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ESPRESSO systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities Co-funded by GA 691720 the Horizon 2020 Framework Programme

of the European Union

D5.1 – Smart city domain strategic growth map

File: D5.1 - Smart City Domain Strategic Growth Map.docx Page: 1 of 55

DELIVERABLE

D5.1 – Smart City Domain Strategic Growth Map

Project Acronym: ESPRESSO

Grant Agreement number: 691720

Project Title: systEmic Standardisation apPRoach to Empower Smart citieS and cOmmunities

Authors: Christin Walter (OS), Lady Merryn Henderson (OS)

Revision: Maria Francesca Ghellere (PwC), Bart De Lathouwer (OGC), Peter Parslow (OS), Richard

Woodling (OS)

Project co-funded by the Horizon 2020 Framework Programme of the European Union

Dissemination Level

P Public x C Confidential, only for members of the consortium and the Commission Services

Ref. Ares(2016)4019075 - 31/07/2016





1. Revision history and statement of originality

1.1. Revision history

Rev Date Author Organization Description

1.0 15/06/2016 Christin Walter OS Initial TOC (v 0.0)

2.0 27/06/2016 Christin Walter, Maria Francesca Ghellere

OS, PwC Revision

3.0 01/07/2016 Christin Walter OS First Draft (v 1.0)

4.0 07/07/2016 Christin Walter, Maria

Francesca Ghellere

OS, PwC Revision

5.0 08/07/2016 Christin Walter OS Second Draft (v 2.0)

6.0 11/07/2016 Richard Woodling, Bart

De Lathouwer, Peter

Parslow

OS, OGC Revision

7.0 15/07/2016 Christin Walter OS Third Draft (v 3.0)

8.0 19/07/2016 Richard Woodling, Peter

Parslow

OS Revision

9.0 19/07/2016 Christin Walter OS Fourth Draft (v 4.0)

10.0 28/07/2016 Lady Merryn Henderson OS Design of Brochure

11.0 29/07/2016 Christin Walter, Richard Woodling

OS Revision

12.0 29/07/2016 Christin Walter OS First Release

13.0 29/07/2016 Irene Facchin TRILOGIS Quality Check

1.2. Statement of originality

This deliverable contains original unpublished work except where clearly indicated otherwise. Acknowledgement of previously published material and of the work of others has been made through appropriate citation, quotation or both.





2. List of references

Number Full Reference

[1] British Standards Institute, Smart City Framework, http://www.bsigroup.com/en-

GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-

framework/

[2] British Standards Institute, Smart City Concept Model,

http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-

Publication/PAS-182-smart-cities-data-concept-model/

[3] British Standards Institute, Smart cities – Guide to the role of the planning and

development process, http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-

Standards-and-Publication/PD-8101-smart-cities-planning-guidelines/

[4] British Standards Institute, Smart Cities Overview, http://www.bsigroup.com/en-

GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-

overview/

[5] British Standards Institute/Ordnance Survey, City data survey report,

http://www.bsigroup.com/Documents/BSI_City%20Data%20Report_Singles%20FI

NAL.pdf

[6] Business is Great, India’s Smart Cities Programme,

https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/4

60151/UKTI_-_The_UK_offer_to_build_together__1_.pdf

[7] CEN/CENELEC/ETSI, SSCC-CG Final report,

http://www.etsi.org/images/files/SSCC-CG_Final_Report-

recommendations_Jan_2015.pdf

[8] CITIE, Technology, Innovation and Entrepreneurship Framework, http://citie.org/

[9] D2.2 - The Scope of Smart City Use Cases

[10] D2.4 – Definition of a ConceptuAl StandardS InterOPErability frAmework

(CASSIOPEiA) for Smart City

[11] Deloitte, Smart Cities,

https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -

sector/deloitte-nl-ps-smart-cities-report.pdf

[12] Deloitte, Smart Cities… Not just the sum of its parts,

https://www2.deloitte.com/content/dam/Deloitte/no/Documents/strategy/smart -

cities.pdf

[13] DIN/DKE, The German Standardisation Roadmap – Smart City,

http://www.din.de/blob/62908/0584b8ddb3764cdac7e855ac3abdf4da/smart -

cities-roadmap-en-data.pdf

[14] ETSI, Machine-to-Machine communications – Impact of Smart City Activity on IoT

Environment,

http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/



http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-182-smart-cities-data-concept-model/


http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8101-smart-cities-planning-guidelines/


http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/



http://www.bsigroup.com/Documents/BSI_City%20Data%20Report_Singles%20FINAL.pdf


https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/460151/UKTI_-_The_UK_offer_to_build_together__1_.pdf


http://www.etsi.org/images/files/SSCC-CG_Final_Report-recommendations_Jan_2015.pdf


http://citie.org/

https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public-sector/deloitte-nl-ps-smart-cities-report.pdf


https://www2.deloitte.com/content/dam/Deloitte/no/Documents/strategy/smart-cities.pdf


http://www.din.de/blob/62908/0584b8ddb3764cdac7e855ac3abdf4da/smart-cities-roadmap-en-data.pdf






http://www.etsi.org/deliver/etsi_tr/103200_103299/103290/01.01.01_60/tr_1032

90v010101p.pdf

[15] ETSI, SSCC-CG Final report, http://www.etsi.org/images/files/SSCC-

CG_Final_Report-recommendations_Jan_2015.pdf

[16] European Standardization Organizations, SSCC-CG Final Report,

ftp://ftp.cencenelec.eu/EN/EuropeanStandardization/Fields/SmartLiving/City/SSCC

-CG_Final_Report-recommendations_Jan_2015.pdf

[17] Hitachi Consulting, City Data Exchange, https://www.hitachiinsightgroup.com/en-

us/pdf/solution-profile/hitachi-solution-profile-city-data-exchange.pdf

[18] IDC Government Insights, Smart City Maturity Model — Assessment and Action on

the Path to Maturity,

http://az370354.vo.msecnd.net/publicsector/citynext/whitepapers/IDC%20Govern

ment%20Insights'%20Smart%20City%20Maturity%20Model_IDC.pdf

[19] IDC Government Insights, Smart Cities Analysis in Spain 2012 – The Smart

Journey,

http://www.portalidc.com/resources/white_papers/IDC_Smart_City_Analysis_Spai

n_EN.pdf

[20] IDC Government Insights, Smart Cities and the Internet of Everything, 2013:

http://www.bsigroup.com/LocalFiles/en-GB/smart-cities/resources/The-Role-of-

Standards-in-Smart-Cities-Issue-2-August-2014.pdf

[21] IEC, Orchestrating Infrastructure for Sustainable Smart Cities,

http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf

IEEE, https://www.ieee.org/about/index.html

[22] INGENIA, Opinion: Smart Cities need standards,

http://www.ingenia.org.uk/Content/ingenia/issues/issue58/Issue58_Opinion.pdf

[23] ISO/IEC, Smart Cities – Preliminary Report,

http://www.iso.org/iso/smart_cities_report-jtc1.pdf

[24] ISO/TMB Smart Cities Strategic Advisory Group – Final Report: Responding to

complex ores shaping urban life in the 21s t century,

http://standards.plantops.umich.edu/wp-content/uploads/2015/06/14-101-ISO-

TMBG-SAG_SCities_N0168_Final_Smart_Cit ies_SAG_Report.pdf

[25] ITU, Dubai first city to trial ITU key performance indicators for smart sustainable

cities,

http://www.itu.int/net/pressoffice/press_releases/2015/12.aspx#.V1mWl00UVdh

[26] Net!Works, Smart Cities Applications and Requirements, 2011:

http://www.networks-

etp.eu/fileadmin/user_upload/Publications/Position_White_Papers/White_Paper_S

mart_Cities_Applications.pdf

[27] OASIS, https://www.oasis-open.org/org

http://www.etsi.org/deliver/etsi_tr/103200_103299/103290/01.01.01_60/tr_103290v010101p.pdf




ftp://ftp.cencenelec.eu/EN/EuropeanStandardization/Fields/SmartLiving/City/SSCC-CG_Final_Report-recommendations_Jan_2015.pdf


https://www.hitachiinsightgroup.com/en-us/pdf/solution-profile/hitachi-solution-profile-city-data-exchange.pdf


http://az370354.vo.msecnd.net/publicsector/citynext/whitepapers/IDC%20Government%20Insights'%20Smart%20City%20Maturity%20Model_IDC.pdf


http://www.portalidc.com/resources/white_papers/IDC_Smart_City_Analysis_Spain_EN.pdf


http://www.bsigroup.com/LocalFiles/en-GB/smart-cities/resources/The-Role-of-Standards-in-Smart-Cities-Issue-2-August-2014.pdf



https://www.ieee.org/about/index.html



http://standards.plantops.umich.edu/wp-content/uploads/2015/06/14-101-ISO-TMBG-SAG_SCities_N0168_Final_Smart_Cities_SAG_Report.pdf



http://www.networks-etp.eu/fileadmin/user_upload/Publications/Position_White_Papers/White_Paper_Smart_Cities_Applications.pdf



https://www.oasis-open.org/org





[28] OGC, http://www.opengeospatial.org/

[29] OneM2M, http://www.onem2m.org/about-onem2m/why-onem2m

[30] Smart Cities Council, Readiness Guide,

http://smartcitiescouncil.com/resources/smart-cities-readiness-guide

[31] The Royal Statistical Society’s magazine Significance August 2012 (Vol. 9, Issue 4)

pp. 4-7 http://onlinelibrary.wiley.com/doi/10.1111/j.1740-

9713.2012.00583.x/epdf

[32] The Scottish Cities Alliance, Smart Cities Maturity Model and Self-Assessment Tool,

http://static1.squarespace.com/static/53c8d78be4b0c984e42f0c74/t/54d4ce1de4

b0b33bf9d15278/1423232541977/Smart+Cities+Maturity+Model+and+Self-

Assessment+Tool_Guidance_January+2015_FINAL.pdf%20

[33] The Urban Tide, Overview of the Smart Cities Maturity Model,

http://static1.squarespace.com/static/5527ba84e4b09a3d0e89e14d/t/55aebffce4b

0f8960472ef49/1437515772651/UT_Smart_Model_FINAL.pdf

[34] TM Forum, https://www.tmforum.org/about-tm-forum/

[35] White Paper sponsored by InterDigital,

http://www.interdigital.com/white_papers/Machina_2016_SmartCities?r=y

[36] W3C, https://www.w3.org/

http://www.opengeospatial.org/

http://www.onem2m.org/about-onem2m/why-onem2m


http://onlinelibrary.wiley.com/doi/10.1111/j.1740-9713.2012.00583.x/epdf


http://static1.squarespace.com/static/53c8d78be4b0c984e42f0c74/t/54d4ce1de4b0b33bf9d15278/1423232541977/Smart+Cities+Maturity+Model+and+Self-Assessment+Tool_Guidance_January+2015_FINAL.pdf



http://static1.squarespace.com/static/5527ba84e4b09a3d0e89e14d/t/55aebffce4b0f8960472ef49/1437515772651/UT_Smart_Model_FINAL.pdf


https://www.tmforum.org/about-tm-forum/


https://www.w3.org/





3. Table of Acronyms

Acronym Description

API Application Programming Interface

BSI British Standards Institute

CCM Core Concept Model

CEN European Committee for Standardisation

CENELEC European Committee for Electrotechnical Standardization

CITIE City Initiatives for Technology, Innovation and Entrepreneurship

DIN German Institute for Standardization

DKE German Commission for Electrical, Electronic & Information Technologies

EIP SCC European Innovation Partnership for Smart Cities and Communities

ESPRESSO systEmic standardisation apPRoach to Empower Smart citieS and cOmmunities

