smart city opportunities for digital media - chris dymond
TRANSCRIPT
CHRIS DYMOND
Unfolding provides independentDigital Transformation and Innovation Strategy
for organisations, teams and cities.
@CHRISDYMOND
2/18
SMART CITY OPPORTUNITIES FOR
DIGITAL MEDIA
3/18
SMARTSHEFFIELD
4/18
THIS IS A PREVIEW!
CAVEAT 1
5/18
THIS IS NOT A STRATEGY!
CAVEAT 2
6/18
THERE IS NO MONEY!
CAVEAT 3
7/18
THIS WILL BE WORDY!
CAVEAT 4
8/18
“Sheffield has a long tradition of civic and commercial innovation, and its Smart City approach is a continuation of this, bringing resources together creatively and collaboratively to drive innovation across a broad framework of city domains. Sheffield has a deeply human focus, both in its desire to engage and inspire, and to deliver outcomes that increase inclusiveness, cohesion, resilience and prosperity for all.”
IDENTITY
9/18
THEMES
Inclusion
Leadership
Innovation
Data
Collaboration
Resilience
10/18
The city and its leaders need to be more agile, to be able to adapt to a dynamic environment, with the capability of the Smart City to make decision‐making faster and easier also important. It is important that the city receives collaborative leadership, with this connected to the need for a new city operating model in which silos are broken down and work takes place across rather than within organisations. Citizen engagement is crucial to ensure ownership and understanding of city issues doesn’t just rest at the top, and also to ensure leaders can understand and respond to grassroots concerns and thus connect with and harness movements. This all needs to be done within the context of a clear and collectively held vision for the city.
LEADERSHIP
11/18
Building on the commitment Sheffield has made to fairness, it is vital that any move towards ‘Smart’ does not leave people behind, so digital inclusion is a crucial element. Linking with the point above around citizen engagement is the need for smarter civic dialogue, better linking the vibrant and challenging discussions that take place on social media and other online spaces with more traditional city fora. Opportunities also exist to develop or utilise existing engagement platforms to find different ways of connecting with people; building creativity and play into the City will also encourage more people to engage. Finally, increasing the visibility of city systems will also increase opportunities for citizen engagement, and for citizen‐led design to ensure new applications are designed around, and with, the people who will use them.
INCLUSION
12/18
Sheffield needs to become a place of permissionless innovation, allowing good new ideas to develop without restrictions. It also needs to make use of challenge‐driven innovation, making better use of the skills of its citizens by engaging them in solving its problems. It should provide support for the city ecosystem and economy by moving to open commissioning and procurement, making it easier for a range of city organisations to bid to supply public services. It should also look at how it can provide support around funding & bid writing. Sheffield will need to take an innovation risk portfolio approach, balancing a range of low‐risk, evolutionary projects with higher‐risk, disruptive proposals, and explore new business models, such as crowd‐funding, sponsorship or partnering, and opportunities for new investment streams.
INNOVATION
13/18
Sheffield needs to look at ecosystem support, creating and supporting the right conditions for innovation and collaboration, including networks, information and knowledge sharing, and awareness and promotion of activity. It needs to do some resource mapping to ensure there is a clear and transparent understanding of the resources that exist in the city for use. It needs to consider the benefits of shared services, not just from the point of view of cost savings but also the benefits for radically improving citizen experiences. There needs to be more cross-sectoral engagement and working, with this fostered and encouraged wherever possible. In particular, ways to involve the city’s digital sector in addressing Sheffield’s challenges should be explored. Finally the city should look at collaboration platforms: there are a range of existing digital platforms aimed at supporting collaboration and the city needs to better understand how these could be used, including the surrounding architecture such as communities, conversations and other activity.
COLLABORATION
14/18
Open data is a crucial aspect of any smart strategy, but it is not just a matter of making data publicly available. It is also about how it is made accessible and usable. As important is better data sharing, which can provide better insight and allocation of resources for agencies, and a better experience for citizens. There is currently much work being done in this area around common standards and protocols, but faster progress could be made. Sheffield should look at modelling city systems, an area where it has made progress but could do more. There are also large opportunities for collaboration with contractors, universities and local research spin‐outs, as well as opportunities for involving citizens through the use of observatories and crowd‐sourcing. Finally the city needs to tell a good story on privacy: clearly and tangibly stating the city's commitment to privacy can complement its Smart vision and be a significant differentiator. For instance, the city could commit to pro‐actively testing the anonymity of every open data set published.
DATA
15/18
Sheffield must continue to prioritise sustainability: it has a commitment to becoming more self‐sufficient, as outlined in the Green Commission report, and its smart city vision must reflect this. Sheffield has also made a commitment to address community resilience: by making smart city practitioners aware of the dynamics of community resilience, new innovations can be brought to bear in this area. The Fairness Commission report also highlighted the importance of promoting financial resilience in the city, for example by way of ensuring fair rates of pay. Finally, there is a need for resilient systems, with an oft‐expressed risk inherent in smart city activity that the city, its systems, and especially its citizens, become too heavily reliant on the consistent functioning of technology, and lose the ability to properly sustain themselves when things fail. Mitigating these risks must be an important focus of Sheffield's strategy.
RESILIENCE
16/18
CORE DESIRE
Above all, our desire is for the city’s leaders, across all domains, to be more knowledgeable and confident in the story they tell about Sheffield’s ‘smartness’, and to actively embrace technology and new ideas as the city has done so many times in the past.
17/18
PARTNERS
