Smart City Strategy Newcastle City Council - www.newcastle.nsw.gov.au - City of Newcastle
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Newcastle City Council Smart City Strategy 2017 - 2021 www.newcastle.nsw.gov.au
CONTENTS
Newcastle: Our City..........................................................................4
Newcastle City Council acknowledges
About This Strategy.........................................................................6
the traditional country of the Awabakal
Planning Context................................................................................8
and Worimi peoples.
A Collaborative Approach........................................................ ..10
We recognise and respect their cultural
Smart City Vision and Principles..............................................13
heritage, beliefs and continuing
Smart City Vision
relationship with the land, and that they
are the proud survivors of more than Delivering the Vision
two hundred years of dispossession. Council’s Role.....................................................................................14
Why do we need a smart city?................................................ 16
Council reiterates its commitment to
1. Attract and Retain Smart People............................. 16
addressing disadvantages and attaining
justice for Aboriginal and Torres Strait 2. Innovation and Creativity............................................. 17
Islander peoples of this community. 3. Collaboration, Education and Training................. 18
4. Liveability, Amenity and Attractiveness.............. 18
5. Pride and Promotion.....................................................20
Community and Stakeholder Engagement.....................21
The Engagement Process.......................................................... 22
Newcastle Smart City Diagram...............................................24
Strategies and Actions.................................................................26
Summary of Key Strategies.......................................................28
Smart Mobility........................................................................29
Enquiries
Smart Governance...............................................................30
For information about the
Smart City Strategy contact the:
Smart Living............................................................................. 32
Smart City Coordinator
Phone: 02 4974 2000 Smart Environment.............................................................33
Email: smartcity@ncc.nsw.gov.au
Smart People...........................................................................34
Published by
Newcastle City Council Smart Economy.....................................................................36
PO Box 489, Newcastle NSW 2300
Ph: 4974 2000 Fax: 4974 2222 Sources and References.............................................................38
August 2017
© 2017 Newcastle City Council
Newcastle City Council 2 Smart City Strategy 2017-2021 3
NEWCASTLE: Population Growth
2011 - 2015
Major Industries - Employment % (Dec 2016) Innovation in Hunter Businesses
OUR CITY
Health Care & Social Assistance 31% 69%
Manufacturing 31% of businesses are innovating (in 2015) and introduced
Retail Trade a new product or service (69% not)
Education & Training
70% New to organisation
Professional, Scientific & Technical Services
Newcastle is the second largest non-capital urban centre, Newcastle
Accommodation & Food Services
and the second oldest city in Australia. The Newcastle Local Public Administration & Safety
22% New to industry
Government Area (LGA) is home to 152,948 people (2016 Construction
census) and welcomes about 4.1 million visitors each year. Transport, Postal & Warehousing 16% New to Australia
Financial & Insurance Services
Our LGA is expected to continue to grow with an additional
Mining 4% New to World
32,000 people anticipated by 2036. Other
Hunter 0 10 20 30 40 50 60 70 80 90 100
Regional Strategic Growth Areas
Newcastle is the cultural and
economic capital of the Hunter 7.9%
Newcastle
8.1%
Hunter Region
- Australia’s largest regional
economy contributing around 8 Hunter Region and Newcastle GRP 2016 Advanced
Manufacturing
Creative
Industries
Defence /
Aerospace
Food /
Agribusiness
Medical Technology
& Pharmaceuticals
Mining Equipment,
Technology & Support
Energy
Resources
percent of the economic activity
World Class Research Institutions: Areas of research strength
in NSW, with a regional output of 50
$44.5b
approximately $44.5 billion in 2017.
40
$36.2b
Rest of Hunter
Newcastle has international profile as a major port city,
$ Billions
gateway to the world for the Hunter’s rich resources. A four 30
University of Newcastle Hunter Medical Research Institute Commonwealth Scientific & Newcastle Institute for Energy &
$26b • Health & Medicine • Neuroscience & Mental Health Industrial Research Organisation Resources
time winner of the World Festival and Events City award, it $23.6b • Science & Engineering • Cancer Research • Renewable Energy & Low • Resource Productivity &
is increasingly being acknowledged by international travel • Energy & Environment • Information Based Medicine Emission Technologies Efficiency
• Energy Storage & Battery
brands Lonely Planet and National Geographic as a must-visit 20 • Sociology & Social Work • Public Health
Technologies
• Energy technologies
• Creative Industries • Advanced Materials
destination, a ‘hidden gem’ and a smart city, creatively rising • Electricity Grids & Energy
Modelling • Land Use and Sustainability
Newcastle
to the challenges of 21st century urban life. + 1680 currently enrolled in PhDs
• Energy Efficient Buildings &
10 + 7105 International students
$15.3b
Facilities
We are known for our skilled workforce, high-standards
of research and a business environment typified by cross- 0 Growth in University Degrees in Newcastle by M/F First in Family Tertiary Degrees
company collaboration and networking. Our services sector
NT Tasmania Act Hunter
is strong in health and social care, finance and insurance, 12000 3000
while construction is booming. Manufacturing in the region
10000
is highly capable and efficient and is facing the challenges of Development & Infrastructure Investment 2000
global competition with new products and an emphasis on 8000
quality outputs. 6000
1000
4000 0 of undergraduate enrolment is first in family to
The highest number of artists per capita of any city in 2001 2006 2011 2001 2006 2011
attend university (currently 10,919 students)
Australia drives an eclectic cultural scene, and enjoys a Undergraduate Degrees Postgraduate Degrees
of low socio-economic status enrolments are
vibrant café culture and evening economy amid a rapidly Male Female first in family (currently 3331 students)
renewing streetscape. Generations of these artists and
performers are now morphing into contemporary practice Enrolments in Science, Technology,
IP in 2015 (Newcastle & Lake Macquarie)
$930m
within the new creative industries, while our traditional Engineering, Mathematics & Medicine
$875m
tinkerers and inventors are finding a place for their talents in
2015 Enrolments
$625m
high-value jobs such as aerospace, medical technology and
(As of March 2017)
Science & IT 5355 14%
advanced manufacturing.