ETSI European Telecommunications Standards Institute

EU European Union

FG Focus group

GIS Geographical Information System

GPS Global Positioning System

ICT Information and Communication Technology

IDC International Data Corporation

IEC International Electrotechnical Commission

IEEE Institute of Electrical and Electronics Engineers

ISO International Standardisation Organisation

IT Information technology

ITU International Telecommunication Union

ITU-T ITU Telecommunication Standardization Sector

JRC Joint Research Centre

JTC Joint Technical Committee





KPI Key Performance Indicator

OASIS Organization for the Advancement of Structured Information Standards

OGC Open Geospatial Consortium

OneM2M A technical specifications developing body for M2M

OS Ordnance Survey

PAS Publically Available Specification

PD Published Document

PPP Public–Private Partnership

R&D Research & Development

REST Political-Economic-Social-Technological

SAG Strategic Advisory Group

SDO Standards Development Organization

SG Study Group

SSC Smart sustainable Cities

SSCC Smart and Sustainable Cities and Communities

SSCC-CG Smart and Sustainable Cities and Communities Coordination Group

SME Small and medium sized enterprise

SWOT Strengths-Weaknesses-Opportunities-Threats

TC Technical Committee

TMB Technical Management Board

TM Forum A global membership association for digital business

UN United Nations

W3C World Wide Web Consortium





4. Executive Abstract

This document is the output of ESPRESSO Task 5.1. It is a collection of the content of the Smart City Domain Strategic Growth Map from which ‘a high quality “glossy” publication’ will be developed, as set out in the Task 5.1 description of the ESPRESSO project. This submission of Task 5.1 is accompanied by a sample of the brochure, which will be developed further and will be made available as an offline document, a PDF, and as an online version through the ESPRESSO website.

The Smart City Domain Strategic Growth Map examines the cross-city capabilities that enable a city to become smarter. It provides a maturity assessment based on these capabilities and references practical approaches to provide cities with the tools to reach the desired maturity for the city themes they wish to address. The document is designed as a companion for decision makers and stresses the importance and benefits of standards in the city development process throughout the document.

This report is intended as a living document. A later version will include information and feedback from other tasks in ESPRESSO and from cities. Future iterations to this document will draw on the outcomes of Task 4.1 Definition of Shared Vocabularies, Task 4.2 Definition of Smart City Reference Architecture, and Work Package 2 Smart City Interoperability Context.





5. Table of Content

1. Revision history and statement of originality ........................................................................................ 2

1.1. Revision history................................................................................................................................ 2

1.2. Statement of originality .................................................................................................................... 2

2. List of references ................................................................................................................................ 3

3. Table of Acronyms .............................................................................................................................. 6

4. Executive Abstract .............................................................................................................................. 8

5. Table of Content ................................................................................................................................. 9

6. Table of Figures .................................................................................................................................11

7. Table of Tables...................................................................................................................................11

8. What makes a City Smart? ..................................................................................................................12

8.1. Global Challenges............................................................................................................................13

8.2. Technological Opportunities ............................................................................................................14

9. Why Do Cities Need Standards? ..........................................................................................................16

10. Is your city ready? ............................................................................................................................19

10.1. Strong CITY LEADERSHIP is a fundamental factor .............................................................................19

11. Where to start?................................................................................................................................22

11.1. The City Maturity Model ................................................................................................................22

11.2. Smart City Strategy........................................................................................................................30

12. Organisational Culture......................................................................................................................36

12.1. Asset Management .......................................................................................................................36

12.1.1. Physical Assets ...........................................................................................................................36

12.1.2. Digital Assets ..............................................................................................................................37

12.1.2.1. Data Strategy...........................................................................................................................37

12.1.2.2. Access to Data .........................................................................................................................39

12.1.2.3. ICT Plan ...................................................................................................................................40

12.2. Operating Model & Service Delivery ...............................................................................................41

13. City Planning with Standards.............................................................................................................44

13.1. Organisations that develop standards.............................................................................................44

13.1.1. Cities Excelling with Standards ....................................................................................................47

13.2. Smart City Architecture..................................................................................................................47

13.3. Innovation Ecosystem....................................................................................................................47





14. Measuring Progress..........................................................................................................................50

15. Making your city smart – A summary.................................................................................................51

16. Appendix .........................................................................................................................................52

16.1. Smart Solutions in the City Environment .........................................................................................52

16.2. Guidance Documents ....................................................................................................................54





6. Table of Figures

Figure 1: The Transformation Cycle.........................................................................................................20 Figure 2: How is your city doing. .............................................................................................................30

Figure 3: Smart City Strategy. .................................................................................................................31 Figure 4: City authority stakeholders.......................................................................................................32 Figure 5: Smart City stakeholders............................................................................................................33 Figure 6: Asset relationships. ..................................................................................................................36 Figure 7: Urban resilience stages. ...........................................................................................................41 Figure 8: Where Innovation, Experimentation and Collaboration come together. ......................................48

Figure 9: Sectors of Innovation. ..............................................................................................................52

7. Table of Tables

N.A.





8. What makes a City Smart?

There are already more than 100 definitions of what characterises a Smart City, and by the time you have finished reading this page another one is likely to have been added to the list. To make things more complicated, this diversity has shown that ‘smart cities’ means different things to different people.1 What most definitions agree on is that there are a number of distinctive features that smart cities encompass2:

1. A desire for an improved quality of life, sustainability, resilience, services, etc.;

2. Increased engagement with society, collaborative leadership, use of technology, etc.;

3. Decision-making and processes driven by information;

4. Avoiding sector specific approaches; sometimes known as adopting a ‘system approach’.

Yet, does the application of technologies alone make a city smart(er)?

Probably not.

The integration of data and digital technologies is no doubt a crucial factor in the strategic approach of a city to turning its operations around. Nonetheless, in the spirit of the term ‘smart’, a Smart City is first and foremost a city that understands its needs and addresses those in an intelligent manner – and this does not always require the application of technology!

An important aspect of a city being considered ‘smart’ is that it does not manage sectors in isolation from each other; a smart city adopts a ‘system of systems’ view and actively avoids working in sectoral silos.3

Ever since the financial crisis in 2008/09, national and local governments worldwide have had to rethink the way resources are allocated, and ‘doing more for less’ has become a catchphrase by many politicians. Despite the challenges that evidently came with the economic downturn, it allowed local decision-makers to creatively rethink their public service delivery, both, in terms of cost and effectiveness.

So…what makes smart city projects successful? And what makes a city smart?

There are a lot of important factors, such as LEADERSHIP, VISION, DATA, CITIZEN ENGAGEMENT, COMMUNICATION, INNOVATION… and STANDARDS.

Put simply, standards are agreed ways of doing things, which are open for reuse and provide a shared understanding of what constitutes good practice.4

So why should you read this brochure?

1 INGENIA, Opinion: Smart Cities need standards,

http://www.ingenia.org.uk/Content/ingenia/issues/issue58/Issue58_Opinion.pdf . 2 D2.4 – Definition of a ConceptuAl StandardS InterOPErability frAmework (CASSIOPEiA) for Smart City. 3 D2.4 – Definition of a ConceptuAl StandardS InterOPErability frAmework (CASSIOPEiA) for Smart City. 4 INGENIA, Opinion: Smart Cities need standards,

http://www.ingenia.org.uk/Content/ingenia/issues/issue58/Issue58_Opinion.pdf; White Paper sponsored by InterDigital, http://www.interdigital.com/white_papers/Machina_2016_SmartCities?r=y.








This document provides you with a high-level approach for designing your smart city agenda. It will show that smartness is about more than having WIFI available everywhere, and that standards can help sort your governance of digital and data quality. And if that isn’t enough, there are at least 15 reasons why standards are the future for cities.

8.1. Global Challenges

All cities are different; many factors that influence the future challenges a city will experience depend on its historic background, its socio-economic condition, the maturity of its existing infrastructure, its use of technological solutions, its geographic setting, and many more.5 This means that there cannot be a ‘one size fits all’ approach to addressing those specific needs as they relate to the way in which cities are (re) designed.

Still, there is a set of common challenges that many cities are already experiencing or are likely to face in the near future. This includes trends like population growth and population migration into cities; most of which will increase poverty for parts of the population and lead to an unsustainable use of resources by municipalities.6 The United Nations 2030 Agenda for Sustainable Development addresses the three dimensions of economy, society and environment underlying the 17 development goals; most of which have a direct impact on the future success of the urban environment.

Therefore, the strains put on the management and the operation of cities will need to be addressed sooner rather than later. Other issues likely to influence a city’s development globally include:7

Mobility and congestion

Using emerging technologies to tackle the traffic situation in

major cities around the globe.

Aging population

Implications for cities are numerous ranging from urban planning and design, to labour

supply, productivity, housing, and income security.

Energy

The concentration of people living in cities puts pressure on cities to improve energy efficiency while

securing supply and price stability.

Urban infrastructure

A growing urban population puts pressure on the aging housing, transport infrastructure, etc.

