This document provides guidance to decision makers in smart cities and communities (public, private, voluntary sector) on how to develop an open and collaborative, people-centred, digital model of city operations that will equip cities and communities with the transformational capacity to realise their vision for the future.
This document does not provide a unified - and universal - model for the future of cities. It focuses on the innovative use of technology and data, combined with organisational change, to assist cities in achieving their specific visions for a sustainable future in an efficient and flexible manner.
Note: This document provides cities with a practical tool for using GB/T 40759- 2021 to realise their vision, strategy and policy agenda for sustainable urban development.
This document can also be used independently of GB/T 40759- -2021.
2 Normative references
The content of the following documents constitutes essential provisions of this document through normative references in the text. Among them, note the date of the reference document, only the date of the corresponding version applicable to this document; not note the date of the reference document, its latest version (including all the revision of the list) applicable to this document.
GB/T 40758-2021 Terminology for sustainable urban and community development (GB/T 40758- 2021, ISO 37100:2016, IDT)
3 Terms and definitions
The terms defined in GB/T 40758- 2021 and the following terms and definitions apply to this document.
4 Overview
4.1 Transforming the traditional mode of operation of cities
The traditional operating model of cities is based on functionally oriented service providers that operate like independent vertical departments, which are often not built around user needs. This document defines best practices for a 'smart city operating model'. It enables cities to drive innovation and collaboration between these verticals to achieve their vision, strategy and policies faster, with greater flexibility and lower delivery risk.
5 Implementation principles
5.1 Context
The successful development and implementation of a smart city strategy requires continuous mutual collaboration and transformation between individuals, communities, and organisations on a large scale, with a set of clear principles underpinning the ways and means to ensure that business decisions across organisations remain unified -.
6 Key urban implementation processes
6.1 Overview
6.6 Procurement and Supplier Management
6.6.1 Background
The heavy reliance on suppliers by city administrations has led to an increasing number of city administrations seeing themselves as order takers rather than service implementers. However, traditional supplier relationships and procurement policies can often create significant barriers to the development of smart cities.
6.7 Mapping urban interactivity needs
6.7.1 Background
5 The implementation principles (see Appendix A) look at the need for sharing and reuse of city assets and services through open standards interactivity.
6.8 Common terminology and reference models
6.8.1 Context
In the broad and complex development plans supported by this document, there is a need to ensure that the key concepts and their interrelationships are commonly understood and described in common language by all stakeholders involved in their implementation.
6.9 Smart City Roadmap
6.9.1 Background
4.3.2 The implementation of the city vision needs to be underpinned by an effective roadmap.
6.10 People-centred service management
6.11 Urban Empowerment through Urban Data
6.11.1 Background
4.3.1 The implementation principles emphasise the importance of opening up city data to drive innovation and create new value, empowering citizens and businesses in cities to build public value through city data themselves.
5 Implementation principles emphasise the importance of building services based on customer needs rather than organisational structures.
6.13 Identity and privacy management
6.13.1 Background
Implementation Principle 5 emphasises the importance of ensuring that all personal data is held securely and is in the possession and control of the individual citizen.
6.14 Digital Compatibility and Channel Management
6.14.1 Background
The benefits that cities derive from 6.11 Empowering cities through city data and 6.12 Delivering integrated people-centred services increase in line with the growth of citizen and business engagement with city services through digital channels.
6.14.4 Linkages
This document contributes to the implementation of 6.12 Delivering integrated people-centred services and 6.11 Empowering cities through city data. Details of the technical and semantic interaction matters that support channel integration management are described in 6.7 Mapping the city's interactivity needs and 6.18 Open, service-oriented, city-wide IT architecture. Key actions to implement a digital compatibility and channel management strategy should be compiled in 6.9 Smart City Roadmap.
6.15 Digital and physical resource management
This component of the document explains how physical, technical, and information resources for city management can accelerate smart city planning and reduce its risks and costs (especially to be more in line with 5 implementation principles).