$584m
$523m
Health & 7635 20%
$517m
Medicine
$462m
Our city recognises that modern communications and Engineering 4663 12% Trademark Applications
& Built
technology can remove barriers and open up opportunities Environment
to join bigger markets through high-tech, creative and Total 2015 46% of total
knowledge-based industries. enrolments
in STEM + M
2015-17
NSW Government
2011/12 2012/13 2013/14 2014/15 2015/16 2016/17
courses Patent Applications
We are making these opportunities a reality. Public Investment Approved and Complying Development in LGA
Newcastle City Council 4 Smart City Strategy 2017-2021 5
ABOUT THIS
STRATEGY
Cities and regions globally are increasingly shifting built environment. And as we make our way towards 2030,
towards innovation, bringing digitisation and the we will achieve all this within a framework of open and
Internet of Things (IoT) into all aspects of human and collaborative leadership.
business life. This movement is taking place in order
to apply these technologies to addressing urban
The Smart City Strategy expands on Newcastle
challenges while maintaining liveability. Smart cities
2030 and outlines Council's role in working towards
are magnets for knowledge, talent, creativity, high value
the delivery of our shared community vision for
jobs and investment.
Newcastle.
Newcastle 2030 includes the strategic direction for
These cities are able to attract and retain talent and to
Newcastle to be a smart and innovative city by delivering
grow their economy, while those that do not embrace
on community objectives to create a:
this change will risk losing key demographics, resulting in
economic, environmental and even social decline. • Vibrant, diverse and resilient green economy built on
educational excellence and research
In an increasingly digital economy and technology-
driven age, cities need to look towards new approaches, • Culture that supports and encourages innovation and
innovative technologies and smart infrastructure to creativity at all levels
create an environment that supports community and
economic growth. • Thriving city that attracts people to live, work,
visit and invest
The Newcastle Smart City Newcastle 2030 incorporates six strategic directions in
addition to Smart and Innovative City:
Strategy (2017-2021) is a four
• Connected City
year framework outlining the
• Protected and Enhanced Environment The Smart City Strategy will:
key priorities and actions to
be delivered by Council in • Vibrant and Activated Public Places • Improve operational
its commitment to leading • Caring and Inclusive Community efficiency
Newcastle's transition to a smart • Liveable and Distinct Built Environment
• Achieve higher levels of
and innovative city. • Open and Collaborative Leadership
sustainability
The Smart City Strategy supports the successful • Better service local
achievement of objectives spanning all of the seven
It is one of a suite of Council strategies delivering on
strategic directions. community needs
the strategic directions outlined in the Newcastle 2030
Community Strategic Plan.
Smart City Initiative • Stimulate economic
The Newcastle 2030 vision for Newcastle is:
The Newcastle Smart City Strategy is the roadmap development activity
In 2030 Newcastle will be a smart, liveable and for delivering Council's ambitious Newcastle Smart
sustainable city. We will celebrate our unique city and City Initiative. This initiative is influencing a city-wide • Increase community
protect our natural assets. We will build resilience in the revitalisation and regional transformation aimed at
face of future challenges and encourage innovation and establishing Newcastle and the Hunter as an internationally inclusion and participation
creativity. As an inclusive community, we will embrace recognised centre for technology innovation. It leverages
new residents and foster a culture of care. the smart city movement to improve our liveability, • Position Newcastle as a
sustainability and economic diversity, develop local
We will be a leading lifestyle city with vibrant public innovation, build international profile and attract talent and
smart city internationally
places, connected transport networks and a distinctive inward investment to our city.
Newcastle City Council 6 Smart City Strategy 2017-2021 7
PLANNING CONTEXT
Federal
Open Data Action Plan (2016)
The release of usable and up-to-date datasets provides
benefits that apply across government, to individuals and
State
National Innovation and Science Agenda industry, and contributes to wider social and economic
$1.1 billion worth of Initiatives over four years to drive smart benefits. Open, transparent and accountable government
AUSTRALIA
ideas that create business growth, local jobs and global is boosted by the availability of information on how
success with a focus on four key pillars—culture and capital, government works and what it does.
collaboration, talent and skills government as exemplar—
providing a framework for Australian innovation policy.
The Digital Economy Industry Action Plan (2012)
The Digital Economy Industry Action Plan was
Smart Cities Plan developed to create a vision and strategy for the
The Smart Cities Plan sets out the Australian digital economy in NSW over the next decade.
Government’s vision for our cities—metropolitan and
regional—and its commitment to smart investment,
smart policy and smart technology.
Newcastle Urban Transformation & Transport Program
City of Newcastle The Newcastle Urban Transformation & Transport Program aims
Smart Specialisation Strategy for the Hunter to strengthen connections between the city and the waterfront,
The Smart Specialisation Strategy (S3) is an integral part of create new jobs, provide more public space and amenity
RDA Hunter’s economic development agenda to advance
the region’s innovation network and grow the Hunter’s Hunter Region and deliver better transport. Led by UrbanGrowth NSW, the
program is part of the NSW Government’s $500 million plus
international competitiveness. Smart specialisation is an OECD commitment to revitalise Newcastle’s city centre.
framework implemented widely across the European Union to
deliver regional economic transformation through analysis of
local competencies and discovery of new areas of opportunity.