Waste management

With growing urban populations, municipalities will have to find ways of dealing with growing

volumes of waste.

Quality of Life

Providing city users with an attractive place to live, work and

visit, has become a more prominent factor over recent

years.

5 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf; 6 British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/; British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/ 7 Deloitte, Smart Cities, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -sector/deloitte-nl-ps-smart-cities-report.pdf













Resilience

The increase in extreme weather incidents worldwide has a

significant impact on cities.

Water management

This can vary between cities with some having to address large volumes of water and others

needing to manage scarce water resources.

Governance

The city administration needs to reassess the way it engages with the different city stakeholders.

Smart Cities provide an opportunity for addressing these complex situations. A city’s smart transformation is accelerated by using solutions that accommodate the specific needs of the city and by embracing technologies that enhance the speed of transition.

8.2. Technological Opportunities

The vast number of technological innovations in recent years has provided city leaders with a number of opportunities to add value through improved efficiency, to enhance the economic potential of the city region, to reduce operating costs, to foster new business and service developments, and to improve the living conditions of its citizens.8 Thus, governments across the world have started adopting innovative solutions for the delivery of its services - examples are listed in the section on ‘Smart Solutions in the City Environment’.

But it is not that easy! The deployment of technology in itself is ineffective when it comes down to improving the lives of the citizens. Using innovative solutions to solve a city’s most pressing problems is what makes a city smart. Digital technologies collect masses of data that can support the matching of supply availability against demand requirements. In most cases, it is the combination of reliable information and communication technologies (ICT), data analytics, and technological integration that solve the specific needs of the city and its citizens.9

Technology integration in a smart city includes both the vertical integration from sensors, low cost communication, real-time analysis, and the horizontal integration of isolated legacy systems and citizen-centred services.10 New approaches to city management, data analysis, and technological developments have the power to provide a financial return from efficiency and cost savings, in addition to social and environmental returns that enable municipalities to meet targets and policy goals.

A selection of disruptive technologies and innovations:11

8 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf 9 Deloitte, Smart Cities… Not just the sum of its parts, https://www2.deloitte.com/content/dam/Deloitte/no/Documents/strategy/smart-cities.pdf 10 Deloitte, Smart Cities… Not just the sum of its parts, https://www2.deloitte.com/content/dam/Deloitte/no/Documents/strategy/smart-cities.pdf 11 Deloitte, Smart Cities, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -sector/deloitte-nl-ps-smart-cities-report.pdf











Importantly, the pre-condition needed for adding value through integration is the compatibility of technologies. Common and consensus-based standards are the best way to ensure interoperability. Without interoperability, inefficiencies will remain and inhibit outcomes and cost savings.

•large volumes of data from a range of sources are at the heart of smart solutions allows for advanced analytics and visualisationBig data

•on-demand access to computing power and functionalityCloud

•machine learning that creates insight from a vast range of data and makes decisions accordinglyArtificial Intelligence

•obtaining content or services by seeking assistance from (mainly) an online community Crowd sourcing

•an increase in flexibility and abilities has opened the way for the introduction of robotics into everyday lifeRobotics

•phys ical objects with advanced sensors and connected to the internet generate large amounts of data about the physical environment, i .e. air quality, water flows, ...

Internet of Things

•developments in the unmanned aerial vehicle industry provides a cost efficient further source for information capture from the sky

Drones

•the number of devices accessing mobile internet increases constantly, paving the way for many innovative solutions Mobiles

•digital technology connects people to create online communities, which creates insight into thoughts and experiences

Social Media

•other new technologies and social innovations are fuelling smart solution daily...





9. Why Do Cities Need Standards?

It will come as no surprise that cities are complex entities with heterogeneous populations, a variety of needs, diverse opportunities and challenges, multiple stakeholders, and a large number of data sets.12 Traditionally, most cities have operate in a highly fragmented state with specific functions, services, and domains being handled within individual departments. Consequently IT strategy and other processes have become ‘siloed’, providing cities with additional issues when trying to implement new city solutions.

Standards can help find the way through this maze of components. They provide a coherent guide to good practice that drive the adoption of smart city approaches and technologies. They play a role throughout the entire process of creating a Smart City, ranging from supporting the development of a clear vision, targets, and goals, to assessing and evaluating progress, and fostering innovation. Though up to now, the awareness of city standards is patchy.

Standards enable Smart Cities, by improving smartness, resilience and sustainability.13 This means that technological innovations, while important in the smart city development, are not the driving force. It is standards that facilitate the communication between technologies, systems, and stakeholders.

So what? Here are a number of benefits that standards can bring to your city:

1. Improve efficiency – Standards can achieve efficiency savings when market uptake of technological solutions in the city is brought about through standardization. 14

2. Create markets – Standards stimulate innovation and competition. Software solutions based on open standards compete on an equal basis in open markets.

3. Enable economies of scale – Standards can stimulate the market, leading to reduced cost. This happens if many cities follow a common path based on the standard used.15

4. Help to prevent vendor lock-in – Standards can break the chain of contracting a single company for a whole product by building products and services to agreed standards. Breaking these down into smaller parts, individual providers of parts of a product or a service can be substituted easier.16

12 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf 13 ISO/TMB Smart Cities Strategic Advisory Group – Final Report: Responding to complex ores shaping urban life in the 21st century, http://standards.plantops.umich.edu/wp-content/uploads/2015/06/14-101-ISO-TMBG-SAG_SCities_N0168_Final_Smart_Cities_SAG_Report.pdf 14 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf 15 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/ 16 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/















5. Help obtain funding – Standards support city leaders to communicate their vision for the city in a language commonly understood by investors. This makes it easier to capture evidence in support of the proposition. 17

6. Enhance Sustainability – Standards help decision makers to consider the environmental impact of their activities and provide measures to protect the environment.18

7. Create a common understanding – Standards produce a shared language that allows all stakeholders in cities to communicate without misunderstandings.19

8. Support all aspects of Smart City development – Standards in smart cities can be divided into three different types of standards: Management standards, data standards, and technical standards.

9. Provide confidence in smart solutions – Standards provide certainty in services, products, and processes as previous success can be replicated.

10.Ensure the interoperability of technologies and systems – Standards allow for integration and coherence between varied technologies and systems. They help define the points of interoperability.20

11.Enable the integration between physical and digital infrastructure – Standards provide resilience and reliability when integrating physical and digital infrastructures. 21

12.Protect data and privacy - Standards exist for information security management and data protection. These function around data capture, data storage, data transfer, and data deletion.22

13.Assess performance and measure progress - Standards help city managers assess what they are doing well and what needs improving.

14.Save time – Standards provide roadmaps created by experts based on good practice that can be implemented on the spot.

15.Minimise risk – Standards decrease the risk of projects and product/service development failure.

Standards Developing Organisations (SDOs) themselves operate in a fragmented industry. With several national and international SDOs creating standards, many

17 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/ 18 ISO/TMB Smart Cities Strategic Advisory Group – Final Report: Responding to complex ores shaping urban life in the 21st century, http://standards.plantops.umich.edu/wp-content/uploads/2015/06/14-101-ISO-TMBG-

SAG_SCities_N0168_Final_Smart_Cities_SAG_Report.pdf 19 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/ 20 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/ 21 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/ 22 ETSI, SSCC-CG Final report, http://www.etsi.org/images/files/SSCC-CG_Final_Report-recommendations_Jan_2015.pdf

















comparable standards can be confusing. With their adoption being voluntarily, it is up to the user to decide on the usefulness of the ones on offer.

ESPRESSO focuses on the development of a conceptual Smart City Information Framework based on open standards. The outcome of the ESPRESSO project will help you understand what SDOs exist, what smart city standards exist, how you can measure the maturity of your governance processes and the maturity of your sectoral systems, how you can implement standards, and what a shared smart city language looks like etc. Standards are a crucial component of your city development, now and in the future!

Read on to find out whether your city is ready for its smart transformation.





10. Is your city ready?

Becoming a truly Smart City requires an approach aligned to the city’s needs, individual priorities and challenges the city aims to address. Over time those goals and, indeed, the vision will need to be reviewed in light of the social, economic and technological changes that influence the city environment. Therefore an approach that embraces change rather than a rigid plan is required.

This brochure provides a model and a set of common tools to support the effective and efficient implementation of solutions for your city; advocating a city-needs-led approach that disrupts the traditional top-down programme structure.23 We will take you through the different stages of the model and provide practical recommendations on how to enable your city to become smarter. By understanding the characteristics of each category, you will be equipped to enable progress in your municipality.

10.1. Strong CITY LEADERSHIP is a fundamental factor

The traditional role of city leaders has changed significantly over recent decades. While once designing and delivering services, public sector leaders are more and more commissioning service delivery out to other city actors. Although, the effective relationship between the public sector, private sector, third sector and citizens is crucial, it often lacks trust and needs to be addressed in the light of a new leadership style.24

Ensuring successful deployment of Smart City solutions throughout the value chain requires smart leadership across multiple city actors. The leadership team should consist of accountable individuals from across the different departments in the municipality, the cross-sectoral service providers and representatives of the city’s citizens.25 The development of the city programme should aim to bring in experts with different skills sets that cover a range of requirements that this new form of leadership needs to be able to fulfil.

Responsibilities and requirements of the leadership team encompass all aspects of the ‘smartness’ roadmap:

23 ISO/TMB Smart Cities Strategic Advisory Group – Final Report: Responding to complex ores shaping urban life in the

21st century, http://standards.plantops.umich.edu/wp-content/uploads/2015/06/14-101-ISO-TMBG-SAG_SCities_N0168_Final_Smart_Cities_SAG_Report.pdf 24 British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/ 25 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf

Col laborative Ci ty Leadership

customer-centriccity strategy and

business casecross-departmental

capacityasset management

financial management

strategy management











Effective leadership can overcome barriers to transformation by using the expertise of this diverse leadership team. The sharing of leadership responsibility will further enhance the citywide buy-in to the strategy.

The smart city journey aims to achieve a common objective across the entire city that will ideally be transmitted into policy.

The matrix breaks down the transformation cycle into the different stages that will guide you through the rest of this document.

Let us help you find your way to ‘smartness’

Where to s tart?

