Professional Documents
Culture Documents
Delivering The Smart City Full Report
Delivering The Smart City Full Report
#deliveringsmartcities
Dr Ellie Cosgrave
Research Associate in Liveable Cities – UCL STEaPP
Léan Doody
Associate Director Smart Cities – Arup
Nicola Walt
Senior Consultant – Arup
WITH THANKS TO
©2014 Arup, Liveable Cities, UCL, Smart City Expo. All rights reserved.
FOREWORD
Stephen Hilton
Director of Sustainable & Innovative Urban Futures | Bristol City Council
@StephenHilton
BRISTOL – THE LABORATORY FOR CHANGE WHERE THE PEOPLE ARE NOT TREATED AS GUINEA PIGS
Running cities effectively is a complex enough task These seem to me to be questions not of the future
already. Why make it even harder by talking about but of the present and as city officials if ‘the day job’
smart cities? In Bristol the answer is simple, there is is not about asking ourselves these questions and
no choice. We need the capacity to respond to, and in trying to work out smarter city solutions, then what
some instances to lead, technological, environmental are we doing?
and societal changes that are happening right now
so that we can shape a sustainable, healthy and Building capacity to think about and shape the
prosperous future for Bristol and for cities in general. future is not about creating bigger and bigger council
This requires an equal focus on the evidence, on teams, but it is about being a highly networked,
the imagination, and of course on the people. Cities highly connected player in a large ecosystem and it is
will only be truly smart when the benefits and about acting with integrity.
opportunities they offer are accessible to everyone. If
city authorities are not championing inclusive smart Cities are complex systems that will always continue
cities, then who else will? to change and grow. Being comfortable as a
facilitator of city outcomes rather than a deliverer
So what will our cities be like when people no longer of services; using the convening power of the city to
want to own cars but have access to them as and bring together and mobilise the key players around
when they need to? When libraries become places common goals and holding the risk associated with
you go to upload and connect rather than download? operating in a state of constant change should be
When your phone is your brain, your memory seen as key skills and competencies that underpin
and your wallet and open data is a utility that is as good smart city governance. Certainly, in Bristol,
ubiquitous, exciting and potentially dangerous as this is how we deliver the vision set by our elected
electricity? Mayor, George Ferguson, to position Bristol as a city
laboratory for change – where the people are not
What will happen to our most vulnerable treated as guinea pigs!
communities when the climate gets hotter and
wetter and energy costs soar? When the money for I welcome this important report from Arup and UCL
delivering care services can finally no longer stretch which clarifies the fundamental concept of the smart
to meet the rising demands of an ageing population? city, outlines what cities can and have achieved
What skills will young people need when all of the and offers practical and grounded insights into the
world’s knowledge is available at the touch of a challenges they face.
screen and disconnecting from it is far harder than
connecting to it?
CONTENTS
EXECUTIVE SUMMARY 7
Ideas around the smart city have garnered much As smart technology starts to feature in the visions
attention in recent years, but the diversity in and tenders of city governments, does this herald
classifications and definitions have left many a new cost item on our cities’ balance sheets? The
confused as to what is really meant by the term. research in this chapter shows that cities are already
This report re-frames the smart city in terms of the investing a significant amount in information
capabilities offered by smart technologies. Namely technology (IT), at around 6% of expenditure in the
that they are information-rich and interconnected. 8 U.K. cities studied. This figure is comparable to
This approach purposefully avoids defining the the expenditure from financial services sector, who
outcomes of investment, and holds that the smart typically have significant IT governance structures
city is a means to achieve a vision rather than the in place, including IT leaders like Chief Information
vision itself. Officers (CIOs), Chief Technology Officers (CTOs),
who are responsible for aligning IT with business
Importantly, this is not just about foresight, there are needs. While UK city authorities are spending
many internal and external drivers that are forcing similar amounts on IT, they do not have comparable
city governments to take action now. These are not governance structures in place to strategically
technologies and practices that might appear in the monitor and manage this expenditure.
next decade, they are technologies that are already
exist, that are already operational and that most What is more revealing from this research is the
companies and civil society have already adopted implication that cities do not financially need to
and use. The smart city is about leveraging real and start from scratch to realise the opportunity of smart
feasible technologies through sustainable business technology. Instead of requiring a new budget,
models to have a direct and measurable impact on smart technology could provide an opportunity to
citizens, service delivery, business, and governance maximise a city’s existing investment in IT.
operations and practices.
