. Additionally,
reducing the number of private vehicles can alleviate congestion andBayanihan-sa-Daan_infograhics©CNNPH

reduce travel delays, because public transport occupies less road space
per passenger. This is shown by the implementation of the Odd-Even
Scheme on six Pasig City’s six major gateways.

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Distribution of Cargo Type Etrike to Different Communities©City Government of Pasig

Etrike Beneficiaries from tricycle drivers©City Government of Pasig

Intelligent Traffic System (ITS)The ITS connects the interactions of drivers, pedestrians, public transportation and traffic management systems. It receives real-time datafrom various sensors installed all over the city like VDS-CCTV, inductive

loop and RSE , which will be sent to commuters through smart phone
apps and the internet. This would lessen the number of traffic accidents
and deaths and make roads generally safer for motorists and the generalpublic. This smart technology solution encourages people to consider

more environmentally friendly methods of transportation during high-98-

traffic hours.

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Continuous, Well-Connected Pedestrian Network

The City requires the provision of pedestrian facilities on all existing,new, and reconstructed roads as well as retrofitting old road networks.

Today, cities can be designed compactly to reduce the need for motorizedtransport by making streets well-connected and walkable. Additionally,

pedestrian networks should be integrated with sustainable long-distance transportation infrastructure, such as mass transit and land use
planning.

In addition, the City will continue to implement solar-powered blinking
pedestrian signals that help pedestrians know when they may crosssafely. The City will also continue to implement pedestrian countdown

signals that reduce uncertainty about safe crossing times. The City willcontinue to improve pedestrian crossings at signalized and non-signalized intersections, with the goal of reducing the frequency and severityof preventable collisions involving pedestrians.

Develop a Network of Cycling Facilities

The City has installed protected bike lanes, bike racks and demonstrated

a bike sharing system to encourage cycling, which is one indicator ofa vibrant, sustainable city. Along with walking, transit and carpooling,

cycling conserves natural resources and reduces pressure on the road

network. Ancillary benefits include improving health, supporting morecompact development, preserving the environment and supporting economic activity. Finally, it offers speed and convenience for shorter trips.

Protected Bike Lanes at CBD©City Government of Pasig

Bike Sharing Program at the CDB and City
Hall Compound©City Government of Pasig-99-

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2-9 Share the Road Environmental Transport Program

Implement Pedestrian Signals Countdown

The City will continue to implement solar-powered blinking pedestri-an signals that help pedestrians know when they may cross safely. The
City will also continue to implement pedestrian countdown signals that

reduce uncertainty about safe crossing times. The City will continue toimprove pedestrian crossings at signalized and non-signalized intersections, with the goal of reducing the frequency and severity of preventable collisions involving pedestrians.

Smart Governance: Holistic and Inclusive

Pasig City’s long-standing efforts to provide Carless Sunday Streets, freepublic transport, financial and e-tricycle loan assistance and traffic de-congestion programs all have empowerment at their core: ensuring that people have the opportunities they need to live better lives with dignity andsecurity. With this value, Pasig city adopted the following approaches toencourage not only cross-sectoral cooperation but public engagement.

The combination of soft and hard creative innovations includes the following:

Sandwich Approach

The “Sandwich Approach” or “Bibingka” Paradigm for planning engages

the entire community by brainstorming simultaneously from the bottom
up and top-down. Starting with a vision from the city leadership or otherstakeholders, solutions are formed via consultations and are translated

into a local law or ordinance. Stakeholders also include members of thetechnical working group and implementers. Feedback mechanisms are
installed to ensure a successful project, and detailed documentations
allows for replication and knowledge sharing with other cities.

Streets Owned by People: Bayanihan sa Daan

Bayanihan sa Daan inculcates the values of family and community bond-ing as well as road sharing principles. The City continues to create many
places for people to assemble, play and associate with others within
their neighborhood despite the limited urban space. Examples include

innovating Carless Sunday Streets, pedestrianization, and all forms of
non-motorized transportation.

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2-9 Share the Road Environmental Transport Program

Active community participation is also an end in itself. Participatory
planning allows people to realize their full potential and make theirbest contribution to society. This is the wisdom behind the Bayanihan
sa Daan Programs. Rather than arranging people around development,
urban spaces should be woven by people and for people.