Newcastle 2030 Strategic Directions: a connected
city, a protected and enhanced environment, vibrant
Hunter Regional Plan 2036 and activated public places, a caring and inclusive
The NSW Government’s vision for the Hunter is community, a liveable and distinctive built environment,
to be ‘the leading regional economy in Australia open and collaborative leadership
with a vibrant new metropolitan city at its heart’.
To achieve this vision the Government has set four
goals for the region:
1. A leading regional economy in Australia Strategic Direction: A Smart and Innovative City
2. A biodiversity-rich natural environment
3. Thriving communities
4. Greater housing choice and jobs.
Newcastle Smart City Initiative Newcastle City Council strategies
Other Hunter Councils Non-Government Initiatives Newcastle City Council
• STEM+M Strategy 2025 (2016) • Vibrant, diverse and resilient green Economic Development
• Lake Macquarie City Council - Digital Strategy
economy built on educational excellence
2016-2019
Economy Strategy (University of Newcastle)
• NeW Futures Strategic Plan 2016-2025 and research Newcastle Environmental Newcastle Transport S trateg y
• Culture that supports and encourages
Management Strategy
(University of Newcastle)
2013
innovation and creativity at all levels
• Thriving city that attracts people to live, www.newcastle.nsw.gov.au
work, visit and invest in www.newcastle.nsw.gov.au www.newcastle.nsw.gov.au
1927SEP15
Newcastle City Council 8 Smart City Strategy 2017-2021 9
A COLLABORATIVE
APPROACH
Becoming a smart city is a complex process and cultural spine. The innovation hub will bring together Living Lab National and International Networks
requires the sustained commitment of many different researchers, students, developers, entrepreneurs,
city stakeholders. It is not something that Council can investors, technical specialists and business advisors. A living lab is a model of collaborative innovation. Newcastle is also actively collaborating beyond the city
achieve alone. We recognise that collaboration is critical By linking with existing innovation and entrepreneurship Strategic work is underway across the region to establish and region in order to advance smart city thinking and
to success in the smart city endeavor and have actively programs, the innovation hub will facilitate the launch a living lab in Newcastle. By bringing together research, practice by providing platforms for sharing knowledge,
sought and established partnership strategies and of spinoffs, start-ups and mature companies; attract industry, government and community, living labs are experience and solutions. As a member of the Australian
collaborative approaches. investment and businesses to the Hunter Region; able to apply the expertise and experience of multiple Smart Communities Association (ASCA), Newcastle
encourage innovation and commercialisation; and disciplines and sectors to complex problems. is linked to our peer Australian smart cities to share
produce the next generation of entrepreneurs, business knowledge and adoption of solutions that capitalise on
A living lab may focus on a service, product, technology
leaders and inventors. the connectivity, reach and scale of the rapidly growing
or policy innovation, or any combination of these.
Our partnership with the Newcastle's Living Lab will create inter-disciplinary
digital and technology sectors.
Digital Precinct
University of Newcastle, and applied research and technology development by This network collaborative model is also being applied
The digital precinct is a designated zone in the future CBD inviting technology vendors, start-ups and research at an international scale. In 2017 Newcastle joined the
Newcastle NOW and Hunter DiGiT of the city with high speed fibre broadband (fttp). This institutes to work with a range of end-users to co-create Global Smart Cities and Communities Coalition (GSC3),
secured $9.8m funding from concentrated capability, along with additional investment solutions. Establishing a specific city-scale test-bedding a global alliance of smart cities. Its members, including
in a technology-integrated public domain, will give environment will effectively enhance the reputation and Amsterdam, Eindhoven, Chicago and Austin, are key
the State Government's Hunter Newcastle a key competitive advantage in attracting and 'pull' of our city in terms of inward investment, and our reference points as we develop our own specific smart
Infrastructure Investment Fund for retaining high-tech, digital and creative industries to stay regional goals around talent attraction and retention. city approach. These cities face challenges similar to
or locate in the city. Newcastle's and have addressed them through models
the Hunter Innovation Project. Hunter Regional Incubator
from which we can learn. GSC3 also links cities to
Newcastle and the wider Hunter Region are home important global smart city partners, including financial
to world-class research institutions and a vibrant institutions, research centres and universities, advisory
The Hunter Innovation Project innovation ecosystem centred on energy and resources, services and thought leaders such as the Brookings
With Council and the University contributing $8 million,
this $17.8 million project is a catalyst for accelerating is creating a city environment manufacturing and engineering, health technologies, Institute, Massachusetts Institute of Technology (MIT),
defence/aerospace, the creative industries and a rapidly European Network of Living Labs (ENoLL), and Metro
the natural transition of the city and region. The Hunter attracting entrepreneurs, start- growing start-up and entrepreneurial sector. Labs, among others.
Innovation Project will deliver foundational infrastructure
and services across the following three major projects: ups and SMEs to locate, cluster Newcastle City Council has formed a collaboration
Smart City Infrastructure
and co-create a dynamic digital of Hunter Region business, research, technical,
administrative and entrepreneurial leadership to
We will be deploying smart city infrastructure initially
and innovation precinct in the strategically develop an ecosystem with a particular Collaboration plays a
throughout the Newcastle city centre. Digital connectivity heart of Newcastle. focus on innovation growth areas.
fundamental role in enabling
through WiFi and LPWAN (low power wide area
networks) will link sensors and integrated technology to
The Hunter Regional Incubator strategy represents a new
comprehensive approach to ecosystem development.
