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SMART CITY GOVERNMENTS

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Released in 2018
© Copyright 2018 Eden Strategy Institute and ONG&ONG Pte Ltd.
All Rights Reserved. No part of this publication may be reproduced, stored in a
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the book.
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CONTENTS
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INTRODUCTION

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Top 50 Smart City Governments

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Methodology

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THEMED OBSERVATIONS

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Developing a Smart City Strategy

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Funding Smart City Initiatives

Smart Clusters & Innovation Districts
Digital Inclusion in Smart Cities
The Promise of Open Data

Co-creating the Smart City

Smart City Leadership Models

Sharing Knowledge Across Cities
Preparing a Smart Workforce

Beyond Affordability & Efficiency

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TOP 50 CITY STORIES84

ABOUT US86

BIBLIOGRAPHY

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INTRODUCTION

1Over half of the planet now lives in cities, and more than two-thirds of the world’s population will be urbanized by 2050. Cities are pro-actively working across borders to build
coalition networks and resist nationalist policies. They contribute to four-fifths of global
GDP, and are taking center stage in securing an inclusive, safe, productive, sustainable, andresilient future for humanity.
Smart Cities have emerged as urban ecosystems that integrate digital technology, knowledge, and assets to become more responsive to users, improve city services, and make cities
more loveable. Leading the development and re-invigoration of effective, high-performing
cities is one of the grandest challenges of our time.
Much of the existing literature on smart cities focuses on how far each city has come and theresulting benefits. This may not offer adequate guidance to city leaders on what they should
do, when each city operates in such a unique context. City planners require forward-looking
and practical comparisons and guides, by understanding the budgets, infrastructure, policies, services, and innovative governance and resourcing models of different cities.
Beyond a set of rankings, this collection of the Top 50 Smart City Governments therefore
details the development of smart cities from a city government’s perspective. It identifies
a suite of 10 key tools that mayors have found effective to develop smart cities, details ourreflections on how these tools were applied differently to achieve a range of outcomes, andhighlights the achievements of 50 leading governments that have steered their smart cities
forward.
There is rarely a complete, universal recipe of what a government should do to make its city
smart; each city works through a different “Theory of Change”. Governance often involves abalance between attending to a context-dependent market failure, and stepping back before
creating a market distortion.
As much as the methodology we undertook allows us to benchmark comparable governmental actions, we should emphasize that this ambitious project is intended to celebrate eachone of these 50 city governments as clear winners whose stories need to be told.
We hope that this study will inspire all cities to become smart, loveable, and future-ready.
We wish you every success in your smart city journey, and trust that you will share our enjoyment in learning from these Top 50 Smart City Governments.

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METHODOLOGYOur methodology involves ranking the top 50 smart city governments from a broad list of cities
that were drawn from existing smart city rankings, news articles, and websites. Eighty-two municipalities emerged as the most notable leaders in the worldwide smart city movement, appearing aminimum of two times in smart city rankings such as the 2017 Smart Cities Index by Easypark; the2016 Cities in Motion Index by IESE; the Smart Cities Ranking by Juniper Research; or Smart Cities
Prospects published by Procedia Computer Science. Cities featured in these rankings are pioneersin smart city development, with their governments deserving of further study.

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An additional 58 cities that were frequently featured in the past year’s news articles were added
to this list; these were cities with budding smart city plans but had not yet been accounted for inexisting rankings. After screening these 140 cities on their commitment to building a smart city, weranked the best-performing 50 smart city governments based on several criteria.
Drawing from our experience advising government agencies and devising solutions for urban planning, we note that smart cities may develop on three dimensions:
1. SCOPE
Whether the development of the smart city centered around just a few landmark projects, or if it encompassed a wide range of different city services and municipal departments. For example, Tokyo’s
smart city plan focuses heavily on sustainability, exploring how technology can reduce food waste
and energy usage. On the other hand, Vienna is implementing over a hundred smart city solutionsin education, energy management, environment, healthcare, mobility, social inclusion, and urban
development.
2. SCALE
The size of the smart city projects, whether denoted by the geographical coverage, citizens involved,
or project budgets. For instance, Better Reykjavik is a participatory budgeting portal that allows
citizens to suggest and vote electronically on ideas to improve their neighborhoods. This has givenrise to over 600 citizen ideas implemented at an average project size of only USD 32,000.
In contrast, central planning in Shenzhen helped its smart city projects scale tremendously. It
equipped 700 buses with facial recognition technology. Unique identification numbers were issued
to 600,000 buildings and 11 million flats. Its online public service resource centre has 14 billion records and exchanges 20 million records daily.
3. INTEGRATION
Whether the data from the projects were aggregated for analysis and if concerted actions came about
as a result. For example, New York integrated the call centres of over 40 City departments into asingle municipal services hotline. It analyzed data from over 18 million requests to improve city
services, introduce new initiatives, and raise customer satisfaction.
Helsinki’s smart city development is driven by different agencies innovating at the municipal level;
as a city; for its metropolitan area; and also within its smart district. While the initiatives may not be
fully-integrated, the decentralized leadership helps to ensure its resilience as a smart city.
The following overview illustrates how the Top 50 smart cities governments took on comparatively
different pathways in developing their projects.

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SCOPE
Singapore
LondonHelsinki

ViennaNew York
Amsterdam
BostonTaipeiMontreal

New Delhi

San
Francisco

Wellington

ChicagoAtlanta

Washington
D.C.

Pune

Ahmedabed

Philadelphia

Lyon

Tel Aviv

BerlinDublinCharlotte
Melbourne

Barcelona

Reykjavik

Dubai

Paris

Seoul

SeattleBhubaneswar

ShenzhenBeijing

Surat

Stockholm
Los Angeles

Copenhagen
Shanghai

KigaliJakarta

SydneyTorontoJapiurVancouver

Hong
Kong

PhuketColumbus
Kansas CityTokyo
Rio de Janerio

Size of Bubble= SCALEof Smart CityINTEGRATED

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Based on these different pathways, ten rubrics were derived to rank the smart city governments.

Factors Used To Determine City Government Ranking
VISIONA clear and well-defined strategy to develop a “smart city”

LEADERSHIP

Dedicated City leadership that steers smart city projects

BUDGET

Sufficient funding for smart city projects

FINANCIALINCENTIVES

Financial incentives to effectively encourage private sector participation(e.g. grants, rebates, subsidies, competitions)

SUPPORT
PROGRAMMES

In-kind programmes to encourage private actors to participate(e.g. incubators, events, networks)

TALENTREADINESS

Programmes to equip the city’s talent with smart skills

PEOPLECENTRICITY

A sincere, people-first design of the future city

INNOVATIONECOSYSTEMS

A comprehensive range of engaged stakeholders to sustain innovation

SMART POLICIESA conducive policy environment for smart city development(e.g. data governance, IP protection, urban design)

TRACK RECORD

The government’s experience in catalyzing successful smart city initiatives

These ten factors constitute a complete range of considerations for city governments to formulate their smart
city strategies. Each of the cities were ranked on a scale of one to five representing low to high, based on level of performance determining readiness. Cities were scored on these categories, leading to the final top 50
rankings. With each factor, a “high” would indicate a best-in-class effort that could involve originality andresourcefulness, multiple institutionalized initiatives, demonstrated authenticity and commitment, and success attributable to that vector.
In the final stage of the study, we also engaged with urban planners such as Mayors, Chief Information Officers, and Chief Smart City Project Managers for interviews to validate facts and to share their unique city stories. Primary research with city leaders helped to complete the picture and ensure that each city government
was represented fairly and comprehensively in this study.
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TOP 50 SMART CITY
GOVERNMENTS

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Themed Observations
In this extensive survey of cities around the world, we
encountered several recurring themes that leaders needed
to consider in their smart city development. This section
outlines our reflections as a playbook of how smart cities
went about such decisions differently.

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FUNDING SMART CITYINITIATIVES

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udgetary limitations often constrain the pace at which cities canrealize their smart city visions. The
top 50 cities have turned to innovative ways to secure funding, including competitions and hackathons,partnerships with private companies, smart procurement policies,
or national- or state-level funds. In
many cases, these acted in concert toimprove funding outcomes.

National and State Funding

Thirty-seven percent of our top 50 cities accessed national- and state-levelfunds. Innovation Norway is a national-level initiative that offers between
USD 6,000 and USD 90,000 in grants
to assist start-ups to experiment, design, and commercialize smart city
products and services, which helps
ease the funding burden of city governments. Sweden’s Vinnova also
allocates national public funds tosmart city projects. Innovation Fund
Denmark’s Grand Solutions funds up
to USD 30 mn for challenge-driven
research that creates societal value,
including smart city research. Each ofthese cases and many others indicate
the national- and state-level willingness to invest in smart city technologies, companies, and projects. Mayors
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could therefore negotiate and coordinate with state and national governments
and agencies to establish and direct funds towards specific funding gaps. In
these Scandinavian examples, the national government relieved city governments of the role of funding research and start-ups, allowing city governments
to focus on funding smart city projects directly.

Private-sector Participation

Twenty-three percent of cities relied upon private organizations, who acted independently or in partnership with the city government. On top of Montreal’s
USD 75 mn support for smart city startups, venture capital firms offer funding
to local smart city start-ups. Google affiliate Sidewalk Labs is co-funding a USD
50 mn pilot project with the City of Toronto, where it will re-locate its Canadian
headquarters to. Of the USD 20 mn spent on Smart City developments in Kansas City, only USD 3.8 mn came from the city budget. The remaining investment
was absorbed by organizations such as Cisco, Sprint, Smart City Media, Think
Big, and Google through public-private partnerships. Large private companies,
particularly those in the technology space, are keen to help shape the smart cities they are in, and offer specialized expertise, intimate knowledge of consumer
segments, and networked resources that come along with their own invest-

ments. City officials can encouragefunding or participation in smart city
projects with, for instance, exclusive
operation rights or access to specificsets of data.

Hackathons and Competitions

Eighteen percent of the top cities usedcompetitions and hackathons to identify worthwhile smart city project
investments. Reykjavik offered USD
9,500 to the winner of its 2018 CityHack, a civic innovation hackathon
seeking solutions for its smart city
future. The City of Melbourne hosts
open innovation competitions andchallenges to target specific issues
like accessibility and provide cash

We observed in1
numerous examples likethese that hackathonsand competitions act
as merit-based funding
sources for start-ups
and citizens ...
that improved visibility
to attract follow-on
funding

prizes totaling USD 30,000 through private company sponsorship. Collaboration between Smart Dublin and Enterprise Ireland resulted in the Small Business Innovation Research Competition, which awarded more than USD 230,000
to 16 winners. We observe in numerous examples like these that hackathonsand competitions act as merit-based funding sources for start-ups and citizens,
while leading to practical results such as pilots, prototypes, and live experiments that improved visibility to attract follow-on funding. Cities with highlevels of civic participation could easily and affordably host hackathons andcompetitions with the intention of funding innovative smart city project ideas,
or co-host with partners that may offer corporate challenges and sponsorship.

Smart Procurement

Nine percent of the top cities used smart procurement policies and practices, tooptimize the use of public funds. Amsterdam initiated a new Startup-in-Residence programme – based on a similar programme in San Francisco – to connect
government agencies with start-ups, incentivizing project initiations through asimplified procurement process. The Forum Virium Helsinki channels companies into open tenders for experimentation, prototyping, and full-fledged projects, while providing ecosystem assistance and opportunities to collaborate on
new ideas. City governments with a robust start-up ecosystem could devise
smart procurement policies that ease entry barriers and streamline the flow offunds to projects. By shifting calls for tenders from prescriptive procurement toperformance-based pricing, cities are able to increase the flexibility and variety
of approaches to smart city solutions.

Reflections
What are some projects that ourcity is funding, which could havea national-level interest?
How can we nurture greater
private sector participation indeveloping our city?
Does our public procurement
encourage creativity andparticipation from start-ups?

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DEVELOPING A
SMART CITY STRATEGY

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eveloping a smart city vision
involves multiple stages: Defining the relevant smart city concepts;
designing the planning process; engaging and drafting approaches withstakeholders; as well as prioritizing
initiatives and crafting the roadmap.
While many cities engage their citizens as plans are implemented, only
17 of the top 50 cities involved stakeholders outside of Government authorities to co-create the smart city
vision and mission. Of the top 10,
this trend was more significant with
50 percent of cities falling within thiscategory.
The cities that engaged stakeholders
for the visioning process utilized abroad set of engagement modes, atdifferent phases and for distinct purposes. This included engaging citizens in town hall meetings to help
define the smart city vision, bringing
together private and public entities
in working groups to lead the visioning and planning exercise, and offering multiple and diverse platforms
catered to different citizen groups tosurface key issues and preferred solutions for each group.
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Anchoring a Vision on
Natural Strengths

A first step in developing a smart city strategy is to take stock of a city’s natural strengths and assets. This may lead city governments to develop theirsmart city plans in a specific field, taking advantage of the well-establishedecosystem to accelerate the initial stages of transforming into a smart city, andbuilding confidence to embark on other fields. 12 percent of the top 50 ranked
cities used this approach. Copenhagen’s vision, for instance, is to become theworld’s first carbon-neutral capital, leading in global green growth throughdata and innovative technology solutions by 2025. The city’s strong reputationand established base of sustainability start-ups helped the city government secure partnerships to implement its Smart City Street Lab to testbed smart sustainable solutions. On the other side of the globe, Phuket has been ranked as
Asia-Pacific’s fifth-most popular tourism destination , and similarly articulated
a smart city aspiration to become a “tourism island of sustainable growth” by 2020.

Building on Citizen Ambitions

Montreal engaged citizens extensively in line with the City’s aim to create
trust with the citizens . The city government relied heavily on their citizens to
inform the smart goals and areas of development. Over seven thousand citizens
participated in the visioning process, of which 43 percent voted for, “A city thatdevelops services enabling small, medium-sized and large businesses to grow and create
new jobs,” and “A city that support new immigrants and job seekers.”6 As a result,
Economic Development was chosen as a key pillar in their smart city plan.

Encouraging Private Sector Involvement

In Toronto, discussions with private entities, citizens, and government officials
surfaced a lack of consensus on what “Smart” should really mean to local stakeholders. Realizing that “Smart,” was not something that could be achieved
alone, the City set up a working group comprising companies such as Telus

Corp, IBM Corp., Bell Labs, Roger
Communications Inc., and Toronto
startup incubator MaRS, to define the“smart city” concept and strategy. 137
formal submissions were reviewed
using a cloud-based decision-making software and translated into six
tangible solutions, that were tested
using workshops to assess the levelof interest, possible involvement andprivate sector partnerships that could
be formed across the groups. Toronto’s openness to early partnerships is
unique from a traditional approachof forming partnerships only after
the smart city plan has been decided,
which carries the risk of solution misalignment or lack of support.

Identifying Smart City
Focus Areas

In India, Surat drew inspiration fromcitizen suggestions and developed
its Smart City proposal based ona public preference for ICT based
Transport-Connectivity smart solu-

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Engagement at the earlystages was a common
theme seen across the
top-performing city
governments, with early
citizen buy-in easing theroll-out of smart
city solutions.

tions. Jaipur’s visioning process involved collecting 147,421 responses via its
polling platform, a 4.5 percent conversion rate. Heritage & Tourism and Traffic& Transport were extracted as key areas of development and were translated
into 15 projects under Jaipur’s smart city plan.

Prioritizing Opportunities

Cities need to establish their own criteria to prioritize the many opportunities
in their smart city plan. In the case of Montreal, a total of 230 citizen ideas
were received and 70 percent of these helped to formulate projects. In order toprioritize, a comprehensive set of selection criteria, including impact on structural components, contribution to strategic orientations, breadth of impact on
citizens, return on investment, and short or long-term implementation period,
were transparently published and used to finalize 70 projects for the city.

Planning, Sequencing, and Validating Initiatives

Pune implemented a five-step approach when implementing its smart
city plans: Envision, Diagnose, Co-create, Refine and Share. The City ran
two-day long mini-labs for elected representatives and citizens to refine
solutions. They also gathered support from associations and citizens, using a Signature campaign, support letters and MOUs. To keep the momentum going, the City set up a “My Budget” initiative opening up channels for citizens to continue sending in their ideas to be included in themunicipal corporation’s budget meeting, post the smart city plan development.
On the whole, while the different cities approached stakeholder engagement
using various means, engagement at the early stages was a common theme seen
across the top-performing city governments, with early citizen buy-in easing
the roll-out of smart city solutions.

Co-create

Reflections
What should be out city’s own
definition of Smart City?
Which forms of stakeholder
engagement are most suitable forour various constituents?

Diagnose

Envision

RefineShare

Are we fully using our citizens as
a resource when designing smart
city solutions?
Pune’s Five - Step Approach to Smart City

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SMART CLUSTERS &INNOVATION DISTRICTS

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Smart districts and innovation hubs
are trending in the Smart City
world. From the world-renowned Silicon Valley, Kansas City’s downtown
the “54 smartest blocks in the UnitedStates,” and the Boston Waterfront
Innovation District, to Helsinki’s Kalastama smart district, Singapore’s
Punggol Digital District, and theup-and-coming 22@Barcelona, cities
around the world are increasingly experimenting with geographically-concentrated innovation ecosystems.

experts and innovators themselves
attract more experts and innovators,
so they can increase their intellectual
productivity. Incubators and accelerators feature often among smart city
districts, supporting the developmentof businesses through mentorship,
financial resources, and by attracting
venture capital firms.

Tailoring Smart Cities to Local
Needs

Firstly, gathering a city’s entrepreneurial minds in one innovation district increases the exchange
of knowledge. Smart districts are
well-connected, with shared spaces and events designed to facilitate
spontaneous encounters and flexible
meetings. The resulting relationships
fostered in co-working spaces, weekly
district-wide professional meet-ups,
and conferences often lead to formal
collaboration within the local innovation communities.

There is no standard approach thatcomes with designing a smart district. In fact, some of the most successful innovation hubs around theworld were conceived in response tocity-specific needs. 22@barcelona, forexample, was created to encourageinternational companies to interact
with local companies and institutions
rather than merely set up offices in
the city. This new innovation ecosystem has led to partnerships among
local research universities and businesses, giving local talent access tointellectual resources and opportunities to practice their skills on smart
city projects.

These clusters also foster the sustainability of businesses by attracting anddeveloping talent, while encouraging
resources to be shared. The ‘anchor’

In Singapore, the Punggol Digital District is being created with the aim ofhelping the city accelerate its Smart
Nation vision. The district is a pilot

Smart Districts as Hubs forKnowledge Exchange

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There is no standard
approach that comeswith designing a smart
district. In fact, someof the mostsuccessful innovation
hubs around wereconceived in response tocity-specific needsfor new ways of living and working
in Singapore, and designed to create
jobs of the future. The initiative helps
improve technological innovation byoffering a safe testbed for possible
smart city solutions, containing therisks from a direct nationwide rollout.

Smart District Models as
Innovation Testbeds

Smart districts have been successfully
developed top-down; decided and ledby the government or local authorities, as well as bottom-up, initiatedand driven by the private sector.
Following the success of several innovation hubs around the world, cities
such as Charlotte, Berlin, Boston, Singapore, and Vancouver have allocated parts of their municipal or government funds to creating smart districts.
Smart districts allow better control ofspaces, to design programs customised to the ecosystem, and align theecosystem with their own smart city
vision and focus. Berlin, for example,
particularly values environmental
sustainability, which heavily shaped
the creation of the Moabit West
Smart District equipped with efficienttransportation, water management,
and energy.

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While municipalities and authorities
often shape the entrepreneurial andbusiness ecosystem through investment and regulation, entrepreneurs
and businesses have also led transformation efforts. Silicon Valley isperhaps the most classical example ofan innovation hub that operates withminimal government involvement, as
an area whose technological advancement was continually upgraded. Tel
Aviv, too, became a smart city mostly

through the efforts of its citizens and entrepreneurs to promote an innovativeand collaborative culture. The city encouraged entrepreneurship, and in return,
entrepreneurs brought smart technologies to the ecosystem and tailored it to
the city’s needs.

Diversify Stakeholder Base to Share Best-of-breed Partners

Universities have also been observed to play a role in initiating smart districts.
Educational institutions have a strong incentive to leverage their talents andfurther their research in innovative spaces. Many incubators and accelerators
are actually run by universities, and encourage students to apply their academic knowledge in designing practical marketable solutions. The University ofWashington, for example, has partnered with Seattle to transform its university
district into an innovation zone. This zone will be a space for the public andprivate sectors to collaboratively design socially-beneficial technologies.
We can see that building a smart district does not necessarily fall on the municipality’s shoulders. Several other stakeholders are interested in having suchinitiative and would willingly contribute to its development. Collaboration
between the government, private sector, and academic institutions is crucial
to ensure the quality of the innovation ecosystem. These different contributors usually bring different assets to the initiative. Municipalities tend to be
best placed to regulate, while universities can provide knowledge and talent.
Businesses tend to bring their management capabilities and customer understanding to the table. There is no clear rule to these contributions, however, andeach stakeholder’s involvement will often depend on the existing resources andculture of the ecosystems.

Reflections
Would developing a smart district
help to accelerate our smart city
ambitions?
How should a smart district best
synthesize its roles as a testbed
and a knowledge hub?
How much private sector
involvment is optimal to testbed
our smart city deployments?

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DIGITAL INCLUSION
IN SMART CITIES

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city only becomes truly “smart” when all citizens are ready for it. Urban
planners and innovators might develop personas of the ideal “smart citizen” as they prepare future plans for their cities. These often assume that citizens enjoy Internet access, and are tech-savvy enough to use and interact withthe city’s spaces and services. Reality, however, presents a wider range of cityusers, and cities risk excluding entire segments of their population from thesmart city experience if efforts are not made to bridge the digital gap.

Accounting for Every Group

Digital technologies in a smart city should help improve the management ofbusinesses and administrations, the efficient allocation of resources, and mostimportantly the quality of life of all citizens. Yet, there have been instanceswhere the implementation of these technologies overestimated the citizens’
readiness to move online. In Florida, for example, government services such as
Assistance Applications for the Florida Department of Children and Families
abruptly migrated to online portals. When this happened, local libraries were
flooded with users who did not have computers or Internet access at home.
Resultantly, the low utilization rates for many of these spaces and services was
because some groups were still not adequately equipped to use smart city technologies.

Devices as a Starting Point

Citizens cannot access online services without a device. Certain population
segments, such as elder-, minority-, or economically-vulnerable groups, areless likely to own such devices. To enable this access, some cities have decided
to install accessible computers in public spaces. In the US, computers in public libraries are used on a daily basis by millions of citizens, mostly to accessgovernment online services and for research. Interactive kiosks are installedin bus stops of Kansas City’s poorer neighbourhoods to deliver city information, not unlike the LinkNYC kiosks that replaced New York’s phone booths. In
Florida, citizens use public computers to apply for public assistance including
food stamps, temporary cash assistance, and Medicaid. Some cities have gone

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Reality presents a wide
range of city users, andcities risk excluding
entire segments of their
population from thesmart city experience if
efforts are not made tobridge the digital gap.

even further to equip citizens withpersonal computers through laptop
programs. In Kigali, the government
has started offering loans to university students to purchase laptops. They
have also launched the “one laptop
per child” initiative, distributing over
200,000 laptops to 400 public schools.

Internet Access from
Every Device

Once people have access to devices, they will also require Internet
access. A most popular form of government-sponsored Internet access isseen in the form of public Wi-Fi areas
around the city. London, for example,
has 5,969 public Wi-Fi hotspots acrossGreater London, and invested USD
2.32 mn through the Super Connected
Cities Program to offer indoor public
Wi-Fi in Galleries and Museums. The
City of Stockholm has gone one stepfurther to partner with private company Instabridge to offer a mobile
application that helps users identify

1free Wi-Fi hotspots around the city. Taiwan has also started offering a national,
government-backed network of over 5,000 hotspots. The private sector can also
play its part - citizens in Brazil access the Internet through Internet cafés thatcharge anything between 40 cents and USD 1.50 per hour of Internet usage.
Private sector organisations such as Internet.org have been also actively exploring non-traditional ways to offer Wi-Fi since 2014, such as through balloons,drones, and satellites.

Growing IT Literacy

Teaching people how
to use computers andnavigate the digitalworld is a final andcritical aspect of adigital inclusion plan.

Teaching people how to use computers and navigate the digital world is a final
and critical aspect of a digital inclusion plan. As part of London’s inclusive
smart city vision, it has established a number of digital literacy programs, andeven investigated the reasons behind the digital exclusion of minorities andvulnerable groups. The city found that the lack of confidence in engaging withtechnology and cost of digital technology have been the main obstacles to its
digital inclusion efforts. These obstacles might differ for other cities. Research
led by Michigan Technical University revealed that several senior learners fear
going online because they are scared of being scammed or of having their identities stolen, arising from having heard others’ stories.

Reflections
Are there certain groups of
citizens that we may haveunderserved, in our journey to
become a smart city?
How should our digital inclusion
program balance considerationsof affordability, devices,
infrastructure, and digital library
How effectively has our
digital inclusion strategy built
confidence among all citizens?

19THE PROMISE OF
OPEN DATA

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itizensincreasingly
demandmore transparency and accountability from public administrators,
while city governments are eager toenhance smart city innovations. Opendata has emerged as a cost-efficient
way to increase civic engagement,
introduce city projects that attend to
citizen needs, track the performanceof smart city initiatives, improve efficiency and responsiveness, and apply
knowledge from the general public tocity solutions. Eighteen of our top 50
cities were using some form of open
data, across a wide range of applications: For example, it can help tourists
to better plan their trips by allowing
access to public transportation routes
online; residents to gauge the city’ssustainability impact by analyzingenergy usage and waste management
figures; and startups to launch healthapp for asthmatics to avoid places that
increase the risk of asthma attacks.

Data Sharing and Usage

Smart cities around the world employ
different means of sharing data withexternal actors, from simply releasingdata to the population at large, to taking concerted efforts to drive targeted
segments to work with the data. For
example, smart cities like Copenha20

gen, Chicago, Hamburg, Los Angeles,
and Melbourne have online portals
that share large datasets and statistics
on traffic, pollution, infrastructure,demographics, economic, health, climate, and cultural activities. Thisapproach requires standardizing andpooling data from all city services,
facilities, and agencies together. Los
Angeles’ Mayor achieved this by
instructing each of the city’s 45 departments to appoint a data steward
responsible for unlocking, cleaning,
publishing, and regularly updating
departmental data to the city’s portal. The City provided its data team,a metadata guide, and example datasets to support these data stewards.
On the other hand, Seattle appointed
a data leader to actively host meetings, hackathons, and design labs inresident communities in order to raiseawareness and actively encourage
residents to use the city’s open data
to develop new applications. In 2016,
the City of Stockholm also organized
an international competition whereparticipants – innovators, entrepreneurs, startups, and students – usedthe city’s open data to create products
and services that bring Stockholm
closer to its Smart City vision.

By sharing data thatcan be easily understoodand manipulated, cities
have the best chances ofseeing citizens, startups
and businesses drive
new innovations.

Data Formats andFunctionalities

Open data can be shared in multiple
formats of varying sophistication andease of use. For example, data files
that require paid software may not be
accessible to all citizens. Unstructured
data (such as free-form text) cannot be
manipulated as easily as structured
data formats (e.g. in spreadsheets).
In comparison, online, dynamic maps
like those Hamburg provides on its
Transparency Portal allow users tofilter and cross-check a range of variables. Data visualization can help
make sense of complex data. In Finland, the City of Helsinki provides
over 200 heat maps, historical maps,
and 3D maps of interlinked data
through its portal. By sharing datathat can be easily understood and manipulated, cities have the best chancesof seeing citizens, startups, and businesses drive new innovations.

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Releasing information
about government
decisions, services, andland use has increased
citizens’ involvement
and trust toward thecity officials.

Need for Data Skills

A city must ensure that open data users have the necessary skills to analyze thedata. Rio de Janeiro equips citizens with skills to access open data platforms byhosting forums and providing open data manuals. City employees of Seattle
were sent to a three-day Data Camp to be trained on the open data portal andother data skills. In Helsinki, the Open Knowledge Foundation Finland, whichgroups enthusiasts and experts of open data, offers courses to train government
staff on open public administration data and open cultural data. The foundation
also organizes roadshows to share about open data with local communities.

The Importance of Data Policy

Cities are only starting to recognize the need to establish open data policies.
Among American cities, San Francisco devised and communicated open data
policies that place a high premium on citizen privacy, leading to the appointment of a Chief Data Officer to safeguard citizens’ expectations of privacy. In
contrast, Washington D.C. sees data excluding personal information as “openby default”. Shenzhen takes the use of data further by using facial recognition,
artificial intelligence, and social media data to identify and fine jaywalkers instantaneously. In the case of London, the government has defined rules andguidelines for its open data platform to work with public and private sector organizations, enable common data standards, identify and prioritize data needs,
protect privacy, and guarantee a transparent use of data.

Benefits of Open Data

Reflections

According to the City of Helsinki, setting up an open data platform resulted
in budget savings of one to two percent, with increased transparency and accountability pushing civil servants to be stricter in public procurement. In addition, releasing information about government decisions, services, and land use
has increased citizens’ involvement and trust toward the city officials. A studyof the European Union forecasts that open data will allow European administrations to save costs of up to USD 2 bn a year.

How can we realize the value of
open data in our city context?
How should we establish
boundaries in our open data
strategy?
What should a data governancepolicy for our smart city address?

