1、Smart cities overview Guide PD 8100:2015 BSI Standards PublicationPD 8100:2015 Publishing and copyright information The BSI copyright notice displayed in this document indicates when the document was last issued. The British Standards Institution 2015. Published by BSI Standards Limited 2015 ISBN 97
2、8 0 580 88061 2 ICS 13.020.20 No copying without BSI permission except as permitted by copyright law. Publication history First published February 2015 Amendments issued since publication Date Text affected The British Standards Institution 2015 i PD 8100:2015 Contents Foreword iii 0 Introduction 1
3、1 Scope 6 2 Terms and definitions 6 3 Smarter city 6 4 Becoming a smarter city 10 5 Role of standards and guidance documents 20 6 Conclusion A big vision, implemented one step at a time 22 Annexes Annex A (informative) Capability assessment/gap analysis diagnostic tool 24 Annex B (informative) Devel
4、oping portfolio of smart city standards 29 Bibliography 32 List of figures Figure 1 UK cities and towns by population 1 Figure 2 The City Anatomy (as developed by the City Protocol Society) 3 Figure 3 Traditional operating model Where cities have come from 4 Figure 4 Smart city process framework 10
5、Figure 5 Overview of the smart city capability assessment/gap analysis diagnostic tool 12 Figure 6 Phases of a smart city roadmap from PAS 181 14 Figure 7 Smart city leadership environment 16 Figure 8 Levels of smart city standards 21 Figure B.1 Smart city standards mapped to the smart city process
6、framework 30 Figure B.2 International smart city standardization activities 31 List of tables Table A.1 Capability assessment/gap analysis diagnostic tool 25 Summary of pages This document comprises a front cover, an inside front cover, pages i to iv, pages 1 to 32, an inside back cover and a back c
7、over.PD 8100:2015 ii The British Standards Institution 2015 This page deliberately left blank The British Standards Institution 2015 iii PD 8100:2015 Foreword This Published Document (PD) was sponsored by the UK Department for Business, Innovation PAS 181, Smart city framework Guide to establishing
8、strategies for smart cities and communities, gives guidance on a good practice framework for decision-makers in smart cities and communities (from the public, private and voluntary sectors) to develop, agree and deliver smart city strategies that can transform their citys ability to meet future chal
9、lenges and deliver future aspirations;PD 8100:2015 iv The British Standards Institution 2015 PAS 182, Smart city concept model Guide to establishing a model for data interoperability, which provides a framework that can normalize and classify information from many sources so that datasets can be dis
10、covered and combined to gain a better picture of the needs and behaviours of a citys citizens (residents and businesses); PD 8101 Smart cities Guide to the role of the planning and development process, which gives guidance on how the planning and implementation of development and infrastructure proj
11、ects can equip cities to benefit from the potential of smart technologies and approaches. These publications are available to download at: http:/ Information about this document Copyright is claimed on Figure 2. Copyright holders are the City Protocol Society, 2400 Camino Ramon, Suite 375 San Ramon,
12、 CA 94584, USA. Use of this document As a guide, this PD takes the form of guidance and recommendations. It should not be quoted as if it were a specification or a code of practice and claims of compliance cannot be made to it. Presentational conventions The guidance in this PD is presented in roman
13、 (i.e. upright) type. Any recommendations are expressed in sentences in which the principal auxiliary verb is “should”. Spelling conforms to The Shorter Oxford English Dictionary. If a word has more than one spelling, the first spelling in the dictionary is used. Contractual and legal considerations
14、 This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application. Compliance with a PD cannot confer immunity from legal obligations. The British Standards Institution 2015 1 PD 8100:2015 0 Introduction0.1 General Cities toda