Newcastle and the Hunter to
provide detailed real time city data, facilitating an open-
ended range of services and applications to improve the The success of the Hunter Innovation Project has spurred The commitment of the project partners is to the realise its potential as a key
development of a model geared towards providing
ease of access, efficiency and liveability of the city for Council to both instigate and seek out other collaborative
fully coordinated and supported business development
innovation ecosystem within
residents, businesses and tourists. approaches to the complex problems of smart city
development. A number of other multi-stakeholder pathways through multiple regional facilities and services. Australia and the world.
Innovation Hub projects are currently underway that demonstrate clear The aim is to enhance opportunities for collaboration,
improvements in the innovation ecosystem, and provide a innovation and commercialisation, and to provide a
An innovation hub is being built at the intersection of competitive advantage for Hunter-based businesses that
greater chance of meeting our objectives.
the University of Newcastle city campus, and the city’s have high-value potential and global ambitions.
Newcastle City Council 10 Smart City Strategy 2017-2021 11
SMART CITY
VISION AND
PRINCIPLES
This Smart City vision encapsulates the primary themes that
emerged from our engagement process of collaboration,
connectivity, efficiency, openness and people. The Newcastle
Smart City Principles are an expansion of these themes.
Smart City Principles
Collaboration Ensure organisations are
working together to realise or
achieve positive change and
success
Connectivity Ensure the capacity for
interconnection of people,
platforms, systems and
applications
Efficiency Ensure orderly, capable,
competent and valuable
outcomes
Openness Ensure access to data and
a subsequent increase in
transparency, acceptance,
tolerance, receptiveness and
understanding
People Embrace and engage
community, humanity and
citizens
Delivering Our Vision
To deliver a smart city, two paradigms need to be combined:
the digital and the non-digital. Only through integrating
these two dimensions can we model the optimum outcome
for Newcastle as a whole. Our focus on the digital economy
must be balanced by seeking outcomes that benefit the
non-digital community and that are culturally driven. We
Smart City Vision have considered influences across all sectors of society,
prioritising inclusion, activation, creativity and community.
Newcastle is an open, collaborative, The delivery of the Smart City Strategy also works across
and connected smart city that uses two main timeframes. As Newcastle goes through the
challenges of urban renewal, the Smart City Initiative will
technology to make things easier, more leverage these opportunities. Projects will be delivered
within the life of this strategy to 2021. Funding for Smart City
liveable and sustainable for everyone. initiatives will be proposed and endorsed through annual
Council operational planning. Grant funding opportunities
are continually being sought. However, this strategy also
seeks to lay appropriate groundwork for projects turning on
a broader horizon measured in decades, and which will not
reach fruition in the life of this strategy but in the full course
of Newcastle’s emergence as a dynamic and innovative city.
Newcastle City Council 12 Smart City Strategy 2017-2021 13
COUNCIL’S
ROLE
Newcastle is undergoing a long-term transition from a
primarily industrial city to one with diversified economic
foundations. It is currently the focus of a NSW Government
revitalisation agenda and is experiencing major urban
renewal including light rail, growth in residential population
and the development of a new university campus in the
city centre.
Within this environment, the smart city initiative is a key
contributor to the future of Newcastle.
Council has taken a leading role
in development of Newcastle as a
smart and innovative city.
What is a smart city?
Globally there is no single definition of a smart city.
Each city must determine their interpretation, and their
own objectives. Newcastle City Council's definition is a
convergence of three interconnected statements.
• A smart city is one that puts the community
at its centre
• A smart city enjoys smart and digitally
connected public and urban infrastructure
• A smart city works to develop a thriving
ecosystem to drive innovation and creativity
Smart cities are more than just places where technology
is overlaid on a city structure. Just as important are more
traditional city values of liveability, community, health, The Hunter is on the crest of a transition that will reshape
sustainability and economic resilience. Our smart city will
underpin diversification of the local economy and drive the way that we interact and do business. This transition
inward investment along with the commercialisation of
local and regional innovation. provides the perfect opportunity to build on the region’s
Why do we need a smart city?
natural competitive advantages, exploit its depth of research
Our research and engagement has revealed five
underlying drivers: talent, harness the almost perfect geometry the region has
1. Attract and retain smart people in terms of its overall population base and workforce and
2. Innovation and creativity
leverage these ingredients to shape our region into one that
3. Collaboration, education and training
can be renowned for its innovation and excellence.
4. Increased liveability, amenity and attractiveness
5. Pride and promotion
Newcastle City Council 14 Smart City Strategy 2017-2021 15
WHY DO
WE NEED A
SMART CITY? 2. Innovation and
Creativity
For the smart city to take full advantage of
these opportunities there is a need to develop
an experimental mindset and methodologies for
1. Attract and retain The current era of rapid technological change has
been termed the 4th industrial revolution. This term
encouraging an appropriate appetite for risk, and
providing permission to fail, learn and start over.
smart people The four ideas of nurturing, suggests that we are in the midst of a series of
disruptions to existing systems and industries of a
Fundamentally, a smart city is about people. Cities now retaining, returning and attracting magnitude equivalent to the advent of the steam Innovation is difficult and
compete globally for investment, labor and talent. The engine, electricity and the internet. This industrial
creative capacity of our city is determined by the extent talented people are cornerstones revolution is driven by digitisation, the production and
unpredictable but the
to which we can nurture our natural human potential, of the smart city endeavor. consumption of data, and the capacity of connected entrepreneurial and collaborative
provide opportunity for our skilled and expert citizens, devices through the Internet of Things (IoT). Its
entice the return of talented Novocastrians who have common technologies are pervasive sensor networks, models of thinking that best
travelled or made a life elsewhere, and attract creative data analytics, additive manufacturing (3D printing), produce it can be learnt by a
and skilled individuals from afar. Increasing the number of talented people calling the city robotics and artificial intelligence. It is leading to the
home is central to providing opportunity for ideas to breakdown of boundaries between the virtual and the culture and adopted as normal.
