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SMART CITY ROADMAP

NEW TOWN KOLKATA

ENERGY

Opportunities and recommendations to help New Town Kolkata become a model for urban innovation in India.

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CONTENTS

INTRODUCTION 3

URBAN INDIA 4

NEW TOWN NOW 7

SMART CITY ACADEMY 8

ECONOMIC PROFILE 10

CITIZEN PROFILES 14

STRATEGIC PRIORITIES 17

INNOVATION OPPORTUNITIES 18

1. CIVIC IDEAS ACCELERATOR 19

2. ONE-STOP-SHOP 25

3. CONNECTED CITY 31

URBAN DATA 36

INNOVATION FRAMEWORK 38

RECOMMENDATIONS 39

CONTRIBUTORS 44

Future Cities Catapult 2016

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INTRODUCTION

ENERGY

By adopting innovative practices and smart services for its citizens, New Town Kolkata — situated on the northeastern fringe of east India’s cultural capital — hopes to thrive. It will build a prosperous economy, protect its environment and improve quality of life for all of its citizens.

New Town is already on the map as a city with real potential. Recently shortlisted in the Government of India’s 100 Smart Cities Mission, it plans to secure a place as a finalist. In doing so it will unlock investment in excess of $150 million to kick-start the delivery of its ambitious plans

1.

Future Cities Catapult has worked with key stakeholders in New Town to develop a proposal that is rooted in local needs and strategic priorities. Supported by the UK Foreign & Commonwealth Office’s Prosperity Fund, we have provided independent, expert support to New Town’s authorities, to help them realise their ambition and secure investment.

This Roadmap summarises the first stage of our collaboration. Intended both for New Town’s leaders and for suppliers seeking new business, it articulates opportunity areas in the city and provides a starting point to help shape, guide and implement strategic priorities over the coming years.

1 Government of India Ministry of Urban Development, 2015

New Town Kolkata plans to be a model for urban innovation in India.

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54

URBAN INDIAOne of Earth’s fastest-growing nations embarks on an ambitious urban transformation programme.

In the last decade, Indian cities have experienced rapid urbanisation. Nearly a third of India’s 1.3 billion people now live in cities, with Delhi’s population growing by 4.1 per cent every year, followed by Mumbai and Kolkata with growth rates of 3.1 and 2 per cent respectively 2. At the same time, advances in technology are changing the way Indians live and work.

With its culture of innovation, India is pioneering new technological initiatives of which many countries are envious. Digital India, for instance, is an impressive plan to create pervasive digital infrastructure, provide services electronically and improve technological literacy across the nation.

2 PwC ‘India: Surging to a smarter future’, 20153 Government of India Ministry of Urban Development, 2015 4 Government of India Ministry of Urban Development, 2015 5 Government of India Ministry of Urban Development, 2015 6 UK Trade & Investment, 2015

Bringing these stories together, the Government of India has embarked on an ambitious urban transformation programme, with initiatives such as the 100 Smart Cities Mission and Atal Mission for Urban Rejuvenation and Transformation, totalling a combined investment of $14.5 billion over the next five years3.

The 100 Smart Cities Mission is a $7.1 billion

initiative that will see cities across India compete to receive investment from India’s Ministry of Urban Development 4, to help them become more efficient and effective places. With match funding from state governments, the total available for successful cities is around $150 million over five years 5.

In fact, India’s smart city project is part of a much larger $1.5 trillion6 global market opportunity — one that will see smart city pioneers transform themselves not just through public funding, but private investment from foreign and domestic industries working in the urban innovation sector, too.

1.3(INDIA POPULATION)

BILLION

URBAN GROWTH IN INDIANearly a third of people live in cities

CITY GROWTH RATE

4.1%DELHI

3.1%MUMBAI

2.0%KOLKATA

NEW TOWNKOLKATA

CHINA

MYANMAR(BURMA)

BHUTAN

NEPAL

SRI LANKA

TAJIKISTAN

BANGLADESH

35 STATES98 CITIES

$150 MILLIONPER CITY OVER 5 YEARS

$7.1 BILLIONSMART CITIES

MISSIONPAKISTAN

AFGHANISTAN

FROM GOVERMENT OF INDIA

FROM STATE GOVERNMENT

$75 MILLION

$75 MILLION

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NEW TOWN NOW

A young city with bold aspirations that is establishing its identity.

New Town is a 12,000-acre planned development to the northeast of Kolkata that is being built from scratch. It hopes to become the hub for business services and high-value economic activities in the wider eastern India region. Currently home to 36,000 residents with a visiting population of 80,000 every day 7, it is expected that its population will grow to nearly 1 million residents and a transient population of nearly half a million in the next decade 8.

While New Town’s proximity to Kolkata will have a profound impact on its success, the new development is defining its own economic function based on key sectors — including finance, ICT, healthcare and education. A number of leading businesses, including TATA, Wipro and Accenture, have already opened offices in its business district, taking advantage of the tax-free property incentives provided by the state.

7 Informal discussions with city authority and key stakeholders8 NISG ‘Smart City Development Plan for New Town Kolkata’, 2015

The city hopes to benchmark itself against leading cities and developments in the wider southeast Asian region, including Singapore and Kuala Lumpur. However, in order for New Town to emerge as a truly competitive global economic hub, it must define its economic function — and therefore its urban ambitions — in a wider global landscape.