Organisational Culture

City Planning with Standards

Measuring Progress

The Transformation Cycle

Strong leadership is at the heart of any successful city

transformation process aiming to enable smart solutions

that address the needs of the city users. Committing to

the goals set in the city strategy and taking action to

overcome organisational, technical, or procedural

obstacles will facilitate the smart city transformation.

This transformation cycle is broken down into four key

stages that provide an overview of the tools a city needs

to become ‘smarter’.

The framework will establish the purpose of the smart

city process by helping to develop the vision and targets;

all part of the city strategy. It will enable municipalities

to review their operating model, service delivery, and

physical as well as digital asset management. The cycle

will foster a systematic city planning ecosystem based on

standards, innovation, and communication. Measuring

progress and reviewing the aims of the vision regularly

will refocus the strategy and future proof the city.

Leadership

Figure 1: The Transformation Cycle.





11. Where to start?

11.1. The City Maturity Model

Before moving forward any city needs to be able to determine its current level of maturity and the capabilities needed to enable the smart city. The Smart City Maturity Model helps you assess the current level at which your city uses data and information to facilitate strategic, efficient, and effective operations of your daily business and social activities. The model also helps you determine what it is you are trying to achieve in your city.

This simplified maturity assessment draws on existing models in the field – BSI, IDC, and Scottish Cities Alliance - and focuses on the organisational mechanisms a smart city ought to have in place to be successful. It is designed to provide a brief and easy option for you to assess how well your city is doing against a set of 10 critical categories that need to be part of a city’s strategic intent. The categories are as follow:

1. City Strategy

2. Stakeholder Engagement & Communication

3. Operating Model & Service Delivery

4. Asset Management

5. Data Strategy

6. Access to Data

7. ICT Plan

8. Standards

9. Innovation Ecosystem

10.Performance Management

The assessment is divided into 2 stages:

The first stage helps you analyses where your city is located in the spectrum of maturity, ranging from ‘ad hoc’ to ‘optimised’

Stage two helps you understand how well each of the 10 categories is developed, and where there is need for further improvement.

The assessment is designed as a questionnaire with 10 questions for each category - with the assessment taking no longer than 10 minutes overall.26 You can

26 Content taken from: British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-

GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/; British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/; IDC Government Insights, Smart City Maturity Model – Assessment and

Action on the Path to Maturity, http://az370354.vo.msecnd.net/publicsector/citynext/whitepapers/IDC%20Government%20Insights'%20Smart%20City%20Maturity%20Model_IDC.pdf The Scottish Cities Alliance, Smart Cities Maturity model and Self-Assessment Tool, http://static1.squarespace.com/static/53c8d78be4b0c984e42f0c74/t/54d4ce1de4b0b33bf9d15278/1423232541977/

Smart+Cities+Maturity+Model+and+Self-Assessment+Tool_Guidance_January+2015_FINAL.pdf; The Urban Tide, Overview of the Smart Cities Maturity Model,













plot your overall maturity score in the maturity model on page XX, and the results for the individual categories can be marked in the radar diagram on page XX. The results should not be taken as a comprehensive assessment of the way in which your municipality operates, but rather as an indication of the success of your initiatives to date. For an in-depth analysis on your city’s state of smartness, we recommend that you refer to the following models:

British Standards Institution - PAS 181 ‘Smart City Framework: Guide to establishing

strategies for smart cities and communities’ and PD 8100 ‘Smart Cities Overview’

IDC Government Insights - Smart City Maturity Model: Assessment and action on the

path to maturity

Scottish Cities Alliance – Smart Cities Maturity Model and Self-Assessment Tool

http://static1.squarespace.com/static/5527ba84e4b09a3d0e89e14d/t/55aebffce4b0f8960472ef49/1437515772651/UT_Smart_Model_FINAL.pdf ; IDC Government Insights, Smart Cities Analysis in Spain 2012 – The Smart Journey,

http://www.portalidc.com/resources/white_papers/IDC_Smart_City_Analysis_Spain_EN.pdf; Deloitte, Smart Cities, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -sector/deloitte-nl-ps-smart-cities-report.pdf

http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030277667

http://shop.bsigroup.com/en/ProductDetail/?pid=000000000030277667













Looking at your questionnaire results for both the maturity model and the radar diagram, you will notice that despite being at a particular level of maturity, your city will be at different stages for each of the smartness categories. By identifying these critical measures and actions, you can begin to set a roadmap for your smart city development.

How is your city doing?

Figure 2: How is your city doing.

If you are interested in a sectorial maturity analysis of your smart city efforts, please refer to either of the following assessments:

1. ESPRESSO’s Smart City Indicator Platform enables cities and stakeholders to measure performance of the different sectors of the city against a set of measurable, available indicators. The Platform uses a set of metrics as KPIs related to the various sectorial services of a city, including environment, mobility, energy, healthcare, governance, etc. By gathering information across your departments, it will support you in removing silos.

2. The Smart Cities Council’s Readiness Guide also provides an analysis of your city’s smartness by sector.

Following the assessment questionnaire, the chapters in this brochure build on the identified 10 categories and provide practical advice for your city to implement.

11.2. Smart City Strategy

A Smart City strategy defines a city’s intent and its vision including goals and strengths, while addressing its most pressing challenges. A report recently highlighted

0

1

2

3

4

5

6

7

8

9

10City Strategy

Stakeholder Engagement &Communication

Operating Model & ServiceDelivery

Asset Management

Data Strategy

Access to Data

ICT Plan

Standards

Innovation Ecosystem

Performance Management

http://readinessguide.smartcitiescouncil.com/





that ‘smart cities have a clear vision of what they want to be and a strategy to realise this ambition.’27 Knowing a city’s strengths and weaknesses will ultimately provide further clarity about what needs to be achieved. This allows your municipality to allocate its efforts and resources in the areas that are likely to create the most value for the city, both in the short term and in the long term. Without a clear vision in place, any city running pilots is in danger of experiencing patchy successes, at best and wasting valuable resources in the process.

Becoming a smart city is about more than running several small-scale pilots. It is about incorporating smart approaches at the heart of a city’s operations, and sharing a common language around smart cities will help you promote a shared smart culture.28

Being ‘smart’ means addressing the needs that provide the best outcomes for the citizens. No technology, however advanced, that does not respond to the challenges of the urban environment has the ability to create a smart city.

You will need a strategy that remains in flux, flexible enough to be reviewed and adjusted regularly in light of the changing city environment, while keeping the momentum of the projects underway. Yet the strategy will need to be stable so that all stakeholders are engaged with the long-term vision.

A city cannot transform into a smart city unless it develops partnerships with the different city stakeholders as the functioning of any city is shaped by the actions of a large number of city actors. Ultimately, successful changes to the operating model of the municipality needs the buy-in from this community. Without acceptance from this group it will be nearly impossible to turn your vision into a reality. Acknowledging concerns and comments from the stakeholder community will provide you with a collectively agreed plan to take forward. Where appropriate, incorporating the ideas of citizens and involving the local academia can help identify potential issues before they occur.29

It has been remarked that ‘[a] Smart City will be one where civic engagement is a reality: its people will participate in its running, its management, its ethos, and will

27 Deloitte, Smart Cities, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -sector/deloitte-nl-

ps-smart-cities-report.pdf 28 British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/ 29 British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-

Cities-Standards-and-Publication/PAS-181-smart-cities-framework/; Deloitte, Smart Cities… Not just the sum of its parts, https://www2.deloitte.com/content/dam/Deloitte/no/Documents/strategy/smart-cities.pdf

...needs a clear vision and targets

...needs to engage with city

stakeholders

Smart City Strategy

...needs to understand its

specific challenges

Figure 3: Smart City Strategy.












feel part of that city.’30 This is also true for a city’s engagement with its service providers; the diversity of services operating in a large number of sectors can only be accommodated through collaboration.

The strategy should provide more detail about the socio-economic development of the city with strategic actions that on the one hand improve the existing infrastructure and on the other hand manage urban growth. It should have measurable outcomes that can be articulated.

As part of this comprehensive strategic report we recommend that you conduct a horizon scanning exercise including a PEST analysis (Political-Economic-Social-Technological) and a SWOT analysis (Strengths-Weaknesses-Opportunities-Threats). Those activities conducted regularly will alert you to a variety of changes that can impact how you operate and the outcomes you experience.

What is the role of the city authority in the Smart City?

Mapping and understanding the new responsibilities expected of the city authority can put you at a strategic advantage when interacting with the various city stakeholders.31

Figure 4: City authority stakeholders.

Who are the city stakeholders?

The foundation for success of a smart city depends on a common understanding and shared priorities among all city stakeholders. The following figure illustrates the diversity of the city stakeholder environment. There are different groups of

30 The Royal Statistical Society’s magazine Significance August 2012 (Vol. 9, Issue 4) pp. 4-7 http://onlinelibrary.wiley.com/doi/10.1111/j.1740-9713.2012.00583.x/epdf 31 Information for matrix taken from: Deloitte, Smart Cities, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -sector/deloitte-nl-ps-smart-cities-report.pdf

City authority

As the STRATEGIST the city sets out a clear vision and

supports innovation and

new ideas

As a FACILITATORthe city builds a

network of stakeholders to create new city

solutions

As a STEWARD for a city innovation ecosystem the

city provides data and fosters start-

ups

As an INVESTORthe city promotes innovation in the departments of the municipality

As a PROTECTORthe city applies

measures to secure the

resilience of all critial

infrastructures

As a REGULATORthe city

introduces regulations to stimulate new business and to

protect city users







stakeholders that have different contributions to make and different needs that have to be anticipated.32

Figure 5: Smart City stakeholders.

Don’t forget that learning from other cities and working with neighbouring cities to develop common solutions can decrease some of the risk attached to trying new processes. Every city may have its own unique history, but there are common interest and issues that unite cities globally.

