1.
Crowdsourcing
Smart
Ci1es
______________
Olga
Gil
Ciudades
Inteligentes
Construídas
con
ciudadanos
@OlgaG
olgagil@olgagil.es

2.
INDEX
____________________________
Mapping
Water
Car
Sharing
Appliances
and
Gadgets
Sharing
Crowdfixing
UK
City
Management
Apps
Beijing
Crowdmaking
Policy
CrowdbudgeLng
and
Opening
up
Decision
Making
Planning
Traffic
Management
Rethinking
ciLes
with
the
ciLzens
How
to
run
a
people–centred
smart
city
pilot
The
four
flaws
with
the
smart
city
vision
Lessons
for
city
governments
Olga
Gil

3.
Mapping…
i.e.
urban
flooding
and
air
polluLon
____________________________
Olga
Gil

4.
Mapping
____________________________
• People
are
using
digital
technology
to
measure
and
map
their
ciLes.
• Individuals
and
community
groups
can
use
low–cost
kits
and
upload
the
data
to
create
crowdsourced
maps.
• This
data
could
be
used
to
supplement
professional
networks
in
the
near
future.
Olga
Gil

5.
Water
____________________________
A
real–
Lme
map
of
flooding
in
the
city
created
by
crowdsourcing
flood
reports
from
TwiXer.
Olga
Gil

6.
Car
Sharing
____________________________
In
Seoul,
South
Korea,
the
city
government
is
helping
residents
make
beXer
use
of
the
things
they
own
with
the
Sharing
City
Seoul
iniLaLve.
hXps://www.socar.kr
Olga
Gil

7.
Appliances
and
Gadgets
Sharing
____________________________
In
Seoul,
South
Korea,
the
city
government
is
helping
residents
make
beXer
use
of
the
things
they
own
with
the
Sharing
City
Seoul
iniLaLve.
hXp://billiji.com
Olga
Gil

8.
Crowdfixing
UK
____________________________
Residents
can
use
the
app
to
report
issues
such
as
broken
streetlights
and
potholes
to
the
city
governments.
hXps://www.fixmystreet.com
Olga
Gil

9.
City
Management
Apps
Beijing
____________________________
In
2012
Beijing
launches
new
city
management
app:
Beijing
Bureau
of
City
Administra1on
and
Law
Enforcement
launched
an
iPhone
applica1on
that
allow
residents
of
the
city
to
par1cipate
through
a
mobile
plaJorm,
Song
Gang,
the
bureau’s
Director
of
Informa1on
Systems
and
Equipment
Services.
The
Bureau’s
law
enforcement
responsibili1es
cover
a
wide
spectrum:
environment
management,
river
management,
pollu1on
control,
sanita1on,
street
vendor
management,
outdoor
adver1sement,
car
park
management,
dispute
resolu1on
and
‘low-­‐level
crimes’.
All
of
these
are
closely
related
to
the
daily
life
and
livelihood
of
the
20
million
residents
in
the
metropolis.
The
app,
called
“I
love
Beijing”
(我爱北京),
is
an
extension
of
the
GIS-­‐based
integrated
service
plaJorm
(hXp://map.bjcg.gov.cn).
Both
channels
allow
residents
to
locate
nearby
city
administra1on
agencies
and
law
enforcers,
correct
errors
in
GIS
map,
make
complaints
and
reports,
as
well
as
provide
advices
and
sugges1ons.
The
Bureau
has
established
a
three
1er
structure
for
city
management
and
law
enforcement
covering
the
municipal,
district
and
neighbourhood
levels.
It
has
also
built
close
working
rela1onships
among
frontline
law
enforcement
agents,
neighbourhood
offices
and
resident
councils.
This
is
integrated
with
the
web
(and
now
mobile)
engagement
channel
as
well
as
a
hotline.
The
aim
is
“to
ensure
that
the
city
is
ul1mately
managed
by
the
residents
themselves.”
Allows
to
include
informa1on
on
informal
markets
with
opening
1mes,
new
markets
and
what
type
of
goods
they
sell.
Olga
Gil

10.
Crowdmaking
Policy
____________________________
BeXer
Reykjavik
enables
ciLzens
to
voice,
debate
and
prioriLze
ideas
to
improve
their
city,
creaLng
open
discourse
between
community
members
and
city
council
and
also
giving
the
voters
a
direct
influence
on
decision
making.
hXps://
betrireykjavik.is
Olga
Gil