Statistics show that the Hunter loses many university
thrive, by supporting a culture that nurtures and respects physical, as we access, analyse and make inferences
graduates annually to larger employment markets
thinking, creativity and risk. from data, and change how we interact with inanimate
in Australia and internationally. Recent community
objects; asking them to carry out forms of work that
engagement identified a number of reasons why A number of significant initiatives are underway across Examples of key initiatives underway in the city that
only a short time ago did not exist.
Newcastle has difficulty retaining its educated youth, the region aiming to address the need to retain and are driving this change to innovative and creative
suggesting that there are not enough high-paying jobs or attract talent: This is a landscape rich in opportunity and rife with thinking are:
an adequate corporate environment to raise a business, challenge. New approaches to resource sustainability
• Ecosystem development programs including the • Renew Newcastle cultural incubator
meaning graduates end up moving to major cities to are needed; new business models are required to find
Regional Incubator Strategy • Star4000 collaboration between University of
pursue their careers. directions for economic growth. Ensuring that the
• The Hunter Innovation Project Newcastle and Slingshot
whole community is equipped to make this journey
Often, these young people eventually return to make a • Growing numbers of incubators and accelerator • The Newcastle City Council’s Smart City Initiative
is paramount. The cities that are aware of these
life and take advantage of the family-friendly scale of programs challenges and face them with confidence will be • I2N, University of Newcastle’s regional network of
the city and its outstanding natural settings and lifestyle
• The STEM schools initiative and ME Program those in charge of their own destiny. innovation hubs
opportunities. However, there is a great need to retain our
under the stewardship of Regional Development
talented graduates throughout the periods in their lives It is estimated that over 50 percent of the jobs of the The Smart City Strategy strives to achieve and
Australia - Hunter
when they have an appetite for risk and a drive to create. future to be undertaken by the next generation do not implement innovation and creativity across all sectors,
The businesses and culture they create are the ultimate yet currently exist. The only way to prepare for this is facilitating a smarter landscape and collaborative
attractant for other talented people. It is well documented This strategy will augment the urban renewal programs to produce creative, adaptive and innovative thinkers. environment that Newcastle can build on. This
that the creative and entrepreneurial class seeks dynamic to provide greater economic opportunity, to accentuate For these reasons creativity and critical problem strategy will emphasise the role of innovation and
and vibrant cultural life, high levels of urban amenity and smart technology and create enabling environments that solving routinely appear at the top of employer’s lists creativity as key tools for both creating and coping
economic opportunity. add to Newcastle’s existing lifestyle advantages. of desired attributes. with change as the city moves into the future.
Newcastle City Council 16 Smart City Strategy 2017-2021 17
3. Collaboration, level of community education, Council is provider and
funder of various community development programs,
education and training most prominently through our libraries, the Newcastle
Museum and other cultural facilities. These facilities will
play an important role in translating the opportunities of
A city encompasses many different types of knowledge. the smart city for the community. This strategy provides
The Newcastle Smart City strategy focuses on knowledge a framework to support the collaboration of stakeholders
types that advance the local economy and society – those and alignment of efforts across the city.
that give rise to creativity, innovation and problem
4. Liveability, amenity
A city can only transition to a smart city through the
long-term commitment of a wide variety of stakeholders.
Collaboration is essential. The transition itself is a difficult
and complex change management process where new and attractiveness
ways of thinking are adopted, and new approaches to
doing things are developed, practiced and implemented. Liveability is crucial to the creation of a sustainable city
These new approaches will necessarily exist side-by-side community, as is the quality of amenity within its built
with legacy systems and traditional methods, providing urban fabric. The liveability, amenity and attractiveness
further potential for fragmentation. of a city refers to the quality of social space, its economic
dynamism, and the overall ability of local authorities
and other stakeholders to develop a progressive and
inclusive economy.
People from across the city
A smart city is one that focuses its resources on
working collectively towards improving wellbeing, liveability and amenity. Its goal is
common goals, developing the to turn the ingenuity of its people towards creation of a
better city and improved living environment, and a more
necessary processes to support connected and cohesive community. An attractive city,
the transition, is the only way it can one blessed with ample green spaces, high quality public
domain, and vibrant city economies across the day and
happen. into the night is a critical element in efforts to attract
and retain talent.
The city has a unique opportunity to build upon is natural
What is needed is careful attention to collaboration
advantages which include high quality city beaches,
around educational pathways extending from primary
open waterfront space, its human scale and heritage
school through VET sectors and tertiary education.
building stock, and its regional location as gateway to the
Also important are re-training opportunities for workers
recreational offerings of the Hunter Valley, Lake Macquarie
in downturn sectors being impacted by increasing
and Port Stephens.
automation. There is a need for general community
programs to introduce new ideas and skills in a way that is
not intimidating for the novice or layperson.
