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According to the ICF, today there are 126 Intelligent Communities worldwide, and Canada has 21 of them, more than any other nation.
I myself have been involved in creating many of these smart communities, in Canada and around the world.
What are the drivers of the Smart Community? - Urbanization: 1-million people going into cities each week; by 2050, 7 out of 10 people will be in cities The top 750 cities have 2/3 of global GDP
City managers are recognizing this -- Demand for Smart City development is so strong that if the Smart Cities market were expressed against global GDP, it would rank among the 12 largest cities by itself
By 2025, one of every three cities in the developed world will no longer make the list of the top 600 cities.
Competition between cities is growing fast. Some 40,000 new cities are springing up each year. Cities that are currently not thought of as competitors are becoming smart - particularly in the developing world.
Even at a minimal level, to survive as a city, the problems of congestion, coordination, and sustainability mean every city has to be a Smart Community….there are no choices.
The key to being a “Smart Community 3.0”, is that applications are used to bring all the sectors and function together!
We often focus too much on the technology behind one sector, like Security. You can indeed have good applications-driven Security solutions, but they will not contribute to the smart COMMUNITY unless they are interwoven with Smart Energy (for street lighting), Smart Health (for ambulances and emergency treatment), Smart Governance (for programs that prevent crime) and so on.
A Smart Community is built on applications that work together. And 90% of the work involved in making a Smart Community is soial, not technological.
We will be using the i-COA model as the guiding structure for our talk today. It brings into play ALL of the aspects of the Smart Community.
Start with the foundation of the pyramid, PLACE.
Toronto’s leadership moved the challenge deliberately from a real estate issue to a “connectedness” issue…
Connectedness started with the leaders, and creating a bigger vision that focused on human development: the creation of new knowledge-age jobs.
Etc for you, Bill… LOL
There was a need to revitalize the core of St. Louis. An organization was formed to drive a project forward to use high-speed connectivity as the spark for revitalization.
The St. Louis Loop Media Hub follows old Trolley route, repurposing old infrastructure.
All the merchants along the route were brought on-board, and are now enthusiastic backers.
For a minor expenditure, there is major gain; when mature, an expenditure of $1.2-m will return an economic output of $265-m.
Riverside’s challenge: a bedroom community and university town in the desert 60 miles from Los Angeles. It also had a large population of poor and poorly educated residents.
In 2004, the mayor and a community college dean convened a Taskforce to channel some of California's high-tech growth into their community. It led to SmartRiverside -- a multi-sector effort to change the city's destiny.
The city built a high-speed fibre network that now carries award-winning e-government and business applications
A digital inclusion program called Project Bridge provides free computers and training to low-income families. Project Bridge is a community collaboration that is now southern California's largest recycler of e-waste, and the project is funded by eBay sale of excess equipment.
A spotlight example of collaboration is the community’s education portal. Students work online exclusively. At the end of each day their results are assessed and fed back to the student and parents. Students can see, in real time, how well they are progressing twards their careers.
Astana was a small provincial city that was made a national capital, and started to gain residents quickly: it now exceeds 1-millin people in a country with a total population of 18-million.
The pressures on urban infrastructure, public services and local governance are immense.
To relieve these pressures, and to get away from the “oil curse” of a one-resource economy, the national and civic leaders decided to create a knowledge-based economy.
A Smart Astana project has united hundreds of leaders in government, business and institutions to set priorities for development, responding to a goal set by Kazakhstan’s president to transform Astana into a globally ranked Intelligent Community.
ICT is being installed to improve infrastructure, enhance the business environment, expand export trade and increase public satisfaction with quality of life, not only in the city center but in the ring of suburbs surrounding it.
Emphasizing collaboration, local government works to create an innovation cluster by connecting the city’s two universities to the 50,000 small-to-midsize companies and the manufacturers that have sprung up in a new industrial park. A new service centre for entrepreneurs has already assisted 4,500 promising leaders.
A key feature is that the various sectors of the community were asked for their input, not only on the adequacy of IT applications and services, but on their importance. From this, a “go-forward” map can be made, optimizing investment in new knowledge services.
Astana has a focus event to help mobilize citizens: Astana will host EXPO 2017 and wants the expected five million visitors to see a city ready to take on the world.
London has a larger economy than many European countries, and the concentration of businesses and people puts upward pressure on the productivity of travel.
Transport for London (TfL) has the job of moving a million commuters every day into the city (expected to grow by a third coming decade).
The challenge for TfL is to be able to deliver accurate travel information to these commuters. It needs to deliver the information that people want, in a usable manner, no matter where they are.
Fortunately, London’s commuters are high users of mobile devices; more than 80% use the Internet for maps and directions, and three-quarters of all Londoners visit the TfL web site.
TfL has created an Open Data program, where developers can use City data to create potentially useful applications for people to explore. The response has been so good that new Open Data applications have surged more than 85% in the past year.
In the Asian financial crises of 1997, Suwong’s largest employer, Samsung, moved out.
Suwon has now created an economy based on small-to-midsize enterprises specializing in IT, biotech and nanotechnology. The government has not been shy about backing that goal with public investment. Today, two-thirds of Suwon companies specialize in one of its targeted industries and companies with 50 or fewer employees make up 94% of all employers in the city.
The city government established the Ubiquitous Suwon Master Plan, branded as U-Happy. It provides transparent access to government through a unified web gateway.