There is no blueprint for city governments investing City governments are not the sole actors in shaping,
in smart technology- no universal approaches developing and delivering action for change based
that are relevant to all jurisdictions. Instead, city around smart technologies. In fact there is a vast
governments must forge their own paths that ecosystem of stakeholders, each with differing
respond appropriately and effectively to their priorities and capabilities that together shape
individual needs and opportunities. However, by the trajectory. This chapter finds that there is an
exploring eight global city case studies, this research opportunity for academia to develop a more holistic
has found that there are common governance research agenda around smart cities, to take greater
challenges faced by cities, which are met by a variety leadership in developing smart city agendas and
of approaches. These are drawn out as 7 principles capabilities in the city they are located in, and to
for smart city investment that all cities should be incorporate an understanding of the smart city
cognisant of when developing their programmes: into their approaches to teaching and learning.
It finds that national government could facilitate
• CLARIFY THE OPPORTUNITY city networks, review the bureaucratic processes
• TAKE OWNERSHIP around procurement, promote innovation in large
• ENGAGE infrastructure programmes and take leadership
• PREPARE on standards. Industry could form strategic
• ACT partnerships that offer more sustainable business
• CHECK & REFLECT models to city governments.
• REPEAT & SHARE LEARNING
The internet, smart phones, increasing storage and ICT is affecting every city on the planet, irrespective
processing capacity of computing, improvements of whether they choose to invest in or incorporate
in sensing and modelling capabilities and the the smart city concept into their governance agenda.
Internet of Things (IoT) are collectively re-shaping It’s time for all city governments – not just the global
the operational, economic and social dynamics of ‘leading-lights’– to interpret the impact of ICT on
cities. These technologies represent a significant their cities and organisations and determine how
opportunity for cities and city governments to they might respond effectively and ethically.
create more efficient, effective and equitable urban
environments. While smart technologies are offering opportunities
for governments to improve their service provisions,
they are also being used by a wider group of
stakeholders to drive change. In order to respond
effectively, local governments must understand the
nature of this change from both external and internal
drivers.
Some proponents of the concept argue that ICT Many approaches to defining the smart city detail
systems are the new urban panacea. They argue that specific outcomes that the city will provide. For
ubiquitous urban sensing, big data and analytics example, Cisco defines smart cities as those who
will help us to better understand the real-time adopt “scalable solutions that take advantage of
functioning of our cities, as well as inform longer- information and communications technology (ICT)
term planning and policy decisions. They claim that to increase efficiencies, reduce costs, and enhance
smart grids will enable efficiency within our energy quality of life.”21 IBM defines a smart city as “one
infrastructure and that intelligent transport systems that makes optimal use of all the interconnected
will encourage multi-modal low carbon urban information available today to better understand and
mobility. They say ‘anywhere access’ to information control its operations and optimize the use of limited
through smartphones and mobile infrastructure will resources.”22
transform the way people use the city, supporting
the development of new products and services. These definitions tend to focus on prescriptive
They claim that the smart city offers a complete and outcomes that the smart city offers e.g. resource
holistic solution to modern urban functioning. efficiency, improved decision-making, etc. This leads
to definitions that tend to be overly generic which
Getting to an accepted definition of the smart city, can lose clarity and meaning. A significant challenge
or at the very least a common understanding, will when reaching a common understanding of the
be imperative to moving the debate and research smart city is how broadly it should be articulated:
along in a way that is not biased to the needs of too wide and it becomes all-encompassing, too
particular stakeholders. An agreed definition will narrow and it becomes exclusive, specific and
allow researchers, industry and government to unrepresentative of the plurality of characteristics
ensure that explorations in this field are comparative that a smart city can maintain.
and underpinned by the same conceptual
understandings. It will also allow debate to be more
nuanced and progressive, just as the Brundtland Smart Cities as those who adopt
definition of sustainability was able to build “scalable solutions that take advantage
attention and begin to align global research. of Information and Communications
Technology (ICT) to increase efficiencies,
Several attempts have been made to classify cities reduce costs, and enhance quality
and rank them against their perceived ‘smartness.’ of life”.