6.16
Managing smart city development and infrastructure
6.16.1 Background
Chapter 5 recommends that all aspects of smart city implementation should be guided by the following four 5 implementation principles: shared vision, people-centred, digital, and open collaboration. This subcomponent aims to ensure that these principles are integrated into the planning, building and management of the city's built environment and physical infrastructure.
Chapter 5 suggests that all aspects of smart city implementation should be guided by four delivery principles: shared vision, people-centredness, digitalisation, and open collaboration.
The importance of ensuring that these principles are incorporated into planning, building and managing the built environment and physical infrastructure of the city is highlighted.
6.17 IT and data resource development and management
6.17.1 Background
Technology resources, consolidated digital data, are often seen as specific endpoints, procured and managed by an organisation for a single purpose. The smart city operating model encompasses a number of important transformations to this organisational approach to managing technology and digital resources.
6.18 An open, service-oriented, city-wide IT architecture
6.18.1 Background
In order for the city's technology and digital assets developed and managed by 6.17 IT and data resources to effectively meet the requirements of the integrated, non-organisational approach given in the transformation of the city's operating model, it is essential to establish a top-level vision and architecture for the future of the city's technology operations.
7 Benefits realisation framework
7.1 Context
A plan that does not deliver on its promises has no value. Benefit realisation is therefore a central task of smart city planning 6.4 Leadership and governance.
7.2 Needs
All intended benefits need to be implemented in practice, and this cannot be achieved without proactive benefits management.
In the past, many cities did not manage downstream benefits after individual projects or plans were completed, especially when multiple stakeholders were involved, and ICT planning was often considered complete once the technology was installed and ready for operation. However, in order to obtain the full project benefits (efficiency savings, customer service improvements, etc.), ongoing management is essential and often involves significant organisational and cultural transformation.
7.3 Recommendations
Smart city leaders should establish a benefits realisation framework to ensure that there are clear implementation lines between actions and visions and that the intended benefits of smart city planning are realised. This framework should be established in three ways:
a) Benefits mapping;
b) Benefits tracking;
c) Benefit implementation.
7.4 Linkages
To establish key performance indicators to track city outcomes in the order of the benefits realization framework, it is recommended that cities extract from the list of GB/T36749-2018 and published standards describing smart city indicators. The establishment of the Benefits Realisation Framework should be part of the 6.9 Smart City Roadmap at the initial planning stage, and during the implementation phase of the roadmap, cities should ensure that the Smart City outcomes are tracked through regular reviews of the 8 Critical Success Factors Smart City Plan.
During the implementation phase of the roadmap, the city should ensure that the implementation of the intended benefits is tracked through regular review of the 8 Critical Success Factors Smart City Plan.
8 critical success factors.
8.1 Context
There are many significant risks to the successful implementation of a smart city plan.
8.2 Needs
Cities need to identify the critical success factors for their smart city plans and track their processes.
When implementing the 6.9 Smart City Roadmap, cities should ensure that they effectively manage the key strategic risks. In general, these risks are not related to smart technologies (which are maturing), but to the business and cultural transformations that are necessary for the strategic management of cities, service management, and technology management described in Chapter 6.
There is a growing body of research that seeks to explain why some ICT transformation plans succeed and others fail. This paper includes key success factors to reflect and respond to these studies, validated through stakeholder consultation in the international smart city market. The key success factors are summarised in Table 5 and are detailed in the checklist in Appendix B.
8.3 Recommendations
Smart city leaders should therefore establish processes to ensure that critical success factors are identified, measured, and managed.
8.4 Linkages
The process for monitoring critical success factors is a core task of the Smart City 6.4 Leadership role and governance, and regular external checks on planned critical success factors should be included in the 6.9 Smart City Roadmap. Details of the critical success factors can be found in the checklist in Appendix B.