21

CO-CREATINGTHE SMART CITY

1

W

e have observed a ready willingness for many of the top-ranked cities
in our study to accept that they may not have all the answers. They recognize that involving outside stakeholders such as businesses, startups, students, and the public at large can lead to larger variety, volume, and qualityof insights, ideas, and feedback to cost-effectively create the most functional
smart city initiatives. In turn, citizens have shown great enthusiasm when they
are given the opportunity to participate in designing and deciding their cities’
future. For instance, when Copenhagen asked its residents to provide feedback
on how to improve cycling paths in the city, over 10,000 recommendations were
submitted in the first 12 days. These insights were used to develop a more inclusive strategy for its cycle path infrastructure. We have observed different
approaches to engage with stakeholders among the top 50 cities in this ranking,based on specific city contexts.

One-way Engagement

The first step of citizen involvement in smart city efforts involves simple, oneway interactions between the city government and the public. A basic co-creation platform is to have a suggestion box on the city’s website. Cities like
Amsterdam, Boston, Copenhagen, Shanghai, and Stockholm offer suggestion
platforms, mostly in the form of apps, to crowdsource city problems experienced by users. The residents of Stockholm can report deficiencies in the traffic infrastructure or the outdoor environment, such as waste bins that need
emptying, broken streetlights, graffiti, or fallen tree branches. The app allows
for images from the mobile camera to be geo-tagged and attached to service
requests. Between 2013 and 2016, the number of cases submitted each year
has risen steadily, from 56,000 in 2014 to 100,000 in 2016. At the same time,
the size of the population and divergent issues mean that other larger cities
may demand multiple engagement platforms to target different citizen groups:
While house visits and group discussions are essential to engage with ruralcommunities, mobile polling, online surveys, online and email feedback offer
channels closer to urban population touchpoints. In Delhi, social enterprise Social Cops has come up with a mobile app that allows citizens to report municipal problems, and has since entered into a data sharing partnership with theIndian government.
22

A next stage of cocreation is to informoutside stakeholders
about current andplanned smart city
projects, allowing themto suggest new ones,and vote online for theirpreferred projects.

Online Discussions

A next stage of co-creation is to inform outside stakeholders about current andplanned smart city projects, allowing them to suggest new ones, and vote online for their preferred projects. Online discussions can surface on-the-groundinsights, minimize design flaws, and win their support, provided the right platform is available. For instance, Amsterdam launched an online portal which
now counts over 150 project partners active in over 100 innovative energy, mobility, and circular economy projects. Interactive maps can enhance online engagement, as seen in Stockholm: The City provides a web interface where visitors can study planned buildings as 3D models, assess information by clicking
the buildings, and leave comments and suggestions as well as review those leftby others. Amsterdam further supports promising ideas by providing accessto a wide range of potential project partners.Taipei’s government even assists
citizens in conducting field experimental pilot programs and helping develop
smart city business models. Companies with smart technologies can also visit
the portal to be inspired by innovative business ideas and possible partnerships. In Reykjavik, an online consultation forum allows around 70,000 users
to submit, discuss, and prioritize ideas about the municipality’s public services
and administration. After a council’s assessment of the feasibility and costs of
top-rated ideas, citizens are invited to vote on them. Since 2012, USD 20 mn has
been invested in implementing over 600 ideas from this forum.

Deepening Involvement

1
In areas where online
access is less available,or when beneficiaries
have very specific needs,
co-creation more often
involves offline, physicalinteractions withcitizens.

In areas where online access is less available, or when beneficiaries have very
specific needs, co-creation more often involves offline, physical interactions
with citizens. In India, the Smart City Office of Bhubaneswar promotes sociallysmart initiatives by engaging with youth to develop youth-centric and youthled social interventions. As a result of this engagement, 60 peer leaders weretrained to take leadership at the community level. The City of Hamburg invited residents to their Smart Citizen CoLab for two days, to prototype new
citizen-centric services, discuss key features that new projects should offer, anddiscover innovation opportunities. Helsinki’s Mayor not only broadcasts live
webcasts of City Council meetings, and allows City decisions to be appealed,
but even holds regular meetings for residents at different parts of the city toensure the widest possible access. Another city that excels at citizen-centric innovation is Melbourne. The City works with people who are blind and deaf, tobetter understand how they navigate through the city. The City then partneredwith a private organization to trial a technology that transmits location-specificinformation to phones. These examples show how working closely with different population segments can help surface unmet needs, design, and validate
effective and targeted solutions.

Reflections
How can we ensure that all
government officials truly listen
to their constituents?
What can we do to help our
citizens volunteer high-quality
feedback?
How do we tap into the collective
talent of its citizenry, to co-create
our smart city?

23

SMART CITY
LEADERSHIP MODEL

1

A

government’s smart city leadership has profound impact on
the realization of its vision. In theearly stages of a smart city journey, it may suffice to appoint an
individual to initiate, coordinate,
and spearhead initiatives. However,
Governments need to design flexible pathways for leadership to naturally evolve, as smart city initiatives
increase in complexity or range, as
the focus of initiatives broaden, or as
the numbers of constituents grow inthe city.
Most of our top-ranked cities led theirsmart city initiatives with a single,
dedicated office. Some cities either distributed responsibility across departments in line with departmental mandates, (rather than funnel all smart city
initiatives through a single office), or
formed public-private partnerships tojointly steer their smart city solutions
with industry.

Dedicated Office

The first leadership model is illustrated by cities such as Amsterdam,
Bhubaneswar, Dubai, London, Singapore, and Taipei, which have dedicated officials or departments driving
the smart city vision. For example,
Wellington has appointed an Innovation Officer to coordinate smart city
24

initiatives among various municipal
departments. Singapore’s Smart Nation Office has a budget of USD 1.7 bnover four years, and reports directly
to the Prime Minister’s Office to ease
coordination across all government
ministries in the island-state. It considers the capabilities required by thegovernment to remain future-proof,
encourages the digitalization of services and information, and advocatesfor smart city services.
At the early stages of a smart city journey, theconsolidation of smart city initiatives
into a single organization increases
accountability, centralizes and clarifies data ownership, and simplifies
communication.

Distributing Responsibility
Across Departments

Cities such as Helsinki, New York,and San Francisco exemplify thesecond leadership model. Different
smart city projects in Helsinki are
driven at the district, metropolitanarea, city, state, and regional levels, which fosters resilience in casesof shifts in talent or budgets. New
York distributes responsibility acrossseveral municipality offices, eachwith their own scope, resources, andcollaborations to deliver smart citysolutions. Decentralizing responsibil-

Governments needto design flexible
pathways for leadershipto naturally evolve, as
smart city initiatives
increase in complexity
or range, as the focus
of initiatives broaden,or as the numbers ofconstituents growin the city.

ity across several departments takes
advantage of specialization, brings
focused expertise to targeted problem areas, and calls for inter-agency
collaboration as complexity arises
when smart cities mature. Without asingular, overarching smart city strategy, San Francisco similarly shares
the responsibility for various smart
city initiatives across its agencies anddepartments: Smart parking or smart
traffic are driven by the Municipal
Transportation Agency; the Department of the Environment uses smart
city applications to reduce waste andincrease recycling; while the Department of Technology oversees eGovernance and digital inclusion initiatives.

Public-Private Entities

Decentralizing
responsibil­ity across1
severaldepartments
takes advantage of
specialization, brings
focused expertise totargeted prob­lem areas,and calls for interagency collaboration ascomplexity arises whensmart cities mature.

The third leadership model involves forming partnerships with private organizations to drive smart city solutions. Envision Charlotte, which spearheaded
Charlotte’s initial foray into smart city territory, was formed as a partnership
between Cisco, the local energy supplier, and the city center development office, to significantly reduce energy costs incurred by commercial buildings in
the city center. Similarly, Chicago launched “Smart Chicago” in partnershipwith a local foundation and fund, to co-create smart city solutions with residents through civic participation, functioning alongside the government’s own
systematic application of smart city solutions. The Berlin Senate empoweredfour organizations in a private-public partnership, to scope and implement its
smart city strategy, including policy formulation, funding, ecosystem promotion, and experimentation.
The effectiveness of these three smart city leadership models depends on thelevel of city maturity. Ultimately, when a public-private entity drives the implementation of the smart city strategy, the entire ecosystem can rally aroundthe identified objectives, closely integrating know-how with planning and execution, and adapting to the ever-changing technological landscape.

Reflections
Do we need to appoint a
dedicated lead to coordinate anddrive our smart city initiatives?
As our city matures, what
would decentralized smart city
leadership look like?
How can we align our interests
with the private sector, so they
can help to steer our strategy inthe best interests of the city?

25

SHARING KNOWLEDGE
ACROSS CITIES

1W

ith hundreds of cities around the world seeking to become future-readythrough smart city solutions, city leaders have access to extensive knowledge networks and do not have to accomplish their smart city missions in isolation. Planners can curate the right knowledge-sharing circles to improve ideation, expedite progress, and amplify the impact of smart city initiatives, in linewith the assets, needs, and aspirations of a city. Eighty-six percent of these topranked cities hosted smart city conferences and expos. They also participate actively in study trips and round tables to share their learnings with other cities,
gain inspiration, and to curate international good practices. Other alternativeknowledge sharing mechanisms include undertaking joint ventures, collaborative planning, and fostering specialized knowledge and industry clusters.

Learning Networks and Facilities

Leading smart cities have been very deliberate about knowledge sharing. For
example, Helsinki, together with Espoo, Vantaa, Tampere, Oulu and Turku,
formed an open innovation platform called ‘The Six City Strategy’ to share andlearn from USD 53 mn of smart city projects since 2014. Helsinki also collaborates extensively with other European cities through Horizon 2020 projects, EIT
Digital and the EIT Climate-KIC. The City regularly hosts events such as Smart
City 2018, European Alliance for Innovation conferences, Nordic Smart Building Convention, and SmartCity 360°. Its smart district Kalasatama has also welcomed 1,500 innovation tourists in the last two years, comprising experts from
98 groups who have come to study Helsinki’s model.
A knowledge cluster can consist of both a physical establishment and a sharing
mechanism. The New Delhi Municipal Council (NDMC) launched India’s firsttraining center for smart city skills, “Pradhan Mantri Kaushal Kendra (PMKK)”in October 2017, under Skill India Mission. The center is expected to offer shortand long-term training and certification for 40,000 citizens annually. Meanwhile, Skill India Mission aims to update the skillsets of NDMC employees
through global exposure, for example sending a gardener as a delegate to visit
Belgium to observe and bring home the best gardening practices.

26

Planners can curate
the right knowledgesharing circles toimprove ideation,
expedite progress, andamplify the impact ofsmart city initiatives,in line with the assests,
needs, and aspirationsof a city.

The applications of smart city solutions do not have to be limited by
the demands within the initiatingcity. Tartu spearheads the Estonian
Smart City Cluster by convening
more than 25 partners including city
governments, universities, scienceparks, multinational enterprises andstart-ups from different locations.
Capitalizing on its existing strength
in ICT infrastructure, Tartu curates
the knowledge cluster to gather ICT
and infrastructure companies andaims to become an internationallyleading exporter of ICT-based smart
city solutions.

Shared Campaigns

1
Other than solving
problems together,
cities join smart city
knowledge clusters togain traction, garner
inputs, and obtain
access to resources.

Other than solving problems together, cities join smart city knowledge clusters
to gain traction, garner inputs, and obtain access to resources. Vancouver and
Surrey, the two largest cities in British Colombia in Canada, have proposed to
become “Smarter Together”, jointly making it to the final round of the Canada Smart Cities Challenge to compete for a USD 38 mn grant. The two cities
managed to attract wider attention and more citizen participation through thejoint campaign. After conducting 2,200 surveys, sparking conversations among
58,000 social media users, and surfacing more than 250 ideas from the public,
the cities selected smart mobility as their priority.

Joint Projects

Cities have never been as interconnected as they are today. Those with compatible needs and expertise have immense opportunity to jointly solve common
smart city challenges. Sitting at the two ends of one of the busiest cross-border routes, Helsinki and Tallinn joined forces to ease traffic congestion using
a suite of intelligent transport solutions. Each city shoulders the responsibility of piloting mobility solutions that offer benefits to both cities. For example, Helsinki is piloting a Just-on-Time smart queuing system to minimize
the ferry waiting time for trucks, reducing traffic volume at its harbor. Tallinn
is piloting a Smart Park & Ride system, which offers drivers free parking in
the outskirts of the city, to encourage the use of public transport in the city.
The vibrant start-up ecosystems and mature ICT infrastructure in both cities
paved the way for a twin-cities collaboration in growing smart mobility. Offering a new model of concerted planning and joint implementation to solve
cross-border challenges.

Reflections
Which other cities are facing
similar issues that we areworking on?
How can we best institutionalize
learnings from our smart city
journey?
What creative cross-borderknowledge partnerships can
we develop?

27

PREPARING A
SMART WORKFORCE

1

L

eading smart cities recognize theimportance of supporting theircitizens of all ages with digital skills.
Learning experiences have included civic hackathons to help communities familiarize themselves withdigital tools, formal educational programmes, as well as industry immersion to help create a workforce that isready for the jobs of the future.

Learning Digital, Digitally

Digital platforms such as Massive
Open Online Courses (MOOCs) are
gaining popularity even among lessdeveloped cities, and helping learners access high quality education
and become adept in digital skills. To
mentor entrepreneurs, India’s Central
Government’s Entrepreneurship Education and Training (EET) will be implemented in smart cities such as Surat and Ahmedabad using MOOCs. In
Kigali, Rwanda, the city’s Open Distance and E-learning Policy (ODeL)
also aims to utilize MOOCs as a key
strategy to provide responsive andinnovative educational programmes.
Similarly, Thailand’s Cyber University Project for Open Education aims todevelop the Prince of Songkla University as an e-Learning hub in Phuket
City, tapping on MOOCs to offer ac28

cess to tech-related courses such as
3D printing, modelling, and coding.
Digital platforms can help resolve
constraints in funding, staffing, orteaching resources.

Formal Degree Programmes

About 15 percent of the top 50 cities
have identified specific skills which
could enable citizens to actively contribute to the city’s smart city vision,and gone on to establish new degree
programmes at higher learning institutes. For example, Vienna’s Integrative Urban Development – Smart
City Master’s degree focuses on thedevelopment and implementation oftech-enabled integrative urban solutions. Paris’s CNAM (Conservatoire
national des Arts et des Metiers)
also offers a Smart City Management
Certificate, for graduates or working professionals looking to pursue
smart city management skills suchas operational skills to support digital transformation, data sharing, andcommunication networks. By aligning formal learning programmes withthe city’s smart city vision, city governments can plug any skill dividefrom an early stage, cultivating a newgeneration of young professionals forthe smart industry.

By aligning formal
learning programmeswith the city’s smart city
vision, city governments
can plug any skills
divide from an earlystage, cultivating a newgeneration of young
professionals for thesmart industry.

Industry Immersion

The Singapore Management University recently launched a Smart City
Management and Technology Major,
that matches students with internships that allow them to apply anddevelop smart city solutions. The
Joint Master’s programme in Energy
for Smart Cities offered by four European universities actively engages
start-ups and industrial partners toco-create feasible prototypes for urban solutions jointly with their students. This deliberate effort to partnerwith enterprises offers experiential
learning to encourage innovation
outside the school, broadening the real-world exposure for students.

Developing a Holistic Smart Workforce Strategy

This deliberate effort topartner with enterprises
1offers experiential
learning to encourage
innovation outside theschool, broadening thereal-world exposure
for students.

Cities are also concerned about other groups such as children, the elderly, andworking professionals, who may not be interested or able to afford a degree.
They are designing learning incentives such as with government grants, actively educating the public, and setting up new entities to drive talent development. Government grants such as Hong Kong’s Continuing Education Fund
(CEF) and Singapore’s SkillsFuture program, help offset upskilling or reskilling
costs. Seoul works with private education institutes to offer city-run lecturesand city-funded classes that address the basics of smart technology. The City of
Chicago co-founded Smart Chicago, which hosts a technology mentoring programme to teach coding skills to the youth . The Smart City Business Institute(SCBI) was set up in Barcelona to introduce “smart education” to elementary,
middle, and high schools, offering hands-on workshops to help students develop mobile and robotic apps that attend to smart city challenges.
A holistic strategy therefore considers that citizens across all ages have the potential to add value and have a part to play in building a future city, enabling
citizens to effectively take charge of their city.

Reflections
Which are the current and futurelearning needs of our city’svarious population groups?
What other non-traditional
learning resources can weleverage on?
As we scale our learning
intiatives, are we truly helping
citizens acquire skills that willsecure their future livelihoods?

29

BEYOND AFFORDABILITY& EFFICIENCY

1

W

hether a city takes on a topdown, bottom-up, or platform
approach when investing in smart
technologies, a truly smart city involves much more than an infrastructure upgrade. Done correctly, smart
cities have the potential to transformthe character and liveability of a city,
rejuvenate its economy and heritage,enhance its resilience and sustainability, and even tighten the social compact with the government and among
citizens.

Diverging Priorities

While some successful smart cities
like Helsinki, Beijing, and Shenzhen
articulated a vision around leveraging
technology to create highly-efficient
cities, other cities have very different
priorities. New York, for example, decided to focus on social inclusion andequity to overcome acute poverty inparts of the city. Driven by its Mayor’scommitment to combat hate crime inthe city, London revised its smart city
strategy to safeguard the interestsof its most vulnerable populations.
Vancouver, Copenhagen, and Amsterdam, stemming from citizen preferences and their natural endowment,chose to prioritize eco-friendliness.
Jaipur, whose GDP relies heavily on
tourism, designed its smart city strategy around promoting that sector.
30

A few elements that successful models had in common, however, are commitments to building an environment conducive to everyone’s happiness andplanning for the future. A well-designed city needs to be pleasant as much as
it needs to be ready for shocks and changes, while ensuring the continuity ofresources for future generations. When carefully designed, technological investments hold the promise of helping cities become loveable to citizens andvisitors alike.

People-Centred Design

Many leading cities such as New York, London, Wellington, Montreal, Surat,
Berlin, and Melbourne place people at the centre of urban design. Melbourne
has been leading the ranks of the Economist’s Liveable Cities Index for the
past seven years not because of the latest technology, but because technology
helps the City involve citizens in the design and improvement of their day-today environments. Apart from public consultations, their dedicated CityLab
space prototypes and tests new ideas and city services with the community.
Helsinki worked with its local community to conceive its Nifty Neighbour
platform where citizens can exchange services with neighbours based on theirinterest, skills, need, and availability. Such initiatives help these cities connect better with citizens, to develop projects that successfully increased thecity’s liveability.

Building Resilience

Some cities are finding an increasingneed to cope with local and globalchanges. Edmonton, along with Riode Janeiro, Los Angeles, New York,
Washington DC, and Tokyo, presentsa well-conceived vision of a resilientcity. Its government believes that engaged citizens contribute to a city’s
resilience by helping identify risks
and contributing ideas and solutions
to address city issues. To engage citizens, Edmonton’s easily accessible,
reliable, and extensive open data portal and municipal services dashboard
empower citizens to develop theirown insights from the city data. The
municipality, ranked first in the Open
Cities Index two years in a row, makes
it easy for citizens to communicate
with them through multiple channels
like a mobile-friendly municipality
website, and a service information andrequest app. These initiatives have
led to more than 6,500 citizens con-1

Creating a happy,
well-functioning city
starts with an understanding of who lives
there and a listening towhat their current andfuture concerns are.

tributing regular feedback and ideas, leading to a greater government efficiency
and transparency.

Sustainability as a Goal

Meaningful impact can also stem from the long-term preservation of a city’snatural resources. When it comes to sustainability, cities such as Berlin, Charlotte, Hong Kong, and Singapore feature heavily. Singapore for example excels in providing efficient water management, eco-friendly transportation, andgreen buildings. To overcome a shortage in fresh water supply, the country
reuses reclaimed water, operates rainwater catchment systems, and desalinatessaltwater. To reduce pollution and crowding, the city has a “meaningful transportation” principle encouraging citizens to only take the necessary transportation method. The city restricts car ownership and provides a very well-connected and reliable public transport system, combined with bike-sharing options
and pedestrian-friendly paths. Singapore is also testing a new Zero Energy
Building and covering buildings with green walls, sky trellises, and atriums
that maximize energy efficiency. These initiatives have helped Singapore reduce its dependence on other countries, while creating a better environment
for its inhabitants.

Understanding Our Citizens

These examples are a reminder that creating a happy, well-functioning city
starts with an understanding of who lives there and a listening to what theircurrent and future concerns are. Melbourne’s Chief Digital Officer Michelle
Fitzgerald captured this approach by saying: “Every smart cities discussion in
the city starts with one question - Who are the people coming to the city every
single day to work, to live, to play and to learn?” Cutting-edge technologies
can solicit admiration, but do not necessarily address a city’s most pressing
needs. Perhaps nowhere has it been better articulated than in Boston’s playbook, which suggests that truly smart technologies help governments become“more beautiful, more delightful, more emotionally resonant, more thoughtful,and more pleasurable to interact with—not just cheaper.”

Reflections
Are we intimately familiar withthe patterns and challenges
faced when real people and local
businesses interact with the city?
Could the drive for affordability
and efficiency sometimes
overshadow equity, sustainability
and our social imapct?
In what instances might this haveled us to prioritize hardware over“heartware”?
31

1

32

1

City Stories
Developing a truly smart city is a venture demanding
immense scale, complexity, and commitment. The following
stories are not intended as profiles of each city, but serveas exemplars of a good practice among each of our Top 50
Smart City Governments.

33

1

LONDON

Investing in digital inclusionW

hen Sadiq Khan was electedmayor in 2016, he announced arenewed smart city vision for protecting the interests of vulnerable populations, under the Smart London 2.0
plan.
London’s new plans and Vision 2020
has digital inclusion focus as a corecomponent of its strategy.
The Smart London Board, comprisedof industry experts and thought leaders, was set up to support the Mayor in visioning, strategizing, andapplying smart city objectives. Additionally, the new London Office
for Technology & Innovation (LOTI)
was set up to understand leading
practices, apply them in the city, andcombine resources and expertise forcollective benefit. A Chief Digital Officer was also appointed to lead digital transformation, beginning withdigital inclusion.
The Greater London Authority signed
the Government’s Digital Inclusion
Charter in early 2016. The charter’s key
goal is to reduce the number of people
without Internet access by 20 percent
across the country every two years.
Overall, by 2020 the aim is to have everyone online – or with the aspiration
to be online.

The city also launched the fastest free
Wi-Fi in all of UK with a multi-million-dollar investment, offering fastInternet speeds at 150 points acrossthe city.
The Mayor’s Digital Inclusion Strategy uses pilot projects to aid people ingetting online and empowering themwith basic digital skills. One boroughlaunched a project to test if lending
Wi-Fi-enabled tablets from libraries
or community centres, complemented
with basic digital skills training, could
lower its 10 percent digital exclusion
rate. Devices are also being loaned

The Smart London Board,
comprised of industry experts and thought leaders,
was set up to support the
Mayor in visioning, strategizing, and applying smart
city objectives.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

SM

BG

33.5
IE

FI

PC

SP
TR

34

to community groups to enable theirstaff, volunteers, and local communities to up-skill.

VS

VISION

3.1

LS

LEADERSHIP

4.0

BG

BUDGET

3.0

FI

FINANCIAL INCENTIVES

4.0

SP

SUPPORT PROGRAMMES

3.0

TR

TALENT-READINESS

3.1

PC

PEOPLE-CENTRICITY

3.0

IE

INNOVATION ECOSYSTEM

4.1

SM

SMART POLICIES

3.1

TD

TRACK RECORD

3.1

21

SINGAPORE

Comprehensive approach from the national governmentS

ingapore’s smart city vision, driven by the Smart Nation and Digital Government Office, complements
existing programmes with a USD 1.75
bn budget across four years to help its
citizens live meaningful lives enabled
seamlessly by technology. As a nation-state, its centralized governanceallows its innovation programmes tobe synthesised and aligned more easily with its vision.
The Government has a wide variety
of financial schemes to ensure that innovation efforts undertaken by small
and medium enterprises (SMEs) areeasy and affordable. For instance, theProductivity Solution Grant funds
SMEs up to 70 percent of the costs ofadopting technology in their work
processes. Research and development
tax incentives also help to defraycosts when developing new capabilities. The newly-launched Intellectual
Property Development Incentive offers tax deductions on licensing payments when intellectual property isused commercially.
The Government has also introduced
programmes to encourage technology adoption and innovation amongst
citizens. Its SkillsFuture programme
helps to build digital capabilities in
its workforce, with the Tech Skills
Accelerator that has trained morethan 27,000 people in data analytics,

artificial intelligence, and cybersecurity. The Artificial Intelligence (AI) Apprenticeship Programme offers mentorship from experienced AI, big data, andhigh-performance computing professionals over nine-month long structured
training programs.
Aside from talent and innovation incentives, the City will develop two additional innovation districts, namely Punggol Digital District and the Jurong Innovation District, on top of the current one-north district thathouses Block 71, home to more than 500 start-ups. The new innovation districts aim to foster new industries such as cyber-security and advanced
manufacturing.
Singapore’s suite of programmes caters to different stakeholders through a variety of approaches, playing a crucial role in establishing a thriving innovation
ecosystem.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

SM

BG

32.3
IE

FI

PC

SP

VS

VISION

3.0

LS

LEADERSHIP

4.0

BG

BUDGET

3.0

FI

FINANCIAL INCENTIVES

4.1

SP

SUPPORT PROGRAMMES

3.0

TR

TALENT-READINESS

3.1

PC

PEOPLE-CENTRICITY

2.0

IE

INNOVATION ECOSYSTEM

3.1

SM

SMART POLICIES

4.0

TD

TRACK RECORD

3.0

TR

35

31

SEOUL

From citizen-oriented to citizen-led services

The Seoul Metropolitan Government (SMG) has developed e-government initiatives that incorporate
advanced Information and Communication Technology (ICT) to improve
its administration’s efficiency andquality when serving its citizens. Its“Global Digital Seoul 2020: Smart City
Seoul with New Connectivity, New
Experience” plan seeks to continue reinventing governance, to move froma citizen-oriented approach to a morecitizen-led one.
In July 2013, SMG launched its Mobile
Seoul website which provides 60 real-time services in 11 categories, ranging from bus and subway operations
and cultural events, to employment
opportunities, real estate information,and public services. Mobile Seoul
allows citizens to access any GPSlinked information about their neighbourhoods including Wi-Fi hotspots,
facilities for the disabled, and the status of ongoing City projects.
To make it convenient for citizens toprovide feedback, SMG also launcheda social media centre that integrates
44 of its social media accounts, Seoul
Smart Complaint app, and u-Seoul
Safety Service which alerts citizensof emergencies.
With a focus of becoming citizen-led,
SMG released its m-Voting app in
December 2013, which enables SMG
36

to share its policies with citizens andhave them vote on those that they prefer. Today, SMG sets aside about five
percent of its annual public spending
budget for projects which are proposed by its citizens through the app.
The Government’s objective is to increase the number of voters to one
million by 2020. Other City apps include FixMyStreet, which allows forcommunity mapping and geo-tagging
of issues to be flagged to the government, as well as Oasis, another platform for citizens to propose ideas
to solve city issues. About 500 ideas

have already been incorporated into
policy changes.

Today, SMG sets aside
about five percent of its
annual public spending
budget for projects which
are proposed by its citizens
through the app.

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BG

31.4
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FI

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SP
TR

VS

VISION

3.1

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3.0

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3.0

FI

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2.2

SP

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3.0

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3.0

PC

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4.1

IE

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3.0

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41

NEW YORK

Decentralizing leadership to deal with complexity and scaleI

n 2007, PlaNYC set the vision of New
York City through 2040 and commenced its smart city journey. Databegan to be systematically collected
to improve policy across ten focus areas, such as energy, climate change,
air quality, and others. The current,
unified city plan, OneNYC, incorporates smart city initiatives to achievegoals such as diversity and inclusivity, equity, growth, resiliency, andsustainability. As one of the world’s
largest, most diverse, and densely-populated cities, the wide rangeof focus areas for smart city applications made it impractical to establish
an entirely new office dedicated tosmart cities.
Mayor de Blasio instead assigned responsibility to the Mayor’s Office ofSustainability and the Mayor’s Officeof Recovery and Resiliency to executethe provisions of the plan. Further,
the Mayor’s Office of the Chief Technology Officer offers a unique role ofsourcing and deploying technology torealize OneNYC. These offices implement their portfolio of projects withflexibility, involving other departments and agencies as required.
Decentralizing responsibility acrossseveral offices to implement smart
city solutions created many benefits,
while remaining relevant to the guidance offered by the city’s vision. For

example, the provision of real-time bus arrival times at bus stops stayed focusedon dealing with NYC’s steady population growth, rather than be about simply
using available technologies to increase convenience or comfort. City departments tapped into a centralized database of 18 million requests from different
municipal services made through the City’s 311 service hotline to improve thedelivery of services. At the same time, the Offices enjoyed the flexibility andinitiative to spearhead their own smart city initiatives. To ensure knowledgetransfer, The Mayor’s Office of the Chief Technology Officer launched NYCx,
which sources tech-knowledgeable individuals to share experience and expertise when applying frontier technologies to smart city initiatives. Operating inthis way, the City creates coherence among its diverse objectives, taps into thespecialized expertise of its departments, and fosters a spirit of collaborationand interdependence.