11.
CrowdbudgeLng
____________________________
In
Paris,
‘Madame
Mayor,
I
have
an
idea’
is
a
crowdsourcing
and
parLcipatory
budgeLng
process
that
lets
ciLzens
propose
and
vote
on
ideas
for
projects
in
Paris.
The
process
will
allocate
500m
Euros
between
2014
and
2020.
hXps://
idee.paris.fr/
Opening
up
decission
making
Olga
Gil

12.
Planning
____________________________
In
Bangalore,
local
NGO
the
MOD
InsLtute
enabled
residents
to
create
a
community
vision
for
the
future
of
the
Shanthingar
neighbourhood
of
the
city
by
encouraging
online
debate.
hXp://
www.mod.org.in
Bringing
people
into
the
planning
process
Olga
Gil

13.
Traffic
management
____________________________
In
Jakarta,
residents
can
use
TwiXer
to
organise
shared
car
journeys
to
work.
Jakarta
hXps://twiXer.com/nebengers
Olga
Gil

14.
Traffic
management
____________________________
In
Jakarta,
the
Nebengers
TwiXer
account
has
83,000
followers
and
re–
Tweets
1,000
requests
for
ride
shares
each
day.
This
could
contribute
to
easing
traffic
woes
in
the
city
if
the
plagorm
conLnues
to
grow.
Jakarta
hXp://www.nebengers.com
Olga
Gil

15.
Rethinking
ciLes
with
the
ciLzens
____________________________
How
can
ciLes
effecLvely
harness
the
power
of
ciLzens
through
digital
technologies?
Four
emerging
methods
are
helping
city
governments
to
do
this,
powered
by:
• the
growing
ubiquity
of
smartphones,
• the
increasing
preference
for
online
transacLons,
• the
emergence
of
low–cost
hardware
and
peer–to–peer
technologies.
Olga
Gil

16.
Rethinking
ciLes
with
the
ciLzens
____________________________
•
The
collaboraLve
economy:
ConnecLng
distributed
groups
of
people,
using
the
internet
and
digital
technologies,
to
make
beXer
use
of
goods,
skills
and
space.
This
is
important
in
ciLes
where
resources,
parLcularly
space,
are
limited.
Four
emerging
methods
Olga
Gil

17.
Rethinking
ciLes
with
the
ciLzens
____________________________
•
Crowdsourcing
data:
People
can
use
low–cost
sensors
to
measure
and
create
crowdsourced
maps
of
their
environments.
City
governments
can
crowdsource
data
from
social
media
sites
and
sensors
in
mobile
phones,
as
a
supplement
to
city–wide
Internet
of
Things
networks.
Four
emerging
methods
Olga
Gil

18.
Rethinking
ciLes
with
the
ciLzens
____________________________
•
CollecLve
intelligence:
Decision
making
and
problem
solving
are
usually
lel
to
experts,
yet
ciLzens
know
a
huge
amount
about
their
ciLes.
New
digital
tools
make
it
easier
for
people
to
get
involved
in
policymaking,
planning
and
budgeLng,
and
this
could
help
ciLes
make
smarter
and
more
democraLc
decisions.
Four
emerging
methods
Olga
Gil

19.
Rethinking
ciLes
with
the
ciLzens
____________________________
•
Crowdfunding:
People
can
connect
with
each
other
online
to
collaboraLvely
fund
community
projects
and
city
governments
can
use
crowdfunding
to
make
spending
decisions
that
more
accurately
reflect
the
needs
and
wishes
of
ciLzens.
Four
emerging
methods
Olga
Gil

20.
Rethinking
ciLes
with
the
ciLzens
____________________________
•
The
collaboraLve
economy
•
Crowdsourcing
data
•
CollecLve
intelligence
•
Crowdfunding
Four
emerging
methods
Olga
Gil

21.
How
to
run
a
people–centred
smart
city
pilot
____________________________
1.
Set
up
a
civic
innovaLon
lab
to
drive
innovaLon
in
collaboraLve
technologies
Primary
goal
should
be
genera1ng
evidence
about
which
models
can
most
effec1vely
harness
the
power
of
collabora1ve
technologies–
an
area
of
work
that
is
currently
underdeveloped.
Examples:
The
Seoul
Innova1on
Bureau
Boston
Mayor’s
Office
of
New
Urban
Mechanics
(MONUM),
two
examples
of
how
a
civic
innova1on
lab
could
work.
Na1onal
governments
should
also
consider
seang
up
a
civic
labs
network,
to
support
knowledge
sharing
between
individual
labs.
hXp://english.seoul.go.kr/policy-­‐informa1on/key-­‐policies/city-­‐ini1a1ves/4-­‐social-­‐innova1on/
hXp://newurbanmechanics.org/boston
Olga
Gil