15、y are facing enormous challenges. It is no longer enough to simply make incremental improvements to the way cities are managed. Instead, city leaders are faced with the task of identifying and implementing radical and transformational solutions. Fortunately, fresh approaches to city management and d
16、evelopments in technology are providing new and useful tools for city leadership, and creating greater opportunities for citizens, businesses and other organizations in the city to actively participate in implementing the changes that need to take place. In short, technology can help cities become s
17、marter.0.2 Challenges facing modern cities The challenges cities face today include the following. Challenges of resilience. The increasing incidence of extreme weather conditions, growing food shortages and energy vulnerabilities around the globe, all have a profound impact on cities. Emerging mark
18、ets. The growth of emerging markets, in particular the expected doubling of the middle class globally from three billion to six billion by 2050, is creating increased competition for resources and economic activity. Global competition. UK cities are no longer just facing competition from other UK ci
19、ties for talent and capital but have to match the attractions of cities globally. Migration. The continuing inward migration experienced by many cities is leading to increased congestion, pollution and demand on service provision. The differing social norms of the many communities in a modern cosmop
20、olitan city, while providing a richer cultural environment, can also affect social cohesion. Cities are important Cities make up just 9% of the UKs landmass but account for 54% of population, 59% of jobs, 61% of GVA (Gross Value Added) and 72% of high-skilled jobs. Of course, the smart city agenda i
21、s not just for the major and medium-sized cities; it is just as important for smaller cities and towns. When these are included, the places where 80% of people in the UK live are covered (Figure 1). Figure 1 UK cities and towns by population SOURCE: Office for National Statistics data, 2013 Benefits
22、 of integration 75% of the 6090 million street lights in Europe are over 25 years old. Replacing them with LED lamps could potentially halve the energy bill and maintenance costs giving a return on investment (ROI) in around 68 years. Replacement would also enable them to be used as strategic assets
23、 for a Wi-Fi mesh network; a hub for smart parking and other sensors; a post for air quality monitoring; a stand for CCTV and the like. The Kings Cross development is one of the largest urban redevelopment projects in Europe, and will ultimately provide facilities for 45,000 people to live, work and
24、 study. A key feature is the integrated planning and operation of water, electricity, gas, heat and data services under a single asset owner. This integration will enable both substantial cost savings and the deployment of new technologies in energy supply, use of renewables, and other features that
25、 together will achieve high levels of sustainability and a targeted reduction in CO 2emissions by over 50% relative to 2005 levels.PD 8100:2015 2 The British Standards Institution 2015 Industrial decline. Some cities, in contrast, are having to deal with industrial decline and decreasing population.
26、 Ageing population. The ageing population is having an ever increasing impact on both the tax base and the costs of public services. Persistent inequality. There is a variation of life expectancy of up to 20 years between the richest and poorest parts of many UK cities.1) Citizens. The increasing us
27、e of digital technology in every aspect of life means that citizens expect public services to be delivered in a more customer-centric way. Pace of service innovation. The accelerating pace of change in the way people live their lives provides real challenges for long-term planning. For instance, the
28、 rapidly increasing use of online shopping is undermining the viability of retail districts and out-of-town shopping centres. Ageing infrastructure. A significant amount of infrastructure in UK cities is likely to require replacing or retrofitting over the next few years to make it fit for purpose.