The two most cited smart city rankings identify
different cities as among their favourites. The earliest
study, published by Giffenger et al19 focused on
medium-sized European cities and identified the top
three cities as Luxemburg, Aarhus and Turku. Boyd
Cohen’s top three however were Vienna, Toronto and
(B) INTERCONNECTED
HERE
modern city living.
#smartcity investment is about
This is not just about foresight, these are not recognising the trends, challenges
technologies and practices that might appear in the
next decade, they are technologies that are already and opportunities that are known to
exist, that are already operational and that most be being brought about by ICT
companies and civil society have already adopted
and use. The smart city is about leveraging real and
feasible technologies through sustainable business
models to have a direct and measurable impact on
citizens, service delivery, business, and governance
operations and practices.
This is not about foresight, these are not technologies that will
appear in the next decade – they already exist and are already
operational
IT SPENDING AS A PERCENTAGE OF TOTAL CITY SPEND IT SPENDING AS A PERCENTAGE OF TOTAL OPERATING EXPENSE
10%
9.1%
8.0%
7.9%
8%
6.0%
5.7%
AVERAGE SPEND ON IT
21 GLOBAL INDUSTRIES
5.0%
4.9%
4.5%
4.3%
4.0%
3.8%
4%
3.6%
3.6%
2%
1.5%
1.4%
1.4%
1.2%
0%
MU AL ION
SC EALT ION S ES
INS IES
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Source: Analysis of public spending data from Source: Gartner IT Key Metrics Data (Decem-
eight city councils for last three years (April ber 2013) with the average IT spending of 8
2011 to March 2014) by Spend Network. U.K. city councils included for comparison.
Our U.K. finding supports other research showing What does city IT spending comprise of? The
that city governments globally are spending a identified IT spending by the eight U.K. city
significant proportion of their budgets on IT. The authorities covered a range of services and products,
technology research company Gartner analysed the including hardware, software, professional services,
IT spending patterns of 99 local governments across engineering, and telecommunication services and
80 countries and found that that IT accounted for infrastructure.
3.8% of their total operating expenses23. In the U.S.A.
local governments, including 3,200 counties and
CITY IT SPEND BREAKDOWN
19,000 cities, spent approximately $34 billion on
traditional IT goods and services in 2013.24 Our eight
Professional services
U.K. cities spent on average £23 million a year on IT. 4% Engineering
7% Hardware
Across geographies and the varying functional remits Software
In all of the eight U.K. cities analysed, the same mortgage or rent29. Despite this significant spend we
IT services and products were often purchased by tend not to track our technology spend as a whole
different departments within the city using different because it cuts across so many different areas of
suppliers. Without a city-wide IT function, it can our lives – from monthly phone and internet bills,
be difficult for cities to identify opportunities for to live streaming of music and videos, a GPS system
strategic IT investments and cost sharing. When IT for our car, mobile apps, and privacy software and
spending is monitored within a city government, it computer hardware. The situation is similar for
is usually tracked by individual departments rather our city governments. Having an aggregate view of
than as a central, standalone category of spend, like technology spend would help cities to make more
transport or education. A more integrated view of IT informed investment decisions and identify cost
spend within cities could help to finance initiatives, savings.
like a city data platform, whose benefits spill over
multiple agencies. An integrated view of IT spending can also enable
city governments to collaborate on their IT
The open data movement has the potential to investments. Our U.K. analysis shows that the eight
provide a better understanding of city government city authorities were buying a wide variety of IT
IT spending. In the U.K. and U.S.A. city authorities systems and services to support similar operations,
are increasingly sharing their spending data with from managing parking violations to processing
the public. This published data is, however, often tax payments. While aggregation is not always the
difficult to understand. Detailed analysis was answer, opportunities exist to pool IT spending
required to extract the IT spend from the spending across U.K. cities. Research carried out by the open
data of the U.K. eight cities for this research. Despite data research consultancy, Spend Network, revealed
the great quantity of government spending data that the U.K. public sector used over 2,000 different
available in the U.K., its varying format and quality tendering portals (unique domains) over the last
makes comparison difficult within and across city five years. The Local Government Association in
governments. Transparency of government data does the U.K. has embarked on a programme to evaluate
not necessarily imply clarity. and coordinate IT expenditure. Publishing city
government spending to common standards could
The pervasiveness of IT in city operations makes support this initiative, helping cities to address joint
this lack of clarity on IT spending important. Cities procurement opportunities. It could also enable
will increase their level of IT investment in years cities to share insights on which IT products to
to come just as we individually are spending more procure, such as ‘off the shelf’ products that do not
on personal technology. According to a 2013 study, require expensive customisation.