Digital business incubators and multi-tenant buildings were created, with financial incentives. Suwon has also built a web of collaborative relationships among industry, universities and government. The tangible result is a large number of public-private research centers and institutes.
It developed its own governmental network despite South Korea's impressive broadband infrastructure, currently ranked number one in the world. It was able to trim operating costs by eliminating leased lines, and the use of conduit already installed for the transportation management system kept construction costs low. Control of its own network allowed Suwon to boost connection speeds from 32 Mbps to a blazing 1 Gbps (in 2010).
It focused less on technology than on Suwon’s development of the “human software” within this highly-educated community. It spent 360m in upgrading school facilities, opening new schools and expanding staff, and a further $186m is funding the 2010 Suwon Education Development Support Plan, which includes 74 individual projects focusing on education for a global economy and workforce. In addition, as the city replaces computers in its offices, the old units are refurbished and distributed to children’s centers, libraries and social welfare facilities.
The City continues to look to the future, hosting the EcoMobility World Festival in 2013.
Boston was voted as the most energy-efficient city in the US by the American Council for an Energy-Efficient Economy (2013)
Global energy needs are set to increase 40% by 2030, bringing pressure on prices, competition for resources, and raising difficulties to provide access to societies’ poorest citizens. It is also wrapped up in the issues of climate change, and the impact on economic growth.
Four areas that helped the City of Boston take top honors in, all of which relate to its building energy and community engagement efforts: -Mayor Thomas M. Menino’s 2009 Executive Order and 2011 Climate Action Plan, which set energy savings goals for the City’s municipal operations and the entire community; - The progress the City has made towards these goals, which has been supported by the Mayor’s Greenovate Boston initiative and by the business and institutional leaders on the Boston Green Ribbon Commission; - The effective outreach and partnerships the City has formed with community groups and utility companies to bring energy savings to residents and small businesses through its Renew Boston program; and - The City’s 2013 Building Energy Reporting and Disclosure Ordinance, which requires all large buildings to rate and report their energy use to improve energy management.
Programs like Renew Boston, the city has shown an impressive commitment to cutting down on energy waste, which will result in lower energy costs for residents and businesses, a more robust economy, and healthier environment.
Websites like Greenovate have interactive programs that track implementation and measure progress. Greenovate Boston is a collective movement to help Boston reach its goal of reducing greenhouse gas emissions 25% by 2020 and 80% by 2050.
Smart technologies are the key to achieving a low carbon eonomy.
The rise of Taichung over the past decade has been a well-planned, unwavering act of collaborative team-building under the vision of a mayor, Jason Hu.
A great place to live is not only one that dominates world export markets in areas such as precision manufacturing machinery and silicon wafer production, but goes to the next level and becomes a great cultural center. It offers the arts, culture and learning, and has saved many of the city's historic sites and the original "chessboard" street plan.
It is a merger of two communities: the city of Taichung, where 70% of the labor force worked in the services sector, and the surrounding County of Taichung, where nearly 50% of the labor force worked in industry.
The city has driven investments in information and communications technology to boost the efficiency of its port and road network, to boost agricultural output and create new markets, and to give the small-to-midsize businesses in its many industrial parks a competitive advantage in a global market.
Smart City Strategy covers a cross-section of the city, covering all areas of life, work and leisure activities in equal measure, and includes everything from infrastructure, energy and mobility to all aspects of urban development.
Open Government Data policy World’s Number One “Most Liveable City” six times in a row (Mercer)
Exemplary public transport (1st Place in the TripAdvisory ranking for “Getting Around in the City”)
Smart infrastructure with green buildings, accessible universities
Smart technology with free wifi, apps, developer aids
Sustainable Vienna program includes organic farms and recycling.
Hmi ce bit content mar 1 15
The Century of the
Why the Increased Urgency for Smart Cities?
What is it?
• A Smart City is any
community, large or small,
central or remote, that
enjoys the economic
development, job growth
and social prosperity that
bloom when software
applications are used to
engage the energy of all
sectors of the community.
It’s not what’s there (Brownfield waterfront)
It’s what you make of it
President & CEO
INFRASTRUCTURE: St. Louis Loop Media Hub
• The Loop Media Hub is a multi-sector economic
development collaborative centred on 5G fibre optic
development of city core
• 90% sociology and 10% infrastructure
Founder, Gigabit City
COLLABORATION: RIVERSIDE, CA
• SmartRiverside brought leaders together
• Project Bridge created digital inclusion
• Students are totally online: instant feed-back
Ron Loveridge, Mayor,
COLLABORATION (2): ASTANA, KAZAKHSTAN
Astana Mayor Adilbek
Dzhaksybekov with Kazakhstan
President Nursultan Nazarbayev
Solutions: LONDON TfL, U.K.
SOLUTIONS (2) SUWON, KOREA
• Focused on
Mayor of Suwon
SOLUTIONS (3) BOSTON, MA
• Most energy-efficient city
in the U.S.
• Greenovate community
with interactive modules
for tracking, reporting,
promote online citizen
Marty Walsh, Mayor,
City of Boston
LIFE: TAICHUNG, TAIWAN
• Merger of two
art, and economic
• “Most Liveable”
• Comprehensive policy
focused on life in the city
“The Viennese Way”
• Smart City Wien
• Best quality of life for all
inhabitants of Vienna
• Minimize the
• Realize through
Looking Ahead: The Progress is in the People
• Technology continues to
be astounding: e-cars for
Transport that require
no drivers; high-speed
• The core element is
and unifying the people
within the city.
• Smart Leadership =