“Pro-active” governance means preparing to roll up our sleeves and gethands dirty to create truly sustainable transportation. Barangay-level

consultations take place in relaxed but regular coffee sessions where
project implementation at the grassroots is monitored. Regular feedback
mechanisms for stakeholders are institutionalized, which encourages
people’s participation and instills a sense of ownership.

Odd-Even Scheme

The Odd-Even Traffic Scheme, also known as “The Revised Traffic andParking Management Code of Pasig,” is a congestion-reducing measureincluded in Ordinance No. 23, Series of 2016. Pasig City is a gateway

for vehicles from Rizal Province to Metro Manila, Makati City to Quezon
City, and vice versa. The Odd-Even scheme mandates that vehicles withlicense plate numbers ending in 1, 3, 5, 7 and 9 cannot use specific roads

on Tuesdays, Thursdays and Saturdays, while vehicles with license plate
numbers ending in 0, 2, 4, 6 and 8 may not pass on Mondays, Wednes-

days and Fridays. Traffic congestion within the city was reduced when
the National Government modified the Number Coding within Metro

Manila. With the help and participation of Pasig residents, the traffic
scheme was a success.

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Carless Sunday Streets

Pasig City’s long-standing efforts to provide Carless Sunday Streets, freepublic transport, financial and e-tricycle loan assistance, and traffic de-congestion programs all have empowerment at their core: ensuring that people have the opportunities they need to live better lives in dignity and se-curity. The city is guided by the Clean Air Asia’s “avoid, shift and improve”

strategies to implement the sustainable urban transport programs. Pasig
City is exploring new frontiers of empowerment with the following indicators during program planning, implementation and monitoring:

Confidence and Understanding

For Bayanihan sa Daan Program, the community and recipients initiatedrequests to the City Government about their project proposals. These
Carless Sunday Streets Brochure/©City
Government of Pasig

requests included installing bike lanes or a Carless Sunday Streets program in their locality.

Analysis and Communication

The City Government facilitates forums, public hearings and community
discussions regarding urban planning. It mobilizes experts and support

groups in the Central Business District, homeowners’ associations, interest groups and health and wellness enthusiasts.

Trust, Caring and Tolerance

Through the Technical Working Group for every project, the City dele-gated responsibilities to achieve a sense of community ownership. They
involve vulnerable people such as persons with disabilities, tricycle drivers, senior citizens and other target beneficiaries.

Communication and Cooperation

Homeowners’ associations, interested groups and advocacy leaders are
empowered to implement and assist in the enforcement of guidelines toprotect the Share the Road program from rejections and opposing parties.

Access to Information

All members and stakeholders of the community involved in the Sus-

tainable Transport Programs can access data and information about the
project. This transparency allows stakeholders to discuss improvements
and give feedback to improve project implementation.

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Partnership agreement and citizen engagement towards low carbon city/©City Government of Pasig

City Transport Development and Management OfficeThis office centralizes different offices and experts to promote the develop-

ment of well-integrated and sustainable urban transport with the following
functions:1

Study, create and recommend policies and plans where transport planning is concerned

3Create the Pasig City Transport Master Plan

2
4
5
6
7

Review existing and relevant city ordinance and resolutions relevant to transport planning and management and propose enactment of new ones
Promote mass public transport (bus, jeepneys, ferry, company shuttle service)

Spearhead and represent the city in public consultations regarding transport concerns

Manage the implementation and monitoring of the transport master plan, its objectives, concepts and accessibility
Coordinate and collaborate with neighboring cities to ensure good connectivity and safety of movement.
Functions of the City Transport Development and Management Office-103-

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2-9 Share the Road Environmental Transport Program

At present, there are eight active technical working groups and a special ad
hoc transport committee handling Carless Sunday Streets programs, freepublic buses, bike share, bike for life and other special transport projects.

They schedule regular informal meetings and consultations on how to sus-

tain, synergize and intensify people’s participation. Consultation improves
the quality of rules, programs and compliance while reducing enforcement

costs for both the government and citizens. Regulation and its reforms
affect all participants in civil society, and therefore, in order to better as-

sess the impacts and minimize costs, all parties involved should be able toparticipate somehow in the regulatory processes. The committee’s strong

working belief is that “when you want to walk fast, walk alone, butwhen you want to go far, walk with many.”