What to do now?33

32 Information taken from: Deloitte, Smart Cities, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -sector/deloitte-nl-ps-smart-cities-report.pdf; IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-

LR-en.pdf; British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/ 33 Information taken from: ETSI, Machine-to-Machine communications – Impact of Smart City Activity on IoT Environment, http://www.etsi.org/deliver/etsi_tr/103200_103299/103290/01.01.01_60/tr_103290v010101p.pdf;

British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/

City Authority

Citizens

Tertiary Sector

Retailers

Banks

Construction Companies

Health Care Providers

Utility Providers

Transportation ProvidersLogistics

Providers

Telecom Providers

Digital Agencies

Start-up Incubators

Technology Vendors

Investors

Research Institutions

Education Sector

Geospatial experts













Stage 1- Launch

•document shor t-and long-ter m goals

•Engage citizens and other stakeholder s

•Consider citizen engagement ar ound pr ior ity setting

• star t develop a business case

• identify the ar eas of need of city functions

• star t collabor ation w ithin and between depar tments

•develop a common language

• star t to conduct r egular hor izon scanning ex er cises

•make people awar e of standar ds

Stage 2 - Fir st Achievements

•Engage stakeholder s w ith the challenges assessment and str ategic dir ection

• identify bar r iers to adoption of smar t agenda

•get the buy-in of city stakeholder s as the str ategy and r oadmap for smar t initatives ar e developed

•aim for impr oved outcomes and ser vice deliver y based on r epeatable standar d pr ocesses

• Smar t City pr ojects and coor dination beyond depar tment level

• test the validity of standar ds applied

Stage 3 - Unify Initiatives

•Business case applied city-w ide

• systems of wor k and data flows ar e in place

• the ex tensive use of data analytics and modelling allows for pr edictions about city user s needs and pr ovides pr eventive ser vices

•adoption of standar ds that w ilol suppor t gr owth

Stage 4 - Key Actions

•Continuous r eview and optimisation of the city str ategy and vision

•Continuous pr ogr ess on KPIs

•Agile str ategy, IT, and gover nance system in place

• sustainable cityw ide platfor m

•keep abr east of emer ging standar ds and consider adoption

Cross-departmental work group

Key city stakeholder work group





34

34 Recommendations from: British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/; British Standards Institute,

Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/;

To achieve the best outcomes, your city needs to…

…articulate its vision – There are a number of characteristics a smart city vision should

include, such as goals and priorities, an innovation ecosystem, access to city data, cross -

departmental collaboration, and stakeholder engagement. The vision should be citizen-

centric, and developed in agreement with citizen and other external stakeholders.

…align its governance structure to the vision – The vision should be in line with the

departmental priorities and the stakeholders goals. Key is the support or buy-in of all those

involved in the transformation process of your city, internally as well as externally.

…actively involve stakeholders – Build a stakeholder ecosystem involving across

departments and agencies team, external service and product providers, academia, urban

planners and city users, to agree a common language, goals and desired outcomes.

…embrace technologies and data – The opportunities provided through disruptive

technologies and advanced data analytics can accelerate your strategic objectives for the

city. Above all, it can help make the city the best it can be, as long as you do not lose sight

of what it is that increases the city users’ quality of life.

…apply standards – Standards enable your smart city development. They provide

guidance on how to develop, agree and deliver smart city strategies. Their implementation

can transform your city’s ability to tackle future challenges and deliver your city’s

objectives.

…reinvent public-private partnerships – PPPs are crucial as a source of finance and a

source of expertise. Often city government and local private entities share the same project

vision, rather than the priorities set by national governments. PPPs accelerate progress as

they allow cities to share the risks and benefits from projects, to push for faster change,

and to remove barriers as part of the investment provided by both sides.

…be consistent in its engagement – It is already difficult enough to get everyone

involved in the running of a city to buy into the city strategy. Gaining commitment is only

the start, it is just as important to retain both commitment and direct involvement.

…consider sharing knowledge – Learning from neighbouring cities can also establish

initiatives that go beyond the municipal boundaries. As many citizens move between cities

on a regular basis, a common approach can lead to an increased quality of life experience.

On a more practical note, combining resources to work on projects across boundaries can

also lower risks.

…measure its vision – While establishing defined priorities, it is the key performance

indicators (KPIs) for each of the objectives that allow you to quantify the success of the

implemented changes.









12. Organisational Culture

12.1. Asset Management

12.1.1. Physical Assets

As diverse as cities are, as complex is the ownership and management of physical assets like public spaces, underground assets, roads, buildings, etc. As you know, supporting the smooth and effective running of these assets – including their resilience – is far from simple.35

How can managing the different city assets promote investment?

Figure 6: Asset relationships.

This simplified diagram illustrates the complex web of, on the one hand, city assets and, on the other hand, the additional considerations in relation to those assets. Integrating new technologies and services within its legacy infrastructure is an important ability cities need to fulfil. You will understand how important it is to not only to know who owns and/or manages those assets, but also how these assets work together and impact on one another.

Mapping assets will put you at a comparative advantage when managing urban change and developing city infrastructure. In the context of data, investor confidence is based on knowledge. Standards and data provide this expertise.

35 British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/







12.1.2. Digital Assets

For digital technology to support the smart city strategy the following requirements need to be met:36

Next generation wired and wireless connectivity infrastructure;

Citywide sensor network;

Data security and privacy methods;

Bringing together data and information from smart appliances; and

Breaking down digital exclusion.

12.1.2.1. Data Strategy

Many cities have fragmented, siloed operations and generally lack cooperation within their own municipality. This long-established behaviour inhibits the sharing of data and creates a barrier to smart city development. Frontline services are mostly provided by the individual districts, who have their own approach to collecting and sharing data.37 In addition, sector specific terminology and models used when data is first collected that is understood within that sector alone, prohibits interoperability and sharing with other sectors. If the city is to benefit from a municipal data science capability the individual districts, departments and data providers are essential, in order to bring data sets together.38

Data management incorporates the harvesting, cleansing, and structuring of data. Think of data and information coming from sensors, social media, satellite imagery, etc. Value is being added by making sense of this raw data by turning it into intelligence through data analytics, data mining, or similar methods. This intelligence in turn can be used by the local authority to inform decision-making. Value is being added by optimising the performance of assets and service efficiencies. All three

36 British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/ 37 BSI/OS, City data survey report, http://www.bsigroup.com/Documents/BSI_City%20Data%20Report_Singles%20FINAL.pdf 38 BSI/OS, City data survey report, http://www.bsigroup.com/Documents/BSI_City%20Data%20Report_Singles%20FINAL.pdf









elements are connected to one another by interoperability. This covers communication between devices, systems, technologies, or city actors.39

Exploiting the power of data is crucial. Data can be used to understand more about the needs of individuals or trends in the population. As a result actions can be tailored to specific segments of the city population including customized services.40

This needs to develop into three directions:

Data analysis and data modelling;

Simulation for predictions; and

Optimisation of problem solving.

Digital modelling can help the planning and developing process of space within the city environment. It identifies the way people behave, how they move and interact within a space. Visualising data through GIS systems or digital platforms adds further usefulness to the data. In addition, it provides information about what is happening in the city. This enables decision makers to identify several trends:41

1. Movement patterns of people based on the where, when, how and why.

2. Efficient use of space to locate infrastructure where it is needed.

3. Performance of assets, people and the environment can be improved.

The use of sensors and new technology generates new types of data about issues relevant to the city. Making the performance data of physical, digital and spatial assets available in real-time supports integrated service delivery and near real-time feedback to unpredictable events.

Displaying real-time data using dashboards and Geographical Information Systems (GIS) improve decision-making. GIS is increasingly used by city authorities as it allows data from a range of sources to interact providing more insight into what is happening in different locations within the city.42 ‘This ability to pinpoint a geographical reference, enable access and link data underpins the compelling case to share it between different departments, agencies, industry and research organisations.’43

The knowledge about the city that is created through those simple steps can help decision makers to achieve the city vision, while enabling real-time decision making about unforeseen events that cannot be predicted through predictive methods.

39 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf 40 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf 41 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-

LR-en.pdf 42 British Standards Institute, Smart cities – Guide to the role of the planning and development process, http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8101-smart-cities-planning-guidelines/ 43 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/















Information and/or data gathered through the cities infrastructure for one service is, in many cases, relevant to another service further down the supply chain. Too often collected data is being used in silos – with one type of data and one type of data analytics addressing one

problem. Sharing data and information from different sources is likely to provide not only efficiency savings but will also improve services delivered to citizens and businesses.44

The sharing of data provides a number of benefits to the city and the stakeholder as it develops a long-term plan to improve the wellbeing of the city’s citizens and businesses. The value of data is based on its content, its quality, accuracy, integrity, availability and interoperability. If facilitated through a common language and a consistent use of identifiers and classifications, the following benefits can be experienced:

45

12.1.2.2. Access to Data

Across the world many cities have made increasing volumes of data available. Accessible data is an essential part of the smart city development. It enables more transparent and accountable government by allowing for better decision quality, improving operational efficiency, and offering opportunities for innovation, services, and business models to be developed.46

Most challenges faced relate to data privacy, cyber security, and protecting intellectual property. Managing these challenges asks for refined standards, technologies, and working practices that protect, not only, private data but also sensitive business and government data. Data privacy has been named as a major barrier to making data available. Personal information is one of the main reasons why many datasets are not

44 British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/ 45 IEC, Orchestrating infrastructure for sustainable Smart Cities, http://www.iec.ch/whitepaper/pdf/iecWP-smartcities-LR-en.pdf 46 BSI/OS, City data survey report, http://www.bsigroup.com/Documents/BSI_City%20Data%20Report_Singles%20FINAL.pdf

collection and verification of data is optimised

common understanding of needs of city-users

objectives are shared and evidenced with data

integrated systems and services

engaged and enabled citizens

transparent decison-making

partnership models emerge

creation of innovation eco-system










made available by private and/or public sector organisations. Publishing data by excluding personal information can bridge this issue.47

Most open data agendas are driven by a number of different factors including government transparency, sustainable economic growth, improved public services, R&D excellence and societal benefits. Yet, making data openly available is only the first step. Establishing an open data platform for city data is as much dependant on the willingness of the public sector to provide data into the platform, as it is for the private and voluntary sector to follow the example. Most importantly, any platform will need to be user-friendly if it is to be used.48

Despite the value that open data has created, it is time to move on and talk about city data. It has become more important to look at utility providers or building companies as providers of valuable city data. Various private sector companies are not yet bought into the data sharing mentality and are only willing to provide information at a premium price.49

With national policies impacting on the type of data sets that can be made available for free, there is significant value in the development of a City Data Exchange. This service brings together existing open data, private sector data, and data from city projects to make it readily available for consumption. While the platform would bring together public and private bodies to improve the efficiency and effectiveness of city solutions, it would also include a commercial edge to allow the sale, purchase and sharing of data from these sources for all city users including citizens, business, and city authority.50

Bringing data suppliers and data consumers together in this digital marketplace will create savings in infrastructure investment and data gathering due to improved operations and services.