Americans spend an average of $166 each month on
technology, the equivalent of 17% of their monthly
City governments in the U.K. tend to purchase their The U.K. government has often spoken about
IT products and services from large businesses. “breaking the oligopoly” of big businesses supplying
Across the 8 city authorities in our analysis, middle government ICT by dividing contracts into smaller
and large businesses accounted for the majority projects with less risk and opening the market to
of IT spending (98%) with small businesses only newer providers28. Our research shows that this
accounting for 2%. government push has not yet altered the supplier
base for city governments. As governments around
the world focus on digitising their services, large
CITY IT SPEND BY SUPPLIER SIZE Large and Medium
Small global technology service providers are ramping
up their digital government services offerings. The
emphasis on using digital technology to improve
2% the accessibility of government services and to
increase interaction with citizens provides a market
opportunity for smaller businesses, such as mobile
application developers and cloud service providers,
which may be missed by city governments due to
their spending patterns.
Source: Analysis of public spending data from eight city councils for last three
years (April 2011 to March 2014) by Spend Network. Breakdown by supplier size
is an average across the 8 cities and three years.
7 PRINCIPLES
RIGHT
CREATE A VISION
• Create a vision and strategy around how smart city technologies and
programmes will deliver key city objectives. This should be created
in partnership across the council as well as with the broader urban
TO THE SMART CITY ecosystem.
CLARIFY ENGAGE
THE OPPORTUNITY
PROCUREMENT MEASUREMENT
• Understand how procurement procedures affect the city’s ability to procure • Create measurement regimes and processes to embed reflection into the
from a diverse range of suppliers; operational and strategic planning in the city;
• Develop appropriate procurement approaches that enable innovation • Understand appropriate mix of quantitative and qualitative measures that
such as pre-commercial models or through early engagement with the deliver desired insights.
community of suppliers.
PARTNERSHIPS
FINANCING • Create partnerships with institutions that specialise in understanding social
• Develop a range of financing options that reflect the vision, strategy and economic impact of complex programmes (such as universities).
and organisational structure of the council. These might include PPPs,
partnerships for innovation, internal investment, grant/ external funding, or
direct or embedded budgets.
HUMAN CAPITAL
• Re-skill and train council employees to understand the technical and
strategic implications of ICT and smart technology programme investment
for the city.
ACT REPEAT
& SHARE LEARNING
THE OPPORTUNITY and the role that ICT can play in responding to these
challenges and opportunities.
Visions lay out the purpose for investment simply and clearly,
and help structure both investment decisions and governance
structures
Overarching visions
can also be used as an
opportunity for innovation
and differentiation in For @barcelonasmartc, the development of a
the global smart city #smartcity strategy was to align existing investments
marketplace and create a more coherent structure
It is unlikely that any one city will choose to smart city investment, as well as their understanding
completely rearrange their governance structure of the value of smart cities for them. This is not to
around smart city technologies and services. say that all cities should be aiming for a particular
However, it is clear that effective strategies must have level of maturity, or that one level of maturity is
a clear and reasonable place within the government universally any better than another. Instead, cities
organisation and a plan for how it should be should recognise that the structure they select will
implemented and executed. impact their ability to achieve their aspirations,
and as such, the governance structures (or level of
This research has identified five levels of maturity maturity) adopted by the council should reflect their
in governance structure with respect to ICT within expectations.