Good examples of current activities aiming to nurture Newcastle is in the midst of
collaborative education and training are:
unprecedented public investment
• University of Newcastle’s innovation and
in the key spaces of the city
entrepreneurship degree
• NSW TAFE's Newcastle SkillsPoint Centre in
aiming to deliver improvements to Key projects underway enhancing the liveability and • City centre light rail and new north-south connectivity
manufacturing and robotics liveability and amenity. amenity of the city centre include: between the city and the harbour
• Public domain upgrades for Hunter Street and East
• STEM Schools program featuring industry collaboration
• Smart parking, lighting and free public WiFi End, Civic Park, Wheeler Place, Market Street Lawn and
• The STEMships program being piloted by the NSW • Transport network upgrades including CBD light rail the West End
The integration of technology into the urban liveability
Department of Industry and transport on-demand buses
agenda raises the prospect of utilising sensor technology
• NCC Libraries partnership with TAFE to deliver to collect ‘open data’ on key city systems such as traffic • Award-winning Bathers Way development and The Smart City Strategy will work with key partners
mechatronics and coding workshops movements, parking, pedestrian mobility and way-finding coastal revitalisation to identify and implement opportunities for utilising
throughout the city. When integrated, this data can • Improvements and upgrades to the city’s green technology in creating a more liveable city that is simpler
Council is not a lead player in formal education or training. to move around, and making it a vibrant and easy place in
provide powerful insight into how the city functions and heart at Blackbutt
In these arenas our role is to advocate for appropriate which to undertake business and socialise.
will further enhance urban, transport and development • Waterfront redevelopments continuing to deliver on
approaches in alignment with our vision. At an informal
evaluation, and safety and emergency responses. Honeysuckle’s potential
Newcastle City Council 18 Smart City Strategy 2017-2021 195. Pride and Promotion
COMMUNITY &
Novocastrians have many reasons to be proud. The
city is the Australian exemplar of successful transition
to a post-industrial knowledge-based services
STAKEHOLDER
A smart city is one that uses its resources effectively, economy. At the same time, the engineering and
manufacturing expertise and depth of capability
and that harnesses its human potential and provides
bequeathed us by the industrial past is acknowledged
Newcastle boasts a number
opportunity for its people. It is also a city that has a
vision of its place in the world, and works to obtain that
ambition. A smart city therefore engages its people in
the process of shaping the future of the city, and gives
as genuinely world-class. This is an incredible resource
as the region seeks to re-purpose these capabilities
into 21st century growth sectors such as advanced
ENGAGEMENT of assets that provide the
foundations for it to become
them reason to be proud. manufacturing, precision health, internet of things and a globally recognised Smart
smart agriculture. Many challenges remain, particularly The vision for Newcastle as a smart and innovative
related to ongoing diversification of the economy, the city requires all three levels of government, the
City. With a strong industrial
Recent community consultation need to provide high quality jobs and to address youth community, educational and research providers and past, the city not only has
underemployment. business and industry sectors to work together to
events have identified that achieve a shared vision.
the hard infrastructure for
Newcastle residents are proud of There are numerous current initiatives from across the manufacturing but also
city that provide cause for civic pride and add to the Stakeholder engagement with these groups has been
their city and want to be able to coherent promotion of the city: central to ensuring that the Strategy is a shared vision. the skills, knowledge and
continue to uplift and maintain • World-class research institutes including University A range of activities were undertaken to engage with reputation. Other assets
stakeholders with the aim to:
the city’s assets and identity. of Newcastle, CSIRO Energy, Newcastle Institute for
include its strong creative
Energy and Resources, and Hunter Medical Research
Institute • Create a common vision for making Newcastle community of people who
• Repeat winner of the World Festival and Events a smarter and more innovative city create things and have
However, in order to attract and retain creative and City awards • Define what a smart city is within the
innovative people as well as see business growth • Acknowledgment by Lonely Planet and National Newcastle context
ideas, its walkable scale, its
and development within the city of Newcastle, there Geographic as a must-see destination • Audit what is already happening in Newcastle liveability and its quality
will need to be promotion of civic pride. Civic pride
relates to how places promote and defend local
• Global interest in the homegrown Renew Newcastle • Collect ideas for what was possible and input education system.
cultural-led revitalisation model into how to get there
identity and autonomy. It is an integral feature of a
city, but its meaning and significance may sometimes The Smart City Strategy will bring together these The Newcastle Smart City Strategy is a collaborative
be overlooked. Civic pride occurs at government, many narratives and provide a consistent message strategic planning document that guides both Council
community and individual levels through successful across Australia that Newcastle, powerhouse of the and city stakeholders and partners into the future.
execution of cultural policies that facilitate and promote industrial age, is embracing the challenges of the
identity formation. future with confidence.
Newcastle City Council 20 Smart City Strategy 2017-2021 21THE ENGAGEMENT PROCESS . . . WHAT YOU TOLD US
Project Partners
Reference Panel
International Panel
INCEPTION Council Staff Workshop An international panel of smart city
Council recognises a need for a Vision, issues and opportunities experts was formed to provide ideas based
new strategy to guide the rapidly workshop held with 40 staff. on their experience to inform strategy
developing Smart City Initiative. consultation and engagement.
Opportunity Paper
integrated transport planning
A comprehensive review of existing
literature and background information Stakeholder Survey
Themed Focus Groups was undertaken. The International Panel A qualitative online survey was
23 stakeholders attended five provided a strong body of knowledge distributed to Smart City stakeholders.
themed focus groups: to draw from, along with peer reviewed 50 surveys were received from
research, which specifically assessed the businesses andoutlining ideas to make
Smarter City Precinct Planning feasibility of the report structure. Newcastle smarter and more innovative.