1 Scope
This document provides guidance to decision makers in smart cities and communities (public, private, voluntary sector) on how to develop an open and collaborative, people-centred, digital model of city operations that will equip cities and communities with the transformational capacity to realise their vision for the future.
This document does not provide a unified - and universal - model for the future of cities. It focuses on the innovative use of technology and data, combined with organisational change, to assist cities in achieving their specific visions for a sustainable future in an efficient and flexible manner.
Note: This document provides cities with a practical tool for using GB/T 40759- 2021 to realise their vision, strategy and policy agenda for sustainable urban development.
This document can also be used independently of GB/T 40759- -2021.
2 Normative references
The content of the following documents constitutes essential provisions of this document through normative references in the text. Among them, note the date of the reference document, only the date of the corresponding version applicable to this document; not note the date of the reference document, its latest version (including all the revision of the list) applicable to this document.
GB/T 40758-2021 Terminology for sustainable urban and community development (GB/T 40758- 2021, ISO 37100:2016, IDT)
3 Terms and definitions
The terms defined in GB/T 40758- 2021 and the following terms and definitions apply to this document.
4 Overview
4.1 Transforming the traditional mode of operation of cities
The traditional operating model of cities is based on functionally oriented service providers that operate like independent vertical departments, which are often not built around user needs. This document defines best practices for a 'smart city operating model'. It enables cities to drive innovation and collaboration between these verticals to achieve their vision, strategy and policies faster, with greater flexibility and lower delivery risk.
5 Implementation principles
5.1 Context
The successful development and implementation of a smart city strategy requires continuous mutual collaboration and transformation between individuals, communities, and organisations on a large scale, with a set of clear principles underpinning the ways and means to ensure that business decisions across organisations remain unified -.
6 Key urban implementation processes
6.1 Overview
6.6 Procurement and Supplier Management
6.6.1 Background
The heavy reliance on suppliers by city administrations has led to an increasing number of city administrations seeing themselves as order takers rather than service implementers. However, traditional supplier relationships and procurement policies can often create significant barriers to the development of smart cities.
6.7 Mapping urban interactivity needs
6.7.1 Background
5 The implementation principles (see Appendix A) look at the need for sharing and reuse of city assets and services through open standards interactivity.
6.8 Common terminology and reference models
6.8.1 Context
In the broad and complex development plans supported by this document, there is a need to ensure that the key concepts and their interrelationships are commonly understood and described in common language by all stakeholders involved in their implementation.
6.9 Smart City Roadmap
6.9.1 Background
4.3.2 The implementation of the city vision needs to be underpinned by an effective roadmap.
6.10 People-centred service management
6.11 Urban Empowerment through Urban Data
6.11.1 Background
4.3.1 The implementation principles emphasise the importance of opening up city data to drive innovation and create new value, empowering citizens and businesses in cities to build public value through city data themselves.
6.12 Delivering integrated people-centred services:
6.12.1 Background
5 Implementation principles emphasise the importance of building services based on customer needs rather than organisational structures.
6.13 Identity and privacy management
6.13.1 Background
Implementation Principle 5 emphasises the importance of ensuring that all personal data is held securely and is in the possession and control of the individual citizen.
6.14 Digital Compatibility and Channel Management
6.14.1 Background
The benefits that cities derive from 6.11 Empowering cities through city data and 6.12 Delivering integrated people-centred services increase in line with the growth of citizen and business engagement with city services through digital channels.
6.14.4 Linkages
This document contributes to the implementation of 6.12 Delivering integrated people-centred services and 6.11 Empowering cities through city data. Details of the technical and semantic interaction matters that support channel integration management are described in 6.7 Mapping the city's interactivity needs and 6.18 Open, service-oriented, city-wide IT architecture. Key actions to implement a digital compatibility and channel management strategy should be compiled in 6.9 Smart City Roadmap.