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37

Photo Copyright © Jussi Hellsten, Helsinki Marketing

51

HELSINKI

Co-creating “the world’s most functional city”

T

he City of Helsinki vision is to become the world’s most functional
city, fulfilling the pressing needs ofcitizens. Helsinki identifies the citizen
needs and the direction of its smart
city development via open government and transparent policies. Forum
Virium Helsinki, the innovation division of the City, attributes the City’sachievements to its “underlying basic philosophy of the transparency of
public information.” The Mayor holds
regular meetings for residents in different parts of the city, hosts live webcasts of City Council meetings, andallows citizens to appeal municipal
decisions.
Apart from local co-creation platforms, competitions, and bootcamps,
Helsinki also actively shares learnings among five other Finnish cities
on the ‘The Six City Strategy’ open
innovation platform, as well as withother European cities through Horizon 2020 projects, EIT Digital, and theEIT climate-kic. Of special interest is
Helsinki’s smart innovation district
Kalasatama, which has welcomed
1,500 innovation tourists in the last
two years who have come to study
Helsinki’s model.
Kalasatama’s aim is to save one hourof every citizen’s time every day withsmart traffic-related services. It heavily involves its local communities in38

smart city developments; more than 800 of its 3,000 residents directly workedon the Kalasatama project. A wide range of stakeholders including city departments, residents, citizen organizations, industry, SMEs, start-ups, and academia
worked together using open data to experiment with smart and clean services
that can be scaled up elsewhere. As a result, more than 25 innovative infrastructure, buildings, and experimentation projects are being developed.
Similar to Kalasatama’s operational model, the services born in the smart district also embody communal participation and support. One example is the locally conceived Nifty Neighbour platform where citizens can exchange services
such as accompanying the elderly next door for a walk and helping a neighbour
to sew clothes. Smart initiatives in the city are not only driven by Kalasatama;
Smart & Clean Helsinki Metropolitan, for example, is a foundation that testbeds smart and clean solutions in Helsinki’s metropolitan area. Forum Virium
Helsinki is working with residents and dietitians to pilot a mobile platform,
Kalasatama Wellbeing, that will allow citizens to record their diets and receive
immediate dietary advice.

SMART CITY
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31.2
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3.0

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4.0

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3.1

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3.0

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61

MONTREAL

Smart platforms for transparency and democracyMontreal’s smart city strategy isinfused with democratic principles that translate into transparent
and accessible data sharing, and collaborative public spaces promoting
the involvement of all stakeholders in
the city’s decisions.
The city established several two-way
channels to involve its citizens in thedesign of the city and collecting a representative amount of insights fromits citizens. Citizens of Montreal areable to communicate their views on
the city’s ongoing policy decisions
through dedicated forums for public discussions. In developing their
Smart City plan, the city organized
town hall meetings and recorded suggestions from participants, conducted four surveys involving over 7,000
respondents, analyzed over 1 million
requests by Montrealers through theMontreal one-stop number “311 service”, and collected 357 citizen ideas
from the suggestion box on the Montreal Website.
Montreal has 14 ongoing ‘Participatory Democracy’ projects under its
Smart City Action Plan. The city reaffirms its will to promote a culture oftransparency and accountability bydemocratizing knowledge. The city
has an “Open by default” data policy
accompanied by measures to protect
privacy and public security. Montreal

has already liberated 233 data sets on its website and is aiming at publishing
800 data sets by December 2018. The city is also working on developing new
tools to make its key performance indicators for its budget, project monitoring,and service level targets, available to the public.
In 2016, Montreal ranked 3rd in the Open Cities Index. These efforts to democratize the creation of the smart city make Montreal one of the most open andinclusive cities in the world.

"The empowerment of stakeholders should be the key focus increating a strong smart city ecosystem. This could involve changing
the regulatory framework to ease testing, changing procurement
processes and providing funding for projects.”
Stephane Guidoin

Interim Director of Montreal Urban Innovation Lab

SMART CITY
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39

71

BOSTON

Meeting the real needs of residentsBoston believes that a truly smart
city should allow its residents todefine what exactly “smart” means tothem. For City officials, a smart city
should feel like a home to its inhabitants, and not like a laboratory. As
explained in the City’s Playbook, themunicipality’s goal is to “make government more beautiful, more delightful, more emotionally resonant,more thoughtful, and more pleasurable to interact with, not just trying to
make it cheaper.”In that spirit, the City launched a civic experimentation called Beta Blocks.
This initiative aims to build moremeaningful relationships between
communities faced with a challenge,
and the companies, researchers, anddesigners that could provide solutions. To that end, the City and its
partners plan to engage the public,
host smart city public discussions,work with communities to deploy innovative street-level solutions, createa matching platform for experiments,
and design enabling policies. Beta
Blocks already started to engage Boston residents by organizing a Robot
Block Party for 4,500 participants, todiscuss artificial intelligence, autonomous vehicles, and robotics.
Boston’s focus on citizen-centricity
is also evident in its Smart City Playbook. Addressed to the tech compa-

40

nies, scientists, and researchers whomake up the smart city community,
this playbook stresses the importanceof “solving real problems for real
people”. It encourages this community to talk to Boston’s inhabitants,architects, and advocacy groups –and design around their needs andexperiences – before approaching
the mayor’s office with their smart
city solutions.

Boston believes that atruly smart city should
allow its residents todefine what exactly“smart” means tothem. For City officials,
a smart city should
feel like a home to its
inhabitants, and not likea laboratory.

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29.6
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81

MELBOURNE

Developing a deep understanding of citizen needs

In Melbourne, every smart city conversation begins with the question,“Who are the people coming to thecity every single day to work, to live,
to play, and to learn?”
In order to ensure they design for theexact citizen need and avoid devisingsolutions in haste, the city involves
citizen users of a particular solution
using human-centred design tools.
Citizens work closely with officials
to develop future-proof solutions at
CityLab, a prototyping lab housed in
the Melbourne Town Hall. The core
principle is to maximize community
engagement, and use rapid prototyping and design thinking to movequickly using minimal resources.
Melbourne’s process of re-designing
public services with citizens offers apopular example. The City conducted
in-depth research to understand how
blind, deaf, or deaf–blind people navigate their way through the city. The
City partnered with Vision Australia,a private company, to trial a technology that transmits location-specific information to help these citizens navigate the city independently.
The City also launched an Open
Accessibility Programme. Collaborating with the City’s Disability Advisory Committee, they identified areas
for improvement and chose datasets
to be shared with participants. Inno-

vators, entrepreneurs, and businesses came together to compete for cash prizes,
incubator sessions, and offers from Accenture and Microsoft to co-create andscale winning solutions further. The winning idea integrated the city’s open
data with smart assistants like Google Assist and Amazon Alexa, to provide updated information through voice, text, as well as screen readers, offering people
with disabilities the opportunity to participate in every realm of city life.

“We recognise that citizen involvement is crucial if progress is to
be made. People are the centre of our work and our Smart City
Office is a key platform through which we work to unite andempower Melbourne’s citizens, businesses and industries.”
Councillor Dr. Jackie Watts

Knowledge City Potfolio Chair - City of Melbourne

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4.0

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41

91

BARCELONA

Returns on smart city investments

Barcelona declared its intentions tobecome the most connected city inthe world and it is following throughon its promise by investing considerably in IoT applications for the city.
Barcelona is finding multiple benefits
to connecting devices and collecting aplethora of data that can be translated into meaningful insights to guidethe city’s daily decisions. Ultimately,
the city is hoping to cut costs and increase social welfare by managing its
resources more efficiently and using
data to inform its investment decisions. The World Health Organization
dedicated an entire study on Barcelona’s IoT powered services and concluded that “IoT-powered smart cities stand better chances of becoming
healthier cities.
The City installed Smart LED lamps
equipped with sensors that only lightup when movement is detected. The
initiative allowed them to save 30 percent in energy. The sensors also capture a range of data from noise levelto air pollution and humidity levels,
which is later used to inform theCity’s decisions. According to Cisco’s
estimates, Barcelona’s current smart
city investments should return a cumulative economic benefit of USD 970
mn by 2026. So far, Barcelona’s IoT
systems have saved the city an estimated USD 58 mn on water, generated
USD 50 mn per year in parking reve-

42

nues and generated 47,000 new jobs.
The city is now building one operating system that would run the entire
city on a single interface. In pursuingsuch technology-driven upgrades,
Barcelona hopes to serve as a modelfor other cities in technology-led urban transformation and city management. The City continues to revise its
goals with every milestone it achieves
and to pave the way for other cities toinvest in IoT.

So far, Barcelona’s IoT
systems have saved
the city an estimated
USD 58 mn on water,
generated USD 50 mn
per year in parking
revenues and generated
47,000 new jobs.

SMART CITY
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29.4
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3.0

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3.0

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3.0

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2.1

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10
1

SHANGHAI

Integrating Big Data from public and private sourcesS

hanghai envisions a global digital smart city driven by big data,
to provide digital public services andmake intelligent urban management
decisions.

Public services in the city have undergone rapid, large-scale digitalization,
supported by the accessible and extensive telecommunication infrastructure in Shanghai. In 2017, Shanghai
achieved 100 percent city-wide optical fibre coverage. In the same year,
Shanghai moved more than 200 public service information systems to thecloud and piloted data-sharing acrossdifferent government departments. In
addition, the municipal public service
data-sharing platform is connected to
the national public service data-sharing platform. The virtual public service hall of Shanghai has served morethan 10 million incidents since going
online. 100 types of municipal administrative approvals and more than 700
types of district administrative approvals can also be processed online.
The combination of these digitization
efforts and the application of big data
analytics has further transformed
public services in Shanghai. Publichealthcare institutions in Shanghai
share their databases to form the largest personal health data centre in China, storing over 30 bn clinical records.
Health data analytics is also playing

a critical role in adjusting Shanghai’shealth service prices and evaluating
the quality of public hospitals.
Private companies in Shanghai shareopen data with the government to derive insights for urban management.
Shared-bike operator ofo shares thelocation, distribution data and utilization heatmaps with the Government.
The data allows the City to identify
crowded areas and communicate withthe company to optimise bike redistribution. In addition, big data analysis
of rider behaviours can inform theGovernment about the current gaps inpublic transport capacity and support
new bus route planning.

The virtual public service
hall of Shanghai has served
more than 10 million incidents since going online. 100
types of municipal administrative approvals and morethan 700 types of district
administrative approvals canalso be processed online.

SMART CITY
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29.2
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3.0

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3.0

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4.0

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43

11
1

SAN FRANCISCO

Data policies help encourage citizen participationS

an Francisco residents are wellknown for their commitments tosustainability, which the City recognizes as one of the population’s
highest ambitions. At the same time,
residents face severe traffic-related
challenges. Together, these two citizen-focused imperatives provided thebasis for the City’s smart city direction. As a cross-departmental collaboration with the San Francisco Department of the Environment and the San
Francisco Municipal Transportation
Agency, the City outlined a comprehensive and specific vision with accompanying, memorable goals.
The bottom-up approach the City
took further accommodated the highpremium residents place on data
privacy. A dedicated Chief Data Officer (CDO) navigated the complexity of obtaining practical insightsfrom collecting and sharing data,
while building trust, assurance, andunderstanding among data owners — the residents themselves.
The CDO developed a toolkit to help
departments update data policies, toreflect a more contemporary understanding of data protection. In turn,
City departments put their new, as
yet untested policies into practice, tobetter understand their real-world applications and implications. Officials
iterated data privacy policies using
44

this learning loop, which helped toincrease the pool of useful data while
protecting residents’ privacy concerns.
The City enjoys residents directly involving themselves in identifying,developing, and rolling out smart
city initiatives. Non-profits like Joint
Venture Silicon Valley develop andsubmit plans to the City for consideration and implementation, including
proposals for smart traffic management. The Mayor’s Office of Civic Innovation dedicates its work to engage
the public in innovation. Throughthese mechanisms, the City solicits,

facilitates, and collaboratively tackles
the aspirations and challenges of San
Francisco residents.

Officials iterated data
privacy policies using
this learning loop, which
helped to increase thepool of useful data while
protecting residents’privacy concerns.

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29.1
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2.0

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12
1

VIENNAThe future of energy in a smart districtIn 2013, the City of Vienna partneredwith energy providers and power
grid operator Siemens to create oneof the largest urban development
projects in Europe. Based in the district of Aspern, this project was called
Aspern Smart City Research (ASCR).
With a budget of USD 44.6 mn and
240 hectares set to welcome 20,000
residents by 2030, the project is a living laboratory to research the futureof energy under real-life conditions.
After collecting and analyzing datafrom the district’s smart grid, smart
buildings, smart technology, andsmart users, ASCR develops solutions for future urban development,
energy planning, and living comfort.
Households are equipped to capture
data; sensors measure humidity, temperature, as well as heat, water, andpower consumption. In addition tohouseholds, solar-power units, energy storage systems, and heat pumps
continuously transmit information on
their operational status. The project,which currently houses around 6,000
inhabitants, generates 1.5 million data
sets every day.
Experts then use structured data analysis to find patterns in the data andanswer a list of 200 questions aboutcarbon emissions and energy efficiency, such as “How can urban buildings
efficiently take part in the energy

market?” and “How will this impact
grid operators?”. By answering suchquestions, Vienna hopes to meet its
ambitious goal of reducing per capita greenhouse gases to 80 percent of1990 levels.
ACSR is on track to achieve its environmental goals through smart
technologies. In 2016, it was voted
the World’s Best Smart Project at the
Smart City Expo World Congress inBarcelona.

With a budget of
USD 44.6 mn and
240 hectares set towelcome 20,000
residents by 2030,
Vienna’s smart district
is a liv­ing laboratory toresearch the future ofenergy under real-life
conditions.

SMART CITY
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28.5
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2.0

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3.1

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13
1

AMSTERDAM

Smart city expertise from an online academyAmsterdam Smart City (ASC) isa public-private partnership involving government, knowledge institutions, companies, and residents.
It aims to become the largest smart
city innovation platform in Amsterdam by listing all projects and actors
in its smart city ecosystem, connecting communities to share expertise,
and accelerating and strengthening
new projects that make the city future-ready. To effectively share expertise, ASC partnered with the Amsterdam University of Applied Sciences
to create the Smart City Academy.
Professors, teachers, and students at
the Academy investigate and shareinsights online about the initiation,
management, and collaboration ofsmart city projects. These contributors also provide information and research about the overall impact andenabling conditions of smart city projects. To share their experience, they
develop and make available smart
city tools and methodologies online,
and organize events and masterclasses, where members of the public canlearn from Amsterdam’s smart city
projects in energy, mobility, and thecircular economy.
Other areas of knowledge that areaccessible online include the dimensions and conditions of scaling up
smart city pilot projects, the role of46

larger companies within the smart
city ecosystem, the challenges associated with open data, and how smart
cities can transform citizenship. External contributors can also participate by publishing their own researchand theses on the academy’s online
sharing platform.
ASC not only aims for local impact; it actively shares knowledge
with other cities that are willing tolearn from its experience. It does soby offering regular presentations
and tours of Amsterdam’s smart
city initiatives for national andinternational delegations.

Professors, teachers,
and students at the
Smart City Academy
investigate and shareinsights online about theinitiation, management,
and collaboration ofsmart city projects.

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14
1

SHENZHEN
Acquiring smart talentIn its smart city development, Shenzhen aims to strengthen its manufacturing industry to integrate withand benefit from the digital industry. It plans to incubate two to threemulti-billion smart manufacturing
clusters by 2020. With migrants constituting nine out of every eleven residents, the City also recognizes theneed to use both financial and policy
incentives to acquire skilled talent for
its high-end manufacturing, technology, and research industries.
Shenzhen’s talent policy targets a
broad range of professionals, from
Nobel laureates who will lead scienceand technology research in Shenzhen,
to university graduates who form the
backbone of Shenzhen’s technology industry. Up until February 2018,
Shenzhen has funded eight laboratories – named after foreign Nobel Prizewinners – with USD 15.4 mn, andaims to build a supportive researchecosystem. Selected international talent enjoy a range of benefits including multi-entry visas, assistance forfamily migration, tax relief, as well as
citizen-like medical care, public education, housing, and child education
benefits. The City also offers housing
allowances for university graduatesfrom other Chinese cities to resettle inShenzhen.

In 2017 alone, Shenzhen attracted
an additional 263,000 professionals,
including 18,300 students trained
abroad. Today, it is home to highend manufacturers and technology
companies including Foxconn, Huawei, and Tencent. Led by more than
500 experts awarded with Special
Government allowances of the StateCouncil and nearly 30 full-time academicians, the city’s five million skilledworkers play an important role to advance its smart manufacturing andtechnology clusters.

Shenzhen’s talent policy
targets a broad rangeof professionals, from
Nobel laureates whowill lead science andtechnology research in
Shenzhen, to university
graduates who form the
backbone of Shenzhen’stechnology industry.

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28.3
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15
1

STOCKHOLM

Bold dreams for smart city inspirationM

ost cities in this ranking havea clear smart city strategy withspecific objectives, such as a percent
reduction in energy consumption, tobroad goals, such as providing thehighest quality of life to residents.
Beyond its smart and connected city
strategy, Stockholm used a researchmethod called Design Fiction to imagine the city’s development. This method aims to explore futures by creating
speculative – and often provocative –scenarios about the future.
Reflecting on questions like “Howwill we commute to work?” or “Howwill we live?”, the City designed abrochure depicting Stockholm in
2040, called “Welcome to the world’s
smartest city”. This brochure, produced through workshops and dialogues with city employees, school
pupils, academia, and businesses,
aims to inspire and spark discussion
around a possible future in a digitized
Stockholm.
In Stockholm 2040, the public transport fleet comprises close to 100,000
bicycles, kick-bikes, hoverboards,
and electric rickshaws. Public offline
zones exist, where all virtual reality
equipment, facial recognition technology, and digital advertising areblocked. When it comes to education,
the city’s learning materials adapt to48

each student’s strengths and weaknesses, stress level, physical conditions, and learning pace.
Some elements of Stockholm’s 2040
vision are even bolder: Scent markers
that guide travellers; Firefly drones
that light up parks and streets; Students that graduate entirely throughsubliminal learning; and Autonomousmussel farms that clean the water. The
brochure even features a hypotheticalinterview with a future 110-year-old
Stockholmer!

Beyond its smart andconnected city strategy,
Stockholm used a researchmethod called Design
Fiction to imagine thecity’s development. Thismethod aims to explore
futures by creating
speculative – and often
provocative – scenarios
about the future.

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1

TAIPEI

A living lab for crowd-sourced smart city projects to commercializeThe politically- and socially-active
citizenry, coupled with the strong
electronics industry in Taiwan, provide fertile ground for bottom-up
smart city solutions in its capital city.
Taipei envisions the city as a “livinglab”, where the Government provides
non-financial resources to activists
and innovators to experiment withsmart city solutions.
Taipei’s Smart City Project Management Office (TPMO) was foundedin 2016 to act as a bridge between
suppliers of smart city solutions,citizens, and government agencies.
Even though TPMO operates without
an allocated budget to directly fundprojects, it provides space and consultancy for smart city ideas and proposals from the public, and coordinates
centrally-planned projects. Currently, more than 130 projects proposedby the public have been implemented in the city. For example, AAEON
and Asus developed Air Boxes whichmonitor temperature, humidity, andair pollution in real-time. Insteadof funding the research or commercialization of the Air Boxes, the City
allowed the companies to install Air
Boxes in elementary schools as a pilot.
The successful pilot proved the usefulness of the Air Boxes, and helped
the companies to further scale andexport its products. The “Living Lab”
environment creates a platform forinnovators to refine their prototypes,
develop use cases, and establish abrand name locally before expanding
overseas.
Taipei works around a limited budget
by setting policies that secure alternative financing channels for smart city
development. For example, the City
requires developers of public housing to allocate an additional three tofive percent of the construction budget to smart facilities and services,
including smart water and electricity meters, smart grid and smart
parking lots.

“Taipei envisions thecity as a ‘living lab’,
where the Government
provides non-financial
resources to activists
and innovators toexperiment with smart
city solutions.”
Taipei City
Smart City Project Management Office

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CHICAGOEngaging society with technology

Chicago took a data-centric approach to enable participationof all segments of society when developing its smart city initiatives.
The Chicago Tech Plan strongly emphasizes data’s role and commits tofive data-related actions: Establish
next-generation infrastructure; Ensure full participation of residents
and businesses; Leverage data andnew technology; Work with civic
technology innovators; and Encourage vibrancy of the technology sector.
The City subsequently provided an
18-month update detailing numerous
quantitative outcomes from the plan’s
28 imperatives.
The plan’s wide scope paved the way
for a variety of partnerships acrossthe city. Notably, the Urban Centerfor Computation and Data (UrbanCCD) — itself a result of a collaboration
between the Argonne National Laboratory and the University of Chicago— partnered with the City of Chicago
to install a total of 500 sensor nodes
throughout the city to collect a variety
of Array of Things (AoT) data. AoT
data would enable the City, researchers, innovators, and citizens alike toidentify and justify specific ideas andinitiatives to implement.
Chicago’s AoT stimulated many civic
initiatives that tackled problems together with large groups of stakehold-50

ers. The Smart Chicago Collaborative,
another public-private partnership
focused on civic participation and improvement through technology, hascreated spaces for public engagement.
Beyond educating the public on AoT,
Smart Chicago solicits ideas, concerns, expectations, and opportunities from the public for collaboration.
A civic hacker group called Open
Chicago also organizes hackathons
to gather developers and businesses
together to use open data platforms
including AoT.

Finally, UrbanCCD created a platform
called Lane of Things, to integrate thedata from AoT into the education system to teach data analytics skills tohigh school students.

Chicago’s AoT stimulated
many civic initiatives thattackled problems together
with large groups ofstakeholders.

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SEATTLE

Open by default vs. open by preferenceT

he City of Seattle was strategicand deliberate in their approach
to introducing an open data platform. Instead of having an “open by
default” policy, the City practices an“open by preference” policy. With
this method, the City ensures thatthe collected data is reviewed by officials and approved as safe for publishing before it is made available tothe public.
Seattle was inspired to adopt the newpolicy upon observing New York’s
struggle with their first privacy-related open data issue; a software engineer had managed to re-identify the
anonymized license numbers of taxis
and drivers published by the New
York City Taxi and Limousine Commission and used it to track celebrities. While the incident of retrieved
information in New York was considered harmless, Seattle still saw value
in the initiative.
The city chose to be proactive about
it and to re-evaluate its own policies
to prevent such misuse of open data.
It assigned a team of experts to analyze it to foresee potential scenarios of
misuse and protect its citizens’ rightto privacy. The office of the mayor
also announced that it will annually
re-evaluate the risks associated withrunning an open data program.

Seattle, like most cities, is still debating what forms of informationmust be kept private, and what must
be shared to advance research andenable innovative problem solving like during hackathons. However, the open by preference policy is one effective way to reducerisks until more effective methods
are developed.

Seattle, like most cities,
is still debating whatforms of informationmust be kept private,
and what must be
shared to advanceresearch and enable
innovative problem
solving like during
hackathons.

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18
1

HONG KONG

Enhancing productivity of smart industries

H

ong Kong seeks to upgrade traditional industries with technology, to boost productivity growthin efforts to remain as a competitive
destination for global enterprises andtalents. The Government provides
funding to drive the development
and adoption of new technologies invarious industries.
SMEs were identified with the mostpressing need for technological upgrade among businesses facing rising costs and shortage in manpower.
In 2014, the Hong Kong Government
allocated USD 6.4 mn for the RetailTechnology Adoption Assistance
Scheme for Manpower Demand Management (ReTAAS), to encourage local retail SMEs to adopt technologicalsolutions, such as inventory systems,
electronic payment systems and Radio-frequency identification (RFID)
systems. Small retailers of clothing,food and beverages, and electronics benefited the most from ReTAAS
as the technological upgrade helped
to cushion the impact of rising laborcosts.
The Hong Kong Government also
encourages technology upgrading
among large companies. The Government set up the Construction Innovation and Technology Fund to promote
the adoption of technologies, including Building Information Modelling,52

prefabricated steel reinforcement components, and Modular Integrated Construction, to enhance productivity, reduce environmental impact and improvesafety of construction sites.
Besides funding businesses, the Hong Kong Government also invests heavily
in innovation infrastructure, such as the establishment of its Hong Kong Science Park (HKSTP) which hosted Hong Kong’s first tech unicorn and incubatedmore than 540 start-ups since its inception. The City also allocated USD 2.3
bn to establish the Lok Ma Chau Loop at the city’s border with Shenzhen, toaccommodate the largest science park in Hong Kong and to spearhead technological innovation in the Guangdong-Hong Kong-Macao Bay Area.

“We hope to make use of innovation and technology to address urban challenges,
enhance the effectiveness of city management and improve people’s quality of living
as well as Hong Kong’s sustainability, efficiency and safety.”
Office of the Government Chief Information Officer

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CHARLOTTE

Increasing scale and scope with 3P partnerships

C

harlotte, North Carolina began its
smart city journey in 2010 withEnvision Charlotte, a public-private
collaboration between the local energy provider, Cisco, and Charlotte Center City Partners. It was tasked withincreasing the city centre’s energy efficiency. The cross-section knowledgeof the energy sector, technology, andeconomic development imperatives
through this partnership combined
educational initiatives, facility management good practices, and impact
evaluation to achieve a 19 percent reduction in energy consumption since
its inception.
The attention given to quantifiable
metrics enabled the collaboration to
track the effectiveness of projects, revise their approaches, or discontinue
them if they did not achieve desired
outcomes. The collaboration thenlaunched a new “Smart Energy in Offices” initiative, to equip the wider
state with smart city good practices,
technology, tools, and approaches toreduce commercial energy consumption. As a result of its renowned success, the collaboration subsequently
created Envision America to shareknowledge among experts, partners,
and other cities.
Drawing on experience from this public-private partnership, Charlotte has
expanded its smart city portfolio be-yond energy management. The City
designated the North End Smart District (NESD) as a comprehensive firststep to piloting smart city initiatives
on a large scale, engaging and partnering with community leaders andresidents, companies and entrepreneurs, non-profits, and City departments.
The City launched a community-driven, state-of-the-art learning lab thatprovides internet access, technology
education, and digital literacy programs to foster community engagement in devising and participatingin smart city projects. As residents
build capacity and develop ideas toadvance the district, ideas become executed with the NESD’s partners.

The attention given to quantifiable metrics enabled thecollaboration to track theeffectiveness of projects, revise their approaches, or discontinue them if they did notachieve desired outcomes.

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VANCOUVER

Joining forces with a twin cityAs the two largest cities of Canada’s British Columbia province,
Vancouver and Surrey collaborated
on a common approach to tap on thestrengths of both cities in participatingin the Smart Cities Challenge organizedby Infrastructure Canada.
An online platform, Smarter Together,was launched to generate and collectproposals from citizens, entrepreneurs,
start-ups, and enterprises, to ensure thatthe plan is aligned to the priorities ofboth cities’ citizens. More than 70,000
interactions were received from a series of surveys, social media platforms,
sharing sessions at public spaces suchas community centres and libraries,
and meet-ups with start-ups and techcompanies. From there, smart mobility emerged as the main priority of bothcommunities.
The partnership between Vancouver
and Surrey shows huge potential infurthering smart city agendas by harnessing their strengths, especially insustainability. For instance, Vancouver
has shown its commitment to sustainability with its renewable city strategy
that seeks to obtain 100 percent of its
energy from renewable sources before
2050. The City has established a strong
foundation in its sustainable technology entrepreneurship ecosystem by developing False Creek Flats, a cluster of
emerging innovative green businesses.

54

Surrey implemented a smart waste management system by placing smart bins allaround the city, which compress waste
periodically to save space and send out
alerts when filled. The City also uses solar energy to power its parks and publicbuildings. This partnership helped thetwin cities to get shortlisted for the USD
50 mn award, and their collaboration
continues to detail the exact plans for the
final round in 2019.

The partnership
between Vancouver
and Surrey shows huge
potential in furtheringsmart city agendas
by harnessing theirstrengths, especially insustainability.

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21
1

WASHINGTON, D.C
Scientific rigour in smart city policies

In Washington DC, the City Administrator’s Office of Budget andPerformance Management manages
Lab@DC that uses scientific researchmethods to test and improve municipal policies. Lab@DC gathers a teamof social scientists, data scientists, operation experts, and policymakers tocollectively experiment with new policy ideas, evaluate policy outcomes,
and distil insights.
The insights help steer policies in directions that are more aligned withthe benefits of the community. For
instance, Lab@DC designed a randomized controlled trial (RCT) that
randomly assigned public-facing
policemen in the city to wear cameras during work, so as to learn about
its effects on law enforcement andshape the City’s policing protocols.
While one might expect the cameras
to change the behaviour of the policemen and civilians by improving
transparency and accountability oflaw enforcement, the research result
showed little sign of changes in behaviour. By partnering with scientists
to perform scientifically-designed experiments and rigorous data analysis,
Washington D.C. is able to pilot policies and make more informed investments on equipment and services thathave been proven to be effective.

Currently, Lab@DC lists more than 24
projects on its website for the public
to read about the research plans, literature used, and recent updates of anyof these projects. In many projects, social scientists conduct dialogues andsurveys in a systematic and scientificmanner to maximize the engagementwith citizens.