Hunter Innovation Project
STEM, Entrepreneurial and
Innovation Education
Advanced Manufacturing Technologies
Strengths that enable Newcastle to transition
Key Engagement Findings:
Regional lncubator Strategy to a smart city:
Common priorities: Common themes:
• A willingness and • It's status as a
energy to become a '15-minute city' with • Provide free WiFi in public spaces • Collaboration
smart city underpinned proximity to larger
by burgeoning centres • Lay the foundation infrastructure to support smart city goals
investment • Connectivity
Tech Meetup • A high standard of • Create a roadmap and support network for innovators and start-ups
60 participants attended • A diverse, creative, living, including the • Efficiency
a meet up representing innovative and city’s climate • Improve public and collaborative spaces
innovation, grassroots. creatives connected community • Create pride in, and promotion of, local achievements • Openness
and the tech industry. • World-class research
• Strong manufacturing institutions such as • Leverage Newcastle’s industrial and manufacturing past
and professional CSIRO and NIER • People
associations • Look towards a future that includes renewable and smart technology
• International gateways
• Committed businesses through port and • Take risks, collaborate and share knowledge
airport
Primary School Digital Natives • A world-class university • Turn ideas into business reality
24 students from 19 parents and 5 teachers and other quality higher • Experiencing a
Newcastle East Primary attended an interactive workshop education facilities generational renewal • Self-promote as a city
participated in a visioning with high school aged young process transforming
workshop people at the Newcastle Museum. • A strong manufacturing infrastructure and built Potential Challenges to Newcastle becoming a smart city included:
and industrial past, and form
existing infrastructure • Difficulty attracting and retaining talented and skilled people due to a lack of diverse, well-payed jobs
supported by • A local start-up culture
manufacturing of innovators, problems • Current lack of regional advocacy and coordination
and professional solvers and positivity
associations with an appetite for risk • Limited or ageing infrastructure, particularly transport and internet
• A wealth of ideas but no roadmap or support system to turn ‘smart’ ideas into business success
Smart City Summit • A useable and workable • A dynamic local
90 city organisations scale city for testing government with • Majority of influencers and ‘purse strings’ are Sydney-based
innovations, products dedicated Smart City
attended workshop and
and services resources • Newcastle’s parochialism and apparent inability to celebrate its smart achievements and people
panel discussion.
SMART CITY STRATEGY
Advisory Comittee Public Exhibition Newcastle Smart City
Engagement Report Council Staff Focus Groups Draft Strategy The Smart City Advisory Draft strategy put on public
A report was produced 11 Focus groups held with This draft Newcastle Smart
Committee has been exhibition with comment
Strategy 2017-2021 adopted
outlining key findings, themes Council staff to road-test City Strategy 2017-2021 by Council and implemented
established to provide feedback invited from the community
and priorities based on previous concepts and develop was submitted for adoption
consultation activities.
and technical advice as the and feedback incorporated with partners.
project ideas. by Council. into the final strategy.
initiative is implemented.
Newcastle City Council 22 Smart City Strategy 2017-2021 23SMART BINS
Sensors linked to the IoT
NEWCASTLE SMART CITY
SMART SCREENS
platform collect data on SMART ENERGY
Interactive smart the city and transform Buildings are powered by
screens around the CBD everyday items into smart the sun through solar
provide information to
Our future city could look like this help people find out the
infrastructure. Bin sensors panels connected to
will detect when bins are battery storage.
latest on what's going full and optimise
SMART MOBILITY on in the city. collection routes. ELECTRIC VEHICLE
All forms of transport are
CHARGE POINTS
linked together to make
getting around simple Electric vehicle charge
and seamless. Timetables points are available
SMART CITY APP
are synced and vehicle around the city to
A city app makes recharge electric cars SMART PARKING AND
locations provided in real TRAFFIC SENSORS
information on the city and other e-vehicles,
time to provide a better
easily available. What's on all powered by the Sensors in the street detect
travel experience.
in Newcastle, how to get smart grid. available parking and send
to music venues and data to drivers. Intelligent
restaurants, or real time traffic systems provide
transport info is simple information to help driver's
and up-to-date. better handle congestion
or accidents.
INTERNET OF THINGS (IOT)
An IoT platform connects INNOVATION HUB AND
almost any device in the DIGITAL SANDBOX
city to the internet and to City data collected through
each other. Apps, sensors, the IoT Platform is provided to
and smart city the Innovation Hub for
applications generate entrepreneurs, start-ups,
data on the city. researchers and students to
experiment and collaborate on
ideas for improving the city.
UNDERGROUND FIBRE
OPTIC CABLING
FUTURE EDUCATION
Fibre optic cables run
The smart city has a underground throughout the city
University at its heart. bringing high-speed data and
NewSpace uses new ways information to business,
of teaching and researching students, visitors and residents.
to drive forward our The fibre-enabled city is
PUBLIC WIFI thinking about the attractive and more liveable.
LA
MA
NS challenges of the future.
T Free public WiFi is
TECHNOLOGY IN THE STREET available providing high
SMART PARKING APP
Light rail stops with speed quality internet
KIN
GS sensor-based smart lighting access no matter where A smart parking app will
T
and technologies including you are in the CBD. guide drivers quickly to the
INTERACTIVE PLAY FEATURES interactive information best available parking spot
HU
NTE Sensor-based interactive screens, device charging, near their destination; pay by
RS
T
lighting and water features WiFi hotspot and help SMART LIGHTING phone and top up remotely.
WO
R
create a dynamic public points to make life easier Smart poles provide energy
KS
HU
NT
HOP
WA domain and provide and safer. efficient LED lighting, but
Y
ER
entertainment and bring that's not all. Each pole can
This is an indicative illustration only.