12.1.2.3. ICT Plan

A number of different sources have named the ICT infrastructure as a prerequisite for the take-off of smart cities. Collecting large amounts of information data from all connected devices and analysing the results of the data – increasingly through advanced data analytics – can only happen if a reliable and resilient ICT system provides the connectivity needed for a smart city.51

47 BSI/OS, City data survey report,

http://www.bsigroup.com/Documents/BSI_City%20Data%20Report_Singles%20FINAL.pdf 48 British Standards Institute, Smart City Concept Model, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-182-smart-cities-data-concept-model/ 49 BSI/OS, City data survey report, http://www.bsigroup.com/Documents/BSI_City%20Data%20Report_Singles%20FINAL.pdf 50 Hitachi Consulting, City Data Exchange, https://www.hitachiinsightgroup.com/en-us/pdf/solution-profile/hitachi-solution-profile-city-data-exchange.pdf 51 British Standards Institute, Smart cities – Guide to the role of the planning and development process, http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8101-smart-cities-planning-












How can you develop your ICT and systems intelligence?52

Figure 7: Urban resilience stages.

12.2. Operating Model & Service Delivery

People move freely across district boundaries. Yet, the units of service delivery between districts can differ. Ultimately, even though the city has established shared priorities it is not coherent in its approach to service delivery.

At present service delivery tends to operate in isolation. Many producers are still generating technologies based on their own specifications and data protocols. These stand-alone systems are not part of an integrated system with a single point of data entry. If city departments implement smart solutions separately, any new device, platform, or tool will be hard to integrate.53

There are signs that cities will move to becoming platform providers rather than being service providers. As part of this, your city will do both, for example developing an integrated wireless network that accommodates multiple providers and multiple

guidelines/; Net!Works, Smart Cities Applications and Requirements, 2011: http://www.networks-etp.eu/fileadmin/user_upload/Publications/Position_White_Papers/White_Paper_Smart_Cities_Applications.pdf 52 Content taken from: British Standards Institute, Smart cities – Guide to the role of the planning and development

process, http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8101-smart-cities-planning-guidelines/; Business is Great, India’s Smart Cities Programme, https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/460151/UKTI_-

_The_UK_offer_to_build_together__1_.pdf ; ETSI, Machine-to-Machine communications – Impact of Smart City Activity on IoT Environment, http://www.etsi.org/deliver/etsi_tr/103200_103299/103290/01.01.01_60/tr_103290v010101p.pdf 53 British Standards Institute, Smart cities – Guide to the role of the planning and development process,


Stage 1 - Launch

•access to telecom and digital services that can be affordable and does not exclude parts of society

•ideally geospatial

•real time access to services

Stage 2 - First Achievements

•resource monitoring and efficiency analysis

•scenario testing through integrated data platforms

Stage 3 - Unify Initiatives

•availability of open data to enable service innovation

•introduction of predictive system mechaisms, such as predictive resource load management, or predictive risk management

Stage 4 - Key Actions

•technology enabled optimisation of resource efficiency and service delivery

•city performance management

•immediate response mechanism to system failure















communication technologies alongside the development of new platforms and applications for a range of public and private services.54

Increasing interoperability across the technology platforms is key to achieving a ‘system of systems’ and supporting competitive solutions. Standardisation assures transparent and reliable interfaces, and interoperability between services and products across the different domains. Standards cut across all smart city domains.55

Making decisions on improving platform interoperability have procurement and financial implications and need to be carefully considered. Espresso offers the following guidance:

Public procurement for your smart city:56

Regularly review procurement policies with supplier engagement

Technology, solution and service design requirements are developed in collaboration between suppliers and users

New delivery models are being trialled promoting collaborative solutions including joint ventures, partnerships between cities, academia, and industry

Value for money is more important that the cost of the service

Interoperability becomes part of all procurements and allows for short-term flexible contracts

Open standards allow a large number of small suppliers

An innovation ecosystem is increasingly being fostered

Include performance contracting and co-development in your relationship with suppliers and contractors

Financing your smart city projects

Financing can be a complex challenge to overcome. Cities need more innovative mechanisms to raise finance. There are several options of sources and structures for financing smart city projects. Generally, the plurality of funding and financing instruments offered by public entities, development banks, financial intermediaries as well as private investors offer relatively easy access to capital for smart city projects.

small-scale projects seem to mainly exploit EU/national funds, as well as adopt less traditional sources of financing, like crowdfunding

Medium-size projects mostly rely on venture capitalists to have their solutions financed

large-scale projects are the ones which mainly benefit of private financing and public support mechanisms

54 Net!Works, Smart Cities Applications and Requirements, 2011: http://www.networks-etp.eu/fileadmin/user_upload/Publications/Position_White_Papers/White_Paper_Smart_Cities_Applications.pdf 55 British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/ 56 British Standards Institute, Smart cities – Guide to the role of the planning and development process, http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8101-smart-cities-planning-

guidelines/; British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/













57

57 Information for recommendations taken from: British Standards Institute, Smart cities – Guide to the role of the

planning and development process, http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8101-smart-cities-planning-guidelines/; Net!Works, Smart Cities Applications and Requirements, 2011: http://www.networks-etp.eu/fileadmin/user_upload/Publications/Position_White_Papers/White_Paper_Smart_Cities_Applications.pdf;

British Standards Institute, Smart City Framework, 2014: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/


…find additional funds to accelerate the city vision – End the ‘business as usual’

approach to funding, and start collaborating with other departments in the municipality in

order to review long-standing programmes and reallocate budgets according to the new

city strategy.

…embrace open data – Making city data sets available free of charge is only one aspect

of a comprehensive open data plan. It is crucial that businesses are able to use the data to

develop services and solutions, and that machine-readable information and mobile

information are provided through Web APIs, as well as that the use of these data sets for

service delivery is promoted. All this will foster new business in the municipality.

…share information of captured infrastructure elements – Work with key city

stakeholders to develop a commercial model that allows for a wide range of data sets to be

made available, while ensuring the compliance with data protection regulations.

…support the digital infrastructure – Commission a study into the existing ICT

infrastructure in order to understand what is needed to accelerate becoming a smart city.

Any analysis should aim to identify gaps in the infrastructure, the potential of existing

assets, and provide short-term strategic ideas for progress.

…introduce standards based ICT equipment – Engage with developers to ensure that

standards-based ICT equipment is used to support present and future smart city solutions.

…specify data formats and criteria for making data available – These requirements

for developers and companies that manage infrastructure on behalf of the local authority

decreases the possibility of vendor lock-in.

…map the existing data assets – This register should include the source, quality,

ownership, the date captured, and sensitivity.

…avoid supplier lock-in – Interoperability requirements will ensure that a larger number

of supplier provide parts of products or services.











13. City Planning with Standards

13.1. Organisations that develop standards

Navigating the sea of international standardisation organisations that provide a framework for smart cities can be challenging.

Among the largest international standardisation institutions are:58

ISO International

Organisation for

Standardization

ISO develops International Standards in technical and

economic fields.

IEC International

Electrotechnical

Commission

IEC is an international standards organization that

publishes International Standards for all electrical,

electronic and related technologies.

ITU International

Telecommunication

Union

ITU consists of three sectors, one of which is the ITU

Telecommunication Standardization Sector (ITU-T). This

sector coordinates standards for telecommunications.

CEN European Committee

for Standardisation

CEN is a standards organization that provides a platform

for the development of European Standards and other

technical documents in a number of industrial and

service sectors, helping to foster the European economy

in global trading.

CENELEC European Committee

for Electrotechnical

Standardization

CENELEC is responsible for European standardization in

the area of electrical engineering.

ETSI European

Telecommunications

Standards Institute

ETSI is a standardization organization in the

telecommunications industry. ETSI develops globally-

applicable standards for the ICT sector.

Among the largest industry standards organisations are:59

OGC Open Geospatial

Consortium

OGC is an international organization creating quality

open standards for the global geospatial community.

OGC standards are used in a wide variety of domains

including Environment, Defence, Health, Agriculture,

Meteorology, Sustainable Development and many

more.

W3C World Wide Web

Consortium

W3C is an international community that develops open

standards to ensure the long-term growth of the Web.

TM Forum - TM Forum is the global membership association for

digital business. Focus is on leveraging computing and

58 DIN/DKE, The German Standardisation Roadmap – Smart City, http://www.din.de/blob/62908/0584b8ddb3764cdac7e855ac3abdf4da/smart-cities-roadmap-en-data.pdf 59 OGC, http://www.opengeospatial.org/; W3C, https://www.w3.org/; TM Forum, https://www.tmforum.org/about-

tm-forum/; IEEE, https://www.ieee.org/about/index.html ; OneM2M, http://www.onem2m.org/about-onem2m/why-onem2m; OASIS, https://www.oasis-open.org/org


http://www.opengeospatial.org/

https://www.w3.org/



https://www.ieee.org/about/index.html



https://www.oasis-open.org/org





communications standards to produce a common way

for digital business.

IEEE Institute of Electrical

and Electronics

Engineers

IEEE is an international professional organisation that,

among other things, leads on international standards

that underpin telecommunications, information

technology, and power-generation products and

services.

OneM2M - A technical specifications developing body for M2M-

related business domains such as: telematics and

intelligent transportation, healthcare, utilities,

industrial automation, smart homes, etc.

OASIS Organization for the

Advancement of

Structured

Information

Standards

OASIS is a consortium that produces open standards

for security, Internet of Things, cloud computing,

energy, content technologies, emergency

management, and other areas.

Due to the large number of standardisation organisations there is a variety of standardization initiatives. Historically, standards organisations have worked on separate areas with little if any overlap. Though with cities touching on a number of different sectors, such as energy, transport or sensors, this approach is being rethought for the benefit of a networked structure.60 Activities in the smart cities standardisation domain include:61

ISO/IEC‘s Joint Technical Committee 1 (JTC 1) WG 11 on Smart Cities

The Smart Cities Working Group (WG 11) created by ISO and IEC‘s Joint Technical

Committee examines the needs and potentials for standardization in cities.

Projects include:

ICT reference framework

the core concept model (CCM) of the Smart City

the Smart City reference model and KPIs

The Study Group focuses on ICT aspects of smart cities.