By partnering with
scientists to performscientifically-designed
experiments and rigorous
data analysis, Washington
D.C. is able to pilot
policies and make more
informed investments onequipment and services
that have been proven tobe effective.

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1

NEW DELHI

Creative knowledge exchange to upskill employeesN

ew Delhi Municipal Council(NDMC) had a vision for Delhi “to be the global benchmark fora capital city”. The City anchoredthis vision on providing governancethrough technology. To deliver on
this successfully, digital literacy andupskilling were core goals under its
smart city plan.

ing sewer men, sanitary inspectors,
gardeners, accounts officers, and assistant engineers – visited numerous municipal agencies in Beijing tounderstand their transport, utilities,
environment, and emergency operations. Participants observed goodpractices and processes that could be
adopted within NDMC.

The following year, NDMC launched
India’s first “Pradhan Mantri Kaushal
Kendra (PMKK) for Skilling in Smart
Cities,” a centre offering training andcertification courses to equip citizens
with smart skills. The City is currently
developing a smart e-portal that will
host a School Management Information System for government schools.
NDMC has also been instrumental inlaunching over 400 smart classrooms
and 10 Digital Libraries, that have
proven to significantly increase students’ grades.

Later that year, City representatives
visited Belgium to exchange expertiseand build co-operation in areas suchas Smart City, e-Government, and Urban Renewal. NDMC signed a Twin
City Agreement with the City of Leuven, Belgium, establishing its commit-

The City is unique from other Indian
cities due to its sharp focus on upskilling its employees through global
exposure, reflecting its commitment
to place users at the centre of its smart
city strategy. As early as 2016, the City
began hosting workshops to equip officials with basic digital skills suchas understanding different modesof e-payment.
A 17-member team of officials fromvarious levels of society – includ56

ment to continuing efforts in hosting
student and employee exchange programmes in the coming years.

City representatives visited
Belgium to exchange
expertise and build cooperation in areas such as
Smart City, e-Government,
and Urban Renewal.

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24
1

COPENHAGEN

Bicycle-friendly city through intelligent traffic solutionsC

openhagen wants to have theworld’s best urban environmentand offer a unique urban life. As partof this smart city vision, the City has
the ambition to become the world’s
best city for cyclists. Copenhagenis already known for being a bicycle-friendly city. It features 400 km ofcycle paths, and about 40 percent of
the population commute to work by
bicycle. Still, the City Government
has set particularly ambitious targets
to promote cycling. The City wants atleast half of its population to cycle towork, and at least 80 percent of cyclists to feel safe and secure in traffic.
This objective drove Copenhagen’s
decision to invest in Intelligent Transport Systems (ITS). The Government
installed new controllers in traffic
signals at 380 intersections throughout the city. ITS help to control trafficand optimize signals in real-time, byprioritizing bike and bus traffic overautomobiles. The system also allows
city officials to run a variety of simulations based on historical data andmathematical models. They can test
different hypothesis around traffic
light timings and variable speed limits, to understand how these impact
traffic such as during peak hours. This
technology is expected to reduce thetravel time of cyclists by 10 percent.

In addition, with the collaborationof over 20 municipalities, the Cityis building a network of 26 bicycle
highways covering a total of 300 km,
which will increase the number of cycle lanes by 15 percent and improve
citizen health to reduce public healthexpenditure by over USD 46mn annually.

“I don’t think that we need somenew policies just because we are
implementing smart solutions.
We can be perceived as a slow
organization for not adopting somany new smart policies, but thatcan sometimes be a good idea. We
don’t want to implement policies
for policies’ sake, we wouldn’t get
anywhere that way.”
Christian Gaarde Nielsen
Project Leader
Municipal Development

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25
1

COLUMBUS

From a single concept to a billion dollars

In 2015, the U.S. Department ofTransportation launched a Smart
City Challenge for American cities
to submit proposals for smart transportation systems that improve urban
mobility to be funded. The proposal
from Columbus, Ohio surpassed 80
other applicants, and secured a USD
40 mn grant for its smart mobility
programme.
Columbus chose to partner with numerous private sector organizations
to fund and implement its large portfolio of projects. For example, theCity secured USD 10 mn from tech-focused philanthropic organization,
Vulcan Inc., to fund a fleet of electricvehicles and charging infrastructure,among other investments. Columbus
also obtained an additional USD 90
mn from local businesses, building
partnerships with companies like Alphabet, whose subsidiary Sidewalk
Labs seeks to develop safe transportation solutions for expectant mothers,
as well as DC Solar, for mobile solar
technology.
With this focus on building public-private partnerships, the City convinced
many other actors to take part in its
smart city journey. Columbus’ smart
city funds have currently reached
USD 500 million, thanks to investments from utility providers, insurance companies, a newly-founded58

smart city accelerator, the Ohio State
University, and the State of Ohio.
With such a high degree of public,
private, and academic participation
working on smart mobility projects, Columbus is well-positioned toachieve its goal of becoming a carbon-neutral community. Recently, theCity has set itself a new goal of reaching USD 1 bn in funding for its smart
city projects by 2020.

Columbus chose topartner with numerous
private sector organizations to fund and implement its large portfolio
of projects. With thisfocus on building public-private partnerships,
the City convinced manyother actors to take partin its smart city journey.

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26
1

LOS ANGELES

Data liaisons to improve inter-agency coordinationL

os Angeles prioritized resilienceand sustainability in its “Resilience LA” and the “Sustainable CitypLAn”. The creation of new roles
accompanied the inception of theseplans; Mayor Eric Garcetti signed an
executive order to appoint Chief Resilience Officers in each of the City’s
departments, and a new Mayor’s Office of Sustainability and Chief Sustainability Officer would oversee therollout of sustainability initiatives. By
instituting these roles and structures,
the City openly designated responsibilities for related smart city initiatives.
These two plans and resulting initiatives required new methods of collecting and analysing data. Initially,a working group of data specialists
from the City’s departments convened for several months to develop
GeoHub, the City’s first cross-departmental data sharing platform. The
City’s Chief Data Officer ensured City
departments could access and interpret the required data to support decision-making, via a dashboard tailoredto the needs of each department.
Following another executive orderto stimulate open data in Los Angeles, a group of more than 80 appointed data liaisons, called the Citywide
Data Collaborative, has been meeting
regularly to share good practices fordata collection and protection, alignefforts, share relevant data sources,and educate themselves and the public through playbooks, how-to guides,
and knowledge databases. In thisway, the City prevents data collection
inefficiencies due to duplication of efforts, standardizes data collection andinterpretation quality, and enhances
the spirit of collaboration among department representatives.
As LA progressed in its smart city
journey, the City relied more heavily on strong coordination among
the diverse projects and initiatives.
An appointed Smart City Coordina-

tor began to convene a cross-functional working group with members
from City departments. Through thismechanism, the departments remain
apprised of each other’s work.

As LA progressed in its
smart city journey, theCity relied more heavily onstrong coordination among
the diverse projects andinitiatives.

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1

SURAT

Reducing crime with data analytics

T

he City of Surat began its smart
city journey in advance of the
Indian Government’s Smart Cities
Mission, propelled by strategic public-private partnerships.
In 2015, Surat partnered with Microsoft to transform the city’s municipal
infrastructure and public services,
so as to better meet the demands of
its growing resident population. The
Municipal Commissioner’s officelaunched the Digital City project tofind cases where technology could
streamline operations and reviewed
cross-department functions and services. An online virtual civic centre
was built to offer e-services to citizens,and a city dashboard was launched
for all administrators to have an integrated and customized view of service delivery metrics.
Safety was a key concern for city
officials. Due to rapid urbanization,
the city had a ratio of only 93 police
officers for every 100,000 residents,
much lower than the India averageof 150. A large “floating population”
made it difficult for officials to identify
each individual. The Police Commissioner’s Office partnered with NEC
to set up an integrated command andcontrol centre that can accommodate
almost 5,000 cameras, integrate withsecurity grids, and monitor happenings across the city.
60

The City installed 600 cameras withsurveillance technology such as data
analytics and advanced facial recognition. The real-time feeds reach thecentre, where an algorithm combs
through a database of over 30,000
photos of criminals. This led to crime
rates reducing by up to 27 percent inparts of the city.

The real-time feeds
reach the centre, wherean algorithm combs
through a database ofover 30,000 photos ofcriminals.

Surat has been able to fast-track its
Smart City implementation process
due to early strategic preparation andforesight. The City recently won ‘TheBest City Award’ under India’s Smart
Cities Mission for showing “great momentum in implementing projects.”

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28
1

TOKYO

Systematically introducing smart policies to achieve results

While Tokyo is home to the researchand development (R&D) centers ofmultinational corporations such Honda and IBM, it does not rely solely on
private R&D or financial investments
in its smart city development but
wields smart policies and innovative
governing instruments in its smart
city drive to become sustainable.
The Tokyo Government’s project
managers followed a Plan-Do-CheckAct (PDCA) cycle to solidify 500 policy targets, formulated a practicalfour-year plan for each initiative, andtracked implementation progress.
With a systematic work-flow and objective-oriented policies, Tokyo was
ranked as the greenest city in Asia Pacific in 2017.
One of the City’s policy targets involves promoting the use of LED
lights. As a part of the policy, theCity partnered with local home appliance stores to offer citizens LED
bulbs in exchange for used incandescent bulbs. The government also led
by example, installing LED lights inmunicipal facilities and transforming
government buildings to conserve
energy.
The Government also drafted the“Tokyo-Style Food Loss Reduction”
principles, which resulted in a collaboration with grocery stores andapp developers to launch EcoBuy, amobile app that rebates consumers
for purchasing products near expiry.
In addition, Tokyo issues green bonds
to finance environmental projects,
tapping into the rising popularity of
responsible investment among investors. The City aims to foster a sense ofownership among Tokyo residents byoffering them opportunities to invest
directly in sustainability programs.

Tokyo wields smart
policies and innovative
governing instruments
in its smart city drive to
become sustainable.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

SM

BG

26.0
28
IE

FI

PC

SP

VS

VISION

4.0

LS

LEADERSHIP

3.0

BG

BUDGET

3.0

FI

FINANCIAL INCENTIVES

2.0

SP

SUPPORT PROGRAMMES

2.0

TR

TALENT-READINESS

1.0

PC

PEOPLE-CENTRICITY

2.0

IE

INNOVATION ECOSYSTEM

3.0

SM

SMART POLICIES

3.0

TD

TRACK RECORD

3.0

TR

61

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BERLIN

Coordinating smart city development in a large cityB

erlin is the fastest-growing city inGermany. By 2030, it expects tohave 250,000 additional inhabitants.
This population growth requires thegovernment to have a strong smart
city strategy that offers solutions to
the accompanying ecological, social,economic, and cultural challenges.
For this purpose, the Berlin Senate developed a strategy in 2015 which aims
to preserve and enhance the city’s appeal and quality of life.
To achieve its objectives, Berlin established a Smart City Network involving over 150 actors from industry,
government, city utilities, multinational corporations, financial institutions, consultancies, science and research institutes, start-ups, academic
institutions, and innovation centres.
This diverse network aims to enhance
the integration and synergies of flagship projects and accelerate the implementation of projects with narrowand strategic cooperation among all
parties involved. It also provides support at conferences and workshops,
offers direct communication with Berlin policymakers, and shares its experience in initiating, developing, andexecuting smart city initiatives.
Working alongside the network, a
Smart City Policy Board is responsible for dictating policy guidelines.
The Board sets priorities, develops

62

cooperative partnerships with other urban centres, promotes Berlin as a Smart
City, and integrates the Smart City Berlin concept into adjacent policy areas.
The City recognizes the importance of involving Berliners to suggest their own
ideas, inviting them to take part in project workshops and conducting interviews with action groups.
Berlin understands that designing a smart city only succeeds only when actors
from the worlds of politics, science, business, administration, and society work
together. This fuels the City’s drive to build a distributed and comprehensive
governance structure, bringing competencies and resources from all actors into
its smart city effort.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

SM

BG

25.8
29
IE

FI

PC

SP
TR

VS

VISION

3.0

LS

LEADERSHIP

4.0

BG

BUDGET

2.0

FI

FINANCIAL INCENTIVES

2.0

SP

SUPPORT PROGRAMMES

2.1

TR

TALENT-READINESS

1.0

PC

PEOPLE-CENTRICITY

3.2

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3.2

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1

BEIJING

Relieving city capacity with a smart districtR

anked among the top ten mostcongested cities in the world witha population close to that of Australia,
Beijing continues to face congestion
issues and stress on its public service
capacity, despite its six concentricring roads and a seventh underway.
In view of its challenges, Beijing isbuilding a smart district, Tongzhou,
in hopes of diverting administrative
functions, businesses, and traffic to
the larger Beijing megalopolis. The
new district would therefore serveas the secondary city center and accommodate municipal administrative
functions that would be re-locatedfrom the old city center. It is estimatedthat a population of 400,000 to 500,000
would also move from the primarycity center to the secondary city center as a result.
Smart technologies have been playing
a central role in the new district since
the inception of the district’s vision.
The underground of central Tongzhou
would consist of five layers, including
a layer for malls and parking space,a layer for vehicles to reserve theground for pedestrians and cyclists, alayer for infrastructure equipment, alayer for utility networks and sensors,
and a layer for the metro. In the utility network layer, sensors monitor theamount of trash in the trash pipeline
and activate a trash collection systemthat moves trash underground at a
speed of 70 km/h.
The data collected by the sensors, together with existing data from government agencies, public agencies,
and private corporations in the district would be stored and processedon a central data platform for analysis.

Beijing is building asmart secondary city
centre, Tongzhou, which
will relieve the capacity
stress on the primarycity center by divertingsome administrative andbusiness functions.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

SM

BG

25.5
30
IE

FI

PC

SP

VS

VISION

3.0

LS

LEADERSHIP

3.0

BG

BUDGET

3.0

FI

FINANCIAL INCENTIVES

3.2

SP

SUPPORT PROGRAMMES

1.0

TR

TALENT-READINESS

3.1

PC

PEOPLE-CENTRICITY

2.0

IE

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63

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1

SYDNEY

Skills, infrastructure, and platforms for digital inclusion

S

ydney’s Digital Strategy champions digital inclusion and offers
opportunities “for lifelong learning
to ensure that communities, especially vulnerable people, are digitally-skilled, confident, and literate”.
Another of its priorities is to support businesses to build the skills
and knowledge required for thedigital age.
To achieve these goals, Sydney hastaken steps to fund digital skills programmes. For example, the City’scommunity centres and libraries runs
free computer literacy and coding
courses. There are also over 180 robotic and education kits within the libraries to inspire children and youths
to learn disciplines like science, technology, and engineering.
The City is also developing an experiential learning programme that
goes beyond basic digital literacy,
using digital tools to develop apps,
digital media skills to produce content, and 3D printing and robotics tocreate new products. The City is alsobuilding two new libraries to add toits extensive library network, which
would feature a makerspace and an
innovation centre that will specifically support creative and technology
start-ups.
In addition, the City supports pri64

vate entities through its Knowledge
Exchange grants such as the SparkFestival, a two-week long programme
for the tech start-up community withworkshops and panel sessions thatcover topics like Artificial Intelligence, Blockchain, HealthTech andVirtual Reality, as well as General
Assembly, which runs courses andconnects small to medium businesses
with industry experts in the areas ofdesign, data, technology, and business, and innovation.

The City is also
developing anexperiential learning
programme that goesbeyond basic digital
literacy, using digital
tools to develop apps,
digital media skills to
produce content, and 3D
printing and robotics tocreate new products.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

SM

BG

25.4
31
IE

FI

PC

SP
TR

VS

VISION

3.0

LS

LEADERSHIP

2.0

BG

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2.0

FI

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2.0

SP

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2.1

TR

TALENT-READINESS

3.0

PC

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3.1

IE

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3.0

32
1

AHMEDABAD

A State Government-driven smart capitalAs the capital city of Gujarat,
Ahmedabad has received extensive support from the state government to plan and implement its
smart city roadmap. A key strategy
employed by the State has been tocollaborate with private sector entities to develop a comprehensive Internet-of-Things (IoT) ecosystem inthe capital.
The Gujarat Government signed amemorandum of understanding with
Google India under the ‘Digital Gujarat’ initiative. This involves training
for entrepreneurs and students to use
digital platforms for business, mobile, and web development, offering
free cloud facilities worth up to USD
20,000 to selected start-ups.
Inspired by Israel’s start-up scene,
The International Centre for Entrepreneurship and Technology waslaunched in the city and has offered
mentorship and grooming to 44 startups. Cisco has entered into a partnership with the Centre and is building
an Internet of Things (IoT) laboratory
within the premises. The Centre also
intends to partner with incubatorsand institutions globally to tap on academic and business mentors.
Ahmedabad’s strong focus on IoT has
led to the successful launch of services
such as smart parking, smart lights,
smart waste management, and intelli-gent transportation. To increase safety and coverage of the city, the State
Government has also introduced a 30
percent subsidy for residents to install Ahmedabad’s residents to installcameras.
IoT-powered devices are helping theCity perform root cause analysis,
identify correlations for complex decision-making, and improve its overall productivity and response to citizen concerns.

A key strategy employedby the State has been
to collaborate withprivate sector entities todevelop a comprehensive
Internet-of-Things (IoT)
ecosystem in the capital.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

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BG

25.3
32
IE

FI

PC

SP

VS

VISION

3.0

LS

LEADERSHIP

3.0

BG

BUDGET

3.0

FI

FINANCIAL INCENTIVES

3.1

SP

SUPPORT PROGRAMMES

2.0

TR

TALENT-READINESS

2.1

PC

PEOPLE-CENTRICITY

2.1

IE

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3.0

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65

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1

BHUBANESWAR
Youth-led social interventions

T

he City of Bhubaneswar has aunique focus on citizen safety andyouth involvement. “Socially Smart
Bhubaneswar”, a strategic pillar of
their smart city plan, involves youth
so much in discussions, surfacing
issues, sharing ideas, and devisingsmart city interventions, that theytake responsibility for implementing
initiatives supported by the Bhubaneswar Smart City office. To date,
60 peer leaders have received training
to be leaders in community projects;
120 ground-level helpers have received training to support implementation of schemes from the government; and 125 adolescent girls havebenefitted from self-defence training.
The City has also successfully enabled
25 slums to be declared open-defecation free.
In developing the Smart City plan,
the City launched a Citizen Connect
initiative to collaboratively develop
smart city implementation roadmaps.
The City hosted a workshop, “Youth
Connect,” for National Social Service
programme officers, university faculty members, and college teachers todevelop systematic action plans fortheir individual institutes. Some of
the activities that have been planned
include safety audits of college campuses, workshops for awareness on
cybercrimes, and measures to prevent sexual harassment and ragging.
66

Taking this a step further, the City
launched The City Changer Lab, another platform for students to work
together on solving social issues. A
recent workshop at the lab saw students showcasing solutions such as
chilli-powder bangles for safety, as
well as vending machines to ease access to sanitary napkins.
The City has signed a memorandumof understanding with United Nations Population Fund (UNFPA), tofurther initiatives concerning thesafety of women, especially in urban
slums. Support My City and Neigh-bourhood Watch are key programmesthat are to be launched under this collaboration.

Some of the activities thathave been planned include
safety audits of college
campuses, workshops forawareness on cybercrimes,
and measures to prevent
sexual harassment and
ragging.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

SM

BG

25.3
33
IE

FI

PC

SP
TR

VS

VISION

3.0

LS

LEADERSHIP

3.0

BG

BUDGET

3.0

FI

FINANCIAL INCENTIVES

2.0

SP

SUPPORT PROGRAMMES

2.1

TR

TALENT-READINESS

2.0

PC

PEOPLE-CENTRICITY

3.1

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2.0

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34
1

JAIPUR

Involving citizens in developing smart heritageW

hen Jaipur started its smart
city journey in 2016, it emphasized the importance of a smart city
vision that reflects citizen aspirations.
The Government of Rajasthan reliedon citizen engagement and insights
to design its smart city proposal andidentify preferred areas for development and issues to prioritize. The
Government conducted a two-roundconsultation campaign that reached
1.6 mn residents and yielded close to150,000 suggestions. Citizens voted todevelop the heritage zone and walledcity area, and to prioritize heritage,
tourism, transportation, and mobility
in its smart city vision.
These citizen preferences guided Jaipur’s smart city objective to haveworld-class smart heritage, by preserving and improving old heritagebuildings, along with smart and sustainable infrastructures solutions toenhance the tourist experience. In addition, Jaipur aspires to raise its average length of stay of tourists from 2.8
days to 3.5 days by 2025, and pedestrian mobility from 15 percent to 25
percent, with 100 percent free accessin pedestrian areas by 2019.
These goals helped the City prioritize clear actions in building theirsmart city. The Government chose to
make façade improvements of heritage walks, build a heritage app formonument information, train tourist
guides and the tourism police, offer
public bike sharing, and introduce
smart signage for traffic. Thanks
to its citizen-centric approach, Jaipur blends modernity with heritage
for the benefit of the 40 mn visitorsthat come each year to enjoy thecity’s wonders.

These citizen preferences
guided Jaipur’s smart city
objective to have worldclass smart heritage,by preserving andimproving old heritagebuildings, along withsmart and sustainableinfrastructures solutions
to enhance the tourist
experience.

SMART CITY
GOVERNMENT SCORE
VS
TD

SM

LS

BG

4

25.2
3
34
IE

FI

PC

SP

VS

VISION

3.0

LS

LEADERSHIP

3.0

BG

BUDGET

3.0

FI

FINANCIAL INCENTIVES

2.1

SP

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2.0

TR

TALENT-READINESS

2.1

PC

PEOPLE-CENTRICITY

3.0

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3.0

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35
1

ATLANTA

Becoming systematic when scaling

S

martATL, the City of Atlanta’s
smart city roadmap, outlined the
key pillars of its rollout, including
mobility, public safety, environmental
sustainability, city operational efficiency, as well as public and businessengagement. Along the way, the City
designated its North Avenue Smart
Corridor as a smart district to pilot
smart city technologies such as IoT
sensors for data collection, video surveillance to assist with traffic management, interactive LED street lights,
and autonomous vehicles.
As these and other projects accumulated, the City recognized the need
to become more systematic in rolling out smart city projects beyond its
smart district and across the city. The
City’s Department of Public Works
issued an RFP as part of the Atlanta
Smart City Strategic Infrastructure
Initiative. Through the RFP, the City
hopes to design, plan, and roll out
smart city initiatives with greater organization and coordination. In effect,
the City gave businesses and partners
the opportunity to further detail theroadmap with well-scoped and related initiatives.
The City continues to engage in collaborations and partnerships beyond
businesses and implementers. A delegation from Atlanta attended the 2017
Smart City Expo World Congress to68

bring smart city best practices back totheir city. The Smart Cities Collaborative invited Atlanta to work with 22
other cities and suburbs on mobility
challenges they face.

Through the RFP, theCity hopes to design,plan, and roll out smart
city initiatives withgreater organization andcoordination. In effect, theCity gave businesses andpartners the opportunity
to further detail theroadmap with well-scoped
and related initiatives.

SMART CITY
GOVERNMENT SCORE
VS
TD

LS

SM

BG

25.1
35
IE

FI

PC

SP
TR

VS

VISION

3.0

LS

LEADERSHIP

2.1

BG

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3.0

FI

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3.0

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3.0

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2.0

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36
1

PUNE

Pledging to hold a city accountableT

he City of Pune defines “smartcity” as a city that puts citizens
first. In achieving its Smart City vision to “become the most liveable city
in India by solving its core infrastructure issues in a future-proof way,”
the City aims to make governancecitizen-friendly and cost-effective. Aspart of this approach, Pune uses online channels to deliver services andensure accountability and transparency, thereby reducing citizen visits
to offices.
At the heart of the City’s plan is its
5S citizen engagement approach:
Speed; Scale; Structure; Solutioning; and Social Audit. The goals of
the approach included ensuring theentire process was wrapped up in a
100-day timeframe, and reaching out
to citizens across socio-economic segments. In the final Social Audit phase,after incorporating citizen feedbackon the plans and insights, the City
urged citizens to take the “Smart City
Pledge.” This ensured citizens were
fully-aware of the plan, developmentsthat would happen in the future, theimpact of initiatives, and implementation requirements. As of 2015, 700,000
households from Pune had committed to follow up and track the City’s
progress on smart city initiatives forthe next ten years.

The City of Pune has found innovative ways to remain accountable to its citizens while also ensuring they are empowered to hold it responsible. The City
set up a comprehensive 24/7 “war room” to monitor and track smart city activities, including social media developments. The room has been organized into
cells for analytics, creative management, response management, documentation management, campaign and activity management teams. Citizens can also
experience a gallery walk in the war room, to gain a thorough understanding of
the workings of the smart city office and the progress of various plans.

SMART CITY
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TD

LS

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BG

25.0
36
IE

FI

PC

SP

VS

VISION

3.0

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3.0

BG

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3.0

FI

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2.0

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2.0

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TALENT-READINESS

2.0

PC

PEOPLE-CENTRICITY

4.0

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2.0

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69

37
1

WELLINGTON

Co-designing solutions to become a safe cityT

he City of Wellington’s plan “Towards 2040: Smart Capital” hasfour key goals, one of which is to become a people-centred city. One of theCity’s key initiatives therefore centres
around the theme of safety, to ensure
timely and accurate response for its
people during times of need.
Over a hundred stakeholders frompublic agencies – such as the New
Zealand Police, New Zealand Fire
Service, and Regional Public Health,social service providers, residents,
vulnerable groups, and retailers –were engaged in a safe city workshop
to co-create and develop solutions
that could improve public safety. Thiswas part of the Safe City Living Lab, apartnership between Wellington andJapanese tech provider NEC.
This collaborative approach extended
into the way data was integrated andshared on the Living Lab’s data platform “Smart Board”, which includes
current internal datasets of the City,
partnering agencies, and external databases such as the national graffiti
database. This was further combinedwith data collected by its sensor network, and built into a map to generate
insights reflecting street-level trends.
Insights are presented in heat maps
and clusters of different scales for different agencies to analyse and have amore informed response to the inci70

dences affecting the city. For instance,
visual sensors were deployed to countbegging occurrences and alert the relevant agency to respond and connect
these individuals of need with theappropriate and relevant support services.

“Smart cities are all about therelationship between people and thegovernment. It’s the government’s
role to use the smart city to build trust
in order to govern more effectively.
Most importantly, smart cities are
something you have to do together,
if you want to achieve better living
standards”
Sean Audain

Innovation Officer (Smart City)
Wellington City Council

SMART CITY
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VS
TD

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BG

24.4
37
IE

FI

PC

SP
TR

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VISION

3.0

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3.0

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3.0

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1.0

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TALENT-READINESS

2.0

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3.0

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38
1

KANSAS CITY

Building the “54 Smartest Blocks in The Nation” on a budget

The Chief Innovation Officer of Kansas City, Bob Bennett, shares his definition of smart city as a concept that“has nothing to do with technology…
but is about creating a holistic pictureof what the citizens have.” Startingwith a citizen-centric governing philosophy, Kansas City has formed extensive partnerships with smart solution providers and consultancies tobuild the “54 smartest blocks in thenation”.
After Kansas City started the construction of its downtown streetcar,
Cisco and Think Big approached theCity to form a public-private partnership, which eventually expanded toinclude other smart solution providers such as Sprint and Sensity, to rollout a smart city roadmap for Kansas
City. To implement this, the City budgeted only USD 3.8 mn, while the restof the USD 20 mn investment comingfrom partners.
The project materialized in May 2016as a corridor along the two-mile-longtrack of Kansas City’s streetcar which
carries more than 5,000 passengers forfree every day. The corridor is covered
with free public Wi-Fi and sensors
that track traffic and pedestrian flow.
The City visualizes and publishes thedata so that anyone is able to view thetraffic volume online in real-time. The
streetlights also adjust their bright-

ness to conserve electricity. Other
information, like the phone numbersof public Wi-Fi users, provides business insights into the demographics
of people present in the area, which
can inform businesses about how toorient their marketing strategies.

“The concept of smart
city has nothing to do withtechnology… but is about
creating a holistic pictureof what the citizens have.”
Bob Bennett

Chief Innovation Officer
Kansas City

SMART CITY
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4.0

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1.0

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71

39
1

TORONTO

Funding smart city projects with public-private partnerships

T

he City of Toronto established a
Smart Cities Working Group in
2016, involving both public and private stakeholders including the City
Government, academia, and private
enterprises, to strengthen a smart
ecosystem and facilitate partnerships.
Active collaboration has helped theCity secure new sources of funding
for its various smart city initiatives.
The Civic Innovation Office is a partnership between the City of Toronto
and the Bloomberg Foundation, thataims to develop and co-create innovative urban solutions with private
partners. It was the result of one of
the Foundation’s awards which funds
innovation teams that help City leaders drive innovation, change culture,and guide problem-solving when delivering public services. The Foundation fully funds the USD 500,000 officebudget for the first three years. Asidefrom the funding, the Foundation
provides implementation support
and best practices from other cities to
the City.
The City of Toronto issued a public tender for the revitalization of its
Quayside area, to create a smart city
demonstration area for clean technology, urban transportation, building,and construction technologies. The
City works with Alphabet’s Sidewalk
Labs as its innovation and funding
72

partner to jointly execute the project,with the company committing USD
50 mn for its initial pilot test-bedding
phase.

The City of Toronto isrevitalizing its Quayside
area, to create a smart
city demonstration area
for clean technology,
urban transportation,building, and construction
technologies.