Bike for Life©City Government of Pasig

Carless Weekend Zumba©City Government of Pasig

During the process of the Share the Road project, one challenge facing was
the business sector questioning the legality of road closure to institute Carless Sunday Streets. In response, the City Government invoked the stakeholders’ engagement and bike ordinance, as well as Executive Order 774

favoring “non-motorized transportation and that those who have less inwheels must have more in roads.”-104-

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2-9 Share the Road Environmental Transport Program

Results & Reflections
Programs

Accomplishments / Impact

Outcomes

A. Free Community－ Serviced 125,038 passengers on fourroutes in the Pasig City CBD and otheridentified routes－ Increased purchasing power of constituents－ 15 kilometers of bike lanes were
implemented along with 660 bikeparking facilities in buildings and establishments－ Ensured safety of cyclists－ 2,500 bikers have been participating inspecial and monthly bike events since
2011－ Promoted healthy lifestyle and nonmotorized transport to constituentsand the general public

Shuttle Service Buses
B. Bike Facilities (bikelanes, bike share)
C. Bike for Life

－ Promoted clean, safe and comfortablepublic transportation－ Reduced amount of fuel consumption－ Promoted clean air－ Improved air quality by 72%

D. Carless Sunday

Streets/ Share the Road

E. Pedestrianizationand Walkability Promotion

F. Odd-Even Traffic Ve-

hicle Volume Reduction
SchemeG. Etrike Replacement
and Upgrading

H. Intelligent Traffic
System (ITS)－ Five major roads implemented andsustained with 185,000 visitors andCarless loyalists for five years resulting
in 360 events and activities－ Promoted entrepreneurship by increasing traffic to bazaars and businesses－ Promoted family and community
bonding spirit－ Promoted active transport such as
walking, jogging and biking－ Three kilometers of elevated skywalk
were impremented at City Hall andother buildings along with 25 elevatedskywalk and walkways at the Pasig
CBD and citywide－ Provided convenience, connectivity
and safety for pedestrians－ Six major city gateways have been following the scheme which has reduced
travel time from 2 hours to 30 minutes－ Stabilized flow of people and vehicles－ Ordinance for phase-out of old two
stroke trikes had passed while there
were 50 etrike beneficiaries－ Increased income by 50% for Etrike
Drivers－ 82 Road Safety Blinking Solar Pedestrian Lights were installed along withsix LED Monitoring Advisories installedin strategic areas－ Decreased the risk of traffic accidents
or deaths－ Reduced traffic congestion－ Promoted quality time for self andfamily－ Reduced vehicle traffic by 40%－ Reduced carbon dioxide emissions
through cleaner fuel－ Improved road safety for pedestrians－ Reduced carbon dioxide emissions

Outcome of the Share the Road Environment Transport Program-105-

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2-9 Share the Road Environmental Transport Program

Lessons Sharing

Recommendations for peer cities considering similar projects to Share theRoad include the following:

1. Conduct consultation with diverse stakeholders in the community;
2. Enact a local ordinance;

3. Create an independent project management unit in the City Government;

4. Organize a Technical Working Group involving the affected sectors andstakeholders.

These strategies towards increasing transportation efficiency simultaneously reduce greenhouse gas emissions in the city. People are encouraged

to consider alternative methods of transport such as shared biking or public transportation which helps slow down global warming.

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Review Comments

2-9 Share the Road Environmental Transport Program

1. The traffic issue in Pasig represents the overall issue in the emerging

countries in Asia; therefore the comprehensive improvement can bevery informative for regions which have common challenges.

2. The Share the Road Environment Transport Program in Pasig City is an

excellent example of a holistic and inclusive approach to city wide improvement of the transportation system.

3. The initiative is admirable for its inclusive governance approach which
includes stakeholders and citizens in the transformation of its transportation system.

4. The Share the Road Environment Transport Program constitutes anideal approach to the Smart City: Good Governance, supported by both
institutional and technological innovation as tools to reach social andenvironmental urban development targets.

5. To take a more sustainable mobility path, besides odd-even scheme, thecritical role of non-motorized transport needs to be recognized and factored into road infrastructure investments.