ISO/TC 268 Sustainable cities and communities

This work group includes the development of requirements, frameworks, guidance and

supporting techniques and tools related to the achievement of sustainable development

considering smartness and resilience, to help all Cities and Communities and their interested

parties in both rural and urban areas become more sustainable.

60 DIN/DKE, The German Standardisation Roadmap – Smart City,

http://www.din.de/blob/62908/0584b8ddb3764cdac7e855ac3abdf4da/smart-cities-roadmap-en-data.pdf 61 DIN/DKE, The German Standardisation Roadmap – Smart City, http://www.din.de/blob/62908/0584b8ddb3764cdac7e855ac3abdf4da/smart-cities-roadmap-en-data.pdf; CEN/CENELEC/ETSI, SSCC-CG Final report, http://www.etsi.org/images/files/SSCC-CG_Final_Report-

recommendations_Jan_2015.pdf; ISO/IEC, Smart Cities – Preliminary Report, 2014: http://www.iso.org/iso/smart_cities_report-jtc1.pdf










ISO/TC 268 has developed two standards and one technical report since it was first

established.

ISO 37101 Sustainable development of communities – Management systems –

Requirements with guidance for resilience and smartness

ISO 37120 Sustainable development of communities – Indicators for city services and

quality of life

ISO 37150 Smart community infrastructures – Review of existing activities relevant

to metrics

With one more technical report currently under development:

ISO 37121 Inventory and review of existing indicators on sustainable development

and resilience in cities (Technical Report)

Possible new work items inc lude:

Guide to establishing strategies for smart cities and communities

Indicators for Resilient Cities

Indicators for Smart Cities

CEN-CENELEC-ETSI Smart and Sustainable Cities and Communities Coordination

Group (SSCC-CG)

These European standardisation bodies have come together to coordinate and promote

European standardization activities relating to Smart Cities.

The SSCC-CG is also compiling an overview of other relevant international standardization

activities, but does not develop standards itself. It has an advisory function, reporting

directly to the standards organizations’ steering bodies, to which it also proposes

recommendations.

SSCC-CG identified four primary objectives for the implementation of a European strategy

for smart/sustainable city/community standards:

1. Development of a suitable framework for SSCC

2. Inclusion of all stakeholders in standards activities

3. Implementation of standardization

4. Communication and active promotion of SSCC standards

IEC Smart Cities Systems Committee

The Working Group on developing a reference architecture

review the end-to-end electrotechnical aspects of city management and city service

delivery

ensure integration, interoperability and effectiveness across the different city systems

ITU Systems Committee Smart Cities

No information as of now





13.1.1. Cities Excelling with Standards

The application of standards by cities is still in its infancy. Individual cities across the

world have started to increase their exposure to standardisation by working closely

with leading standards authorities. The early adoption of standards by municipalities

has focused on the use of indicators as a measure of how a city is doing in its application of smart city initiatives.

Dubai - ITU-T Key Performance Indicators for Smart Sustainable Cities62

In 2015 Dubai became the first city worldwide to assess the efficiency of its operations

using ITU-T key performance indicators. This 2 year pilot project uses indicators

developed by the ITU-T Focus Group on Smart Sustainable Cities, which will be

evaluated on their feasibility with the aim of contributing to their international

standardisation.

These KPIs focus on the elements of a smart city that rely on ICT aspects relevant to

urban development. Dubai’s experience will also assist ITU in the potential

development of a ‘Global Smart Sustainable Cities Index’ derived from the set of

indicators.

Rotterdam - ISO 37120 Sustainable Development of Communities: Indicators for City Services and Quality of Life63

Rotterdam municipality is currently running over 150 projects.

In 2010, Rotterdam joined the Global City Indicators Facility, which developed a set of indicators that became the first ISO standard for city indicators (ISO 37120).

Rotterdam is currently planning to use ISO 37120 in combination with local data and

GIS – known as the smart city planner. Once developed, this will enable Rotterdam to measure their smart city performance as a whole.

13.2. Smart City Architecture

To bring legacy systems and new systems and devices together standardised architectures are necessary.

13.3. Innovation Ecosystem

A critical success factor for the development of a smart city is the commitment to innovation. But creating the right framework to enable an innovation ecosystem to grow is not an easy task; yet, the benefits are substantial. Any such innovation framework will need to foster collaboration between the different city stakeholders and empower entrepreneurs and private companies to invest in innovation.

62 ITU, Dubai first city to trial ITU key performance indicators for smart sustainable cities,

http://www.itu.int/net/pressoffice/press_releases/2015/12.aspx#.V1mWl00UVdh 63 D2.2 - The scope of Smart City use cases






Cities are known for being largely risk adverse. And rightly so, there is a number of real risk scenarios for a city that fails to achieve its set goals. In times of scarce resources, any failure can have implications for citizens and businesses. Enabling cities to take calculate risk through experiments; innovations and disruptive technologies can solve long-term issues. Using the talent and ideas of the city users is one way of overcoming these risks.64

How can an innovation environment be realised?

Figure 8: Where Innovation, Experimentation and Collaboration come together.

For new ideas to be realized, a city needs to be willing to take calculated risks and experiment. Barriers can be overcome and opportunities harnessed through the collaboration between different departments and stakeholders from outside government.65

Cities that have made their data available to the public have contributed to the creation of new business. We have already referred to the way in which data can be made available and data privacy issues can be overcome.

This ecosystem will be able to deliver solutions that neither of those city actors could have created on their own. It will be the responsibility of the local government to identify the areas of the city’s environment that have the greatest potentia l for

64 IDC Government Insights, Smart Cities and the Internet of Everything, 2013: http://www.bsigroup.com/LocalFiles/en-GB/smart-cities/resources/The-Role-of-Standards-in-Smart-Cities-Issue-2-August-2014.pdf 65 IDC Government Insights, Smart Cities and the Internet of Everything, 2013:










success but are lacking initiatives. If successful, such an ecosystem will be able to bring together parties that would usually not collaborate.66

Partnerships and collaborations are being developed between vendors, academia, private industry and citizen groups that are important for, on the one hand, the deployment of smart solutions and, on the other hand, the use of emerging technologies.

Why create an innovation hub?

The idea of an innovation hub has been used across the world as a space that embodies creative out-off-the-box thinking and connects this with real-world challenges. The hub provides a space for different stakeholders to engage, exchange ideas, and respond to the needs of the urban environment as well as to their own. This means that it is not enough to supply data alone. To grow an innovation community there needs to be support and encouragement, easy to use tools and leadership into what is achievable.67

As such an innovation hub would act as an incubator space for ideas to accelerate, supporting individuals, SMEs and corporate innovators. While pushing and rewarding entrepreneurship, innovation and creativity, an innovation hub would ultimately provide solutions that improve the liveability of the city environment. Although often ‘just’ digital, an innovation hub could include a ‘market space’, which fosters innovative small-scale design and manufacturing, and/or a repair café, which fosters a circular economy.

For more insight into how other cities embrace innovation and entrepreneurship take a look at CITIE.

68

66 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/ 67 British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/ 68 Information for recommendations taken from: British Standards Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-


…embrace and nurture new ideas – Cities need to be willing to experiment and take

calculated risks, whilst collaborating with city stakeholders and different departments. For

the innovation ecosystem to come of age, the municipality will need to embrace bot h

success as well as failure in order to determine what works and what doesn’t.

…provide an incubator space for innovation to take off – An innovation hub aims to

be a future focussed, inspirational, integrated and engaged space that fosters ideas and

helps turn them into reality. Making data available is not enough, it should also include the

engagement with users and stakeholders.

…collaborate with SDOs – Actively engage with SDOs so that devices, networks and

technology can communicate with each other, and realise the full potential of the benefits

standards can bring to cities.

http://citie.org/










14. Measuring Progress

A good set of indicators is applied throughout the journey, not at what may be considered the final target. Remember ‘smart’ is not a destination!

A City needs to be able to measure its performance to agreed targets set out in the city strategy and city vision. Indicators help assess the strengths and weaknesses to measure how well the vision is working. Being able to demonstrate that city initiatives achieve real benefits is important when trying to attract investment. Performance management is key in times of restrained resource allocation, and the requirement on city leadership to show the value of its decision making is only going to increase.

Up to now, ISO 37120: Sustainable development of communities – Indicators of city services and quality of life is used by over 260 cities – from every continent - to assess the services offered and the quality of life they provide to the city users. For the first time, ISO 37120 provided a set of clearly defined city performance indicators and a standard approach for measuring each. Though some indicators will be more helpful for some cities than others, cities can now consistently apply these indicators and accurately benchmark their city services and quality of life against other cities. In general, ISO 37120 defines 100 city performance indicators that could or should be measured, and how. Specifically, ISO 37120 defines 46 core and 54 supporting indicators, and includes 17 themes.69

The 17 themes are:

Economy Governance Telecommunication

Energy Health Transportation

Education Recreation Urban Planning

Environment Safety Wastewater

Finance Shelter Water & Sanitation

Fire & Emergency Response Solid Waste

Utilising this network of over 260 cities that are using ISO 37120 can start a meaningful discussion about how the results of ISO 37120 can be used to change policy to address common problems. It should be the goal of cities to establish evidence-based policy making.

The European Innovation Partnership for Smart Cities and Communities (EIP SCC) aims, as part of an initiative, to develop the next generation of systems and infrastructure, to identify the standardisation requirements for metrics and indicators for cities to be able to compare the performance of different cities.

Despite this many cities having created their own set of KPIs that specifically focus on their own needs. Having said that, we would urge you to choose one of the existing sets of KPIs to measure your city against. Once you understand how you measure against a number of cities of similar size of populations, smart city development level, etc. you will be able to engage and learn from each other’s success and failures.

overview/; IDC Government Insights, Smart Cities and the Internet of Everything, 2013: http://www.bsigroup.com/LocalFiles/en-GB/smart-cities/resources/The-Role-of-Standards-in-Smart-Cities-Issue-2-August-2014.pdf 69 ISO/IEC, Smart Cities – Preliminary Report, http://www.iso.org/iso/smart_cities_report-jtc1.pdf; British Standards

Institute, Smart Cities Overview, 2015: http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/











Remember that the application of a city dashboard provides a useful tool for continuous monitoring against your chosen themes. If you can’t measure it, why not monitor it?

15. Making your city smart – A summary

With goals and ambitions evolving any city will/should aim for continuous improvement.