SMART CITY
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24.2
39
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40
1

DUBAI

Investing in the green economy

The City of Dubai has designed its
smart city strategy around a themeof sustainability, to support its longterm vision of preparing for the future
and accounting for the needs of future
generations.

autonomous transportation. Thisdriverless transportation initiativeis predicted to save commuters hundreds of millions of hours annually,
while reducing carbon emissions andtransportation costs.

The City Government successfullylaunched a paperless initiative since
February 2018. This green initiative
was launched in multiple phases, andis predicted to save the government
over one billion sheets of paper annually. The City is also working on
making this transition seamless for
citizens, by progressively deploying
the initiative over the next three years
across all government departments.
To ensure successful implementation, the City is encouraging the useof automation and making legislativechanges to pass policies that support
automation.

These commitments reflect Dubai’s
commitment to becoming a modelfor the green economy.

Dubai is also heavily investing ingreen technologies. The City approved an investment of USD 7.2 bn
for power and sustainable energy
initiatives for 2018. “The Sustainable
City” is another government-funded
green initiative designed to be emission-free, car-free, and powered bysolar panels. The City has invested
USD 354 mn so far in this initiative,
which is expected to be completed in
2019. Dubai is also projected to turn
25 percent of its transportation into

Dubai is also projected
to turn 25 percent of its
transportation into autonomous transportation.
This driverless transportation initiative is predictedto save commuters hundreds of millions of hours
annually, while reducing
carbon emissions andtransportation costs.

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73

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1

DUBLIN

Embracing humility in smart city designT

he City of Dublin has adopted ahumble approach towards smart
city development. The City acknowledged its own limitations in terms ofsize and expertise and chose instead
to consult experts, businesses, and citizens in designing its smart city solutions.
Dublin began its smart city journeywith a strong belief that a smart city
should be discreet, functioning in the
background of its citizens’ daily lives.
Michael Guerin, project manager at
Smart Dublin affirms this, “We had
no need for a big fancy approach”.
The City chose to keep its pilot smart
initiatives at a small scale until it wascertain of their efficacy, thereby avoiding unnecessary costs.
The City also appointed a panel ofexperts its “Smart City Advisory Network,” to advise the City on its Smart
Programs and ensure they align with
its smart vision. The panel comprisedof private sector organizations suchas IBM and Cisco, public sector organizations, communication experts,
research centres, innovation hubs,
and community representatives. Thisinitiative aims to engage all parties
in the conversation about applying
new technologies across Dublin, andto provide an independent expert
leadership to guide decisions aroundthese applications.
74

By taking time to listen to experts andtest each initiative before scaling it
up, Dublin has successfully kickstarted 17 smart projects around the city.
The City also aims to involve multiple
agents in designing smart solutions
and is allocating over USD 1 mn ingrants for 2018 for organizations andindividuals deploying technologies inareas such as internet of things (IoT)
and social inclusion.

“The idea of a smart city is not tocover the place in technology thatis not necessarily useful and deploy
technology just for the sake of it.
The idea is to make the smart citymuch easier to live in, and to makeit work more efficiently.”
Michael Guerin
Project Manager
Smart Dublin

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1

TEL AVIV

Entrepreneurship and the smart cityTel Aviv’s vibrant start-up ecosystem has helped catalyse its smart
city journey. The city is reported tohave the highest start-up density inthe world and its rising businesses
are growing at 40 percent year-onyear. Its Silicon Wadi area – with its
1,500 start-ups and over a hundred
co-working spaces and research facilities – is attracting top global talentand investments from multinationals.
The Israeli Government has beencatalysing the development of thisecosystem since 1993 with initiatives
like a venture capital fund Yozma,
offering tax incentives to foreign
VCs and committing to match theirinvestments. The large numbers ofconscripts passing through the cyberand intelligence division of Israel’s
military and collaborations between
the military and the tech start-up also
prepared more Israelis to work withdigital technologies.
The growing entrepreneurial pool in
Tel Aviv and high digital literacy inIsrael jointly contributed to the development of five smart sectors in thecity: Cybersecurity with cyberthreats
solutions like CheckPoints and CyberArk; Transport and navigation
with driverless car system Mobileye
and Navigation app Waze; Aviationand drone firms such as Flytrex andAirobotics; Water and agricultur-

al technology such smart irrigation
system SupPlant; as well as Artificial
intelligence and robotics as illustrated by emotionally-intelligent robotic
companion ElliQ.

strategy. Today, Tel-Aviv aspires tocontinue leveraging technology in engaging its citizens and businesses andproviding them with a higher qualityof life and better efficiency.

As a result of this thriving ecosystem,
several Tel Aviv-based startups developing smart solutions have achieved
global renown. In 2014, public engagement app DigiTel won Tel Aviv
the title of Smart City of the Year at
the Smart City Expo. The municipality of Tel-Aviv Yafo took note of thisachievement and has since then developed its own formal smart city

The city is reported tohave the highest start-up
density in the world andits rising businesses are
growing at 40 percent
year-on-year

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PHILADELPHIA

Never too late to re-engage residents

By the time the City of Philadelphia
systematically embarked on its
smart city journey, many smart city
initiatives and projects were alreadyunfolding. The City Planning Commission had drafted an overarching
masterplan, Philadelphia 2035, to initiate projects that increase the overallsustainability of the city. Like manyother U.S. cities, Philadelphia adopted a data-driven Vision Zero plan toeliminate traffic fatalities. The City’s
Water Department and Office of Sustainability implemented smart utilities projects. The private sector also
initiated smart city projects such as
secure network infrastructure for IoT.
The City recognized that residents
had been left out of the decision-making process, and sought to engage
residents to co-define what a smart
city meant to them. The City invited
residents from all social strata to takepart in a workshop that sourced their
key concerns and aspirations for theirneighbourhoods, and experts helped
clarify ongoing city efforts to address
other city-wide issues.
Several City initiatives followed fromthe workshop, including a focused effort on increasing digital inclusion, an
initiative pairing younger staff witholder staff in city departments to mix
fresh thinking with seasoned experience, and the recruitment of tech-sav-

76

vy staff to prepare for smart city projects. The City initiated a request for
proposals to create a detailed smart
city strategic roadmap aligned to thebroader Philadelphia 2035 vision, enabled in part by a USD 200,000 injection by a national foundation.

The City recognized that
residents had been left outof the decision-making
process, and sought toengage residents to codefine what a smart city
meant to them.

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REYKJAVIK

Letting citizens determine smart city funding allocationsR

eykjavik, Iceland’s capital, hasa open and smart city focus on
smart mobility, infrastructure, andtechnologies. Among its projects, “My
Neighborhood”, particularly stands
out as an annual participatory democracy budgeting portal. This is the joint
effort of a non-profit organization,
which provides the software, the Cityof Reykjavik, which runs the election,and the National Registry, which authenticates voters.
Started in 2011, the initiative enables
city residents to present and vote on
ideas to improve Reykjavik’s neighbourhoods, such as security cameras
on specific roads, hiking and cycling
bridges, and new roundabouts. Each
year, citizens decide on the allocationof over USD 4 mn to implement suchideas crowdsourced from their peers.
Any resident can submit an ideaon the platform which the Government first evaluates in terms of costs
and feasibility. Citizens as young as
16 years old can then vote on validated ideas through an electronic,
secure, and binding vote. The interactive platform allows voters toallocate a set budget across several
projects, and discard projects thatexceed the budget. Since the portal’s inception, over 600 ideas wereapproved, giving thousands of residents real influence in shaping theirenvironment.
For the first time in Iceland’s history,
the City chose in 2017 to crowdsource
ideas for its education policy fromcitizens. The process is still ongoing,with the first phase of prioritizing educational objectives recently finished.

Any resident can submit
an idea on the platform
which the Government
first evaluates in termsof costs and feasibility.
Citizens as young as 16
years old can then vote on
validated ideas throughan electronic, secure, andbinding vote.

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LYON

Running smart city experimentsLyon is the third-largest city andsecond-largest urban area ofFrance. It is constantly experimenting
with behavioural approaches to reduce citizen reluctance to change andadapt of new technologies.
The City encourages individuals andbusinesses to experiment and become
familiar with smart city solutions
through a culture of “doing together”. Tuba, for example, is a living lab
project that invites all inhabitants ofthe city – citizens, start-ups and large
businesses – to learn about ongoingpiloted smart initiatives and participate in the experimentation process.
This lab has an open invitation to all
stakeholders to introduce them to thebenefits of smart solutions and encourage them to embrace change. The
City dedicates a budget to support
smart solution experimentation. By
testing their own ideas and enjoying
the process, these stakeholders become less resistant to the City’s overarching transformation plan.
Besides technology trials, the City
also sends the message that adopting
smart technologies will not compromise established routines. The municipality crafted its smart city pitch as‘technology in the service of the Lyonese lifestyle’, to reduce resistanceto change. Another strategic approachof the City has been to emphasize the78

ability of technology to foster citypride. Smart solutions gain popularity among citizens if they promote a
unique Lyonese lifestyle.
Lyon’s behavioural approach to easing stakeholders into a smarter city isproving to be effective. The City has
more than 100 citizens participating
in ongoing experimentation projects
and 289 partnerships for developing
smart projects.

Lyon’s behaviouralapproach to easing
stakeholders into asmarter city is proving tobe effective. The City has
more than 100 citizens
participating in ongoingexperimentation projects
and 289 partnerships fordeveloping smart projects.

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1

PARIS

Beauty and the smart cityP

aris’ smart transformation, building on its historical strengths inaesthetics and originality, is envisioned to marry resilience and beauty. The municipality aims to re-invent the city with a strong emphasis
on sustainable design and a circular
economy.
For this purpose, Paris’ City Halllaunched the “2050 Paris Smart City”
project, to crowdsource sustainable
future designs of the to-be smart
city. As part of the Climate Energy Plan of Paris, the City eventuallycommissioned local architecture firm
Vincent Callebaut for its designs that
proposed to transform Paris into afuturistic smart city. The firm’s design involved eight multi-use structures ranging from “honey-comb”
towers that harvest sunlight andproduce biofuels, to “farmscrapers”
towers that filter air and host agriculture fields for local food production.
The sustainable features further included the use of photovoltaic andthermal shields in residential towers, and reversible hydro-electricalpumps to generate clean energy fromcollected rainwater.
These designs aimed to achieve environmental sustainability, and to meet
Paris’ projected population growthneeds. They address housing anddensity issues by optimizing the useof space. The City is still in the early stages of its smart journey, and it
might be a while till the vision is realised. Nonetheless, Paris’ aspirations
for a beautiful sustainable city standout as an expression of the city’s renowned creativity and attention
to detail.

Paris’ smart transformation, building on its historical strengths in aesthetics
and originality, is envisioned to marry resilienceand beauty. The municipality aims to re-inventthe city with a strongemphasis on sustainable
design and a circular
economy.

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47
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JAKARTA

Analysing crowdsourced data to serve citizens

O

ne of Jakarta’s Smart City objectives seeks to improve the responsiveness of its public services byanalysing Big Data from citizen feedback. To do so, the City has taken ona phased approach: From establishingdata policy, to collecting data, analysing and creating insights, and collaborating with private enterprises.
In 2012, Indonesia embarked on its
Open Government Indonesia initiative to start its open government reforms. Jakarta became the first city inthe country to enact its own by-law
on data and system management, encouraging public agencies in the city
to share their public data. In 2014, theJakarta Smart City programme was
set up as a data platform to integratevarious data crowdsourced from citizens, such as Waze which provided
real-time information on traffic conditions, a Twitter account sharing
real-time information on flood conditions, and Qlue, an app for citizens toreport complaints.
With data collected and integrated onto a central platform, the next
phase involved generating insights
to inform policymaking. The Jakarta
Smart City unit now has a dedicateddata scientist, and the City has also
been taking steps to train officials toadvance their analytics capabilities
and address the skill gaps in its cur-80

rent administration.
Jakarta aspires to become a “City 4.0”,
where the City becomes a one-stop
platform that enables industry collaborations to take place between private
enterprises and its public agencies,
in sharing data, developing insights,
and further improving its public services to better meet its citizen needs.

In 2012, Indonesia embarked
on its Open Government
Indonesia initiative tostart its open government
reforms. Jakarta became
the first city in the country
to enact its own bylaw on data and systemmanagement, encouraging
public agencies in the city toshare their public data.

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1

RIO DE JANERIO
Building a resilient smart cityN

atural disasters have been alongstanding challenge for Riode Janeiro. Considerable construction
work along the slopes and the hills,
coupled with heavy rainfall over ashort period of time, has contributed
to this. In 2010 alone, landslides killed
200 people, moved 11,000 people fromtheir homes, and threatened to destroy close to 10,000 houses.
The City realized the need to curtailthese losses, and began its journey
to develop a resilient city that could
protect its citizens. In response, it
opened its Centre of Operations in
2010, a data warehouse to store dataon traffic, security, weather, and energy. Through this data exchange, theresponse time to traffic accidents decreased by 25 percent. The centre also
houses a dedicated press room, where
officials aggregate real-time information about city happenings and publish it on social media.
The City went on to establish the Centro Integrado de Comando e Controle
Regional (Integrated Centre of Command and Control to facilitate dataflows between city, emergency, andmilitary services when coordinating
and dispatching essential services.
The City has also engaged residents
to create greater community integration. One such project, coordinatedby UNICEF in collaboration with alocal non-government organization,
involves working with local teenagers to digitally map five favelas , tohighlight their living challenges andwiden the coverage of city areas monitored.
Further, the City has a Citizen Service
Centre 1746 with a service capacity to
be able to handle up to 600,000 calls amonth. A community alert and alarmsystem as part of the Community Protection Program, also has been put inplace to complement this, empowering citizens with early information
and warnings.

By harnessing the power of smart
solutions and involving their citizens
in creative ways, Rio has built its resilience as a smart city.

Through this dataexchange, the responsetime to traffic accidents
decreased by 25 percent.

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49
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PHUKET

Using technology to enhance its booming tourism sectorPhuket’s smart city vision focuseson promoting its creative economy
and developing sustainable growthon the tourism island, to “bring happiness” to both locals and tourists.
In an effort to make the city a safe environment for tourists, Phuket uses
Internet-of-Things (IoT), mobile services, and data analytics to informtourists and the local police about
the happenings in the city. Phuket
has about 2,000 surveillance cameras operated by both public and private agencies, that cover most public
spaces including shorelines and street
checkpoints. The cameras will automatically tag and recognize the facial
features of tourists. Individuals entering Phuket by street will have theirfaces captured and matched against
a police database. The surveillance
network is currently being integrated
and centralized with its big data analytics platform, to enable the police
to receive timely alerts in emergency
situations.
The Phuket Province also plans tointegrate its tourist database withthe yacht service database to track
tourists even when they travel out
to the sea. In addition, the Government launched mobile applications
such as Smart Phuket and Police“i lert u”, where citizens can alert
the police to emergencies and seek
timely help.
82

Another pillar of the use of technologies in Phuket is to generate moretourism business opportunities. The
City provides more than 1,000 free
Wi-Fi hotspots for tourists, whichhelps to collect their demographic data. An operations centre integrates all data collected by thesehotspots to generate useful consumer insights that enable local businesses to formulate more targetedmarketing strategies.

In an effort to make thecity a safe environment
for tourists, Phuket uses
Internet-of-things (IoT),
mobile services, and data
analytics to inform tourists
and the local police about
the happenings in the city.

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Photo Copyright © Yonas, Twitter @yooynas

50
1

KIGALI

Building the foundation of an innovation ecosystem

Kigali aims to build on its
strength as one of the most business-friendly cities in Africa, to build
an innovation ecosystem which produces technologies necessary forsmart city initiatives and projects. The
City set the ambitious goal of attracting more than USD 1 bn in information and communication technology
investments by 2020.
To achieve this goal, the City createdan innovation hub, the Kigali Innovation City, to develop and commercialize technology applications forthe global market. The hub is situatedwithin a special economic zone wherefirms are offered preferential tax
rates, tax holidays, and custom duty
waivers. The development of the hub
rests on three pillars: Digital innovation; Human capital; and Financial
capital. For instance, seven industries
were identified as focus areas, and relevant firms are encouraged to set up
innovation labs within each industry
cluster. An industry skills academy
develops training and capacity-building programmes for professionals.
The ecosystem will also be further
supported with public, philanthropic,
and angel funds for firms at different
growth stages.
The Rwandan Government has also
recently launched its USD 100 mn National Research and Innovation Fund,a key initiative supporting the Kigali
Innovation City. Created in partnership with private investors and theAfrican Development Bank, the fundsupports small- and medium-sizedenterprises to develop and implement
technology innovations.

The development of theKigali Innovation City restson three pillars: Digital
innovation; Human capital;and Financial capital. For
instance, seven industries
were identified as focus
areas, and relevant firms
are encouraged to set up
innovation labs withineach industry cluster.

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1

84

ABOUT US

Eden Strategy Institute is a strategy consulting firm specializing in Business System Innovation. We approach the global issues of urbanization, disease, poverty, illiteracy, and exploitation by formulating strategies, models, processes, and products that help our clients create, realize, and sustain their economic impact. Eden plans and sets up industry blueprints, facilitates co-creation workshops, forecasts and evaluates
the impact of policy interventions. We have supported governments and corporations to successfully bring
Smart City innovations to market using qualitative and quantitative research, engineering, business planning, partnerships, and impact assessment. Our Practice Areas include Smart Cities, Education Innovation,
Healthcare, Social Enterprise, and the Emerging Middle Class.

1

To learn more about our work, please visit
edenstrategyinstitute.com

OXD is part of ONG&ONG Pte Ltd, a multi-disciplinary design house focused on creating and building
beautiful experiences through a complete 360o design approach. Established by the late Mr. Ong Teng
Cheong & Mrs. Ong Siew May in 1972, ONG&ONG began as an architecture firm and has grown to become
an award-winning integrated design practice for the built environment.
OXD (ONG&ONG Experience Design) is the Experience Design consultancy arm of ONG&ONG. We workwith clients in the area of innovation to transform their organisations to become more user-centric and customer focused. We believe that the process of design thinking is a powerful tool for transformation andthrough our partnership with many clients, have leveraged on this to bring about impact in organisations
both internally and externally.
We believe that the future of cities is not just about harnessing technology to create the right systems for
growth and new possibilities, but doing so in a way that reflects a deep understanding of the human condition and the transformative power of citizen ownership and empowerment. This human-centric approach todesigning for the city will ultimately yield more sustainable impact and a more resilient, adaptable city andbeautiful city, inside and out.

85

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The Times of India. (2017, February 22). Gujarat budget: Rs 597 crore for three smart cities. Retrieved from https://timesofindia.indiatimes.com/city/ahmedabad/gujarat-budget-rs-597crore-for-three-smart-cities/articleshow/57285500.cms

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The Times of India. (2017, May 3). Govt to set up 2,500 smart classrooms. Retrieved from https://timesofindia.indiatimes.com/city/ahmedabad/govt-to-set-up-2500-smart-classrooms/
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The Times of India. (2018, June 21). Smart Cities: 3 Guj cities top execution. Retrieved from https://timesofindia.indiatimes.com/city/ahmedabad/smart-cities-3-guj-cities-top-execution/
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Vora, R. (2018, January 16). Gujarat to get largest accelerator for start-ups. Retrieved from https://www.thehindubusinessline.com/companies/gujarat-to-get-largest-accelerator-for-startups/
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Amsterdam
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Amsterdam Smart City. (2014, May 22). Together on the road to a smart city. Retrieved from https://issuu.com/amsterdamsmartcity/docs/drieluik_asc_engels

2.

Amsterdam Smart City. (2016, June 1). Visits. Retrieved from https://amsterdamsmartcity.com/visit

3.

Amsterdam Smart City. (2017, August 4). Amsterdam smart city. Retrieved from https://amsterdamsmartcity.com/network/amsterdam-smart-city

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Amsterdam Smart City. (2017, November 27). Smart city academy knowledge. Retrieved from https://amsterdamsmartcity.com/academy/smart-city-academy-researches

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Amsterdam Smart City. (2018, May 14). Startup in residence. Retrieved from https://amsterdamsmartcity.com/projects/startup-in-residence

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B. Amsterdam. (2016, April 20). What is B. Amsterdam. Retrieved from http://b-buildingbusiness.com/amsterdam/

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City of Amsterdam. (2017, August 8). Lening Duurzaamheidsfonds. Retrieved from https://www.amsterdam.nl/wonen-leefomgeving/duurzaam-amsterdam/duurzaamheidsfonds/

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City of Amsterdam. (2018, April 12). Policy: Circular city. Retrieved from https://www.amsterdam.nl/en/policy/policy-innovation/policy-circular-city/

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City of Amsterdam. (2018, April 12). Policy: Circular economy. Retrieved from https://www.amsterdam.nl/en/policy/policy-0/circular-economy/

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City of Amsterdam. (2018, April 12). Policy: Connected city. Retrieved from https://www.amsterdam.nl/en/policy/policy-innovation/connected-city/

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City of Amsterdam. (2018, April 12). Policy: Innovation. Retrieved from https://www.amsterdam.nl/en/policy/policy-innovation/

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City of Amsterdam. (2018, April 12). Policy: Making room for the economy. Retrieved from https://www.amsterdam.nl/en/policy/policy-economy/making-room/

13.

City of Amsterdam. (2018, April 12). Policy: Renewable energy. Retrieved from https://www.amsterdam.nl/en/policy/policy-0/renewable-energy/

14.

City of Amsterdam. (2018, April 12). Policy: Social city. Retrieved from https://www.amsterdam.nl/en/policy/policy-innovation/policy-social-city/

15.

City of Amsterdam. (2018, April 12). Policy: Sustainability and energy. Retrieved from https://www.amsterdam.nl/en/policy/policy-0/

16.

Future Cities. (2015, August 17). Amsterdam: A master plan for a smart city. Retrieved from http://futurecities.skift.com/2015/08/17/amsterdam-future-smart-city-masterplan/

17.

Amsterdam. (2017, September 27). Amsterdam invites startups to come up with smart logistics solutions. Retrieved from https://www.iamsterdam.com/en/living/latest-news/amsterdaminvites-startups-to-come-up-with-smart-logistics-solutions

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Macpherson, L. (2017, July 9). 8 years on, Amsterdam is still leading the way as a smart city. Retrieved from https://amsterdamsmartcity.com/posts/8-years-on-amsterdam-is-still-leadingthe-way-as

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Poel, M. (2017, December 7). Organising smart city projects, lessons from Amsterdam. Retrieved from https://amsterdamsmartcity.com/items/organising-smart-city-projects-lessons-fromamste

Atlanta1.

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5.

Edward, R. (2017, April 26). Google fiber powers learning with digital inclusion fellowship. Retrieved from https://atlantadailyworld.com/2017/04/26/google-fiber-powers-learning-withdigital-inclusion-fellowship/

6.

Goovaerts, D. (2017, December 14). AT&T sees smart cities driving need for policy changes. Retrieved from https://www.mobileworldlive.com/featured-content/top-three/att-exec-smartcities-driving-need-for-policy-changes/

7.

Innovation ecosystem at Georgia Tech. (2018, April 21). Retrieved from http://www.gatech.edu/innovation-ecosystem/

8.

Lerman, T. (2018, February 22). In Atlanta, data helps drive a smart city revolution. https://www.bisnow.com/atlanta/news/data-center/in-atlanta-data-helps-drive-a-smart-cityrevolution-84253

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Miller, P. (2018, April 10). Atlanta selected for Smart Cities Collaborative. Retrieved from https://www.ajc.com/news/local/atlanta-selected-for-smart-cities-collaborative/3h4RAG5rnP3Wy
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11.

Musulin, K. (2018, January 4). Atlanta issues RFP to advance smart city ‘strategic infrastructure initiative’. Retrieved from https://www.smartcitiesdive.com/news/atlanta-smart-citystrategic-infrastructure-initiative/514001/

12.

Paul, P. (2018, March 22). Tech square innovation week coming to midtown Atlanta in May. http://atdc.org/atdc-news/tech-square-innovation-week-coming-to-midtown-atlanta-in-may/

13.

Regional, state, and local opportunities for funding smart growth projects. (2018, January 23). Retrieved from https://www.epa.gov/smartgrowth/regional-state-and-local-opportunitiesfunding-smart-growth-projects

14.

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15.

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SmartATL. (2017, February 15). Retrieved from http://smartatl.atlantaga.gov/

17.

Talbott, K. (2017, December 12). Smart cities have arrived in Atlanta. Retrieved from https://medium.com/cityspeak/smart-cities-have-arrived-in-atlanta-8a5b2b348d3e

18.

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Barcelona
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Adler, L. (2016, February 18). How smart city Barcelona brought the Internet of Things to life. Retrieved from https://datasmart.ash.harvard.edu/news/article/how-smart-city-barcelonabrought-the-internet-of-things-to-life-789

3.

Ajutament de Barcelona. (2015, May 4). Barcelona 5.0 smart city. Retrieved from https://www.socinfo.es/contenido/seminarios/0508smartcities7/JuliaLopez.pdf

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Barcelona Activa. (2013, August 1). Smart city sector report 2013. Retrieved from https://treball.barcelonactiva.cat/porta22/images/en/Barcelona_treball_Informe_sectorial_Smart_
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Boulos, M. N., & Al-Shorbaji, N. M. (2014, March 27). On the Internet of Things, smart cities and the WHO Healthy Cities. Retrieved from https://ij-healthgeographics.biomedcentral.com/
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Doxa Innova & Smart. (2016). PPPs for Urban Transformation. Retrieved from https://www.unece.org/fileadmin/DAM/ceci/documents/2016/PPP/PPP_for_Cities-Barcelona/
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Forster, R. (2018, April 03). How Barcelona’s smart city strategy is giving ‘power to the people’. Retrieved from http://news.itu.int/how-barcelonas-smart-city-strategy-is-giving-power-tothe-people/

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Institut Barcelona Estudis Internacionalis. (2018, January 23). Personal Data Protection Policy. Retrieved from https://www.ibei.org/en/personal-data-protection-policy_94870

13.

M. (2017, May 12). Which Barcelona Startup Support is Right for You? Retrieved from https://www.shbarcelona.com/blog/en/startup/

14.

NOVOSELTSEVA, E. (2017, October 08). Smart city projects & leaders to watch in 2018. Retrieved from https://apiumhub.com/tech-blog-barcelona/smart-city-projects-leaders-barcelona/

15.

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16.

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18.

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Beijing1.

Beijing Finance Bureau. (2018, January 24). Regarding the Implementation of Beijing’s 2017 Budget and the Drafting of Beijing’s 2018 Budget. Retrieved from http://www.mof.gov.cn/
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2.

Beijing Municipal Commission of Economy and Information Technology. (2012, October 29). Beijing’s Planning and Implementation as a Smart City. Retrieved from http://www.
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Beijing Municipal Commission of Economy and Information Technology. (n.d.). Smart City Development Office (Big Data Application Office). Retrieved from http://jxw.beijing.gov.cn/jgxx/
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4.

Beijing People’s Congress. (2018, January 27). Zhang Libing: The Secondary City Center Smart City Strategy Conceived. Retrieved from http://www.bjrd.gov.cn/zt/rdh2018/yjjyjc/
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Besticity. (2018, January 25). Beijing Interim Mayor Chen Jining: Driving Beijing Smart City Development, Piloting Secondary City Center. Retrieved from http://www.besticity.com/
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6.

CEE. (2018). China International Smart City Expo. Retrieved from http://www.cbicf.com/about/ljhg/

7.

ChinaNet. (2017, March 3). Regarding Hosting 2017 (6th) New Smart City Evaluation Advanced Class. Retrieved from http://www.chinanet.gov.cn/qtfw/mspx/257067.shtml

8.

Dai, X. Tongzhou. (n.d.). Beijing, Will Soon Realize a “Zero-Car” Ground. Retrieved from http://www.xinhuanet.com/local/2016-09/26/c_129296205.htm

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Dong, C. (2014, January 11). Smarten up Cities. Retrieved from http://www.bjqx.org.cn/qxweb/n113400c728p3.aspx

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Gao, J. (2018, November 18). Beijing: Narrow Band IoT Applied on Smart Lighting for the First Time. Retrieved from http://html.wifiwx.com/folder2/folder686/folder687/
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LinkedIn. (2017, November 21). Bringing Economic Graph insights to China’s policymakers. Retrieved from https://economicgraph.linkedin.com/blog/china-digital-economy-talent-report

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Ning, J. (2017, November 24). Beijing, Shanghai, Guangzhou are Still Top Destinations for Digital Talent. Retrieved from https://www.yicai.com/news/5377396.html

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Office of the Central Cyberspace Affairs Commission. (2017, June 15). Beijing Tong: Use Smart Apps to Handle Urban Life. Retrieved from http://www.cac.gov.cn/2017-06/15/c_1121146490.
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Shang, H. (2017, June 9). Yi Hua Lu Signs Beijing Smart City Industry Fund Partnering Agreement. Retrieved from http://ggjd.cnstock.com/company/scp_ggjd/tjd_ggkx/201706/4091682.
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Sina. (2017, October 24). The New Dual Wings of Beijing are Spreading. Retrieved from http://news.sina.com.cn/c/2017-10-24/doc-ifymyyxw4572200.shtml

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Sina. (2018, March 8). A World Class Smart City to be Located in Beijing. Retrieved from http://news.dichan.sina.com.cn/2018/03/08/1256534.html

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Tencent. (2018, February). A City Above the Ground, Another Under the Ground: Tongzhou Canal Business District Revealed its Veil. Retrieved from http://new.qq.com/
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TomTom Traffic Index. (2016). Beijing. Retrieved from https://www.tomtom.com/en_gb/trafficindex/city/beijing

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Xi, X. (2018, March 29). Breaking News: Detailed Regulations on Beijing’s Secondary City Center Published. Retrieved from http://www.bjd.com.cn/sd/mrq/201803/29/
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Berlin1.