29、Lack of overall control. Many of the key decisions relating to city life are made by individual agencies with a narrow, compartmentalized focus, rather than in terms of their impact on the city as a whole. Many aspects of city life are also dependent on the decisions of regional or national governme
30、nts or agencies. Money. In a time of stretched budgets, it is often difficult to get the investment funding needed to take a long-term approach to city challenges particularly where new business models, service innovation, or new technology is involved.0.3 Challenge of managing the city Cities can b
31、e viewed as complex organisms, with many organizations and infrastructures providing the services needed for them to function effectively. The local authority only directly manages a minority of the key city services and has to exercise its overall strategic management role through partnerships with
32、 the other stakeholders in the city. Figure 2 maps out some of the systems and activities that make up a city. 1)See for example London: http:/life.mappinglondon.co.uk/ The British Standards Institution 2015 3 PD 8100:2015 Figure 2 The City Anatomy (as developed by the City Protocol Society) NOTE Co
33、pyright is claimed in this illustration. Reproduction of this illustration and making products from it might infringe that copyright. Details of the copyright owner can be found in the Foreword.PD 8100:2015 4 The British Standards Institution 2015The number of independent stakeholders that have impo
34、rtant roles in the overall functioning of the city makes it difficult for the city to act as a cohesive whole. To make matters worse, individual city systems are becoming increasingly complex and, at the same time, increasingly dependent on each other in often poorly understood ways. For instance, b
35、oth the electricity and ICT systems are vital ingredients in every other city system and failure in one of these is likely to have a domino effect on all of the others. PAS 181 reviews the traditional operating model of a city and identifies the problems caused by a lack of co-ordination and integra
36、tion between city systems. Figure 3 illustrates this operating model. Figure 3 Traditional operating model Where cities have come from SOURCE: PAS 181:2014, Figure 4 Equally challenging is the fact that every city has a unique history, set of characteristics and geographic context, which together pr
37、ovide a specific set of challenges and opportunities for city leadership to take account of. A city also needs to be managed in a way that takes account of its wider social context and the specific set of opportunities and challenges it faces.0.4 Opportunities coming from technology and the use of d
38、ata The following changes in technology the use of data are providing city leadership with new tools and opportunities for effective change that can help them meet these challenges. a) Connectivity. Digital connectivity is growing exponentially. No longer are we limited to the use of computers to co
39、nnect to the digital world, but now we can also use smartphones, tablets, and televisions, enabling us to access information, provide feedback and connect with each other, wherever we are, and whatever activities we are engaged in. The British Standards Institution 2015 5 PD 8100:2015 b) Sensors. Se
40、nsors are increasingly built into smartphones and other digital devices carried by a growing percentage of the population, as well as being embedded into the built environment. This has the potential to allow city leaders to gain an increasingly detailed, real-time picture of what is happening withi
41、n the city. Linked to these changes are three other elements. 1) Data. The volume of digital data is effectively almost doubling every two years 2) . The increasing use of Geographical Information Systems (GIS) is allowing data from different sources to be linked together, based on location, and thu
42、s provide a much richer picture of what is going on in the different neighbourhoods and areas within the city. This is supported through open standards from the Open Geospatial Consortium (OGC) and the Technical Committee 211 at the International Organization for Standardization (ISO/TC211). This ab
43、ility to pinpoint a geographical reference, enable access and link data underpins the compelling case to share it between different departments, agencies, industry and research organizations. 2) Analytics. Our ability to analyse and draw insight from this data is also growing rapidly. Smartphone too
44、ls and apps are now able to proactively provide us with useful contextualized information as we go about our daily lives, while supercomputers are able to query vast quantities of unstructured data and suggest solutions to more complex problems. 3) Collaboration. The ever-increasing use of the inter
45、net is supporting a more collaborative relationship between customer and supplier, leading to, for instance, patients taking a greater role in monitoring and managing their own health conditions. These changes are enabling tools to be developed that provide citizens, enterprises and city leaders wit
46、h the possibility of faster, evidence-based, responses to the challenges they face. These tools: offer easier and cheaper access to data and the ability to visualize and analyse that data to enable better decision-making, both for real-time management of the city and for longer term planning; suppor
47、t collaboration between different agencies, between citizens and between citizens and agencies; and provide new methods of integrating city systems to enable a more holistic approach to city challenges and opportunities, to help simplify city management; and to enable integration to take place at a
48、more granular level and so reduce vulnerability to catastrophic failure. These examples relate to the technology changes that are important now. They will be followed by a continuous stream of other technology innovations, for instance the use of new materials, robotics, new methods of construction,
49、 and local manufacturing (e.g. 3D printing). The challenge to cities is to develop a culture of continuous innovation; taking full advantage of emerging technologies to benefit the citizen and enhance the life of the city. 2)See, for example: http:/ summary.htm PD 8100:2015 6 The British Standards Institution 20151 Scope This Published Document (PD) provides guidance for city l