22.
How
to
run
a
people–centred
smart
city
pilot
____________________________
2.
Use
open
data
and
open
plagorms
to
mobilize
collecLve
knowledge
Support
open
source
collaboraLve
technologies,
such
as
those
developed
by
OpenPlans,
rather
than
developing
proprietary
tools
from
scratch.
This
will
contribute
to
the
crea1on
of
common
tools
that
all
ci1es
can
draw
on.
Open
up
problem
solving
to
ciLzens,
using
online
tools
that
let
people
debate
ideas
and
decide
which
of
them
get
implemented
rather
than
simply
asking
for
sugges1ons.
BeXer
Reykjavik
is
an
example
of
how
to
do
this.
Open
up
data
to
the
public
to
help
generate
innovaLve
soluLons
to
urban
challenges,
but
pay
equal
aXen1on
to
finding
produc1ve
uses
for
the
data.
For
example,
the
Open
Data
Challenges
bringing
businesses,
community
groups
and
city
governments
together
to
develop
new
ways
of
using
city
data.
Involve
smaller
companies
and
civil
society
organisaLons
in
smart
city
pilots,
as
they
are
oeen
behind
some
of
the
most
inspiring
digital
solu1ons.
The
UK’s
Small
Business
Research
Ini1a1ve
(SBRI)
helps
small
innova1ve
companies
access
public
R&D
projects
and
such
ini1a1ves
could
be
used
in
smart
city
pilots.
Olga
Gil

23.
How
to
run
a
people–centred
smart
city
pilot
____________________________
3.
Take
human
behaviour
as
seriously
as
technology
The
smart
city
vision
olen
fails
to
recognise
the
role
that
behaviour
and
culture
play
in
the
way
ciLes
work.
New
technologies
and
data
streams
will
only
be
beneficial
if
they
are
accompanied
by
changes
in
culture
–
a
greater
willingness
to
engage
with
data,
incorporate
new
technologies
into
tradiLonal
workflows
and
to
embrace
the
potenLal
of
‘boXom–up’
soluLons.
Unsustainable
paXerns
of
living
–
such
as
the
heavy
use
of
resources
or
private
transport
–
undermine
data
and
technology–led
efforts
to
make
ciLes
more
sustainable.
Alongside
investments
in
hardware,
city
governments
should
promote
the
collaboraLve
economy,
where
people
can
access
the
things
they
need,
but
only
occasionally
use.
City
governments
should
look
to
the
example
of
Seoul,
which
has
supported
a
range
of
collaboraLve
economy
iniLaLves.
Olga
Gil

24.
How
to
run
a
people–centred
smart
city
pilot
____________________________
Peerby,
a
website
and
app
that
launched
in
2012
to
enable
people
to
request
and
share
items
with
their
neighbours.
The
company
has
over
100,000
users
a
month,
mainly
in
Amsterdam,
London,
Brussels
and
Berlin.
Olga
Gil

25.
How
to
run
a
people–centred
smart
city
pilot
____________________________
BlockPooling,
a
social
network
for
communi1es
in
Singapore,
set
up
in
2013
with
a
grant
from
the
Government,
to
enable
neighbours
to
share
belongings
and
offer
or
ask
for
services.
The
service
has
the
twin
goals
of
strengthening
communi1es
in
Singapore
and
making
more
efficient
use
of
resources.
Olga
Gil

26.
How
to
run
a
people–centred
smart
city
pilot
____________________________
4.
Invest
in
smart
people,
not
just
smart
technology
Without
the
ability
to
interpret
data
and
understand
how
and
why
it
is
collected,
there
is
a
serious
risk
that
it
will
be
misinterpreted
or
ignored
by
city
government
employees.
City
governments
should
invest
in
training
to
give
all
staff
a
baseline
understanding
of
data
handling
as
well
as
hiring
data
specialists
with
advanced
skills.
A
smart
ciLes
pilot
should
also
invest
in
digital
skills
for
ciLzens.
Successful
programmes
include:
CoderDojo,
a
global
movement
of
community–based
programming
clubs
for
young
people,
and
‘hackathons’
organised
by
the
Singapore
Government,
which
teach
people
how
to
use
open
data.
Olga
Gil