6.15 Digital and physical resource management
This component of the document explains how physical, technical, and information resources for city management can accelerate smart city planning and reduce its risks and costs (especially to be more in line with 5 implementation principles).
6.16
Managing smart city development and infrastructure
6.16.1 Background
Chapter 5 recommends that all aspects of smart city implementation should be guided by the following four 5 implementation principles: shared vision, people-centred, digital, and open collaboration. This subcomponent aims to ensure that these principles are integrated into the planning, building and management of the city's built environment and physical infrastructure.
Chapter 5 suggests that all aspects of smart city implementation should be guided by four delivery principles: shared vision, people-centredness, digitalisation, and open collaboration.
The importance of ensuring that these principles are incorporated into planning, building and managing the built environment and physical infrastructure of the city is highlighted.
6.17 IT and data resource development and management
6.17.1 Background
Technology resources, consolidated digital data, are often seen as specific endpoints, procured and managed by an organisation for a single purpose. The smart city operating model encompasses a number of important transformations to this organisational approach to managing technology and digital resources.
6.18 An open, service-oriented, city-wide IT architecture
6.18.1 Background
In order for the city's technology and digital assets developed and managed by 6.17 IT and data resources to effectively meet the requirements of the integrated, non-organisational approach given in the transformation of the city's operating model, it is essential to establish a top-level vision and architecture for the future of the city's technology operations.
7 Benefits realisation framework
7.1 Context
A plan that does not deliver on its promises has no value. Benefit realisation is therefore a central task of smart city planning 6.4 Leadership and governance.
7.2 Needs
All intended benefits need to be implemented in practice, and this cannot be achieved without proactive benefits management.
In the past, many cities did not manage downstream benefits after individual projects or plans were completed, especially when multiple stakeholders were involved, and ICT planning was often considered complete once the technology was installed and ready for operation. However, in order to obtain the full project benefits (efficiency savings, customer service improvements, etc.), ongoing management is essential and often involves significant organisational and cultural transformation.
7.3 Recommendations
Smart city leaders should establish a benefits realisation framework to ensure that there are clear implementation lines between actions and visions and that the intended benefits of smart city planning are realised. This framework should be established in three ways:
a) Benefits mapping;
b) Benefits tracking;
c) Benefit implementation.
7.4 Linkages
To establish key performance indicators to track city outcomes in the order of the benefits realization framework, it is recommended that cities extract from the list of GB/T36749-2018 and published standards describing smart city indicators. The establishment of the Benefits Realisation Framework should be part of the 6.9 Smart City Roadmap at the initial planning stage, and during the implementation phase of the roadmap, cities should ensure that the Smart City outcomes are tracked through regular reviews of the 8 Critical Success Factors Smart City Plan.
During the implementation phase of the roadmap, the city should ensure that the implementation of the intended benefits is tracked through regular review of the 8 Critical Success Factors Smart City Plan.
8 critical success factors.
8.1 Context
There are many significant risks to the successful implementation of a smart city plan.
8.2 Needs
Cities need to identify the critical success factors for their smart city plans and track their processes.
When implementing the 6.9 Smart City Roadmap, cities should ensure that they effectively manage the key strategic risks. In general, these risks are not related to smart technologies (which are maturing), but to the business and cultural transformations that are necessary for the strategic management of cities, service management, and technology management described in Chapter 6.
There is a growing body of research that seeks to explain why some ICT transformation plans succeed and others fail. This paper includes key success factors to reflect and respond to these studies, validated through stakeholder consultation in the international smart city market. The key success factors are summarised in Table 5 and are detailed in the checklist in Appendix B.
8.3 Recommendations
Smart city leaders should therefore establish processes to ensure that critical success factors are identified, measured, and managed.
8.4 Linkages
The process for monitoring critical success factors is a core task of the Smart City 6.4 Leadership role and governance, and regular external checks on planned critical success factors should be included in the 6.9 Smart City Roadmap. Details of the critical success factors can be found in the checklist in Appendix B.