local councils, which is broadly correlated to how
embedded smart concepts and actions are across
the council. These maturity stages tend to reflect the
level of interest and political support the city has for
EMBEDDED
ORGANISATIONAL SHIFT
INDIVIDUAL PROJECTS
The flexibility of this group enabled Connecting “We didn’t have any particular oversight
Bristol to assume an innovation role within the and we didn’t have any budget holder to
Council, allowing them to be more creative about answer to, so it did give us that flexibility
funding models and take on non-traditional and opportunity to be a bit more creative
projects. Stephen Hilton explains: about the way we did things. But there was
also the requirement to produce significant
results in order to cement our status with
“We were responsible for bringing the main council body.”
forward innovative ideas and trialling
and improving new ways of doing things
which might in the future have mainstream
traction with people who are delivering
those services 24hrs a day. So it’s sort of
like having an innovation role within local
government. It is all about having space.
Part of the difficulty nowadays is that the
funding constraints are real within local
government, so it’s hard to create space
for people just to try things.”
On his arrival in Chicago, Mayor Emanuel created “That was a way for us at the executive
two new positions to focus specifically on the role of office to make it happen across the
technology and ICT in the city. The first was the Chief organisation without doing everything
Technology Officer, a policy level position to advise ourselves. We set up a framework and we
the Mayor on strategic technology matters, which put the money into it to make it happen.”
was originally held by John Tolva. Mr Tolva, who had
previously worked for IBM, had an understanding
of the philosophy behind how city optimisation
can result in a more efficiently managed city. The When the Connecting Bristol programme became
second position appointed was a Chief Data Officer more established, it was given more significant
(CDO), held by Brett Goldstein, who had previously funding from the Council through the 20:20 plan,
set up the predictive analytics group in the Chicago Bristol’s sustainability strategy. This meant that
Police Department. Situating these positions in the the work became more mainstream part of the city
Mayor’s Office has facilitated the process of working council. The Bristol Futures Group was consequently
with different city departments. This is because they established, which was centrally embedded within
sit directly under the Mayor’s mandate, rather than the council. The Director of Bristol Futures, Stephen
within a departmental silo. Hilton explains:
CREATE A VISION
• Create a vision and strategy around how smart city technologies and programmes
will deliver key city objectives. This should be created in partnership across the
council as well as with the broader urban ecosystem.
Effective engagement within the council and the broader city ecosystem
has been the hallmark of successful #smartcity schemes to date
Stockholm, for example, is required by Swedish and “There was a procurement day for small
European law to undertake standard procurement companies a few months ago. That’s the
procedures. However, the council believes that by right sort of initiative that’s really useful
having a good dialogue with the community of and specifically designed to help smaller
companies and engage, so it’s a really
good initiative”.
City councils developing smart technology city has therefore been able to concentrate public
programmes have leveraged a variety of funding money on public spaces, infrastructure and facilities
mechanisms. Different funding models enable like transportation. Additionally, the Centre of
different outcomes and can be ‘mixed and matched’ Operations in Rio was a PPP with IBM, which
by city departments to tailor their programmes of invested a significant proportion of the finance to
work. The key funding models that have emerged showcase the concept. The city now has a service
from this research include: contract with the company for support of the system.
DIRECT
PPP
GRANTS
INDIVIDUAL PROJECTS WITH POLITICAL ENDORSEMENT
INDIVIDUAL PROJECTS
PROCUREMENT
• Understand how procurement procedures affect the city’s ability to procure from a
diverse range of suppliers;
• Develop appropriate procurement approaches that enable innovation such as
pre-commercial models or through early engagement with the community of
suppliers.
FINANCING
• Develop a range of financing options that reflect the vision, strategy and
organisational structure of the council. These might include PPPs, partnerships
for innovation, internal investment, grant / external funding, or direct or embedded
budgets.
HUMAN CAPITAL
• Re-skill and train council employees to understand the technical and strategic
implications of ICT and smart technology programme investment for the city.
MEASUREMENT
• Create measurement regimes and processes to embed reflection into the
operational and strategic planning in the city;
• Understand appropriate mix of quantitative and qualitative measures that deliver
desired insights.
PARTNERSHIPS
• Create partnerships with institutions that specialise in understanding social and
economic impact of complex programmes (such as universities).
CONTINUOUS PROCESS
• Share learning consistently within the council in order to feed into future strategy
processes and programmes of work.