KOLKATA

SALT LAKE

NEW TOWNKOLKATA

INTERNATIONALAIRPORT

HOWRAH

SOUTH 24 PARGANAS

NORTH 24 PARGANAS

HOOGHLY

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SMART CITY ACADEMY

Objective advice to help cities develop their own smart strategy.

Exploring major development sites in New Town

Future Cities Catapult has developed a four-stage process called the Smart City Academy to help cities like New Town make sense of the complexity of smart city solutions. Through a series of collaborative workshops, it helps cities understand their strategic priorities, imagine solutions that are relevant to their citizens, and create a roadmap to outline how they could be implemented.

Smart solutions are only sensible if they address the needs of citizens in the long-term. That is why Future Cities Catapult takes a user-centred design approach — in this case, with our multidisciplinary team of data scientists, anthropologists and economists working with city leaders and administrators from New Town — to understand what is important to the city and its citizens. We combined these insights with secondary research, high-level analysis of national statistical data and evaluation of global best practice to create a series of findings that are detailed in the rest of this report.

1. CITY ACADEMY - WORKSHOP

2. USES CASES

3. SMART CITY ROADMAP FRAMEWORK

4. SUPPLIER CHALLENGE

STRATEGY

CITYACADEMY

OPPORTUNITIESSMARTCITYROADMAP

CITIZENPROFILES

INNOVATION FRAMEWORK

STRATEGICPRIORITIES

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CITY ACADEMY WORKSHOP

A two-day boot camp for city leaders and other stakeholders to help them navigate the smart cities marketplace. The workshop identifies each city’s strategic priorities and the needs of its citizens.


2. USES CASES



STRATEGY

CITYACADEMY


CITIZENPROFILES


STRATEGICPRIORITIES

123

INNOVATION OPPORTUNITIES

A series of case studies to illustrate opportunities in the city based on the results of the workshop. Examples of global best practice provide inspiration and suggest how similar initiatives may work in each city’s context.

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SUPPLIER CHALLENGE

The first step in applying the smart city strategy. In collaboration with UKTI and other partners, Future Cities Catapult will challenge potential suppliers to provide technical solutions to the city’s needs.

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2. USES CASES



STRATEGY

CITYACADEMY


CITIZENPROFILES


STRATEGICPRIORITIES

123

SMART CITY ROADMAP

A high-level report to kick-start the city’s innovation strategy. With quantitative and qualitative analysis, findings from the workshops and potential opportunities, it provides a springboard for the city’s smart vision.

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ECONOMIC PROFILE

New Town’s potential for growth at a local and international scale.

Successful cities understand their economic purpose, the opportunities open to them to enable growth, and the abilities they can exploit to achieve it. Here, we identify New Town’s place in the wider economic context, investigate its strengths and outline potential economic challenges it may face in the coming years.

The state of West Bengal is India’s sixth largest economy based on economic output 9. Its Gross State Domestic Product (GSDP) is dominated by the service industry and has remained stable since 2010, growing around 9 per cent per year. Its neighbours include other Indian states such as Jharkhand, Odisha and Assam as well as Bangladesh, Bhutan and Nepal, providing opportunities for significant growth.

WEST BENGAL A LUCRATIVE ECONOMY FACING A PRODUCTIVITY GAP

9 UK Trade & Investment, 2013

Data: Reserve Bank of India; Analysis: BuroHappold

20

04/05 05/06 06/07 07/08 08/09 09/10 10/11 11/12 12/13 13/140

40

60

80

100

120

THOUSANDS

YEAR (2000)

DELHI

MAHARASHTRA

KARNATAKA

NATIONAL AVERAGE

WEST BENGAL

WEST BENGAL STATE ECONOMYComposition by sector (GSDP)

Data: Reserve Bank of India and UK Trade & Investment, 2013; Analysis: BuroHappold

SECONDARYMANUFACTURING

TERTIARYSERVICES

PRIMARYPRIMARY INDUSTRIES

$120(TOTAL GSDP IN 2014)

BILLION

20%

15%

65%

Agricultu

re

Forestr

y

Extracti

ve

industr

ies

Fishing

Textiles

Chemicals

&

pharm

aceutic

als

Heavy

engineerin

g

Real esta

te

Banking

Hotels

&

resta

urants

Public

administ

ratio

n

Ceramics

While West Bengal’s GSDP is one of the highest among Indian states, its per capita output (Net State Domestic Product) falls below the national average, struggling compared to Karnataka, Maharashtra and Delhi. This is partly due to the state’s high

population density. But it also highlights the productivity challenge facing the state and the gap to be bridged for West Bengal to be as productive, and competitive, as the rest of India.

WEST BENGAL STATE ECONOMY Productivity benchmarking with other states (NSDP)

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One of the world’s most densely populated cities with 4.5 million inhabitants, Kolkata is a global city and epicentre of the eastern region’s economic activity. It acts as a hub, driving the economy of the surrounding states through industry, financial services and commercial activities. This is partly the result of its geographical situation: as east India’s major urban centre, other nearby cities have comparatively smaller populations with limited economic and employment opportunities.

A recent study estimates the overall GDP of Kolkata to be around $28 billion, with trade and services making up approximately 90 per cent of the total 10. When benchmarked per capita, the economy is less productive than other major Indian cities and is not expected to reach the scale of Bangalore or Mumbai. However, its growth rate is predicted to trail only Bangalore, suggesting the economy will thrive in the coming decade.