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City Solutions
2-10 Upsouth

Upsouth: A Youth Empowerment Platform
Auckland City

Auckland City/©DXR, wikipedia

City Profile
Auckland

Urban Challenges

New Zealand faces significant vulnerability to the effects of climate change,
South Auckland’s favorable geographic location, strong Māori heritage, andcreative potential make the area unlike any other in New Zealand. However, it’s also an area which faces complex social and economic challenges:

Country: New Zealand2
Area: 1,102.9 km (425.8 sq mi)
Population: 1,534,700
Contributor:  
Gael Surgenor, Director of Community and Social Innovation,
Auckland Council-108-

High unemployment and underemployment
Low educational attainment

Low incomes

Social harms caused by hardship and poverty

More than 270,000 people - almost 20 percent of all Aucklanders - live inSouth Auckland. Nearly 40 percent of residents are under 25 years of age,making South Auckland home to 23 percent of all Auckland’s youth. Furthermore, South Auckland is part of the most dynamic center of economic

City Solutions
2-10 Upsouthactivity in New Zealand. However, as Auckland grows, so too does the riskof regional (and national) failure.

Objectives

Linking SDGs

© sdg knowledge platform

South Auckland’s economic importance, abundance of talent, and large
youthful population are strengths waiting to be unlocked. For these reasons, social, economic, and physical regeneration in South Auckland is a
strategic priority for Auckland Council.

The Southern Initiative (TSI) sits within Auckland Council and its role is tostimulate social and community innovation in South Auckland. It tackles
complex socio-economic challenges and creates opportunities that will
benefit its people. It has three areas of priority with a particular focus onsocial innovation and entrepreneurship:
Shared prosperity
Resilience

Thriving children and whānau (family)

Its core functions include:

1. Raising incomes through quality employment opportunities and establishing businesses that create shared prosperity;

2. Implementing environmental, technological, economic and demographic
changes to build long-term resilience and adaptability;

3. Supporting whānau (family), especially those with very young children,to develop their own lifelong solutions for success.

Solutions

Upsouth is a youth empowerment and civic engagement digital platform
operating in South Auckland. It is one of a number of initiatives and pro-grams delivered by The Southern Initiative. Through Upsouth, diverse
agencies may receive young people’s feedback and ideas on a range of social, environmental, business and civic challenges. Furthermore, Upsouth

users earn micropayments for their contributions from sponsors. Members
have the option to share the money they’ve earned with other Upsouth
members, whose contributions they support.

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Image of the Upsouth Platform©Upsouth

This method engages a community of young people who don’t often participate in traditional forms of engagement such as surveys and public

meetings. Ideas can be submitted via video, poem, image, drawing, text or

any other format. The value of micropayments depends on the originality,

insight, creativity and critical thinking of responses. These requests have
injected thousands of dollars into the South Auckland economy, enabling
young people to earn money while using 21st century skills to contributeto their community.

Beyond workforce skills and extra income, Upsouth empowers young
people to be civically engaged in their communities. This platform enables

young people to get in touch with their cultural identities and think crit-

ically about relevant issues. Furthermore, allowing users to share theirrewards strengthens community ties. In short, Upsouth builds civic innovation and a common entrepreneurial spirit.

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The Example of the Auckland Youth Proposing Ideas and Solutions to the Social Events©Upsouth

The Upsouth program has achieved substantial success in achieving its

objectives. The innovative community engagement model which advances
youth participation (especially young Māori and Pasifika) in public meetings and local businesses. This model allows young people to invest in theirown small businesses. According to user feedback, Upsouth is considereda safe space for self-expression, idea exchange and earned income. The

platform has gained active support and promotion from South Auckland
schools.

In its first eighteen months of operation, more than 2,700 young Māori
and Pasifika people, mostly aged 15-24, signed up to give feedback and re-spond to sponsored questions. Thirty eight call-ups have been made on theplatform to date by council departments, local boards, corporations andcommunity organizations. Furthermore, Upsouth has partnered with spon-sors including philanthropic groups, private sector members including Z
Energy, and other agencies. Upsouth partnered with Itsnoon, a Brazilian

software company, which developed its human empowerment software.
Itsnoon’s experience, with 400 similar deployments globally, was the foundation to a close working relationship and overcoming the initial learning

curve at launch. The TSI team’s collective skill and connections were also
instrumental to developing grassroots partnerships.