SHARE LEARNING
• With wider city stakeholders through reporting. This helps to fulfil accountability
and transparency requirements as well as enabling stakeholders to respond by
evolving capabilities accordingly;
• With other cities through networks of cities such as the C40 or through
partnerships like MONUM.
The previous chapters have explored the roles, the increasing interest in the ‘smart city’ agenda.
responsibilities and capabilities of city councils to However, the study also find that Mayors have little
deliver progress on the smart city agenda. However power over ICT-based infrastructure investment in
the city government is not the sole actor in shaping, their cities and that the ICT sector is least dependent
developing and delivering action for change based on the city government to deliver action. This is
around smart technologies. In fact, there is a vast reportedly due to the private sector having higher
ecosystem of actors, each with differing priorities levels of involvement and power as compared to
and capabilities that together shape the trajectory. sectors like water, for example. Given that smart
technologies are becoming increasingly important
The latest Climate Action in Megacities report35 for cities there is a significant role for all city
found that over half of climate actions taken by stakeholders to play in moving this agenda forward.
cities came from the ICT sector, demonstrating
23%
57%
26% 62%
10% 10%
20% 20%
70% 70%
70 73%
60 66%
64% 64%
50
40
30
20
72% 82% 84% 88% 49% 70% 89% 77% 82% 25% 82% 58% CITY POWER
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ACADEMIA
Many of the smart city technologies, systems and providing much of the technological grounding,
analytics capabilities and processes are emerging there is an opportunity to create a more holistic
from and spinning out of universities who are research agenda around smart cities. This would
investing in cutting-edge technology development. incorporate a broader articulation of the social,
cultural, economic, political and environmental
These insights include work coming out of research implications of these technologies for cities.
carried out in real life urban spaces through living
lab and citizen science projects. It is promising to
witness the methods of technologies tested in their
in-use environment, but there is a need for a more
coordinated research agenda. While universities are
As chapter 3 demonstrates, networks of cities can from the fact that there are multiple applications of
be convened nationally in order to share learning these technologies, and hence no single sector or
and capabilities. National government can support stakeholder is able to elaborate such standards and
such networks through providing both resources regulation37.
and leadership. Networks of cities that are able to
coordinate behind a mission have the opportunity National government can take stronger leadership
to collaborate in their purchasing of systems and on understanding the privacy and data protection
services, which not only improves the potential for implications of smart city investment.
interoperability between cites, but also escalates the
purchasing power of cities.
Industry stakeholders identified the new market The smart city agenda has been criticised for its
around the smart city early on, and have played a tendency to oversimplify a complex picture and
significant part in driving demand for it. However, present neat, clean, techno-centric ideas and
they are struggling to access the full potential of this solutions. This oversimplification often arises
market because city governments are not always through an inadequate analysis of the messy nature
set up to easily purchase from them. Industry of social systems within which technology is acting.
could improve the capacity of city governments to
procure innovative services by developing innovative All smart city projects and programmes have impacts
business models that could, for example, come to the on citizens. They all embody assumptions around
city with the financing in place. access and political agency which may not have
been explicitly articulated. To date, there has been
Many industry-developed ‘smart city solutions’ have a failure to seriously interrogate the impact of these
been criticised for failing to understand how they on citizens that are perhaps unknown and certainly
fit with the existing capabilities and functionality not always benign. These impacts sit across social,
of city governments. Industry must therefore work political and economic boundaries and may end up
more closely with cities to understand where novel disenfranchising people or increasing inequality. These
services fit into cities current practices. issues must be adequately incorporated into a holistic
understanding of place-making in a digital age.
More broadly, industry should be aware of the
benefit and power of partnerships. The problems Citizens are using ICT and social media to track,
they are attempting to address are complex, multi- report and lobby on political issues – as exemplified
dimensional and messy, and will not be solved by by groups such as the Everyday Sexism Project and
any single technology programme. As such, effective Hollaback! However it is less clear which voices are
and sustainable holistic programmes will take strong not being amplified by these technologies. What
collaboration between a variety of organisations that about the sections of society that do not have the
have complementary assets and capabilities. political or social capital to access these tools to
represent their concerns? In the digital age, what
happens to their voices? about the sections of society
that do not have the political or social capital to
More broadly, industry should be aware of the access these tools to represent their concerns? In the
benefit and power of partnerships digital age, what happens to their voices?