New Town aspires to become a leading economic centre of Asia and a benchmark for other city developments across India. As a new city, it benefits from developmental freedom: it can adopt best practices, use cutting edge solutions and define its own economic purpose at every stage.

New Town is already profitable. In just nine years its development authorities have successfully established a central business district and the early stages of finance, health and education hubs with the likes of Punjab National Bank, Tata Medical Centre and two new universities moving in. This has largely been enabled by a strategy of land monetisation and tax incentives to attract business and investment.

At a state level, New Town’s fast-growth model has shaped a new township policy. West Bengal recently announced the development of six new, specialised townships: Asansol (industry), Dumurjala (sports), Dabgram (health and education), Baruipur (geriatrics), Bolpur (arts and culture) and Kalyani (analytics).

New Town must now play to its strengths and establish its own well-defined economic function — an ability still afforded by its simple governance structure, ease of doing business and relatively low administrative barriers.

KOLKATAA STRONG SERVICE ECONOMY WITH HIGH GROWTH POTENTIAL

NEW TOWNAN AMBITIOUS ECONOMIC VISION

10 McKinsey ‘Urban World: Mapping the economic power of cities’, 2011

KOLKATA CITY ECONOMYProductivity benchmarking with other indian cities

GDP per capita 2010

5

KOLKATA DELHI MUMBAI BANGALORE CHENNAI0

10

15

20

25

GROWTH

140% 71%

100%

144%

135%

THOUSANDS

GDP per capita 2025 %

Data: Reserve bank of India; Analysis: BuroHappold

CONCEPTUAL MAP OF NEW TOWN KOLKATAHubs of early economic activity

HEALTH & CULTURE• Ecopark• TATA Cancer• Seniors’ Park• New Town Plaza• Rabindra Tirtha

FINANCE• Financial Hub• Punjab National Bank

IT• Infosys• Wipro• Info Space• Eco Space

EDUCATION• IIT Kharagpur• Amity University• University of Engineering & Management

ACTIONAREA II

ACTIONAREA I

ACTIONAREA III

CITIZEN PROFILES

What the people of New Town want, need and expect from their city.

With so many products and services available in the smart cities marketplace, deciding what to purchase, where to invest and how to prioritise efforts is complex. But understanding citizen needs can reveal what is most relevant to the local context.

These user profiles represent the types of people living and working in New Town. Developed through in-depth interviews and research, they act as a tool to help city officials, businesses and investors build a picture of New Town’s challenges from the citizens’ perspective — then imagine solutions that can help meet those needs.

These profiles are combined with New Town’s strategic priorities later in the report to develop a series of potential innovation opportunities upon which the city could capitalise.

JAMES • 41 SANJAY • 27 LAKSHMAN • 74

ABHISHEK • 20 GARATI • 41 VISHAKA • 27

MALAY • 55 ESH • 32 AASHI • 24

Architect from the U.S. setting up a new business and home with his

family in New Town

Construction worker living in a hutment with other migrant

labourers

Retired landscape architect who was involved in planning the Eco

Park in New Town

Computer science student at Techno India College living with his

parents in Barrackpore

Former teacher who now stays at home to care for her children and

elderly parents

Finance consultant for Wipro living in a small gated community with

her husband

Project manager living in a large apartment with his wife, children

and elderly mother

Property developer who has taken over a medium-sized business from

his father

Maid living in a small house near the Khal with her husband and

children

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STRATEGIC PRIORITIES

How New Town plans to become a more intelligent, inclusive and prosperous place.

Understanding citizens’ needs is a valuable exercise in defining the problems a city must tackle. The way it chooses to solve them, however, can have a profound effect on the way the city operates in the future.

Here, we identify a series of key strategic priorities for New Town. Generated through workshops and interviews with city leaders, they represent the fundamental ambitions of the city and define the approaches it will use to provide new products and services for its citizens.

These priorities are combined with New Town’s citizen needs later in the report to develop a set of potential innovation opportunities upon which the city could capitalise.

The City A

cademy W

orkshop

BOOST INWARD INVESTMENT Demonstrate a coherent value proposition to encourage investors

STREAMLINE ADMINISTRATIONMake it easier for residents and businesses to interact with the city

CREATE A VIBRANT CULTURAL SCENE Encourage arts, activities, festivals and food vendors

MAKE STREETS INCLUSIVEEnsure the city is a safer, smarter space for everyone to use

OPTIMISE INFRASTRUCTURE USEUse data and analytics to improve efficiency

PROVIDE MEANINGFUL EMPLOYMENTEnsure workers are safe, satisfied and well-paid

INVOLVE CITIZENS IN SHAPING THE CITY Help people share and implement their own civic plans

PROCURE CUTTING-EDGE INFRASTRUCTUREConnect New Town, digitally and physically, with WiFi and transport routes

GREEN THE CITYProtect the environment, generate renewable energy and build beautiful public spaces

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INNOVATION OPPORTUNITIES

Based on the emerging strategic priorities and citizen needs in New Town, we have developed three potential opportunities that illustrate how the city could use innovative practices to improve the life of its citizens and invigorate the economy.

These case studies draw on examples of international best practice to describe how new products, services and technologies could be used to create a smarter New Town. We hope they serve as a source of inspiration to help city officials shape their own overarching smart strategy.