Berlin Business Location Center. (2015, July 29). Smart city Berlin. Retrieved from https://www.businesslocationcenter.de/en/business-location/business-location/smart-city-berlin

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Berlin Partner for Business and Technology. (2015, May 5). Smart city Berlin. Retrieved from https://www.berlin-partner.de/en/the-berlin-location/smart-city-berlin/

3.

Berlin Partner for Business and Technology. (2015, September 17). Smart city Berlin network. Retrieved from https://www.berlin-partner.de/en/the-berlin-location/smart-city-berlin/smartcity-berlin-network/

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Berlin Partner for Business and Technology. (2016, October 15). Smart city Berlin. Retrieved from https://www.berlin-partner.de/fileadmin/user_upload/01_chefredaktion/02_pdf/
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Mein Berlin. (2015, August 31). Beteiligungsplattform des Landes Berlin. Retrieved from https://mein.berlin.de/

8.

Senate Department for Urban Development and the Environment. (2015, April 21). Smart city strategy Berlin. Retrieved from https://www.berlin-partner.de/fileadmin/user_upload/01_
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Smart City Berlin. (2016, May 23). Smart city Berlin. Retrieved from http://e97f7d10b0a403e208e5-9fbee7de8d51db511b5de86d75069107.r75.cf1.rackcdn.com/Berlin.pdf

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Smart City Berlin. (2017, June 1). Network smart city Berlin – Integrator of urban transformation process. Retrieved from http://www.urbanlearning.eu/fileadmin/user_upload/smart_city_
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SSD-Moabit. (2015, December 15). Smart sustainable district green Moabit. Retrieved from http://ssd-moabit.org/?lang=en

13.

SSD-Moabit. (2016, August 15). Citizen participation. Retrieved from http://ssd-moabit.org/?portofolio=citizen-participation&lang=en

Bhubaneswar
1.

America Planning Association. (2017, May 08). Bhubaneswar Smart City Plan – 2017 National Planning Excellence Award. Retrieved from https://www.youtube.com/watch?v=R-b-xXeT9_k

2.

Bhubaneswar Smart City Limited. (2016). About Bhubaneswar Smart City Ltd. Retrieved from http://smartcitybhubaneswar.gov.in/about-us/about-bhubaneswar-smart-city-ltd

3.

Bhubaneswar Smart City Limited. (n.d.). Planning and Implementing People Centric Programmes for making Bhubaneswar a socially smart City. Retrieved from http://smartcitybhubaneswar.
gov.in/social-smart

4.

Bhubaneswar SmartCity. (2015, November 5). Bhubaneswar Smart City Movie – Citizens Connect. Retrieved from https://www.youtube.com/watch?v=VeCnPx7JjBs

5.

Bhunia, P. (2017, October 28). Digital literacy scheme launched in India to cover 60 million rural households by March 2019. Retrieved from https://www.opengovasia.com/articles/7352digital-literacy-scheme-launched-in-india-to-cover-60-million-rural-households-by-march-2019

6.

Chilli powder bangles unveil plans for a smart future in Bhubaneswar - Times of India. (2017, November 18). Retrieved from https://timesofindia.indiatimes.com/city/bhubaneswar/chillipowder-bangles-unveil-plans-for-a-smart-future-in-bhubaneswar/articleshow/61698229.cms

7.

Elets Technomedia. (2018, March 15). Urban Governance: Bhubaneswar leaps from bottom to almost the top in just two years. Retrieved from http://smartcity.eletsonline.com/urbangovernance-bhubaneswar-city-leaps-from-bottom-to-almost-the-top-in-just-two-years/

8.

Government of India, Ministry of Commerce and Industry. (n.d.). Startup India. Retrieved from https://www.startupindia.gov.in/index.php

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IBI Group. (2015). Bhubaneswar Smart City Strategy and Implementation. Retrieved from https://www.ibigroup.com/ibi-projects/bhubaneswar-smart-city-strategy-and-implementation/

10.

International Management Institute Bhubaneswar. (2018). Bhubaneswar Smart City Workshop. Retrieved from http://imibh.edu.in/bhubaneswar_smart_city_workshop

11.

Launch of Bhubaneswar citizen’s connect initiative. (2015, November 24). Retrieved from https://blog.mygov.in/launch-of-bhubaneswar-citizens-connect-initiative/

12.

Making Bhubaneswar Socially Smart with youth as active partners. (2017, August 05). Retrieved from http://pragativadi.com/making-bhubaneswar-socially-smart-youth-active-partners/

13.

Promoting a Socially Smart Bhubaneswar. (2016, November 21). Retrieved from http://india.unfpa.org/en/news/promoting-socially-smart-bhubaneswar

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1

16.

Startup Odisha. (2018). IIT BBS Research & Entrepreneurship Park, IIT Bhubaneswar. Retrieved from https://startupodisha.gov.in/?page_id=2018

17.

The Pioneer. (2017, May 28). 225 Startups, 24 Incubators are in Odisha: Minister. Retrieved from http://www.dailypioneer.com/state-editions/bhubaneswar/225-startups-24-incubators-arein-odisha-minister.html

18.

The Times of India. (2016, June 22). PM Modi to interact with Bhubaneswar smart city CEO. Retrieved from https://timesofindia.indiatimes.com/good-governance/odisha/PM-Modi-tointeract-with-Bhubaneswar-smart-city-CEO/articleshow/52864029.cms

19.

UNFPA India. (2018, March 14). Connecting Youth to Smart City Bhubaneswar. Retrieved from https://www.youtube.com/watch?v=6HUgmqkUYIg

20.

Varinda. (2017). Bhubaneswar holds conference on Smart Bhubaneswar. Retrieved from https://www.varindia.com/2017/OITF/OITF-2017.pdf

21.

World Bank. (2013, December). PPP Stories – India: Bhubaneswar Street Lighting. Retrieved from https://ppp.worldbank.org/public-private-partnership/library/ppp-stories-indiabhubaneswar-street-lighting

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Smart Cities Council. (2016, September 29). Bhubaneswar Smart City races ahead by appointing two consultants. Retrieved from https://india.smartcitiescouncil.com/article/bhubaneswarsmart-city-races-ahead-appointing-two-consultants
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Boston1.

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2.

Beta Blocks. (2018, May 15). Retrieved from https://www.boston.gov/departments/new-urban-mechanics/beta-blocks

3.

Boston – MassChallenge. (2018, May 23). Retrieved from https://masschallenge.org/programs-boston

4.

Boston issues RFI to update smart city strategy. (2016, December 27). Retrieved from https://smartcitiesconnect.org/boston-issues-rfi-to-update-smart-city-strategy/

5.

Boston smart city playbook. (2016, August 26). Retrieved from https://monum.github.io/playbook/

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Boston vision zero. (2017, July 25). Retrieved from https://datasmart.ash.harvard.edu/solutions/boston-vision-zero

9.

BPDA passes smart utilities policy. (2018, June 14). Retrieved from http://www.bostonplans.org/news-calendar/news-updates/2018/6/14/bpda-passes-smart-utilities-policy

10.

Budget. (2016, July 20). Retrieved from https://www.boston.gov/departments/budget

11.

City releases resilience strategy focused on addressing racial equity. (2017, July 13). Retrieved from https://www.boston.gov/news/city-releases-resilience-strategy-focused-addressingracial-equity

12.

Climate ready Boston. (2018, June 22). Retrieved from https://www.boston.gov/departments/environment/climate-ready-boston

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DeLuca, N. (2014, December 17). If the Office of New Urban Mechanics isn’t failing, they’re not trying hard enough. Retrieved from https://www.americaninno.com/boston/what-is-thenew-urban-mechanics-boston-parking-projects/

15.

Engel, J. (2018, January 10). Boston 2017 VC total highest in over a decade; here are top 5 deals. Retrieved from https://www.xconomy.com/boston/2018/01/10/boston-2017-vc-totalhighest-in-over-a-decade-here-are-top-5-deals/

16.

Harvard John A. Paulson school of engineering and applied sciences. (2018 June 26). Retrieved from https://www.seas.harvard.edu/

17.

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18.

Innovation and technology. (2016, July 20). Retrieved from https://www.boston.gov/innovation-and-technology/

19.

Konz, P. (2016, April 12). Has Boston’s innovation district created a new regional innovation ecosystem. Retrieved from https://citiesspeak.org/2016/04/12/has-bostons-innovation-districtcreated-a-new-regional-innovation-ecosystem/

20.

Mehta, A. (2017, November 15). Collaboration spawns acceleration for smart city startups. Retrieved from https://inform.tmforum.org/internet-of-everything/smart-city/2017/11/
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22.

MIT Senseable City Lab. (2016, February 8). Retrieved from http://senseable.mit.edu/

23.

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24.

Reasons why Boston is one of the smartest cities in North America. (2017, June 6). Retrieved from https://www.citiesdigest.com/2017/06/06/reasons-boston-one-smartest-cities-northamerica/

25.

Regional, state, and local opportunities for funding smart growth projects. (2018, January 23). Retrieved from https://www.epa.gov/smartgrowth/regional-state-and-local-opportunitiesfunding-smart-growth-projects

26.

Smart City Challenge: Boston, MA vision statement. (2016, June 9). Retrieved from https://www.transportation.gov/sites/dot.gov/files/docs/MA%20Boston.pdf

27.

Technology division smart cities awards. (2018, April 22). Retrieved from https://www.planning.org/divisions/tech/awards/

28.

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88Charlotte1.

Applied Innovation Corridor. (2018, February 1). Retrieved from http://charlottenc.gov/charlottefuture/CIP/aic/Pages/default.aspx

2.

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Carey, L. (2017, October 3). Duke Energy teams up with Charlotte, NC to expand reach of smart energy solutions model. Retrieved from https://dailyenergyinsider.com/featured/8243-dukeenergy-teams-charlotte-nc-expand-reach-smart-energy-solutions-model/

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Clampitt, B. (2018, May 8). City of Charlotte unveils new digital learning lab, The Nest, coming to Camp North End. Retrieved from http://charlottenc.gov/newsroom/releases/Pages/Cityof-Charlotte-unveils-new-digital-learning-lab-The-Nest-coming-to-Camp-North-End.aspx

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Graves, B. (2016, January 26). Charlotte, N.C.: The making of a ‘smart city’. Retrieved from http://www.govtech.com/fs/perspectives/Charlotte-NC-The-Making-of-a-Smart-City.html

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Innovation Charlotte. (2017, October 6). Retrieved from https://www.inclt.org/

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Kryah, K. (2017, October 20). Interview: Why Charlotte CIO Jeff Stovall avoids the phrase “smart city”. Retrieved from https://www.smartresilient.com/interview-why-charlotte-cio-jeffstovall-avoids-phrase-smart-city

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Phocas, R. (2016, January 27). Creating and nurturing a smart city ecosystem. Retrieved from http://www.tjcog.org/Data/Sites/1/media/board-of-delegates/2016/agenda-materials/
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Phocas, R. (2017, October 5). Building smart cities with, not for, our residents. Retrieved from https://smartcity.cioreview.com/cxoinsight/building-smart-cities-with-not-for-our-residentsnid-25022-cid-134.html

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Regional, state, and local opportunities for funding smart growth projects. (2018, January 23). Retrieved from https://www.epa.gov/smartgrowth/regional-state-and-local-opportunitiesfunding-smart-growth-projects

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Smart cities and communities conference features NSF-funded researchers working with local community partners. (2018, March 23). Retrieved from https://www.nsf.gov/news/news_
summ.jsp?cntn_id=244863&WT.mc_id=USNSF_51&WT.mc_ev=click

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Smart Open Data Ecosystem Powers Charlotte. (2016, June 24) Retrieved from http://www.esri.com/smart-communities/charlotte

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Chicago1.

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Bergen, K. (2016, April 29). Chicago seeking ‘smart-city’ tech solutions to improve city life. Retrieved from http://www.chicagotribune.com/news/globalcity/ct-chicago-smart-city-globalcity-20160421-story.html

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Caro, M. (2015, October 23). Chicago’s tech talent often grows away. Retrieved from http://www.chicagotribune.com/news/globalcity/ct-global-city-talent-drain-met-20151023-story.html

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McGinty, S. (2017, April 19). Smart Chicago: How smart city initiatives are helping meet urban challenges. Retrieved from https://theknowledgeexchangeblog.com/2017/04/19/smartchicago-how-smart-city-initiatives-are-helping-meet-urban-challenges/

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Rosencrance, L. (2017, December 4). In Chicago, smart city data drives innovation, efficiency. Retrieved from https://internetofthingsagenda.techtarget.com/feature/In-Chicago-smart-citydata-drives-innovation-efficiency

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Thornton, S. (2013, April 11). Chicago’s SmartData Vision. Retrieved from https://datasmart.ash.harvard.edu/news/article/chicago-smartdata-163

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Thornton, S. (2013, December 2). The Smart Chicago Collaborative: A new model for civic innovation in cities. Retrieved from https://datasmart.ash.harvard.edu/news/article/the-smartchicago-collaborative-a-new-model-for-civic-innovation-in-cities-

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Thornton, S. (2013, September 30). Open data in Chicago. Retrieved from https://datasmart.ash.harvard.edu/news/article/open-data-in-chicago-a-comprehensive-history-311

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Thornton, S. (2018, January 2). A guide to Chicago’s Array of Things initiative. Retrieved from https://datasmart.ash.harvard.edu/news/article/a-guide-to-chicagos-array-of-thingsinitiative-1190

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Whitaker, C. (2013, September 10). Growing our own talent. Retrieved from http://www.smartchicagocollaborative.org/ourowntalent/26.

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Columbus
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Bell, J. (2017, June 5). Smart Columbus: Who’s making it happen and how? Retrieved from http://www.columbusceo.com/business/20170602/smart-columbus-whos-making-it-happen-andhow

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Businesses move to the Midwest, first stop: Columbus. (2018, February 18). Retrieved from https://www.forbes.com/sites/groupthink/2018/02/18/businesses-move-to-the-midwest-firststop-columbus/#4675461a3721

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5.

Columbus. (2017, November 14). Retrieved from http://smartcity.deloitte.com/client_innovations/smart-cities-of-the-world-columbus-ohio/

6.

Conversations and coffee featuring Jordan Davis, Director of Smart City Strategy and Collaboration at the Columbus Partnership. (2018, June 12). Retrieved from https://www.cypclub.com/
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Jordan Davis. (2017, March 17). Retrieved from http://www.columbuspartnership.com/our-team/jordandavis/

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Maddox, T. (2017, May 10). How Columbus, Ohio parlayed $50 million into $500 million for a smart city transportation network. Retrieved from https://www.techrepublic.com/article/howcolumbus-ohio-parlayed-50-million-into-500-million-for-a-smart-city-transportation-network/

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Navera, T. (2017, October 20). Columbus’ Amazon pitch includes incentives, an educated workforce and Smart City: ‘We have a good story to tell’. Retrieved from https://www.bizjournals.
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Privacy Policy. (2018, June 3). Retrieved from https://www.columbusglobal.com/en-us/privacy-policy/

12.

Sisson, P. (2016, August 15). For Columbus, the smart city grant is just the first step to becoming a tech leader. Retrieved from https://www.curbed.com/2016/8/15/12492264/columbussmart-city-grant-development

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Snow, J. (2017, July 27). Checking in on Columbus, OH a year after Smart City Challenge. Retrieved from https://www.smartcitiesdive.com/news/checking-in-on-columbus-oh-a-year-aftersmart-city-challenge/448055/

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21.

Torres, N. (2018, March 29). How Columbus is accomplishing its smart city vision. Retrieved from https://datasmart.ash.harvard.edu/news/article/how-columbus-accomplishing-its-smartcity-vision

Copenhagen
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Co-creating the cities of tomorrow - Danish smart city competencies in the Singaporean market. (2015, August 26). Retrieved from http://um.dk/~/media/UM/Danish-site/Documents/
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12.

Jakobsen, K. H. (2014, December 10). Copenhagen has claimed the prestigious World Smart Cities Award for its ”Copenhagen Connecting” plan. Retrieved from https://stateofgreen.com/
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Lee, E. (2017, June 7). Smart city Copenhagen. Retrieved from https://www.citiesdigest.com/2017/06/07/smart-city-copenhagen/

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Dubai
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Consulting, M. T. (2015, October 31). Public Sector Innovation and Smart Cities Training Courses - | Meirc. Retrieved from https://www.meirc.com/training-courses/planning-strategymanagement/public-sector-innovation-smart-cities

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4.

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Is off-grid living the way forward for Dubai? (2017, June 15). Retrieved from https://edition.cnn.com/style/article/the-sustainable-city-dubai/index.html

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Lauria, V. (2018, March 29). Eyes On Dubai: Evaluating The Gulf Region As A Startup Haven. Retrieved from https://www.forbes.com/sites/vinnielauria/2018/03/28/eyes-on-dubaievaluating-the-gulf-region-as-a-startup-haven/#41f5ae024f5b

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13.

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Rizzo, P. (2016, August 09). Dubai Government Seeks Blockchain Projects for Startup Fund. Retrieved from https://www.coindesk.com/dubai-blockchain-startups-accelerator/

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S. (2017, September 12). Dubai’s Vision of Being the Smartest and Happiest City. Retrieved from https://www.smartcity.press/smart-city-solutions-for-dubai/

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17.

Shaikh Mohammad approves Dh26.4b budget for 2018. (2018, January 13). Retrieved from https://gulfnews.com/business/sectors/government/shaikh-mohammad-approves-dh26-4bbudget-for-2018-1.2156189

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Dublin1.

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Helsinki1.

Abu-Fadil, M. (2016, June 13). Helsinki: A Very Smart City. Retrieved from https://www.huffingtonpost.com/magda-abufadil/helsinki-a-very-smart-cit_b_10436858.html

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Agile piloting in Kalasatama district creates urban services with users. (2018, January 26). Retrieved from https://www.helsinkismart.fi/portfolio-items/agile-piloting-in-kalasatama-districtcreates-urban-services-with-users/

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4.

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13.

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Transport Research Laboratory (TRL). (2017, October 19). Government announces funding for a world-leading Smart Mobility Living Lab in London. Retrieved from https://trl.co.uk/news/
news/government-announces-funding-world-leading-smart-mobility-living-lab-london

Los Angeles
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Big data, artificial intelligence and machine learning. (2018, March 8). Retrieved from https://samueli.ucla.edu/big-data-artificial-intelligence-and-machine-learning/3.

California’s high-tech leadership driven by diverse regional innovation ecosystems. (2015, March 10). Retrieved from https://ccst.us/news/2015/0309innovation.php

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6.

CityLAB UCLA. (2017, July 7). Retrieved from https://citylab.ucla.edu/

7.

IHub Program. (2013, March 4). Retrieved from http://www.business.ca.gov/Programs/Innovation-and-Entrepreneurship

8.

Incubate USC. (2015, December 6). Retrieved from http://incubate.usc.edu/

9.

Informatics Program. (2017, June 2). Retrieved from https://informatics.usc.edu/academics/

10.

InnovateLA 2016 displays LA’s world-renowned innovative & creative ecosystem. (2016, October 6). Retrieved from https://www.prnewswire.com/news-releases/innovatela-2016-displayslas-world-renowned-innovative--creative-ecosystem-300340316.html

11.

Integrated Media Systems Center. (2018, January 14). Retrieved from https://imsc.usc.edu/

12.

Kryah, K. (2018, March 6). Los Angeles resilience strategy unveiled. Retrieved from https://www.smartresilient.com/los-angeles-resilience-strategy

13.

LA smart city lighting. (2017, November 8). Retrieved from http://www.lighting.philips.com/main/inspiration/smart-cities/smart-cities-initiative/los-angeles-smart-street-lighting

14.

Ladin-Sienne, S. (2016, August 9). Location is driving the value of L.A.’s open data. Retrieved from https://datasmart.ash.harvard.edu/news/article/location-is-driving-the-value-of-l.a.sopen-data

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Ladin-Sienne, S. (2017, November 15). Building world-class information in Los Angeles through connected data leadership. Retrieved from https://datasmart.ash.harvard.edu/news/article/
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16.

Lee, E. (2017, December 1). Los Angeles set to embark on a smart city experiment. Retrieved from https://www.voanews.com/a/los-angeles-smart-city-experiment/4144849.html

17.

Liebler, D. (2017, June 21). Los Angeles County creates a roadmap to a sustainable waste management future. Retrieved from http://www.counties.org/county-voice/los-angeles-countycreates-roadmap-sustainable-waste-management-future

18.

Linton, J. (2016, April 25). Retrieved from https://la.streetsblog.org/2016/04/25/garcetti-sustainability-plan-one-year-update-shows-environmental-progress/19.

Los Angeles i-team (@LAinnovates). (2017, June 5). Retrieved from https://twitter.com/lainnovates?lang=en

20.

Los Angeles joins smart city consortium to develop model for IoT connected cities. (2017, November 16). Retrieved from https://www.lacity.org/blog/los-angeles-joins-smart-cityconsortium-develop-model-iot-connected-cities

21.

Los Angeles trials energy-saving portal. (2017, November 17). Retrieved from https://www.smartcitiesworld.net/news/news/los-angeles-trials-energy-saving-portal-2314

22.

Luskin Center. (2013, March 16). Retrieved from http://innovation.luskin.ucla.edu/

23.

Philips Lighting and SmartCitiesWorld report names Singapore, London and Barcelona as top global smart cities. (2018, February 13). Retrieved from http://www.newsroom.lighting.philips.
com/b-dam/b2b-li/en_AA/company/news/news/2018/smartcitiesreport/20180213-Smart-Cities-Report-release.pdf

24.

pLAn – Transforming Los Angeles. (2015, April 8). Retrieved from http://plan.lamayor.org/wp-content/uploads/2017/03/the-plan.pdf

25.

Recap of Future Forum: The future of smart cities 1/23/18. (2018, January 25). Retrieved from https://laedc.org/2018/01/25/recap-future-smart-cities/

26.

Regional, state, and local opportunities for funding smart growth projects. (2018, January 23). Retrieved from https://www.epa.gov/smartgrowth/regional-state-and-local-opportunitiesfunding-smart-growth-projects

27.

Smart city technology: Los Angeles LED street lights. (2017, October 11). Retrieved from https://about.bankofamerica.com/en-us/partnering-locally/los-angeles-LED.html

28.

USC Center for Artificial Intelligence in Society. (2018, February 16). Retrieved from https://www.cais.usc.edu/

1

Lyon
1.
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5.
6.
7.
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9.

10.
11.

12.
13.
14.
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16.
17.
18.
19.
20.

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Bertossi, F. (2016, March 30). Villes intelligentes, «smart», agiles : Enjeux et stratégies de collectivités françaises. Retrieved from http://franceurbaine.org/sites/default/files/travaux/rapport_villes_intelligentes_smart_agiles-cgdd.pdf

Cherif, A. (2016, April 27). Pourquoi la métropole lyonnaise attire les investisseurs chinois. Retrieved from http://www.liberation.fr/futurs/2016/04/27/pourquoi-la-metropole-lyonnaiseattire-les-investisseurs-chinois_1448767
Chiffres-clés du Grand Lyon. (2018). Retrieved from http://www.economie.grandlyon.com/chiffres-cles-donnees-economiques-metropole-de-lyon-49.html

Connaître et comprendre le budget 2018 | Ville de Lyon. (2018). Retrieved from https://www.lyon.fr/vie-municipale/budget-et-compte-administratif/connaitre-et-comprendre-lebudget-2018

EU Smart Cities Solutions. (2017). The making of a smart city: Best practices across Europe. Retrieved from https://www.smartcities-infosystem.eu/sites/default/files/document/the_making_of_a_smart_city_-_best_practices_across_europe.pdf
Grand Lyon. (2018, May 17). La Métropole de Lyon distinguée par le Prix « Innovation Urbaine » avec River’tri. Retrieved from https://www.grandlyon.com/fileadmin/user_upload/
media/pdf/espace-presse/cp/2018/20180517_cp_smartcities.pdf
Grand Lyon. (N.D.). Lyon Smart City. Retrieved from http://www.economie.grandlyon.com/smart-city-lyon-metropole-intelligente-47.html

IB Times UK. (2013, December 2). How ‘Smart City’ Lyon is redefining itself for the 21st century. Retrieved from https://www.youtube.com/watch?v=E-qYYkf959I
Incubateur Créalys. (2012, February 12). Retrieved from http://entreprendre.univ-lyon3.fr/incubateur-crealys/

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Lyon Confluence. (2016). Rapport d’activité Lyon Confluence 2016. Retrieved from http://www.lyon-confluence.fr/ressources/flipbooks/rapport-activite-2016/files/assets/common/
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Municipality of Lyon. (2016, November 17). Lyon Smart City Metropole Intelligente. Retrieved from http://www.economie.grandlyon.com/fileadmin/user_upload/fichiers/site_
eco/20161117_gl_lyon_smart_city_metropole_intelligente_plaquette_fr.pdf

Municipality of Lyon. (2018). Présentation synthètique du budget de la Métropole de Lyon. Retrieved from https://www.grandlyon.com/fileadmin/user_upload/media/pdf/institution/budget/20180215_gl_synthesebudget2018.pdf

Pialot, D. (2013, April 9). Lyon experiments with the “smart city” in real time. Retrieved from https://www.latribune.fr/regions/rhone-alpes/20130409trib000758382/lyon-experimente-laville-intelligente-en-temps-reel.html
Tuba-Lyon. (2018). A place to test the services of tomorrow. Retrieved from http://www.tuba-lyon.com/le-lab/Villes intelligentes et villes apprenantes. (2016, February 19). Retrieved from http://www.ens-lyon.fr/formation/offre-de-formation/master/villes-intelligentes-et-villes-apprenantes-viva
Welcome to the Lyon Smart City App Hack. (2015, October 9). Retrieved from http://lyon.smartcityapphack.com/

Melbourne
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au/smart-cities-program2.

Blockchain Association of Australia Inc. (2017). Smart Cities Blockchain Hackathon. Retrieved from http://smartcitieshack.org/

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City of Melbourne. (2016, April 5). Future Melbourne Digital City Hack Wrap Up. Retrieved from https://participate.melbourne.vic.gov.au/future/future-melbourne-digital-city-hack-wrap

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City of Melbourne. (2016). IBM Smarter Cities Challenge 2016. Retrieved from http://www.melbourne.vic.gov.au/about-melbourne/melbourne-profile/smart-city/Pages/ibm-smartercities-challenge-2016.aspx

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City of Melbourne. (2017, May 4). 2017-18 draft Budget: growth, investment and opportunity. Retrieved from http://www.melbourne.vic.gov.au/news-and-media/Pages/2017-18-draftbudget-growth-investment-and-opportunity.aspx

6.

City of Melbourne. (2018, February 27). Census of Land Use and Employment (CLUE) enhancement. Retrieved from https://www.melbourne.vic.gov.au/about-council/committeesmeetings/meeting-archive/MeetingAgendaItemAttachments/806/14453/AGENDA%20ITEM%206.2.pdf

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City of Melbourne. (2018). About Melbourne Data. Retrieved from https://data.melbourne.vic.gov.au/about#principles

8.

City of Melbourne. (2018). CityLab. Retrieved from http://www.melbourne.vic.gov.au/about-melbourne/melbourne-profile/smart-city/citylab/Pages/citylab.aspx

9.

City of Melbourne. (2018). Green Money Rewards Program – be green and get rewarded!. Retrieved from http://www.melbourne.vic.gov.au/residents/waste-recycling/Pages/greenmoneyrecycling-rewards.aspx

10.

City of Melbourne. (2018). Melbourne as a smart city. Retrieved from http://www.melbourne.vic.gov.au/about-melbourne/melbourne-profile/smart-city/Pages/smart-city.aspx

11.

City of Melbourne. (2018). Open Innovation Competition on Accessibility. Retrieved from http://www.melbourne.vic.gov.au/about-melbourne/melbourne-profile/smart-city/Pages/
innovation-competition-city-accessibility.aspx

12.

City of Melbourne. (2018). Technology. Retrieved from http://www.melbourne.vic.gov.au/community/libraries/whats-on/technology/Pages/technology.aspx

13.

City of Melbourne. (2018). Working smarter to reduce litter. Retrieved from http://www.melbourne.vic.gov.au/residents/waste-recycling/Pages/working-smarter-reduce-litter.aspx

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15.

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16.

Hampton, N. (2017, December 19). Australia’s open data approach lands in a security and privacy minefield. Retrieved from https://www.technologydecisions.com.au/content/gov-techreview/article/melbourne-s-digital-smart-city-strategy-790765695

17.

Melbourne Innovation Districts. (2018). Innovation knows no boundaries. Retrieved from https://mid.org.au/

18.

Nally, J. (2016, February 25). Melbourne’s digital smart city strategy. Retrieved from https://www.techrepublic.com/article/australias-open-data-approach-lands-in-a-security-and-privacyminefield/

19.

Rajabifard, A. (2016). International Symposium on Smart Future Cities. Retrieved from http://csdila.ie.unimelb.edu.au/Symposium/Smart_Cities_16/index.html

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21.