1
nited Nations (2011) World Urbanization Prospects: The 2011 revision.
U
[online] available at http://esa.un.org/unpd/wup/index.htm
2
Beinhocker, E. Howard, s. Kenber, M. Morgan, J. Oppenheim, J. (2008) Breaking
The Climate Deadlock: A Global Deal for Our Low Carbon Future. The Climate
Group, London.
3
http://www.economist.com/news/leaders/21621800-digital-revolution-
bringing-sweeping-change-labour-markets-both-rich-and-poor?fsrc=scn/tw/
te/pe/wealthwithoutworkersworkerswithoutwealth
4
http://la2b.org/about/
5
Bright, P. (2011) “How the London riots showed us two sides of social
networking” http://arstechnica.com/tech-policy/news/2011/08/the-two-
sides-of-social-networking-on-display-in-the-london-riots.ars
6
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offences-trains-misogyny
7
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file/321852/Policy_Factsheet_-_Smart_Grid_Final__BCG_.pdf
8
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opportunities
9
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10
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innovation-and-openness/south-korea-picking-winners-innovation-and-
openness
11
http://www.korea.net/NewsFocus/Policies/view?articleId=109276
12
http://www.smartcitiesindia.com/smartcitiesindia.pdf
13
http://ulk.org.uk/
14
http://596acres.org/en/
15
http://www.theconnectivist.com/2013/07/how-google-tracks-traffic/
16
http://www.london.gov.uk/sites/default/files/smart_london_plan.pdf
17
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building smart cities: Lessons from Seoul and San Francisco Technological
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18
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19
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20
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21
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for Enabling Smart+Connected Communities
22
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operations and management solutions. IBM.
23
Gartner (2013) “IT Key Metrics Data 2014” 16 December.
24
Gartner (2013) “Market Trends: Strategic Opportunity in U.S. Local
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25
This industry comparison is based on Gartner’s analysis of the IT spending of
7,306 public and private organisations of different sizes, across 21 industries
and from 80 countries. Gartner (2013) “IT Key Metrics Data 2014” 16
December.
26
http://www.theregister.co.uk/2014/11/03/gov_doubles_it_outsourcing_
to_20bn/
27
Gartner (2013) “Market Trends: Strategic Opportunity in U.S. Local
Government” 3 September.
28
Gartner (2014) “Competitive Landscape: U.K. Government Business Service
Providers” 12 March.
29
Madner, V. Mayr, S. Prochazka, K. Hollaus, B. Hartlieb, J. (2012). “Smart cities
from a legal and governance perspective. Published in “smart City”, Schmid
Verlang, Vienna.
30
Kanter, RM. Litow, SS. (2009) Informed and Interconnected: A Manifesto for
Smarter Cities (working paper). Harvard Business School.
31
The Climate Group, (2011) 20 Global Cities Join Forces to Improve Living
Standards of 100 Million Citizens,: http://theclimategroup.org/our-news/
news/2011/11/3/twenty-global-cities-launch-technology-award-to-improve-
the-living-standards-of-100-million-citizens/
32
Gartner (2014) “Hype Cycle for Digital Government, 2014” 22nd July.
33
www.cityofchicago.org/broadband
34
http://www.c 40.org/
35
http://c40.org/blog_posts/CAM2
36
http://lsecities.net/events/
37
Sissons A & Thompson S (2012), Market making, a modern approach to
industrial policy, London: Big Innovation Centre.
38
http://w110.bcn.cat/portal/site/Alcalde/
menuitem.324915bcba5b5254bc12bc12a2ef8a0c/?vgnextoid=001dd4eba298a
310VgnVCM10000072fea8c0RCRD
39
http://www.newurbanmechanics.org/boston/%20%E2%80%8E
Léan Doody
@ldoody
+44 (0)207 755 2353
lean.doody@arup.com
Arup
13 Fitzroy Street
London W1T 4BQ
United Kingdom
Dr Ellie Cosgrave
@elliecosgrave
+44 (0)20 3108 9434
e.cosgrave@ucl.ac.uk
DELIVERING
THE SMART CITY
Governing Cities in the Digital Age