It is important to implement mechanisms that steer a city successfully towards the future it envisions. These include strong leadership, innovation capabilities, comprehensive governance, collective intelligence, and sufficient finances.

Yet, beyond the use of standards, it is about changing behaviour. Behaviour like:

• Top-down leadership;

• Vendor lock-in;

• Silo culture;

• Low productivity;

• Risk adversity; and

• Purposeless use of innovative solutions.

Standards are the building blocks which support the different systems coming together, creating a common understanding, shared values and language, confidence in Smart solutions, efficiency, data protection and privacy, to name but a few. More so, standards evolve constantly and new ones are added as time passes. Consider collaborating with SDOs on management, data, and technical standards so that you are at the forefront of the latest research.

Throughout this brochure we have provided you with practical recommendations on how to start your journey to smartness. Please remember that this guide is not meant to be a strict step-by-step approach. Some suggestions are more likely to fit your city’s circumstances while others are less likely to be helpful.

ESPRESSO is laying the foundation for your smart city development. Now it is on you to make the most of it!





16. Appendix

16.1. Smart Solutions in the City Environment

Benefits of innovations in the city

The analysis of large amounts of data enables cities to prevent, mitigate, or anticipate problems, with many solutions being economically and environmentally sustainable. There are already a large number of successful projects running in cities worldwide:70

Smart

Mobility

Amsterdam An app that allows the booking of a parking spot in advance

https://parku.ch/en_GB/search/parkingspace

Boston

An app that record ‘bumps’ on the street surface which are

identified using the device’s accelerometer and located using

its GPS

http://www.streetbump.org/about

London Driverless cars in the streets of London

http://www.bbc.co.uk/news/technology-35432687

Smart Safety Glasgow Intelligent Lighting System controlled by sensors that reacts

to citizens

70 Deloitte, Smart Cities, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -sector/deloitte-nl-ps-smart-cities-report.pdf

The innovations in each sector contr ibutes to the

pr ogr ess of the city. Ex celler ating these

benefits and making them r elevant to the

city is a challenge faced by municipalities.

par ticpator y gover nment

empower s citizens to co-cr eate city decision-making

br ing cities wor ldw ide closer

together

Lower congestion and pollution thr ough the

optimisation of tr anspor t

infr astr ucture

Real-time infor mation in

ener gy usage cr eate ener gy savings

Analysis of sensor data to incr ease

efficiency in waste collection, water distr ibution, etc.

Data-dr iven decision making

focus policy inter vention and

measur e effectiveness

Figure 9: Sectors of Innovation.

https://parku.ch/en_GB/search/parkingspace

http://www.streetbump.org/about

http://www.bbc.co.uk/news/technology-35432687







http://futurecity.glasgow.gov.uk/intelligent-street-lighting/

Los Angeles

The Real-Time Analysis and Critical Response Division is

responsible for the city’s predictive policing success

https://www.theguardian.com/cities/2014/jun/25/predicting

-crime-lapd-los-angeles-police-data-analysis-algorithm-

minority-report

New York

Acoustic sensors for identifying guns hots

https://www.rt.com/usa/242921-nyc-police-shotspotter-

microphones /

Smart

Energy

Europe

A research report by the Joint Research Centre (JRC) on

European smart grid projects

http://ses.jrc.ec.europa.eu/sites/ses/files/documents/smart

_grid_projects_in_europe.pdf

Berlin

The Reichstag building is being heated and cooled with

aquifer thermal energy storage

http://www.os.is/gogn/flytja/JHS-

Skjol/UNU%20Visiting%20Lecturers/PSLecture03.pdf

Copenhagen

District heating system mainly supplied with waste heat

http://www.c40.org/case_studies/98-of-copenhagen-city-

heating-supplied-by-waste-heat

Smart Water

Tokyo

One of the most efficient water systems in the world

http://www.c40.org/case_studies/tokyo-world-leader-in-

stopping-water-leakage

Malaysia

Use of drones to track flash floods

http://www.themalaysiantimes.com.my/ministry-

recommends-drone-technology-to-track-flash-floods/

Rotterdam

Progressive approach to water management

http://www.theneweconomy.com/technology/rotterdams-

water-management-gives-rise-to-exceptional-city

Smart Waste

Leeds

Bin collection day can be identified against a postcode

http://www.leeds.gov.uk/residents/Pages/Check-your-bin-

day.aspx

Dubai

Smart Recycling Centre

http://the-mea.co.uk/news/averda-dubai-municipality-open-

first-smart-recycling-centre-gcc

Barcelona

Smart trash cans with sensors and wireless links that

remotely alert cleaners when they are full

http://www.bloomberg.com/news/articles/2014-02-

http://futurecity.glasgow.gov.uk/intelligent-street-lighting/

https://www.theguardian.com/cities/2014/jun/25/predicting-crime-lapd-los-angeles-police-data-analysis-algorithm-minority-report



https://www.rt.com/usa/242921-nyc-police-shotspotter-microphones

https://www.rt.com/usa/242921-nyc-police-shotspotter-microphones

http://ses.jrc.ec.europa.eu/sites/ses/files/documents/smart_grid_projects_in_europe.pdf

http://ses.jrc.ec.europa.eu/sites/ses/files/documents/smart_grid_projects_in_europe.pdf

http://www.os.is/gogn/flytja/JHS-Skjol/UNU%20Visiting%20Lecturers/PSLecture03.pdf

http://www.os.is/gogn/flytja/JHS-Skjol/UNU%20Visiting%20Lecturers/PSLecture03.pdf

http://www.c40.org/case_studies/98-of-copenhagen-city-heating-supplied-by-waste-heat

http://www.c40.org/case_studies/98-of-copenhagen-city-heating-supplied-by-waste-heat

http://www.c40.org/case_studies/tokyo-world-leader-in-stopping-water-leakage

http://www.c40.org/case_studies/tokyo-world-leader-in-stopping-water-leakage

http://www.themalaysiantimes.com.my/ministry-recommends-drone-technology-to-track-flash-floods/

http://www.themalaysiantimes.com.my/ministry-recommends-drone-technology-to-track-flash-floods/

http://www.theneweconomy.com/technology/rotterdams-water-management-gives-rise-to-exceptional-city

http://www.theneweconomy.com/technology/rotterdams-water-management-gives-rise-to-exceptional-city

http://www.leeds.gov.uk/residents/Pages/Check-your-bin-day.aspx

http://www.leeds.gov.uk/residents/Pages/Check-your-bin-day.aspx

http://the-mea.co.uk/news/averda-dubai-municipality-open-first-smart-recycling-centre-gcc

http://the-mea.co.uk/news/averda-dubai-municipality-open-first-smart-recycling-centre-gcc

http://www.bloomberg.com/news/articles/2014-02-23/barcelona-s-smart-trash-cans-pave-way-for-mobile-future





23/barcelona-s-smart-trash-cans-pave-way-for-mobile-

future

Smart

Government

Estonia

International reputation for its digital public services

http://www.ukauthority.com/news/6151/data-for-good-the-

e-estonia-precedent

Reykjavik

An online platform that allows citizens to voice, debate and

prioritise the issues they believe will improve their city

https://betrireykjavik.is/#!/domain/1

Melbourne

Allows city users to participate in and keep informed about

current smart projects

http://participate.melbourne.vic.gov.au/

16.2. Guidance Documents

British Standards Institute, Smart City Framework, http://www.bsigroup.com/en-GB/smart-

cities/Smart-Cities-Standards-and-Publication/PAS-181-smart-cities-framework/

British Standards Institute, Smart City Concept Model, http://www.bsigroup.com/en-

GB/smart-cities/Smart-Cities-Standards-and-Publication/PAS-182-smart-cities-data-concept-

model/

British Standards Institute, Smart cities – Guide to the role of the planning and development

process, http://www.bsigroup.com/en-GB/smart-cities/Smart-Cities-Standards-and-

Publication/PD-8101-smart-cities-planning-guidelines/

British Standards Institute, Smart Cities Overview, http://www.bsigroup.com/en-GB/smart-

cities/Smart-Cities-Standards-and-Publication/PD-8100-smart-cities-overview/

British Standards Institute/Ordnance Survey, City data survey report,


CITIE, Technology, Innovation and Entrepreneurship Framework, http://citie.org/

Deloitte, Smart Cities, https://www2.deloitte.com/content/dam/Deloitte/tr/Documents/public -

sector/deloitte-nl-ps-smart-cities-report.pdf

DIN/DKE, The German Standardisation Roadmap – Smart City,

http://www.din.de/blob/62908/0584b8ddb3764cdac7e855ac3abdf4da/smart-cities-roadmap-

en-data.pdf

European Standardization Organizations, SSCC-CG Final Report,

ftp://ftp.cencenelec.eu/EN/EuropeanStandardization/Fields/SmartLiving/City/SSCC-

CG_Final_Report-recommendations_Jan_2015.pdf

Hitachi Consulting, City Data Exchange, https://www.hitachiinsightgroup.com/en-

us/pdf/solution-profile/hitachi-solution-profile-city-data-exchange.pdf

IDC Government Insights, Smart City Maturity Model — Assessment and Action on the Path to

Maturity,

http://az370354.vo.msecnd.net/publicsector/citynext/whitepapers/IDC%20Government%20In

sights'%20Smart%20City%20Maturity%20Model_IDC.pdf

IEC, Orchestrating Infrastructure for Sustainable Smart Cities,




http://www.ukauthority.com/news/6151/data-for-good-the-e-estonia-precedent

http://www.ukauthority.com/news/6151/data-for-good-the-e-estonia-precedent

https://betrireykjavik.is/#!/domain/1

http://participate.melbourne.vic.gov.au/











http://citie.org/
















ISO/IEC, Smart Cities – Preliminary Report, http://www.iso.org/iso/smart_cities_report-

jtc1.pdf

Smart Cities Council, Readiness Guide, http://smartcitiescouncil.com/resources/smart-cities-

readiness-guide

The Scottish Cities Alliance, Smart Cities Maturity Model and Self-Assessment Tool,

http://static1.squarespace.com/static/53c8d78be4b0c984e42f0c74/t/54d4ce1de4b0b33bf9d15

278/1423232541977/Smart+Cities+Maturity+Model+and+Self-

Assessment+Tool_Guidance_January+2015_FINAL.pdf%20








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