CIVIC IDEAS ACCELERATORENABLING CITIZENS TO SHAPE THE CITY

The Civic Ideas Accelerator is an interactive platform where citizens can share ideas for projects in their neighbourhood, and receive funding and support to deliver them.

Citizens upload ideas to the platform to collect votes from other residents and attract funding from New Town’s authorities. They can access professional support at the Incubator Space to help ensure their project’s success.

The Civic Ideas Accelerator crowdsources locally relevant projects, de-risks public investments and helps build empowered, resilient communities.

VISHAKA WANTS TO START A COMMUNITY FOOD MARKET CLOSE TO HER HOME

VISHAKA • 27

1

Visions for a future New Town where city priorities meet citizen needs.

1918

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CHALLENGE

As a relatively new city with 36,000 residents, New Town’s population is growing slower than originally expected against a forecast of 1 million residents. While there is ample investment in essential infrastructure like clean water, renewable electricity and public transport, there is not yet a critical mass of people living in the city to stimulate a vibrant social, cultural and community scene. Without knowing their neighbours, people can feel isolated and sometimes unsafe in the area.

OPPORTUNITY

New Town will be home to a diverse mix of residents from different cultures and professions, many of whom have ideas for how to improve their community and local area. The city authority can enable citizens to turn these grassroots ideas into live projects by providing access to grant funding, vacant spaces and new skills. By enabling citizens to design local services and initiatives, the community will be empowered to create its own culture of innovation.

SOLUTION

The Civic Ideas Accelerator is an interactive platform where citizens can share ideas for projects in their neighbourhood with other residents and city officials. Bringing crowdsourcing together with local funding and professional mentorship, the platform gives citizens the tools they need to make New Town a great place to live.

USER INTERFACEThe online platform allows individuals or groups to upload their ideas, share them with the community and city leaders, and find resources to deliver them

DELIVERY STRUCTUREA consortium of delivery partners collects and administers the funding, checks the suitability of projects and evaluates their success

DATASTOREData on vacant properties, retail spaces and local partners is made accessible for project organisers to help them plan and deliver their projects successfully

VISHAKA UPLOADS HER PROJECT IDEA ONTO THE PLATFORM

Citizens respond to an open call or challenge from the city authority by completing an online application, which is reviewed before becoming visible to the public

1

HER PROJECT REACHES 1,000 COMMUNITY VOTES

Other residents can vote for a project they want to see in their area, which helps the city authority decide where to invest

2

SHE MEETS UP WITH LOCAL PROJECT ORGANISERS AT THE INCUBATOR SPACE

Citizens can attend workshops and classes to get advice from professionals and share experiences with other people running projects locally

3

VISHAKA HOSTS THE FIRST COMMUNITY MARKET WITH LOCAL ENTREPRENEURS

With local connections and access to suitable space, project organisers can collaborate with other projects and social enterprises

4

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MY IDEA LOGOUTWELCOME VISHAK A

1,000 VOTE S

RESIDENTS

OTHE R

PLATFORMCIVIC ENGAGEMENT LOGOUT

MY IDEA

Send for review & approva l

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CITIZENS with ideas for projects in their local area

CITY OFFICIALS looking to prioritise investment of public funds

INVESTORS interested in local regeneration or sponsorship

THE OPEN WORKS (UK) An experiment in mass participation

The Open Works was a 9-month scheme where 1,000 people took part in 20 projects in a London neighbourhood to investigate how small acts of participation combine to create long-term change. It demonstrated that a critical mass of individuals can have a profound impact on a neighbourhood — at a cost representing a small percentage of typical public spending.

www.theopenworks.org

NEIGHBORLAND (US) Connecting civic leaders with residents

Neighborland is a social network connecting civic authorities with residents — to listen to their views, develop insights, discuss new initiatives and deliver new services. It provides cities with otherwise unavailable human-centered design tools in order to empower citizens in the development of their communities. Cities including San Francisco, Portland and Houston have used the service.

www.neighborland.com

SPACEHIVE (UK)Crowdfunding urban development projects

Spacehive is a crowdfunding platform helping citizens secure investment to regenerate public spaces. The site allows people to share ideas so others can pledge money to the cause. So far it is funded 68 projects around the UK with a total of £4.4 million, and it is used by the Mayor of London to administer his office’s High Street Fund.

www.spacehive.com

KEY USERS

EXAMPLES FROM AROUND THE WORLD

22 23

Increased social cohesion enabling happier, healthier and safer communities

Creation of a thriving start-up and cultural scene, by and for New Town’s residents

De-risked public investment in projects that have strong local demand

Map existing citizen initiatives in New Town to recruit local ‘champions’; identify community spaces that can act as Incubator Spaces for project organisers.

Develop a technical specification for the online platform informed by user needs; analyse property and planning data to identify potential regeneration sites in the city.

Allocate a local regeneration fund for community projects; develop policy to set aside a share of land and new buildings for community use.

Test a prototype version of the Civic Ideas Accelerator in one area of the city; use the findings to develop the business case and roll the scheme out to other areas.

Establish a taskforce within the city authority responsible for ongoing development and delivery of projects involving citizens and residents groups.