Sadler, D. (2017, March 20). Melbourne’s plan to get smart. Retrieved from https://www.innovationaus.com/2017/03/Melbournes-plan-to-get-smart

22.

Smart City Press. (2017, September 15). Why Melbourne Is The Most Liveable City On The Planet?. Retrieved from https://www.smartcity.press/melbourne-smart-city-initiatives/

23.

Startup Smart. (2015, December 10). Winning a Melbourne smart city hackathon is child’s play. Retrieved from https://www.smartcompany.com.au/startupsmart/advice/businessplanning/winning-a-melbourne-smart-city-hackathon-is-childs-play/24.

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Ward, J. (2017, August 30). City of Melbourne to open Jiangsu-Victoria Innovation Centre with $80 million in funding from Chinese VC group. Retrieved from http://www.startupdaily.
net/2017/08/city-melbourne-open-innovation-centre-80-million-funding/Montreal
1.

Capital Intelligent Mtl. (2016, June 10). Retrieved from http://cimtl.com/en/

2.

CNW Group Ltd. (2015, October 28). Montreal, Smart and digital city – Reform of the Open Data Policy: Montreal adopts an “open by default” approach. Retrieved from https://www.
newswire.ca/news-releases/montreal-smart-and-digital-city---reform-of-the-open-data-policy-montreal-adopts-an-open-by-default-approach-538028351.html

3.

Couture, B. (2017, February 27). InnoCité MTL: A startup accelerator from Canada’s smart city. Retrieved from http://quartierinnovationmontreal.com/en/article/innocite-mtl-startupaccelerator-canadas-smart-city4.

Credo. (2016, November 29). Montreal Startup ecosystem report. Retrieved from http://startupreportmtl.com/wp-content/uploads/2016/11/Startup_REPORT_MTL_2016_EN.pdf

5.

Galang, J. (2016, June 10). City of Montreal announces $100 million fund for smart city startups. Retrieved from https://betakit.com/city-of-montreal-announces-100-million-fund-for-smartcity-startups/

6.

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Metz, C. (2016, November 21). Google Is in a Fierce Global Race for Scarce AI Talent. Retrieved from https://www.wired.com/2016/11/google-opens-montreal-ai-lab-snag-scarce-globaltalent/

8.
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10.

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Montreal. (2015, February 11). Montreal Smart and Digital City: 2014-2017 Montreal Strategy. Retrieved from http://villeintelligente.montreal.ca/sites/villeintelligente.montreal.ca/files/
montreal-strategy-smart-and-digital-city-an.pdf

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Montreal. (2015, May 27). Our team. Retrieved from http://villeintelligente.montreal.ca/en/our-team

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Montreal. (2015, May). Montreal Smart and Digital City - 2015-2017 Action Plan. Retrieved from http://villeintelligente.montreal.ca/sites/villeintelligente.montreal.ca/files/plan-actionbvin-ce-6-mai-2015-eng.pdf

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Montreal. (2017, February). Montreal Smart City Midterm Report. Retrieved from http://villeintelligente.montreal.ca/sites/villeintelligente.montreal.ca/files/midterm_report_feb_2017.pdf

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Public Sector Digest. (2016). 2016 Open Cities Index – Top 20 Results. Retrieved from https://publicsectordigest.com/2016-open-cities-index-top-20-results

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New Delhi
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2.

Barman, S.R. (2018, June 25). First ‘Smart’ highway holds hope for a congested, choking capital. Retrieved from http://indianexpress.com/article/cities/delhi/hardlook-narendra-modieastern-peripheral-expressway-5193752/

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Bhalla, T. and Chandra, R. (2016, February 19). 5 incubators and accelerators you should know if you’re an Indian IoT startup. Retrieved from https://yourstory.com/2016/02/5-iotincubators-accelerators/

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Bhattacharya, A. (2018, January 15). Big money, small cities: Modi’s ambitious startup initiative is revving up. Retrieved from https://qz.com/1179750/startup-indias-plans-for-2018-moremoney-cities-and-women/

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Civic Solutions Pvt. Ltd. (n.d.). New Delhi, India’s Territory Land, Launches NDMC-311 App to Make City Smart. Retrieved from http://everythingcivic.com/new-delhi-indias-territoryland-launches-ndmc-311-app-to-make-city-smart/

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Energy Efficiency and Renewable Energy Management Centre. (2018). About the programme. Retrieved from https://solarrooftop.gov.in/delhi/learn-more

7.

Goswami, S. and Halder, R. (2017, July 30). Smart roads, toilets to transform New Delhi into a smart city. Retrieved from https://www.hindustantimes.com/delhi-news/smart-roads-toiletsto-transform-new-delhi-into-a-smart-city/story-3eqEUNZ4g6mGXVhhuKlIuL.html

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Government of India – Ministry of Commerce and Industry. (n.d.). Startup India. Retrieved from https://www.startupindia.gov.in/index.php

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Government of India – Ministry of Corporate Affairs. (2016, Juy 28). Certificate of Incorporation. Retrieved from https://www.ndmc.gov.in/smart-city-ltd-website/pdf/Certificate%20of%20
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Government of India – Ministry of Urban Development. (n.d.). India Smart City Mission. Retrieved from https://www.ndmc.gov.in/pdf/Smart%20City%20Proposal_NDMC_RevisionV1.pdf

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Murthy, B. (2017, October 24). NDMC joins Skill India mission to launch first Pradhan Mantri Kaushal Kendra (PMKK) for skilling smart cities. Retrieved from http://www.
nationalskillsnetwork.in/pmkk-skilling-smart-cities/

12.

Nandi, J. (2016, February 16). Delhi government to provide generation-based incentive for power form rooftop solar system. Retrieved from https://economictimes.indiatimes.com/
industry/energy/power/delhi-government-to-provide-generation-based-incentive-for-power-from-rooftop-solar-system/articleshow/51007030.cms

13.

New Delhi Municipal Council. (2015, December 15). Smart City Proposal. Retrieved from https://www.ndmc.gov.in/smart-city-ltd-website/pdf/Reso.%20No.%2024(W-02)-15.12.15.pdf

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New Delhi Municipal Council. (2016, December 7). Financial and Digital Literacy Workshop. Retrieved from https://www.ndmc.gov.in/public_notice/digital_literacy_07122016.pdf

15.

New Delhi Municipal Council. (2018). Budget Speech. Retrieved from https://www.ndmc.gov.in/budget-2018-19/FINAL%20BUDGET%20SPEECH%20FINAL%2015-01-2018%201-00%20
PM.pdf

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Press Trust of India. (2016, January 28). What To Expect From Delhi’s 500 Crore Smart City Funding. Retrieved from https://www.ndtv.com/delhi-news/what-to-expect-from-delhis-rs-500crore-smart-city-funding-1271188

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Press Trust of India. (2016, November 30). NDMC gardeners to get trained in South Korea, China. Retrieved from https://www.business-standard.com/article/pti-stories/ndmc-gardenersto-get-trained-in-south-korea-china-116113001305_1.html

18.

Saurabh. (2017, December 31). India Plans to Increase Rooftop Solar Subsidy By 5X, To $3.7 Billion. Retrieved from https://cleantechnica.com/2017/12/31/india-plans-increase-rooftop-solarsubsidy-5x-3-7-billion/

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20.

The Tribune. (2017, January 14). ‘Smart City top agenda in NDMC’s Rs 3,600-cr Budget. Retrieved from http://www.tribuneindia.com/news/delhi/-smart-city-top-agenda-in-ndmc-s-rs-3600-cr-budget/350118.html

95New York1.

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About. (2017, February 12). Retrieved from http://www.urbantechnyc.com/

3.

Building a smart + equitable city. (2015, September 1). Retrieved from https://www1.nyc.gov/assets/forward/documents/NYC-Smart-Equitable-City-Final.pdf

4.

Daly, J. (2014, March 4). NYC’s 311 call center is a big data gold mine. Retrieved from https://statetechmagazine.com/article/2014/03/nycs-311-call-center-big-data-gold-mine

5.

Fact sheet: Mayor de Blasio releases executive budget for fiscal year 2019. (2018, April 26). Retrieved from http://www1.nyc.gov/office-of-the-mayor/news/223-18/fact-sheet-mayor-deblasio-releases-executive-budget-fiscal-year-2019#/0

6.

Giambusso, D. (2015, May 7). More than $22 B. set aside for programs in OneNYC. Retrieved from https://www.politico.com/states/new-york/albany/story/2015/05/more-than-22-b-setaside-for-programs-in-onenyc-021954

7.

Hilburg, J. (2018, January 17). NYCx tackles climate change and urban design challenges with tech. Retrieved from https://archpaper.com/2018/01/nycx-new-york-smart-city/8.

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9.

Michell, N. (2016, November 23). New York awarded 2016 best smart city. Retrieved from https://cities-today.com/new-york-awarded-2016-best-smart-city/

10.

Musulin, K. (2018, May 10). URBAN-X chooses 7 startups to join newest accelerator cohort. Retrieved from https://www.smartcitiesdive.com/news/urban-x-startups-to-join-newest-cohortnew-york-city/523265/

11.

New York State certified business incubators and innovation hot spots. (2017, May 18). Retrieved from https://esd.ny.gov/certified-business-incubator

12.

NY State incentive programs. (2015, February 28). Retrieved from https://www.rit.edu/research/incubator/ny-state-incentive-programs

13.

NYC appoints chief privacy officer. (2018, April 6). Retrieved from https://www.smartcitiesworld.net/news/news/nyc-appoints-chief-privacy-officer-2781

14.

NYC tech talent pipeline. (2015, February 12). Retrieved from http://www.techtalentpipeline.nyc/

15.

NYCx challenges. (2017, October 19). Retrieved from http://www.nyc.gov/html/nycx/challenges.html

16.

OneNYC. (2018, April 20). Retrieved from https://onenyc.cityofnewyork.us/plan/

17.

Patterson, D. (2018, March 1). How New York City plans to become a smart city leader. Retrieved from https://www.techrepublic.com/article/how-new-york-city-plans-to-become-a-smartcity-leader/

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Patterson, D. (2018, March 6). Inside NYC’s digital transformation, with CTO Miguel Gamino. Retrieved from https://www.techrepublic.com/article/inside-nycs-digital-transformationwith-cto-miguel-gamino/

19.

Peeples, D. (2015, September 23). What your city can learn about social innovation from SF and NYC. Retrieved from https://smartcitiescouncil.com/article/what-your-city-can-learn-aboutsocial-innovation-sf-and-nyc

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21.

Rosencrance, L. (2017, November 13). NYC smart city projects focus on user experience, transportation. Retrieved from https://internetofthingsagenda.techtarget.com/feature/NYC-smartcity-projects-focus-on-user-experience-transportation

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27.

The NYC Mayor’s Office of Technology and Innovation. (n.d.). Retrieved from https://tech.cityofnewyork.us/

28.

Transforming customer services to support high performance in New York City government. (2016, May 19). Retrieved from https://www.accenture.com/t20160519T222109Z__w__/usen/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Industries_15/Accenture-NYC-311-Public-Service-Call-Center-Solution.pdf

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Urban Future Lab. (2017, August 1). Retrieved from http://ufl.nyc

30.

Urbantech NYC. (2015, April 8). Retrieved from https://www.nycedc.com/program/urban-technology-growth-hubs

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Share your ideas for the future of New York City. (2018, April 20). Retrieved from https://our.cityofnewyork.us/page/s/onenyc
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Paris
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Business France. (2016, October). Smart grids and smart cities in France. Retrieved from https://ke.ambafrance.org/IMG/pdf/smart_grids_smart_cities.
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C. (2015, December 22). Certificat de compétence Management de la ville intelligente et durable. Retrieved from http://formation.cnam.fr/rechercher-par-discipline/certificat-decompetence-management-de-la-ville-intelligente-et-durable-777351.kjsp

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Design Trends. (2018). Paris Smart City 2050 – Part II. Retrieved from https://www.designtrends.com/arch-interior/2050-paris-smart-city-part-2.html

4.

Giermann, H. (2015, January 8). Vincent Callebaut’s 2050 Vision of Paris as a “Smart City”. Retrieved from https://www.archdaily.com/585254/vincent-callebaut-s-2050-parisian-vision-of-asmart-city

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Hogan, M.K. (2015, December 7). Futuristic Paris Smart City is filled with flourishing green skyscrapers. Retrieved from https://inhabitat.com/futuristic-paris-smart-city-is-filled-withflourishing-green-skyscrapers/

6.

La ville intelligente. (n.d.). Retrieved from https://www.efe.fr/formation/la-ville-intelligente

7.

Le plan stratégique “Paris intelligente et durable”. (2018, March 12). Retrieved from https://www.paris.fr/services-et-infos-pratiques/innovation-et-recherche/ville-intelligente-et-durable/
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Legros, C. (2017, October 13). Les libertés individuelles, oubliées de la smart city. Retrieved from https://www.lemonde.fr/smart-cities/article/2017/10/13/les-libertes-individuellesoubliees-de-la-smart-city_5200742_4811534.html

9.

Les aides à l’innovation et à la creation. (2018, January 26). Retrieved from https://www.paris.fr/services-et-infos-pratiques/innovation-et-recherche/paris-capitale-des-start-up/les-aides-al-innovation-et-a-la-creation-24577

10.

Licence de réutilisation des données. (n.d.). Retrieved from https://opendata.paris.fr/page/lalicence/11.

Lynch, G. (2015, January 19). Paris as a green and sustainable future city is even more beautiful. Retrieved from https://gizmodo.com/paris-as-a-green-and-sustainable-future-city-is-evenmo-1680372218

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Mairie de Paris Follow. (2015, September 16). Paris smart and sustainable city plan - illustrated presentation. Retrieved from https://www.slideshare.net/AgentNumerique/paris-smart-andsustainable-city-plan-illustred-presentation

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Paris named as most innovative European city in 2017 in Horizon 2020 competition. (2017, November 8). Retrieved from https://sciencebusiness.net/news/paris-named-most-innovativeeuropean-city-2017-horizon-2020-competition

14.

Paris, paradis des startups? (2014, December 23). Retrieved from http://archives.lesclesdedemain.lemonde.fr/les-enquetes-de-demain/paris-paradis-des-startups-_a-74-4673.html

15.

Smart City Paris: “citizen participation is a key priority”. (2015, December). Retrieved from https://atelier.bnpparibas/en/smart-city/article/smart-city-paris-citizen-participation-keypriority

Philadelphia
1.

Artificial intelligence Philadelphia (Philadelphia, PA). (2017, January 7). Retrieved from https://www.meetup.com/Artificial-Intelligence-Philadelphia/

2.

City of Philadelphia RFP for smart cities roadmap. (2017, April 10). Retrieved from http://www.philaenergy.org/public_bids/city-of-philadelphia-rfp-for-smart-cities-roadmap/

3.

City of Philadelphia: Innovation and technology. (2013, July 23). Retrieved from http://www.phila.gov/it/pages/default.aspx

4.

Community conservation partnership grants. (2017, August 21). Retrieved from http://www.dcnr.pa.gov/Communities/Grants/Pages/default.aspx

5.

Descant, S. (2017, October 19). Philadelphia kicks off smart city planning workshop. Retrieved from http://www.govtech.com/Philadelphia-Kicks-Off-Smart-City-Planning-Workshop.html

6.

Digital Literacy Alliance. (2017, January 22) Retrieved from http://www.mayorsfundphila.org/initiatives/digital-literacy-alliance/

7.

FastFWD. (2013, March 15). Retrieved from https://socialimpact.wharton.upenn.edu/programs/fastfwd/

8.

Harrison, J. D. (2016, April 11). Philadelphia is cultivating a vibrant startup ecosystem — and it’s not alone. Retrieved from https://www.uschamber.com/series/above-the-fold/philadelphia-cultivating-vibrant-startup-ecosystem-and-its-not-alone

9.

Institutionalizing innovation in Philadelphia. (2014, August 1). Retrieved from https://datasmart.ash.harvard.edu/news/article/institutionalizing-innovation-in-philadelphia-514

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Laying the groundwork: Philadelphia’s strategic approach to becoming a smart city. (2018, February 14). Retrieved from http://knowledge.wharton.upenn.edu/article/laying-groundworkphiladelphia-taking-strategic-approach-becoming-smart-city/

11.

Maykuth, A. (2018, April 16). Philly has a plan to replace decaying water pipes and sewers. And you will pay for it. Retrieved from http://www.philly.com/philly/business/pwdphiladelphia-water-department-proposes-11-percent-rate-hike-20180416.html

12.

Newcombe, T. (2014, August 1). Philadelphia opens innovation lab for city employees. Retrieved from http://www.govtech.com/local/Philadelphia-Opens-Innovation-Lab-for-CityEmployees.html

13.

Office of innovation & technology fiscal year 2019 budget testimony. (2018, April 10). Retrieved from http://phlcouncil.com/wp-content/uploads/2018/04/FY19-Testimony_OIT_submittedto-Council-4.9.pdf

14.

PCI’s innovation ecosystem. (2017, June 14). Retrieved from http://pci.upenn.edu/pcis-innovation-ecosystem/

15.

Philadelphia. Smart city. Smart choice. (2016, October 10). Retrieved from http://www.phila.gov/commerce/Documents/Philadelphia_Smart.City_Smart.Choice.pdf

16.

Philadelphia2035. (2017, July 26). Retrieved from https://www.phila2035.org/citywide-vision

17.

Procuring innovation. (2014, February 26). Retrieved from https://datasmart.ash.harvard.edu/news/article/philadelphia-mayors-challenge-391

18.

Regional, state, and local opportunities for funding smart growth projects. (2018, January 23). Retrieved from https://www.epa.gov/smartgrowth/regional-state-and-local-opportunitiesfunding-smart-growth-projects

19.

Shueh, J. (2014, February 5). Philly teaches officials with new innovation academy. Retrieved from http://www.govtech.com/education/philly-innovation-academy-.html

20.

Technical.ly Philly. (2018, July 3). Retrieved from https://technical.ly/philly/

21.

Three-year Action Plan. (2017, September). Retrieved from http://visionzerophl.org/uploads/attachments/cj8a9vbdj074ojnd66ah3mxxi-2017-vz-action-plan-final.pdf

22.

Wink, C. (2012, April 26). Open data policy: Mayor Nutter to sign executive order pledging data releases. Retrieved from https://technical.ly/philly/2012/04/26/open-data-policy-mayornutter-sign-executive-order/

Phuket1.

Asawateera, P. (2016, October). Phuket Smart City Road Map. Retrieved from https://phuketrealestateassociation.files.wordpress.com/2016/10/pkt-smartcity-ws-update.pdf

2.

Bangkok Post. (2016, August 1). A tale of smart cities. Retrieved from https://www.pressreader.com/thailand/bangkok-post/20160801/282110635979596

3.

Basu, M. (2016, March 27). Thailand budgets $12 million for Phuket smart city. Retrieved from https://govinsider.asia/smart-gov/thailand-budgets-12-million-for-phuket-smart-city/

4.

Basu, M. (2017, December 7). Exclusive: Phuket’s smart city vision. Retrieved from https://govinsider.asia/smart-gov/phuket-smart-city-digital-economy-pracha-asawathira/5.

Ho, E. (2017, May 1). Smart City Phuket: Leveraging the IoT for Tourism. Retrieved from http://iotbusiness-platform.com/blog/smart-city-phuket-leveraging-iot-tourism/

6.

Leesa-Nguansuk, S. (2017, November 18). More smart cities planned in 2018. Retrieved from https://www.bangkokpost.com/tech/local-news/1362595/more-smart-cities-planned-in-20187.

Leesa-Nguansuk, S. (2018, May 1). New data law aimed at ensuring privacy. Retrieved from https://www.bangkokpost.com/business/news/1455534/new-data-law-aimed-at-ensuringprivacy

8.

Stephens, D. (2016, September 26). BIM Innovation Centre Transforms Phuket. Retrieved from https://thebimhub.com/2016/09/26/bim-innovation-centre-transforms-

9.

The Nation. (2018, March 17). More Wi-Fi hotspots for Phuket as plan to tag tourists mulled. Retrieved from http://www.nationmultimedia.com/detail/breakingnews/30341155

10.
11.

1

The Phuket News. (2016, June 12). Phuket Opinion: Scoping change with a 2020 vision. Retrieved from https://www.thephuketnews.com/phuket-opinion-scoping-change-with-a-2020vision-57838.php#vteT14WFmWwQMgDd.99
Urbana World. (2017, February 28). Five start-ups reach final round of DEPA Phuket smart-city project. Retrieved from https://www.urbanaworld.com/five-start-ups-reach-final-round-ofdepa-phuket-smart-city-project/

Pune
1.

Bhunia, P. (2017, October 28). Digital literacy scheme launched in India to cover 60 million rural households by March 2019. Retrieved from https://www.opengovasia.com/articles/7352digital-literacy-scheme-launched-in-india-to-cover-60-million-rural-households-by-march-2019

2.

Delivering Change Foundation. (n.d.). Pune Smart City. Retrieved from http://www.deliveringchangefoundation.org/pdfs/PuneSmartCity.pdf

3.

Enterprise Singapore. (2017, March 23). IE Singapore partners Pune to help Singapore urban solutions providers participate in India’s Smart Cities Mission. Retrieved from https://ie.enterprisesg.gov.sg/Venture-Overseas/Browse-By-Market/Asia-Pacific/India/News/mc/Media-Releases/2017/3/IE-Singapore-partners-Pune-to-help-Singapore-urban-solutionsproviders-participate-in-Indias-Smart-Cities-Mission

4.

Gadkari, S. (2016, January 26). PMC goes wise in budget, makes funding separations. Retrieved from https://punemirror.indiatimes.com/pune/civic//articleshow/50723335.cms

5.

Government of India – Ministry of Commerce and Industry. (n.d.). Startup India. Retrieved from https://www.startupindia.gov.in/index.php

6.

Pune Municipal Corporation. (2015, December). SMART PUNE – Creation of a Vision Community. Retrieved from https://smartnet.niua.org/sites/default/files/resources/Smart%20PuneCitizen%20Engagement%20Case%20Study.pdf

7.

Pune Municipal Corporation. (2017). Policies. Retrieved from https://pmc.gov.in/en/policies

8.

Pune Smart City Development Corporation Ltd. (2015, December). Transforming Pune into a world-class Smart City. Retrieved from http://opendata.punecorporation.org/PMCReports/
PSCDCL-Smart-City-Proposal-Presentation.pdf

9.

Pune Smart City Development Corporation Ltd. (2017). Reimagining Pune: Mission Smart City. Retrieved from https://punesmartcity.in/wp-content/uploads/2017/10/SPC.pdf

10.

Pune Smart City Development Corporation Ltd. (2018). Pan City Initiatives. Retrieved from https://punesmartcity.in/pan-city-initiatives/

11.

Pune Smart City Development Corporation Ltd. (2018). Strategy. Retrieved from https://punesmartcity.in/strategy/

12.

Pune Smart City Development Corporation Ltd. (2018). Vision. Retrieved from https://punesmartcity.in/vision/

13.

Smart Cities Council. (2017, December 5). AI to make Pune a truly “Smart City”. Retrieved from https://india.smartcitiescouncil.com/article/ai-make-pune-truly-smart-city

14.

The Indian Express. (2015, February 28). PMC Budget 2015: Flyovers, bridges proposed. Retrieved from http://indianexpress.com/article/cities/pune/pmc-budget-2015-flyovers-bridgesproposed/

15.

The Indian Express. (2017, October 18). PMC likely to cut about 45% in its budget. Retrieved from http://indianexpress.com/article/cities/pune/pmc-likely-to-cut-about-45-in-itsbudget-4896016/

16.

The Times of India. (2015, December 10). Pune’s smart city plan to cost Rs 3,480 crore. Retrieved from https://timesofindia.indiatimes.com/city/pune/Punes-smart-city-plan-to-cost-Rs-3480crore/articleshow/50018672.cms

17.

The Times of India. (2018, February 24). Innovation hub ready, to be inaugurated on Feb 28. Retrieved from https://timesofindia.indiatimes.com/city/pune/innovation-hub-ready-to-beinaugurated-on-feb-28/articleshow/63050693.cms

18.

Urban Hub. Pune – one of India’s best smart cities leads with citizen engagement and top technology. Retrieved from http://www.urban-hub.com/cities/pune-uses-smart-city-concepts-forresidents/

Reykjavik
1.

3 ways Reykjavik is rising as a sustainable leader. (2018, February 5). Retrieved from https://eu.smartcitiescouncil.com/article/3-ways-reykjavik-rising-sustainable-leader

2.

Better Reykjavik. (2010, May 6). Retrieved from https://www.citizens.is/portfolio_page/better_reykjavik/

3.

Better Reykjavík. (2014, November 23). Retrieved from https://reykjavik.is/en/better-reykjavik-0

4.

Borgarvefsjá - English manual. (2008, October 15). Retrieved from https://reykjavik.is/borgarvefsja-english-manual

5.

City of Reykjavik budget 2015–2019. (2015, March 27). Retrieved from https://reykjavik.is/sites/default/files/ymis_skjol/skjol_utgefid_efni/budget_2015-2019_english_version_20150327.
pdf

6.

CityHack. (2018, May 3). Retrieved from http://www.reykjaviksmartcity.is/cityhack

7.

My Neighbourhood. (2011, December 15). Retrieved from https://www.citizens.is/portfolio_page/my-neighbourhood/8.

Reykjavík smart city. (2016, January 12). Retrieved from https://reykjavik.is/en/reykjavik-smart-city

9.

Reykjavík Smart City. (2018, May 3). Retrieved from http://www.reykjaviksmartcity.is/about-conference

10.

Snjallborgin Reykjavík. (2018, April 26). Retrieved from http://verkefni.snjallborgin.is/?lang=en

11.

The conference. (2018, May 3). Retrieved from http://www.reykjaviksmartcity.is/conference

Rio de Janeiro
1.

Aguiar, A. 2011, January 15). Rio de Janeiro natural disasters. Retrieved from https://rgsgeogy.wordpress.com/2011/01/15/rio-de-janeiro-natural-disasters/

2.

Egusa, C. and Carter, D. (2017, January 20). Brazil: A look into Latin America’s largest startup ecosystem. Retrieved from https://techcrunch.com/2017/01/19/brazil-a-look-into-latinamericas-largest-startup-ecosystem/

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3.

Enterprise IoT Summit. (2017, March 20). Smart city case study: Rio de Janeiro. Retrieved from https://enterpriseiotsummit.com/smart-city-case-study-rio-de-janeiro/

4.

Fernandes, M. (2017). Rio de Janeiro Startup Ecosystem. Retrieved from https://www.startupblink.com/blog/rio-de-janeiro-startup-ecosystem/

5.

Garnham, J.P. (2016, August 8). Will Rio be a ‘smarter’ city after the Olympic Games?. Retrieved from https://www.citylab.com/design/2016/08/will-rio-be-a-smarter-city-after-the-olympicgames/494912/

6.

Glickhouse, R. (2013, April 10). Melding Technology and Urban Management: Rio de Janeiro’s Operations Center. Retrieved from https://www.as-coa.org/blogs/melding-technology-andurban-management-rio-de-janeiros-operations-center

7.

Innovation House Rio. (2015, May 26). Smart City Projects in Brazil. Retrieved from https://innovationhouserio.wordpress.com/2015/05/26/smart-city-projects-in-brazil/

8.

Jaffe, E. (2016, May 11). 4 lessons from Rio’s ‘flawed’ smart cities initiative. Retrieved from https://medium.com/sidewalk-talk/4-lessons-from-rios-flawed-smart-cities-initiative31cbf4e54b72

9.

Mari, A. (2014, May 6). Intel launches R&D center in Rio de Janeiro. Retrieved from https://www.zdnet.com/article/intel-launches-r-d-center-in-rio-de-janeiro/

10.

Marion. (2017, June 22). Smart City Projects in Rio de Janeiro. Retrieved from http://safesmart.city/en/smart-city-projects-rio-de-janeiro/

11.

Martin. (2014, July 23). Startup Hubs Around the World: Rio de Janeiro. Retrieved from https://www.cleverism.com/rio-de-janeiro-startup-hubs-around-world/

12.

Matheus, R. and Ribeiro, M.M. (2014, August). Case Study – Open Government Data in Rio de Janeiro City. Retrieved from http://www.opendataresearch.org/sites/default/files/
publications/5-%20Open%20Government%20Data%20in%20Rio%20de%20Janeiro%20City-print.pdf

13.

Salunkhe, U. (2017, January 6). Realising smart cities dream: A few lessons from Rio de Janeiro. Retrieved from https://www.firstpost.com/business/realising-smart-cities-dream-lessons-riode-janeiro-2349680.html

14.

Schreiner, C. (2016, June). International Case Studies of Smart Cities: Rio de Janeiro, Brazil. Retrieved from https://publications.iadb.org/handle/11319/7727 https://publications.iadb.org/
handle/11319/7727 https://publications.iadb.org/handle/11319/7727

15.

The Economist. (2011, January 20). After the flood. Retrieved from https://www.economist.com/the-americas/2011/01/20/after-the-flood

16.

The Guardian. (2010, April 8). Rio slum landslide leaves hundreds dead. Retrieved from https://www.theguardian.com/world/2010/apr/08/rio-landslide-brazil

17.

The Rio Times. (2013, June 25). 21212 Digital Accelerator in Rio de Janeiro. Retrieved from http://riotimesonline.com/brazil-news/rio-business/21212-digital-accelerator-in-rio-de-janeiro/

18.