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Case Studies

The following two case studies highlight benefits and results of the platforms so far:Case study 1:

18-year old Neihana Lowe from Papakura set up his own photography
and videography business after receiving an Upsouth payment for his
contribution. He used the money to buy equipment and is now working
with several clients in South Auckland. In a short amount of time, he wasnamed the Māoriland Film Festival Filmmaker of the Year and held his
own exhibition in conjunction with his kuia (Tūhoe) called Whēnua I at
the Papakura Art Gallery.

Case study 2:

Janet Akai became increasingly more confident in her creative and photographic skills through Upsouth. With the money she made from her

contributions, she bought professional camera gear and is now the communications manager at the Cook Island Development Agency (CIDANZ).

Janet was responsible for designing the impressive photography for thenational campaign used to profile 2017’s Cook Island Language Week.

Results & Reflections

Challenges and conflict are inevitable during the initial stages of operation.
The key difficulties encountered were the following:

Identifying the most effective human empowerment technology
Expanding the user baseDeveloping a sustainable sponsorship pipeline
Achieving scale

At the same time, Upsouth is working on increasing collaborations withschools and workshops. Word-of-mouth marketing from students has beensuccessful in engaging larger communities, which ultimately play an instrumental role in forming partnerships with educational institutions.

Upsouth is the perfect platform to find out how young people in the cityfeel about environmental sustainability and for young people to be able
to share their concerns about a very important local and global issue. Recently, Upsouth ran a call-up asking for ideas on how council and a partner-112-

City Solutions
2-10 Upsouthorganization could make a part of the city’s drains and waterways more

beautiful. It received a number of innovative designs and ideas which are
now being considered for implementation. In the future, the Auckland

Council is planning to do a specific environmental sustainability call-up.
The resulting contributions could well feed into the council’s environmental policymaking.

Looking ahead, The Ministry of Youth Development and The Ministry for
Vulnerable Children (Oranga Tamariki) have both expressed interest ininvesting in the platform so it can scale nationally and that investment iscurrently being explored. Upsouth will continue working on expanding its
user base. Ultimately, the goal is nationwide adoption of this platform sothat youth across the country can connect with each other through civic
engagement.

Call up ideas on the future of Auckland’s water © Upsouth-113-

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Review Comments
1. The Upsouth project’s high sign-up rate, with 2700 young Māori andPasifika citizens, is promising. The mechanism for distributing funds on
the platform is also very innovative. I would be intrigued to know more

about how the trust mechanism is built and governed and how the innovative idea is up scaled and accelerated in the market. Overall, it is avery promising case that can be used in Taiwan or other places in theworld where social innovation movement is building. Blockchain technology is potentially a useful tool for upscaling this kind of project.

2. Upsouth is a great project that focuses on human capital and social

innovation rather than the often applied utopian approach of “cherry-picking citizens” found in other smart city initiatives. Rather an asking who will be able to operate technology, this project asks what tech-

nology actually enables and empowers people to fulfill their potential.
So far, this is a great example of tackling smart cities “the right way”:
Unfolding the potential of people, not the potential of technology.

3. This object claims to promote youth empowerment and civic engagement, but very few details of direct and successful outcomes are provided. It would be interesting to know what has been learned from lesssuccessful ideas and how these have been adapted to cope with experience.

4. The solutions provided are very good because it utilizes the people or
the youth who are actually experiencing the problems and their solutions surely have bases since they are the ones looking into the problems. The process by which the activities could be sustained is likewise
important.

5. It is great to see the focus on a social program—we need this in cities.

It would be more comprehensive to highlight the elements that makethis “smart” or “innovative” different than other government programsfor social and youth engagement, for example their specific outreachthrough social media, and how other cities could learn from that. Also,
more statistics are needed to show “before” and “after” intervention

strategies, or at least to estimate the numbers of youth assisted, andwhat the longer-term impacts might be.

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3

Bibliography

Bibliography

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Dickinson, M. (n.d.). Nanogirl. Retrieved from http://www.medickinson.
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Morelli, J. (2011). Environmental sustainability: A definition for environmental professionals. Journal of environmental sustainability, 1(1), 2.

Orsman, B. (2017, September 7). New Safeswim programto give Aucklanders water quality data in real time. NZ Herald. Retrieved from https://www.nzherald.co.nz/nz/news/article.cfm?c_id=1&objectid=11918957.
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Townsend, A. M. (2013). Smart cities: Big data, civic hackers, and the quest
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2019 Global Smart Solution Report
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