NEXT STEPS FOR NEW TOWN KOLKATA

DESIGN

1

2

3

TECHNOLOGY

POLICY

PILOT

GOVERNANCE

IMPACT

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ONE-STOP-SHOP

New

Town Plaza

SIMPLIFYING BUSINESS AND LIFE IN THE CITY

2

The One-Stop-Shop is a simple online interface where businesses, investors and residents can access and share information in a single place.

The digital portal contains up-to-date information on business and investment opportunities in New Town, as well as advice and information for citizens. It is complemented by a physical Hub space in the central business district, where users can access professional and administrative support in person.

The One-Stop-Shop reduces inefficient administrative processes, provides a seamless city experience for users and helps attract inward investment.

JAMES • 41

JAMES IS MOVING TO NEW TOWN WITH HIS FAMILY SO HE CAN OPEN A NEW ARCHITECTURE BUSINESS

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CHALLENGE

Citizens, businesses and investors often have to navigate complicated and time-consuming administrative processes when relocating their home or work to a new city. This can be costly for New Town’s authorities and deter potential new businesses and residents from moving there. For investors looking for new opportunities, it is not always clear what is on offer in the city, what the various stages of approval are, or how they can easily make a sound investment – unless information is standardised, accurate and kept up to date.

OPPORTUNITY

New Town aspires to be home to 1 million people, with meaningful employment opportunities and a thriving economy. Attracting new residents and investment to the city requires removing administrative barriers and shifting to an open, digital mode of operating, to create a seamless experience for people looking to relocate their life, work or investments to New Town.

SOLUTION

The One-Stop-Shop is an easy-to-use interface where citizens, businesses and investors can access and share information in a single place. Behind the interface, New Town’s city authorities are structured to deliver an integrated service, supported by a central database in which public information can be digitised, stored and updated to streamline the online approval process.

USER INTERFACE The public-facing interface helps users navigate their investment and administration needs quickly and intuitively

DELIVERY STRUCTUREThe organisational model enables New Town’s city authorities to process administration requests efficiently

DATASTORE The central database contains digitised, up-to-date public information that can be accessed remotely

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JAMES OPENS THE ONE-STOP-SHOP APPLICATION ON HIS DEVICE

Users access the online portal from their mobile device or computer using their personal log-in

1

HE CHECKS HIS MY BUSINESS NOTIFICATIONS

Personalised information is displayed on the status of building plan approvals and trade licenses

2

HE SCANS AVAILABLE CO-WORKING SPACES AND BOOKS AN APPOINTMENT

Interactive maps visualise vacant land, real estate and available facilities for developers, investors and entrepreneurs

3

JAMES AND HIS FAMILY MAKE PLANS FOR THE WEEKEND

Citizens can browse local activities and plan their journey in advance

4

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CITIZENS wanting to organise their lives more efficiently

CITY OFFICIALSoperating the online portal and physical Hub space

KEY USERS

BUSINESSES looking to set up or invest in the city

GOV.UK (UK) A citizen-friendly online portal

Gov.uk is a national online portal for British citizens and businesses, designed to be a single point of access for government services. Inspired by online retail and banking, it initially digitised administrative areas with high transactional costs — including voting, tax, immigration and transport. Now it provides services for all 24 of the Government’s departments and 331 other public bodies.

www.gov.uk

SERVICEONTARIO.CA (CANADA) A one-stop-shop for businesses

ServiceOntario.ca is a platform that allows businesses to easily register with multiple government departments. It allows both start-ups and established businesses to find relevant information, submit forms digitally, archive interactions with the government, and maintain accounts in a single online location. The portal is highly customisable, allowing each business to tailor it to specific needs.

www.ontario.ca/page/business-services

GAUTENG INVESTMENT CENTRE (SOUTH AFRICA) Removing barriers to external investment

The Gauteng Investment Centre is an online service which makes it easy for new companies and investors to register a business, apply for licenses, sign up for incentives, and obtain work permits. By simplifying interactions with government, it removes many of the bottlenecks associated with establishing and running businesses in Gauteng, making it a more attractive proposition for external investors.

www.gautenginvest.co.za


28 29

Increased transparency and accessibility for citizens

Increased high-value and meaningful employment opportunities

Creation of business, innovation and education hubs across the city

Develop a specification for the online portal and Hub space, informed by user needs, focus groups and workshops with key stakeholders.

Outline the technical specifications and data requirements for implementing an overarching online solution with an integrated datastore.

Develop open data protocols and policy for digitising public information, adopting international standards and best practice.

Test a prototype version of the One-Stop-Shop service with a small group of users; use the findings to inform a supplier brief and shortlist of suitable vendors.

Establish the governance structure required for the development, delivery and on going maintenance of the online portal and Hub space.


DESIGN

1

2

3

TECHNOLOGY

POLICY

PILOT

GOVERNANCE

IMPACT

3130

CONNECTED CITY

New

infrastructure

Digitally optimising physical infrastructure

3

The Connected City is a technology-enabled mobility system that makes it easy and safe for everyone to navigate New Town using different modes of transport.● Mobile-based applications and dynamic signage guide people through the city, enabled by real-time analytics using local data sources to help ensure predictable journey times.● The Connected City provides seamless end-to-end journeys for all of New Town’s users, providing stress-free travel and safer, people-friendly streets.

