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Lean Doody at Smart Aarhus Launch
 

Lean Doody at Smart Aarhus Launch

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

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

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Lean Doody at Smart Aarhus Launch Lean Doody at Smart Aarhus Launch Presentation Transcript

  • Associate, Arup, LondonLéan Doody www.smartaarhus.dk www.smartaarhus.eu
  • Smart Aarhus24th January 2012Lean DoodyArup | Smart Cities
  • Why Cities?Why Cities?•3
  • What is a Smart City? A city that uses data and information technologies to:  Provide better services to citizens  Track progress towards policy goals  Optimise existing infrastructure  Collaborate within government and with citizens  Enable new business models for public and private sector service provision•4
  • 62% of “smart” actions taken are related to transport, buildings and connectivity. Few leading cities are beginning to invest in integrated technology approaches.•5 Information Marketplaces: The new economics of cities
  • Smart city value is not being realised today 1 Technology led versus issue led • Smart city plans have been technology-led, rather than needs- and values- led 2 Inability to Clearly Articulate Value • The value of digital investments is not being clearly articulated for all stakeholders 3 Disparate Objectives • Value objectives for one stakeholder may not be aligned with social, economic, environmental value for the city 4 Complexity • Cities are complex systems • Decisions that involve multiple departments can take time and can often be at odds with the sales cycles of companies•6
  • InformationMarketplacesThe New Economicsof Cities
  • Time for Leadership Information Marketplaces: The new economics of cities 1. Economic development 2. Great places to live and work 3. Growth in the ecological age •http://www.istockphoto.com/•8 Information Marketplaces: The new economics of cities
  • •9
  • Framework for a smarter city Smart City Initiative Framework Level 1 Level 2 Level 3 Level 4 Soft Infrastructure Value Assessment Individual project Some non-finnci a l Holistic value assessment a Holistic value assessment a business casesa value assessed (social/environmental/ finnci a ) l supporting diversifict io o n f funding sources Governance Departmental governance Some cross-departmental Cross-departmental City-wide governance structures collaboration ‘Smart City’ management structures and shared positions in place performance targets combined with international collaboration Strategic ICT Focus Limited ICT capability Some strategic focus on ICT ICT vision for the city ICT vision and strategy overseen by dedicated City CIO Citizen Engagement Limited Citizen engagement Project-level ,basic needs Citizen feedback loops Citizen participation in with Service Design analysis, pilots established integrated service design Hard Infrastructure IT project focus Little or no ICT projects Targeted ICT project Integrated ICT investments Real-time city operations investments (e.g. Smart Grid) (including embedded sensing, optimisation control and actuation) Integration of No data integration Small scale data integration Creative data mash ups pulling Open data and crowd-sourcing Data Streams data to a common platform initiatives Digital Service Little or no digital service Handful of digital services Integrated digital services Diversity of cloud-based citizen Provision provision around the city environment services•10 Information Marketplaces: The new economics of cities
  • Connecting smart cities to value•11 Information Marketplaces: The new economics of cities
  • Multi-dimensional value casing•12 Information Marketplaces: The new economics of cities
  • Information products•13 Information Marketplaces: The new economics of cities
  • Rates of change in open APIs associated with city infrastructure•14 Information Marketplaces: The new economics of cities
  • 3 steps for cities • Articulate the top level policy goals 1 •Set a vision and metrics and outcomes • Develop and track performance metrics • Audit and benchmark current investment in ICT • Prioritise investments according to the agreed vision and needs of the city •Manage for success, to make the • Appoint a strategy lead (CIO) 2 most of digital infrastructure • Choose an operating model for managing digital infrastructure •Create the foundation for a new • Create partnerships with private 3 sector and wider stakeholder group information marketplace • Look for opportunities to pilot business models • Universities can be test beds • Recognise the need for new partnerships to achieve growth•15 Information Marketplaces: The new economics of cities
  • Digital / mobile city operating model No control over citizen Control over citizen or customer relationship or customer relationship Control Enabler Integrator over digital infrastructure Facilitating city services: can be open Governmental city services: Somewhat assets data initiatives or outsourcing of service more closed approach, can be high cost creation based on provided datasets. depending on implementation Stimulating development is key Examples Examples SF Data, Apps for Amsterdam, 311 NYC Data Mine, London datastore London cycle hire No control Neutral Broker over digital infrastructure Unsupported City Services: City-branded services: An unlikelier assets City government does not take initiative scenario that would be targeted at city- and relies on privately funded projects branding and city-marketing, more than service provision Examples Examples Trip Advisors, Some EV schemes Ljubljana Tourist Card•16 Information Marketplaces: The new economics of cities
  • Digital / mobile city operating model •Recommendations for sub-national and national governments • Encourage cities to use common, international metrics for ease 1 •Common metrics of benchmarking and comparison • Identify regulatory barriers to cities’ success where national or 2 •Identify regulatory barriers subnational policy – such as energy policy – contradicts city goals • Support privacy, security and third-party authorised access to data policies • Create platforms/ opportunities for collaboration and knowledge- 3 •Create collaboration sharing between business and government platforms • Encourage cities to learn from implementations elsewhere •Recommendations for companies • Understand the decision-making process of cities, to avoid 4 •Proactively engage with pitching opportunities that are not able to be quickly decided upon the public sector • releasing relevant datasets that foster the development of new private-sector products and services • Encourage pre-procurement task forces to build knowledge and 5 •Build awareness of harness industry leaders’ technical knowledge and skills solutions • Structure learning from trials that are appropriate for scaling up 6 •Share learning from • Use ‘Russian Doll’ approach existing pilots•17 Implications for other stakeholders
  • Thank you! lean.doody@arup.com @ldoody •© Arup/Marcel Lam Photography•18