27.
How
to
run
a
people–centred
smart
city
pilot
____________________________
5.
Spread
the
potenLal
of
collaboraLve
technologies
to
all
parts
of
society
Collabora1ve
technologies
require
connected
ci1zens.
However
not
everyone
uses
a
smartphone,
has
internet
access
or
the
1me
to
engage
with
their
city
governments.
Communi1es
that
are
underserved
by
these
technologies
are
usually
the
elderly,
the
young,
the
sick
and
the
poor.
When
suppor1ng
and
pilo1ng
collabora1ve
technologies,
ci1es
should
explore
ways
to
expand
their
poten1al
to
these
communi1es.
Working
with
intermediaries
including
community
groups,
chari1es
and
NGOs
could
be
one
way
to
do
this.
Olga
Gil

28.
The
four
flaws
with
the
smart
city
vision
___________________________
StarLng
with
technology
rather
than
urban
challenges
Work
on
smart
ci1es
oeen
begins
with
the
ques1on:
what
uses
can
be
found
for
cuang
edge
technologies?
This
is
because
the
primary
goal
of
smart
city
pilots
is
oeen
economic
development:
suppor1ng
companies
to
create
and
commercialise
technologies
that
can
be
sold
to
ci1es
around
the
world.
Insufficient
use
or
generaLon
of
evidence
Despite
the
huge
sums
invested
in
smart
ci1es
worldwide,
there
is
liXle
published
evidence
showing
that
the
solu1ons
they
offer
help
ci1es
address
real–world
challenges.
Installing
sensors
on
infrastructure
throughout
the
city
or
using
data
to
predict
traffic
paXerns
might
make
ci1es
more
efficient
and
sustainable.
Alterna1vely,
it
might
cost
more
than
it
saves,
especially
when
maintenance
is
factored
in.
Ci1es
currently
have
no
clear
guidance
regarding
what
technologies
to
invest
in,
and
this
will
remain
the
case
un1l
smart
city
pilots
start
sharing
their
findings.
Lack
of
awareness
of
how
others
are
trying
to
improve
ciLes
The
smart
ci1es
field
is
oeen
too
insular,
with
technologists
talking
to
each
other,
but
not
linking
to
the
work
that
others
groups
are
doing
to
address
urban
challenges,
such
as
those
working
within
city
government
in
areas
from
transport
and
planning
to
economic
development
and
public
par1cipa1on.
LiXle
role
for
ciLzen
engagement
Many
smart
city
strategies
offer
ci1zens
liXle
chance
to
engage
in
the
design
and
deployment
of
new
technologies.
While
ci1zens
tend
to
be
the
implied
beneficiaries
of
smart
city
projects,
they
are
rarely
consulted
about
what
they
want
and
their
ability
to
contribute
to
making
the
city
work
beXer
is
oeen
ignored.
Olga
Gil

29.
Lessons
for
city
governments
___________________________
Implement
websites
and
apps
that
allow
ci1zens
to
send
feedback
and
report
issues
to
the
city
government.
Keep
in
mind
that
ci1zens
will
quickly
become
disengaged
if
they
feel
their
input
is
being
ignored.
To
make
sure
this
doesn’t
happen,
ci1es
should
develop
feedback
func1ons
in
their
repor1ng
apps.
Explore
ways
to
crowdsource
data
from
social
media
as
a
supplement
to
city–wide
sensing
networks.
Successful
examples
include
PetaJakarta’s
crowdsourced
flood
map.
People
that
engage
are
usually
the
most
affluent,
educated
and
connected
segment
of
a
city’s
popula1on.
More
experimenta1on
and
evidence
is
needed
to
iden1fy
the
best
ways
to
increase
par1cipa1on
from
a
broader
group
of
ci1zens
that
are
more
representa1ve
of
the
whole
community.
The
use
of
these
technologies
alone
is
not
enough.
The
difficult
work
is
not
crea1ng
the
technology
but
incorpora1ng
it
into
their
exis1ng
workflow.
Olga
Gil

30.
Crowdsourcing
Smart
Ci1es
______________
Olga
Gil
Ciudades
Inteligentes
Construídas
con
ciudadanos
______________
@OlgaG
olgagil@olgagil.es
Thank
you