LAKSHMAN NEEDS CONVENIENT ACCESS TO PUBLIC TRANSPORT SO HE CAN GET AROUND NEW TOWN

LAKSHMAN • 74

31

3332

LAKSHMAN PLANS HIS JOURNEY TO THE ECO PARK

Maps of New Town are available in digital and paper form, or displayed on noticeboards in communal areas

HE TAKES THE BUS TO COLLECT HIS GRANDCHILDREN

Up-to-date information is shown at bus stops to let people know when the bus will arrive

DYNAMIC STREET SIGNAGE GUIDES HIM TO HIS DESTINATION

Low-energy digital signage is displayed in public spaces and updated with local information

LAKSHMAN JOINS HIS FAMILY FOR DINNER

Citizens can travel safely and easily around the city using rickshaws, buses and well-lit walking routes

CHALLENGE

It is difficult for people to find their way around New Town. With the city’s transport infrastructure still being built, citizens are not always able to get to their destination easily, safely and on time. During the day, traffic congestion makes journey times unpredictable, whilst safety at night is a real concern for pedestrians and public transport users. For the city authority to decide where to focus investment requires being able to reliably assess the demand for new transport services.

OPPORTUNITY

Effective and appealing public transport infrastructure is vital for the development of a safe and mobile city. Multi-modal transport networks provide last-mile connectivity by connecting pedestrian routes, bus stops and rickshaws to metro stations, making it easy for people to get to any destination in the city, while ‘complete streets’ give everyone space to move around. Enabled by technology, users can explore their city and enjoy the journey, while generating information to help New Town manage improvements to its transport network.

SOLUTION

The Connected City is a technology-enabled mobility system that makes it easy for everyone to navigate New Town using different modes of transport. Prompted by digital cues, users are guided along their journey and can plan in advance. The service is enabled by predictive analytics using local and location-based data sources.

USER INTERFACEDynamic signage is displayed in strategic places throughout the city or made available through mobile applications

DELIVERY STRUCTUREElectronically-stored data is interpreted using analytics and modelling methods to determine hotspots of activity and demand

DATASTOREData is collected using paper based, electronic surveying and automated network sensing methods to further improve services

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1

2

3

4

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BUSINESSES looking to provide last-mile transportation for goods and services

CITIZENS wanting to navigate New Town quickly and safely

CITY OFFICIALSseeking to improve safety and transit times

KEY USERS


COMPLETE STREETS (US)Making roads more inclusive

Complete Streets is a policy used across the US to plan and design roads that encourage multi-modal transport. A reaction to the car-centric planning of post-war cities, the scheme promotes intelligent inclusion of features like sidewalks, bike lanes, public transport stops and traffic-calming measures to ensure that streets are safer and faster for everyone.

www.smartgrowthamerica.org/complete-streets

PAVEGEN (UK) Sensing hotspots of pedestrian activity

Pavegen creates paving slabs that convert energy from footsteps into electrical power. When people walk over the surface, data is collected on the number of pedestrians going past. The tiles are made from recycled materials and are able to convert the energy from each footstep into enough electricity to run an LED street lamp for 30 seconds. Slabs have been installed in cities including London, Paris and Rio de Janeiro.

www.pavegen.com

CITYMAPPER (GLOBAL) Intelligent route planning

CityMapper is an app that suggests routes across cities by combining information about different transport modes. Taking into account location, price, duration and delays, it provides real-time suggestions so the user can choose from a selection of alternative routes. Estimated to be used on half of the iPhones in London, it is now available in 29 different cities around the world.

www.citymapper.com

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Increased mobility and safety on roads and pedestrian areas, especially for senior citizens, women and the physically impaired

Better evidence for strategic decision making and investment in new infrastructure

New mobile-based applications developed by New Town’s tech cluster

Identify strategic locations for digital signage and new transport routes in the city based on insights from data analysis and user research; determine the busy and congested areas that cause the most stress.

Map New Town’s current and planned infrastructure; invite local tech developers to create prototype mobility applications for New Town.

Create incentives for last-mile transport providers; develop ‘complete street’ regulations to ensure routes meet the needs of cyclists and pedestrians.

Test ‘complete street’ infrastructure in one neighbourhood before rolling out to the city; test a beta version of the mobility app with a small group of residents.

Invest in ‘digital champions’ in the city authority to embed digital skills and thinking across all sectors.


DESIGN

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TECHNOLOGY

POLICY

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GOVERNANCE

IMPACT

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From annual population censuses and daily crime statistics to real-time sensing of air pollution and transport delays, data can be collected from every part of the city over different time scales. Once it is collected, it can be used to understand the urban environment in more detail than ever — and even predict how it might change in the future.

The way in which data is collected, analysed and applied in cities is best understood as a feedback cycle. This standard model helps ensure the right data is collected — to provide evidence for investment and policy decisions, information for citizens, and resources for innovators looking to develop services for the city.

URBAN DATAA vital source of information to help understand the city and forecast its future.

COLLECT RECORD AN ASPECT OF THE CITY THROUGH SURVEYING OR SENSING

Cities have varying data collection abilities. As a new city, much of New Town’s infrastructure — and the service layer built upon it — is being installed using the best available technology. From detecting roadside air pollution to monitoring cell phone network performance, current sensing methods have a major digital component, which will be pervasive in New Town. The city’s age means that there is a lack of historic survey data about the city. Instead, there is a unique opportunity to make data collection and public record keeping digital by default — using the latest standards to create a store of information that can be used in the coming years.