The Secretariat of Guangzhou International Award for Urban Innovation. (2014). Rio Operations Center: integrating data and monitoring utilities in a truly intelligent system. Retrieved fromhttp://www.urban-innovations.org/index.php/Rio_Operations_Center:_integrating_data_and_monitoring_utilities_in_a_truly_intelligent_system

19.

Varsano, F.R. (2016, January 5). Integrated Command Center to Coordinate Security Efforts for Rio 2016. Retrieved from https://dialogo-americas.com/en/articles/integrated-commandcenter-coordinate-security-efforts-rio-201620.

Wakefield, J. (2013, September 9). Tomorrow’s cities: Rio de Janeiro’s bid to become a smart city. Retrieved from https://www.bbc.com/news/technology-22546490

San Francisco
1.

About Joint Venture. (2012, January 6). Retrieved from https://jointventure.org/about-us/about-joint-venture2.

Anzilotti, E. (2017, April 10). A solution for the Bay Area’s traffic woes, and other world-changing transportation ideas. Retrieved from https://www.fastcompany.com/40402898/a-solutionfor-the-bay-areas-traffic-woes-and-other-world-changing-transportation-ideas

3.

City of San Francisco advanced transportation and congestion management technologies deployment initiative. (2017, June 1). Retrieved from https://www.sfmta.com/sites/default/files/
projects/2017/ATCMTD%20Grant%20Application.pdf

4.

1

City of San Francisco Meeting the Smart City Challenge Volume 1. (2016, May 15). Retrieved from https://cms.dot.gov/sites/dot.gov/files/docs/San-Francisco-SCC-Technical-Application.
pdf

5.

City of San Francisco: Meeting the smart city challenge. (2016, April 29). Retrieved from https://www.transportation.gov/sites/dot.gov/files/docs/San%20Francisco%20Vision%20
Narrative.pdf

6.

Digital Cities Program. (2017, May 18). Retrieved from https://gpc.stanford.edu/digital-cities-program

7.

Exploring the Bay Area innovation ecosystem. (2017, December 19). Retrieved from http://www.futureofbusinessandtech.com/business-solutions/exploring-the-bay-area-innovationecosystem

8.

Grants and contracts. (2013, December 15). Retrieved from https://sfenvironment.org/about/grants

9.

iHub. (2016, March 24). Retrieved from http://sfced.org/sf-ihub/

10.

Innovation is the name for San Francisco. (2017, October 13). Retrieved from https://www.smartcity.press/san-francisco-most-innovative-city-in-us/

11.

Kline, K. (2014, August 18). Exploring the Bay Area’s innovation ecosystem – first stop: the shipyard at Hunter’s Point. Retrieved from https://www.thinksiliconvalley.com/blog/exploringbay-areas-innovation-ecosystem-first-stop-shipyard-hunters-point/

12.

Marta hackathon: Smart city + IoT. (2015). Retrieved from https://generalassemb.ly/education/marta-hackathon-smart-city-iot/san-francisco

13.

Project innovation grant recipients. (2018, April 10). Retrieved from https://www.nbcbayarea.com/on-air/community/Project-Innovation-Grant-Recipients-479311943.html

14.

Rosencrance, L. (2017, November 20). San Francisco smart city pilots aim to make streets safer. Retrieved from https://internetofthingsagenda.techtarget.com/feature/San-Francisco-smartcity-pilots-aim-to-make-streets-safer

15.

San Francisco smart city challenge 2016. (2016, April 22). Retrieved from http://smartcitysf.com/

16.

Schrimmer, D. (2015, December 17). Case study of 21st-century civic engagement. Retrieved from https://datasmart.ash.harvard.edu/news/article/case-study-of-21st-century-civicengagement-771

17.

SF Mayor’s Office of Civic Innovation. (2016, October 22). Retrieved from http://www.innovation.sfgov.org/

18.

Smart Cities Research Center. (2016, May 30). Retrieved from http://smartcities.berkeley.edu/

19.

Urban Innovation Fund. (2015, October 25). Retrieved from http://www.urbaninnovationfund.com/

20.

Valenta, B. (2017, October 4). How San Francisco is opening more data with a premium on privacy. Retrieved from https://datasmart.ash.harvard.edu/news/article/how-san-francisco-isopening-more-data-with-a-premium-on-privacy-1135

21.

Van Ness improvement project. (2016, October 28). Retrieved from https://www.sfmta.com/projects/van-ness-improvement-project

Seattle1.

2030 Districts. (2018). Seattle 2030 District. Retrieved from http://www.2030districts.org/seattle2.

Brazel, R. (2017, July 20). City of Seattle Hires Kate Garman as First Smart City Coordinator. Retrieved from http://techtalk.seattle.gov/2017/07/20/city-of-seattle-hires-kate-garman-as-firstsmart-city-coordinator/

3.

City of Seattle open data policy. (2016, February 27). Retrieved from https://data.seattle.gov/stories/s/City-of-Seattle-Open-Data-Policy/urux-ir64/

4.

City of Seattle. (2018). Grants and Funding. Retrieved from http://www.seattle.gov/services-and-information/grants-and-funding

5.

City of Seattle. (2018). Smart, data-driven City. Retrieved from https://www.seattle.gov/tech/initiatives/smart-cities

6.

Executive Order 2016-01. (2016, February 4). Retrieved from http://murray.seattle.gov/wp-content/uploads/2016/02/2.26-EO.pdf

7.

Faife, C. (2017, October 2). The Safe Way to Build a Smart City. Retrieved from https://www.citylab.com/solutions/2017/10/municipal-open-data-smart-city-guidelines-seattlelessons/541578/

8.

Farnham, S. (2016, September 26). City of Seattle’s Investment in Smart City Technology. Retrieved from http://thirdplacetechnologies.com/city-of-seattles-investment-in-smart-citytechnology/

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Glundberg-Prossor, K. (2016, September 26). Proposed Seattle Information and Technology Budget 2017-2018. Retrieved from http://techtalk.seattle.gov/2016/09/26/proposed-seattleinformation-and-technology-budget-2017-2018/10.

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Seoul
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Shenzhen1.

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Singapore1.

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Shiao, V. (2018, January 30). Budget 2018: Singapore R&D tax perks could be among world’s weakest when PIC expires, says KPMG. Retrieved from https://www.straitstimes.com/business/
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Yu, E. (2017, May 24). Singapore government reaffirms $1.7B commitment to smart nation, digital transformation. Retrieved from https://www.zdnet.com/article/singapore-governmentreaffirms-1-7b-commitment-to-smart-nation-digital-transformation/

Stockholm
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Surat
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Sydney1.

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City of Sydney. (2018, June 18). Innovation grants. Retrieved from http://www.cityofsydney.nsw.gov.au/community/grants-and-sponsorships/business-grants/innovation-grant

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City of Sydney. (N.D.). Makerspace kits. Retrieved from http://www.cityofsydney.nsw.gov.au/explore/libraries/collections/makerspace-kits

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Corner, S. (2018, February 8). Smart poles come to Sydney’s Domain and Botanic Garden. Retrieved from https://www.iothub.com.au/news/smart-poles-come-to-sydneys-domain-andbotanic-garden-484764

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Corner, S. (2018, January 9). Sydney city to get free Wi-Fi, smart street furniture. Retrieved from https://www.iothub.com.au/news/sydney-city-to-get-free-wi-fi-smart-streetfurniture-480755

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Gutierrez, P. (2016, May 31). Shining a light on Sydney’s smart city ideas. Retrieved from https://www.iothub.com.au/news/shining-a-light-on-sydneys-smart-city-ideas-420264

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Gutierrez, P. (2017, February 2). Urban innovation hub earmarked for Western Sydney. Retrieved from https://www.iothub.com.au/news/urban-innovation-hub-earmarked-for-westernsydney-449671

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Innovation Central Sydney. (2018). People, process, data, and things. Retrieved from https://icentralau.com.au/Sydney/

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Powell, D. (2018, April 24). Sydney deep tech incubator Cicada Innovations takes out global award for top incubator. Retrieved from https://www.smartcompany.com.au/startupsmart/news-analysis/sydney-deep-tech-incubator-cicada-innovations-wins-global-award-for-top-incubator/

17.

Redrup, Y. (2016, September 20). Govt opens $23m start-up incubator support program. Retrieved from http://www.afr.com/technology/govt-opens-23m-startup-incubator-supportprogram-20160919-grjb4t

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The Committee for Sydney. (2017, November 28). Sydney slow to invest in smart city infrastructures and planning – new report. Retrieved from http://www.sydney.org.au/sydney-slow-toinvest-in-smart-city-infrastructures-and-planning-new-report/

20.

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Taipei1.

China Times. (2017, March 15). Smart Taipei Competing with the World: Aiming to Export the Full Suite of Smart Solutions. Retrieved from http://www.chinatimes.com/cn/
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Digital Innovation & Governance Initiactive Committee. (n.d.). Taipei Smart City launches Smart District. Retrieved from https://www.digi.ey.gov.tw/News_Content.
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3.

E-Nanyang. (2017, January 1). Promoting New South with 140 Million: 35 Scholarships Provided for Studying in Taiwan. Retrieved from http://www.enanyang.my/news/20170101/
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php?id=298

4.

IThome. (2018, January 27). Taiwan AI Academy Opened Today: Educate 7,500 AI Talent Annually with Five Branch Schools. Retrieved from https://www.ithome.com.tw/news/120960

5.

Lin, Q. (2017, December). City Management and Smart City: Taipei’s Strategy for Promoting Industries. Retrieved from https://www.ndc.gov.tw/Content_List.aspx?n=C5740743A21CF587

6.

Secretariat, Taipei City Government. (2018, April 16). 2018 Smart City Expo & Mayor Summit: a Great Success in Showcasing Global Smart City Solutions in Taipei. Retrieved from https://
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Smart City & IoT. (2018, March 3). 2018 Smart City Mayors’ Summit. Retrieved from http://smartcity.org.tw/2018mayors_summit.php

8.

Startup@Taipei. (n.d.). Home. Retrieved from https://www.startup.taipei/

9.

Taipei City Government. (2018, April 30). Taipei Smart City Project Management Office Budget and Progress. Retrieved from http://obas_front.tcc.gov.tw:8080/Agenda/DownloadFile.
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11.

Taipei City Government. (n.d.). Air Boxes PM2.5. Retrieved from https://www.smartcity.taipei/events/24?locale=en

12.

Taipei City Government. (n.d.). Challenges. Retrieved from https://smartcity.taipei/challenges

13.

Taipei City Government. (n.d.). Contact. Retrieved from https://smartcity.taipei/contact

14.

Taipei City Government. (n.d.). Result. Retrieved from https://smartcity.taipei/events/performed_result

15.

Taipei City Government. (n.d.). Solutions. Retrieved from https://smartcity.taipei/solution/

16.

Taipei City Government. (n.d.). Taipei City builds IoT Innovation Lab to create more smart applications. Retrieved from https://smartcity.taipei/events/33?locale=en

17.

Taipei City Government. (n.d.). Taipei Smart City Industrial Field Pilot Program. Retrieved from https://smartcity.taipei/posts/16?locale=en

Tel Aviv
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Audi. (n.d.). Silicon Wadi. Retrieved from https://www.audi.com/en/innovation/futuredrive/silicon-wadi.html

3.

Ayyar, R. (2016). Beyond Silicon Valley: 6 booming startup hubs around the world. Retrieved from https://www.startupgrind.com/blog/beyond-silicon-valley-6-booming-startup-hubsaround-the-world/

4.

Azeez, W. (2016, May 10). Tel Aviv: A smart city where community engagement is the measure of success. Retrieved from https://www.computerweekly.com/news/450295854/Tel-Aviv-Asmart-city-where-community-engagement-is-the-measure-of-success5.

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7.

Gavish, E. (2018, January 10). The Ultimate Tel Aviv Startup City Guide. Retrieved from https://magazine.startus.cc/ultimate-tel-aviv-startup-city-guide/8.

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Nicholas, J. (2015, November 3). These stats show how insane Israel’s startup scene is. Retrieved from http://www.businessinsider.com/stats-show-how-insane-israels-startup-scene-is-201511/?IR=T

10.

Rowley, M.J. (2016, September 26). How Tel Aviv’s tech ecosystem thrives. Retrieved from https://newsroom.cisco.com/feature-content?type=webcontent&articleId=1791430

11.

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12.

Smart City Tel Aviv. (N.D.). Tel Aviv Smart City. Retrieved from https://www.tel-aviv.gov.il/en/WorkAndStudy/Documents/SMART%20CITY%20TEL%20AVIV.pdf

13.

Solomon, S. (2016, September 26). Tel Aviv aims to become beta site for smart city tech. Retrieved from https://www.timesofisrael.com/tel-aviv-aims-to-become-beta-site-for-smart-city-tech/

14.

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15.

Steinmetz, C. (2018, April 23). How can a city become a ‘smart city’? This is how Tel Aviv did it. Retrieved from16.

Tel Aviv Smart City. (n.d.). Retrieved from https://www.tel-aviv.gov.il/en/abouttheCity/Pages/SmartCity.aspx

17.

Steinmetz, C. (2018, April 23). How can a city become a ‘smart city’? This is how Tel Aviv did it. Retrieved from https://www.business-standard.com/article/international/how-can-a-citybecome-a-smart-city-this-is-how-tel-aviv-did-it-118042300086_1.html

18.

Tel Aviv wins World Smart Cities award in Barcelona. 250 cities competed in the competition! CIO is Technion graduate. (2014, November 25). Retrieved from http://www.israelscienceinfo.
com/en/hightech/mairie-tel-aviv-remporte-prix-smart-city-barcelone/19.

Tel Aviv: Startup City From Day One. (2016, January 17). Retrieved from https://www.tel-aviv.gov.il/en/Pages/ArticlePage.aspx?WebID=9336473c-1537-4ab6-8a69d299b5db8bcc&ListId=b4eda22c-a69a-4bef-9479-05d5a832ad16&ItemId=12

20.

The world’s best start-up hubs: Tel Aviv, Israel. (2014, December 9). Retrieved from https://www.virgin.com/entrepreneur/worlds-best-start-hubs-tel-aviv-israel

21.

Toch, E., & Feder, E. (2016). International Case Studies of Smart Cities: Tel Aviv, Israel. Retrieved from22.

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23.

Toch, E., & Feder, E. (2016). International Case Studies of Smart Cities: Tel Aviv, Israel. Retrieved from https://publications.iadb.org/handle/11319/7718

24.

Zaum, Ayal. (2015, September 20). How Tel Aviv won the smart city award, without even knowing it is one?. Retrieved from https://www.smart-circle.org/blog/tel-aviv-won-smart-cityaward-without-even-knowing-one/

Tokyo
1.

Aoki, M. (2017, April 6). Japan’s latest English-proficiency scores disappoint. Retrieved from https://www.japantimes.co.jp/news/2017/04/06/national/japans-latest-english-proficiencyscores-disappoint/#.WxdSXJ8zaiM

2.

Dechert, S. (2014, October 1). Japan Focuses On Zero-Energy Buildings. Retrieved from https://cleantechnica.com/2014/10/01/japan-focuses-zero-energy-buildings/

3.

EU-Japan Centre for Industrial Cooperation. (2015, April). Tokyo Smart City Development in Perspective of 2020 Olympics Opportunities for EU-Japan Cooperation and Business
Development. Retrieved from https://www.eu-japan.eu/sites/default/files/publications/docs/smart2020tokyo_final.pdf

4.

1

5.

Japan External Trade Organization. (2016, August). Incentive Programs. Retrieved from https://www.jetro.go.jp/en/invest/incentive_programs/

6.

Japan for Sustainability. (2018, May 27). Tokyo, NTT Docomo Conduct Trial of Food Loss Reduction Program. Retrieved from https://www.japanfs.org/en/news/archives/news_id036078.
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7.

McCaskill, S. (2017, May 22). Smart Stadiums, Streets & Airports: The Tokyo 2020 Olympics. Retrieved from https://www.silicon.co.uk/networks/tokyo-2020-panasonic-212535?inf_
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8.

News on Japan. (2017, October 21). Tokyo govt to issue ‘green bonds’ totaling 10 billion yen. Retrieved from http://newsonjapan.com/html/newsdesk/article/121404.php

9.

SmartCity Press. (2017, September 29). What Makes Tokyo The Greenest City Of Asia-Pacific Region. Retrieved from https://www.smartcity.press/asia-pacifics-greenest-city-tokyo

10.

Tokyo Metropolitan Government. (2016). Policy Speech by the Governor of Tokyo, Yuriko Koike, at the Third Regular Session of the Tokyo Metropolitan Assembly, 2016. Retrieved fromhttp://www.metro.tokyo.jp/ENGLISH/GOVERNOR/SPEECHES/2016/1003/contents02.htm

11.

Tokyo Metropolitan Government. (2017, February). Green Bonds Issuance Policy. Retrieved from http://www.zaimu.metro.tokyo.jp/bond/en/tosai_news_topics/news_topics/
greenbond_290222_2.pdf

12.

Tokyo Metropolitan Government. New Tokyo, New Tomorrow. Retrieved from http://www.metro.tokyo.jp/english/about/plan/documents/pocket_english.pdf

13.

World Academy of Science, Engineering and Technology. (2018, March). ICSCSD Tokyo 2018: 20th International Conference on Smart Cities and Sustainable Development. Retrieved fromhttps://waset.org/conference/2018/05/tokyo/ICSCSD

EU-JPN Center. (2018, October 09). Tokyo Smart City Development In Perspective of 2020 Olympics - Opportunities for EU-JAPAN Cooperation And Business Development. Retrieved fromhttps://www.eu-japan.eu/publications/tokyo-smart-city-development-perspective-2020-olympics-opportunities-eu-japan

Toronto1.

Bailao, A. (2017, September 13). City of Toronto launches Civic Innovation Office. Retrieved from http://www.anabailao.com/city_of_toronto_launches_civic_innovation_office2.

Bloomberg Philanthropies. (2017, January 12). Bloomberg Philanthropies Expands Innovation Teams Program to Seven New Cities Across the Globe. Retrieved from https://www.bloomberg.
org/press/releases/innovation-teams-program-expands-seven-new-cities/

3.

City of Toronto. (2017, November). Toronto Leads Innovation. Retrieved from https://www.toronto.ca/wp-content/uploads/2017/11/973e-Toronto-Leads-Innovation.pdf

4.

City of Toronto. (2018, January). Open Data Master Plan. Retrieved from https://www.toronto.ca/city-government/data-research-maps/open-data/open-data-master-plan/

5.

City of Toronto. (2018). Civic Innovation Office. Retrieved from https://www.toronto.ca/city-government/accountability-operations-customer-service/city-administration/staff-directorydivisions-and-customer-service/civic-innovation-office/6.

City of Toronto. (2018). Outreach & Engagement. Retrieved from https://www.toronto.ca/city-government/planning-development/outreach-engagement/

7.

Crane, D. (2017, May 16). Toronto smart city revolution requires partnerships. Retrieved from https://www.itworldcanada.com/article/toronto-smart-city-revolution-requirespartnerships/393206

8.

Emin Wood, E. (2016, November 30). City staff think Toronto can save $1.2B create 19,000 jobs with tech. Retrieved from https://www.itbusiness.ca/news/city-staff-think-toronto-can-save-12b-per-year-with-tech/83880

9.

Geib, C. (2018, April 10). Alphabet Will Start Toronto Smart City Project This Summer. Residents Still Have Questions. Retrieved from https://futurism.com/alphabet-toronto-smart-citypilot/

10.

Kurji, N. (2017, December 22). Toronto’s thriving AI ecosystem serves as a model for the world. Retrieved from https://venturebeat.com/2017/12/22/torontos-thriving-ai-ecosystem-servesas-a-model-for-the-world/

11.

Robinson, P. (2017, October 25). New Toronto Smart City Project Has To Be Open Too. Retrieved from https://www.huffingtonpost.ca/pamela-robinson/new-toronto-smart-city-project-hasto-be-open-too_a_23251913/

12.

Smart Cities Coucil. (2016, September 7). Real citizen engagement: 3 reasons, 3 successes, 3 tools. Retrieved from https://smartcitiescouncil.com/article/real-citizen-engagement-3-reasons-3successes-3-tools

13.

Smart Cities Working Group. (2017). A Call For Collaborative Action. Retrieved from https://www.bot.com/Portals/0/unsecure/advocacy/smartcities2017/files/assets/basic-html/index.
html#1

14.

Williams, M., and Meikle, R. (2017, October 24). Smarter Cities Initiative. Retrieved from https://www.toronto.ca/legdocs/mmis/2017/ex/bgrd/backgroundfile-107505.pdf

15.

Wray, S. (2018, January 14). Paying for Smart Cities: Where’s the Money?. Retrieved from https://hub.beesmart.city/strategy/paying-for-smart-cities-wheres-the-money

Vancouver
1.

Alacrity Canada. (2018). Vancouver’s Sustainable IT/CleanTech Cluster. Retrieved from https://www.alacritycanada.com/2016/05/20/vancouvers-sustainable-it-cleantech-cluster/2.

Burgmann, T. (2016, January 18). B.C. adds computer-coding to curriculum as it emphasizes tech skills. Retrieved from http://vancouversun.com/news/local-news/b-c-adds-computercoding-to-curriculum-as-it-emphasizes-tech-skills

3.

CBC News. (2018, March 5). Want to build the city of the future? Here’s your chance. Retrieved from http://www.cbc.ca/news/canada/british-columbia/smart-cities-vancouversurrey-1.4560685

4.

City of Surrey. (2018, February 5). Vancouver and Surrey join forces for Smart Cities Challenge. Retrieved from https://www.surrey.ca/city-government/26026.aspx

5.

City of Vancouver. (2013, April). Digital Strategy. Retrieved from http://vancouver.ca/files/cov/City_of_Vancouver_Digital_Strategy.pdf

6.

City of Vancouver. (2018, February 5). Vancouver and Surrey join forces for Smart Cities Challenge. Retrieved from http://vancouver.ca/news-calendar/vancouver-and-surrey-join-forcesfor-smart-cities-challenge.aspx

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City of Vancouver. (2018). Vancouver innovation economy map. Retrieved from http://vancouver.ca/home-property-development/vancouver-innovation-economy-map.aspx

8.

City Studio. (2018). About CityStudio Vancouver. Retrieved from https://www.citystudiovancouver.com/what-we-do/

9.

Enbysk, L. (2013, April 18). Vancouver, B.C. proposes $30M smart cities plan. Retrieved from https://smartcitiescouncil.com/article/vancouver-bc-proposes-30m-smart-cities-plan10.

Foth, M. (2016, June 1). Early experiments show a smart city plan should start with people first. Retrieved from https://theconversation.com/early-experiments-show-a-smart-city-planshould-start-with-people-first-60174

11.

Kovacs, M. (2017, October 5). Vancouver’s chief technology officer keeping the city ahead of the digital curve. Retrieved from https://www.itworldcanada.com/article/vancouvers-chieftechnology-officer-keeping-the-city-ahead-of-the-digital-curve/397353

12.

Li, W. (2018, April 25). Data solutions present ‘smart’ way for cities to grow, says Surrey. Retrieved from https://www.thestar.com/vancouver/2018/04/25/data-solutions-present-smartway-for-cities-to-grow-says-surrey.html

13.

Marketplace.city Inc. (2017). Vancouver. Retrieved from https://marketplace.city/cities/vancouver

14.

Vancouver Economic Comission. (2018). Incentives for Tech & ICT. Retrieved from http://www.vancouvereconomic.com/vancouver-tech-incentives/

15.

Vancouver Economic Commission. (2018). GDDP – How It Works. Retrieved from http://www.vancouvereconomic.com/gddp/gddp-how-it-works/

16.

Vancouver Public Library. (2017, September 12). Retrieved from https://www.vpl.ca/library/news/2017/vancouvers-library-launches-new-digital-essentials-workshops-21st-century-skills

Vienna1.

About ASCR. (2013, October 1). Retrieved from http://www.ascr.at/en/about-ascr/

2.

Awards, studies and rankings. (2013, June 22). Retrieved from https://smartcity.wien.gv.at/site/en/the-initiative/awards-studies-and-rankings/

3.

Buntz, B. (2016, August 19). Meet Austria’s smart city of the future. Retrieved from http://www.ioti.com/smart-cities/meet-austria-s-smart-city-future

4.

Contact. (2017, December 13). Retrieved from https://smartcity.wien.gv.at/site/en/contact/

5.

Das budget der Stadt Wien. (2005, July 19). Retrieved from https://www.wien.gv.at/finanzen/budget/

6.

Energy research. (2017, September 30). Retrieved from https://www.ascr.at/en/energy-research/

7.

Integrated Urban Development. (2016, April 8). Retrieved from https://www.technikum-wien.at/en/study_programs/master_s/integrative_urban_development_smart_city/8.

Posirca, O. (2016, November 14). How Vienna is steaming ahead on development under smart cities concept. Retrieved from http://business-review.eu/news/how-vienna-is-steamingahead-on-development-under-smart-cities-concept-124263

9.

Projects. (2017). Retrieved from https://smartcity.wien.gv.at/site/en/projects/

10.

Smart city – what is a smart city. (2016, July 20). Retrieved from https://www.wien.gv.at/stadtentwicklung/studien/pdf/b008403j.pdf

11.

Smart city Wien framework strategy overview. (2016). Retrieved from https://smartcity.wien.gv.at/site/files/2016/12/161214_SC_KF_ENG_WEB_Einzel.pdf

12.

Smart city Wien Vision 2050 Roadmap for 2020 and beyond. (2010, March 2). Retrieved from https://www.wien.gv.at/stadtentwicklung/studien/pdf/b008218.pdf

13.

Smarter together. (2017, September 1). Retrieved from https://www.smartertogether.at/wp-content/uploads/2017/09/smartertogether_folder_deutsch_170901_WEB.pdf

14.

Start of initiative. (2011, March 15). Retrieved from https://smartcity.wien.gv.at/site/en/the-initiative/start-of-initiative/

15.
16.

1

THEWOSAN – funding scheme for buildings. (2015). Retrieved from https://pocacito.eu/sites/default/files/Thewosan_Vienna.pdf
When measured data hit the road. (2018, January 16). Retrieved from https://www.siemens.com/customer-magazine/en/home/buildings/when-measured-data-hit-the-road.html

Washington, DC
1.

About OCTO. (2012, October 19). Retrieved from https://octo.dc.gov/page/about-octo

2.

About us. (2016, October 21). Retrieved from https://smarter.dc.gov/AboutUs.aspx

3.

About us. (2017, April 24) Retrieved from https://connect.dc.gov/

4.

Bosco, E. (2016, October 13). Washington, D.C’s first-ever CDO has a vision to equip district with enhanced data Capabilities. Retrieved from https://datasmart.ash.harvard.edu/news/
article/washington-d.cs-first-ever-cdo-has-a-vision-to-equip-district-with-enhanced

5.

DC smart city initiative. (2016, October 21). Retrieved from https://smarter.dc.gov/

6.

District of Columbia financial information. (2015, August 19). Retrieved from http://cfoinfo.dc.gov/

7.

Featured projects. (2016, October 21). Retrieved from https://smarter.dc.gov/FeaturedProjects.aspx

8.

Feldman, A. and Goldsmith, S. (2017, November 30). Why every mayor should consider launching a policy lab. Retrieved from http://www.governing.com/commentary/col-why-everymayor-should-consider-launching-policy-lab.html

9.

Green light grant program. (2016, March 1). Retrieved from https://doee.dc.gov/publication/green-light-grant-program

10.

Incentives. (2017, February 3). Retrieved from https://incentives.dc.gov/

11.

Leonard, M. (2016, October 20). DC revs up smart-city project. Retrieved from https://gcn.com/articles/2016/10/20/pa2040.aspx

12.

MPD and body-worn cameras. (2016, April 14). Retrieved from https://mpdc.dc.gov/page/bwc

13.

Musulin, K. (2017, December 4). City of the year: Washington, DC. Retrieved from https://www.smartcitiesdive.com/news/city-of-the-year-washington-dc/510315/

14.

Share a smart city project or idea. (2016, October 21). Retrieved from https://smarter.dc.gov/ProjectIdea.aspx

15.

Smart Cities. (2017, December 19). Retrieved from https://wdcep.com/dc-industries/smart-cities/

16.

The Lab. (2017, July 19). Retrieved from http://thelab.dc.gov/

17.

Washington is yet another lighthouse city of the world. (2017, November 3). Retrieved from https://www.smartcity.press/washington-smart-city-initiatives/

Wellington
1.

Audain, S. (2017, August 4). Wellington is a Smart City of the future. Retrieved from https://istart.co.nz/nz-opinion-article/wellington-smart-city-future/

2.

Bishton, D. (2017, November 8). Collaborative and local: Wellington’s Safe City Living Lab. Retrieved from https://www.spatialsource.com.au/gis-data/collaborative-local-wellingtons-safecity-living-lab

3.

Devlin, C. (2017, May 22). Big brother CCTV cameras and sensors to help solve Wellington’s begging issues. Retrieved from https://www.stuff.co.nz/technology/92777872/big-brother-cctvcameras-and-sensors-to-help-solve-wellingtons-begging-issues

4.

Eagle Technology. (2015). Geospatial tools in major Wellington emergency. Retrieved from http://www.eagle.co.nz/gis-solutions/case-studies/geospatial-tools-major-wellington-emergency

5.

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