PROCESSSTORE DATA ELECTRONICALLY FOR ANALYSIS, MODELLING AND INTERPRETATION

Multiple data sets can be aggregated and analysed to help New Town’s planners make strategic decisions about the city. Simulation techniques can help ask what-if questions about the effects of new interventions, such as the likely impact of building new transport routes, while urban modelling can help predict events, such as crime occurrences or traffic congestion. By embracing the concept of Open Data — where information is stored in a transparent and accessible way — New Town can encourage citizens and other stakeholders operating in the city to engage with it. In turn, it will provide a rich source of information for the innovation community to develop locally-relevant services and software using the data.

ACTCREATE INSIGHTS FOR URBAN PLANNERS AND INNOVATORS TO USE

Processed data can provide evidence to help decide which policies or interventions in the city are likely to create the best impact and return on investment. A city may, for instance, compare scenarios for investing in cycling, bus or pedestrian infrastructure around hotspots of congestion during rush hour. Using information collected from the city itself helps ensure planning and development actions address local needs relevant to New Town. This evidence helps ensure the city is delivering better services, reducing inefficiencies and stimulating innovation — some of which will generate new data to continue the cycle.

CASE STUDY OPEN KNOWLEDGE FOUNDATION

The Open Knowledge Foundation is a global non-profit dedicated to making information accessible. Working with cities in 58 different countries, it is published over 800 open data sets — information it deems to be universally accessible and reusable — about transport, crime, air quality, spending and more. It has teams around the world, including ambassadors based in India.

www.okfn.org

CASE STUDY OPEN DATA INSTITUE

The Open Data Institute is an independent body helping people to make better use of open data. Through capacity building, technical support, and business advice, it aims to help individuals and organisations innovate using data to provide economic, environmental, and social value. It has nodes across Europe, South America, Africa and Asia.

www.opendata.institute

CASE STUDY MANCHESTER DATA SYNCHRONISATION PROGRAMME

The Greater Manchester Data Synchronisation Programme is an initiative to improve the free flow of civic data between public sector organisations and help provide it to the public. By standardising and linking data sets, the information is easier for citizens and innovators to use or build into new products and services.

www.gmdsp.org.uk

DATA STORAGE

DATAREPORTS

COLLECT

PROCESS

ACT CITY

ENERGY

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New Town wants to differentiate itself from other cities in India and become a hub for business services and high-value economic activities — to compete with Singapore and Kuala Lumpur. In order to do so, it must understand its innovation profile compared to other cities, so that it can identify current strengths and areas where it can begin to improve.

CITIE™ is a new benchmarking tool developed by Nesta, Accenture and Future Cities Catapult to enable city leaders to assess their openness to innovation, investigate how it compares to other cities and then develop new policy to catalyse innovation and entrepreneurship. The tool, shown below, uses existing data and information about the city to determine where it excels or underperforms compared to other cities.

With the resident and business population still establishing in New Town, there is not yet sufficient data to determine a robust diagnostic for the city.

But a comparison of other Indian cities — such as Bangalore and New Delhi — with those that it seeks to emulate — like Singapore, for example — will start to build the picture of the policy changes that could be effected in New Town.

In particular, it seems that if New Town is to set itself apart from the likes of Bangalore and New Delhi, it could begin to focus its policy interventions on: innovation strategy, the development of data architecture, investment in entrepreneurialism, and advocacy of novel products and services. But a robust CITIE™ analysis using New Town’s data — as and when it is available — will reveal the best steps to take.

Benchmarking the city to rate and improve its culture of innovation and entrepreneurship

RECOMMENDATIONS

New Town is a city with ambitious plans: to become a hub for business and economic activity, to differentiate itself from other Indian cities and benchmark itself against international rivals, and above all to provide an exceptional environment and quality of life for its citizens.

Working closely with city officials and key stakeholders in New Town as part of the Smart City Academy, we have been able to explore citizen needs and the city’s strategic priorities in detail. Complementing those insights with economic profiling, data and innovation benchmarking, and the development of a set of innovation opportunities, we have developed a series of recommendations for the city’s officials.

New Town has tremendous potential for growth, but it must now capitalise on its existing strengths. It must establish a well-defined economic function to become a destination for innovation, exploit its simple governance structure and low administrative barriers to grow quickly and sustainably, invest in innovative products and services that meet the needs of all its residents, and make use of the experience of existing citizens to help shape the city for those yet to arrive.

Here, we present our recommendations for New Town, which we hope will help it take the first steps towards becoming an intelligent, inclusive, prosperous city. An inspiration for India — and the rest of the world.

How New Town can become a model for urban innovation in India and beyond.

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SINGAPORE'SPerformance

Peer groupFront Runners

Population5.47 million

City GDP per capita$66,864

Municipal budget$42.17 billion

BANGALORE'SPerformance

Peer groupExperimenters



Municipal budget$131.36 million

NEW DELHI'SPerformance

Peer groupExperimenters



Municipal budget$621.345 million

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ENABLE CITIZENS TO SHAPE THE CITY

A city’s residents bring it to life. New Town must enable its citizens to create the city’s cultural and social experiences, by supporting entrepreneurial ventures, funding ideas generated by citizens, and deploying innovations that benefit all of society.

ACTIONS

• Implement the Civic Ideas Accelerator to create an environment where citizens contribute to shaping city services and infrastructure

• Adopt user-centred design approaches to ensure that new products and services meet the needs of real citizens

• Create new policy measures to ensure citizen needs are incorporated into all development and funding is ring-fenced for public initiatives

OUTCOMES

• Create a vibrant cultural scene• Improve health and quality of life of citizens• Improve safety and reduce crime

DEFINE AND STRENGTHEN IDENTITY

The world’s most successful cities have a strong and clear purpose. New Town must identify what it wants to become known for, both economically and culturally, and demonstrate it through policies, investments and actions that are rooted in its local context.

ACTIONS

• Establish a quantitative economic baseline for New Town, using survey data to estimate the value of nascent finance, IT, health and education hubs

• Use annual surveys to collect data on employment (e.g. number of employees/ graduates, age, average salary) and business growth (e.g. sales, turnover, number of new businesses registrations/ trade permits)

• Establish a set of key performance indicators to monitor New Town’s progress over time against local, regional and national policy objectives

• Identify comparable cities with similar economic specialisms to benchmark performance, focusing on trends in inward investment

• Anchor the New Town brand in a handful of flagship developments, such as a cultural quarter, innovation hub and National Institute of Intelligent Urban Design

OUTCOMES

• Increase inward investment• Attract residents and visitors from across the

region• Attract and retain talent, especially from local

schools and universities

SIMPLIFY BUSINESS PROCESSES

Investors and entrepreneurs demand a clear value proposition. New Town must demonstrate potential for a strong return on investment, streamline the way businesses interact with the city and create attractive opportunities — to secure external investment and create new jobs.

ACTIONS

• Implement the One-Stop-Shop to simplify interactions with city officials for those investing or setting up businesses in New Town

• Create a digital by default culture within New Town’s city administration departments to makes its processes more efficient

• Investigate new models for incentivising business and supporting start-ups that align with the city’s newly defined identity

OUTCOMES

• Increase employment and inward investment• Reduce administration costs • Increase new businesses locating in New Town,

especially start-ups and small firms

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BECOME A DESTINATION FOR INNOVATION

Innovation requires the correct environment to succeed. New Town must make itself a destination for innovators and entrepreneurs, building on its ease of doing business and low administrative barriers and adopting best practices from across the world.

ACTIONS

• Carry out a Supplier Challenge with Future Cities Catapult to identify the best solutions providers for New Town, based on the reccomendations in this report

• Perform horizon-scanning exercises to identify cities with strategies similar to New Town’s and evaluate their success

• Benchmark New Town’s innovation profile using the CITIE™ framework, as data becomes available

OUTCOMES

• Improve procurement procedures• City leaders understand the full suite of

possibilities open to New Town• New Town is regarded as a model for urban

innovation in India

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DIGITALLY OPTIMISE PHYSICAL INFRASTRUCTURE

Efficient cities make systems work together. New Town must use its physical infrastructure effectively by adding supporting digital platforms to gather and analyse data, to inform and improve development, and to create digital services that help citizens make the most of the city’s assets.

ACTIONS

• Implement the Connected City to create a smart transport network that does not require heavy investment in infrastructure

• Develop a city-wide data program: use surveying and sensing to collect information, store it securely, and invest in modelling and analysis

• Create policies to ensure that new city infrastructure is always digital-ready and that data is collected by default

OUTCOMES

• Enable better and more efficient public services• Build a centralised source of data for local

innovation• Increase transparency with residents, investors

and innovators

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This Roadmap was developed in collaboration with data scientists, cultural anthropologists, economists, designers and writers at Future Cities Catapult, drawing on economic expertise from BuroHappold. The Smart City Academy process was led by Mr Debashish Sen, Additional Chief Secretary of the Government of West Bengal and Chairman of HIDCO, with contributions from city officials, businesses and citizens in New Town Kolkata. This work was made possible with support from the UK Foreign and Commonwealth Office's Prosperity Fund.

CONTRIBUTORS

Future Cities Catapult accelerates urban ideas to market, to grow the British economy and make cities better. It brings together businesses, universities and city leaders so that they can work with each other to solve the problems that cities face, now and in the future.

West Bengal Housing and Infrastructure Development Corporation (HIDCO) plans and executes development projects in the entire area of Rajarhat, Kolkata, West Bengal. It works closely with the New Town Kolkata Development Authority (NKDA) responsible for establishing new business centres and increasing housing supply in New Town.

BuroHappold Engineering is an independent consulting and engineering practice with over 40 years’ experience working with public and private sector clients across the world. A team of economists from its Cities Consulting group provided expert support to guide and shape the development of this report.

The British High Commission in India is responsible for developing and maintaining relations between the UK and India. It allocates the Foreign and Commonwealth's Prosperity Fund to targeted projects that help tackle climate change, strengthen energy security and promote an open global economy in key emerging economies.

AUTHORSReport by:EMMA SHAW Senior Analyst, Future Cities Catapult

For more information please contact:DR AMY HOCHADEL Global Cities Lead, Future Cities Catapult [email protected]

DISCLAIMERThe content of this publication does not reflect the official opinion of the Foreign and Commonwealth Office. Responsibility for the information and views expressed herein lies entirely with the authors. Reproduction is authorised provided the source is acknowledged. Any mention of specific products or services in this report does not imply endorsement by Future Cities Catapult or the Foreign and Commonwealth Office.

Future Cities Catapult 2016

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