RI
VE
R innovation to the city streets. house WiFi signal points,
sensors, public address
system and more.
Newcastle City Council 24 Smart City Strategy 2017-2021 25Sma
nce rt
r na En
vir
ove on
G m
rt A global smart city with
a
en
A city that applies
Sm
coordinated leadership
technology and
t
and collaboration across
government, industry and innovation to ensure
business, which leads the a cleaner and more
way and connects with sustainable future
its citizens
Economy
Smart Living
A city that invests in A city that makes life
innovation and provides a easier for everyone, which
roadmap and infrastructure uses smart technology
to support successful Our Smart City in its public places, and
business outcomes and
attract industry and
Objectives that develops new ways
of connecting people and
Smart
investment in smart sectors improving city amenity
A city with connected
A city that invests in people technology-enabled
and attracts talent to the area, infrastructure for multiple
which creates opportunities modes of mobility, that
through emerging smart innovates towards future
technologies and enables transport modes and prioritises
everyone to participate walking and cycling
Sm
ty
ar
tP bil i
eo
ple t Mo
r
Sma
STRATEGIES
AND ACTIONS How to read the following strategies and actions tables
The Smart City Strategy has been structured around Six focus areas
Year the project is scheduled:
six major focus areas, depicted as the Smart City
Mandala. This mandala represents a model of smart To further develop the approach as a response to the 1 2017 - 18
city prioritisation and development adopted from Boyd local context, each focus area within the Mandala is
2 2018 - 19
Cohen’s ground-breaking international framework. underpinned by a number of supporting sub-strategies,
3 2019 - 20
which have been developed through internal and
The engagement process undertaken in preparation external stakeholder engagement and according to 4 2020 - 21
of this strategy sought to apply this smart city model international best practice. 5+ 2021+
to the local cultural and economic context. In order
to achieve this goal a specific high-level objective These sub-strategies will be delivered through a
Council's Role is broken into five key areas of responsibility
was developed for each of the six focus areas, tailored program of corresponding actions that will build on
one another over the life of the strategy. Lead Council lead action
to reflect community ambition and stakeholder
feedback, and collectively deliver on the Newcastle Collaborate Council as an equal partner
The overall result is the adoption of international best
smart city vision.
practice methodology, thoroughly prioritised and
Support Council as an enabler
The six objectives aim to deliver positive change to the developed to the local conditions and opportunities.
community, as well as improve planning, management The remainder of this document outlines the strategic Advocate Council taking an advocacy role
and infrastructure. In addition, they reflect and framework and action plan across four years of the
Newcastle Smart City Strategy. Investigate Council conducting research and feasibility studies
integrate with the seven strategic directions that form
the basis for Newcastle 2030.
Newcastle City Council 26 Smart City Strategy 2017-2021 27SUMMARY OF SMART MOBILITY
KEY STRATEGIES Objective: A city with connected technology-enabled infrastructure for multiple
modes of mobility that innovates towards future transport modes and prioritises
Smart Mobility Smart Environment
walking and cycling
Objective: A city with connected technology-enabled infrastructure Objective: A city that applies technology and innovation to ensure The smart mobility theme focuses on how people move around the city, and use technology to support transport
for multiple modes of mobility, that innovates towards future a cleaner and more sustainable future network design and function and to promote active and multi-modal travel. Newcastle is engaging in a more inclusive
transport modes and prioritises walking and cycling approach to mobility by improving services and infrastructure around the city. Council will complement these initiatives
Strategy 1: Greener Places
through developing traffic mapping applications and traffic sensors, and implementing digital wayfinding as a means
Strategy 1: ICT Integrated Multi-Modal Transport Planning Deliver technology interventions that enhance sustainability in
of encouraging tourism and travel experiences. We are also creating the infrastructure to support the uptake of future
Deploy information communication technology initiatives that urban places, parks, waterways and building management
modes of transport.
collect and leverage data supporting integrated transport
Strategy 2: Smarter Waste
Strategy 2: Active Travel Use technology and data to encourage sustainability in resource
use, and improve the efficiency of waste collection and processing Smart Mobility Strategies
Deploy and leverage city technology and digital platforms to
enhance the delivery of cycleway and walkable city infrastructure Program 1 ICT Integrated Multi-Modal Transport Planning
Strategy 3: Sustainable Energy
Strategy 3: Future Mobilities Pilot and deploy technologies that improve energy and resource Strategy Deploy information communication technology initiatives that collect and leverage data
Develop and deliver strategy and infrastructure to enable the sustainability across Council and the broader community
adoption and integration of future modes of transport and mobility
supporting integrated transport
1.1 Work with all levels of government and Transport for Newcastle to 1-4 Support
Smart People incorporate Information and Communications Technology (ICT) and data
Smart Governance
Objective: A city that invests in people and attracts talent to into transport planning
Objective: A global smart city with coordinated leadership and
the area, which creates opportunities through emerging smart 1.2 Advocate for Transport for Newcastle in delivery of innovative rapid bus transit 1-4 Advocate
collaboration across government, industry and business, which
technologies and enables everyone to participate transport models including transport on-demand (TOD) and dynamic routing
leads the way and connects with its citizens
Strategy 1: City Data between key city sites
Strategy 1: Digital Transformation and e-Services
Enable access and utilisation of city data to improve planning, 1.3 Deploy IoT-based smart traffic monitoring systems, and collect real-time data 2-4 Lead
Adopt digital technologies and service platforms across the city to
stimulate economic development, attract people to Newcastle analytics on city centre transport networks
improve Council planning, asset management and service delivery
and make people’s lives easier
Strategy 2: Open Data 1.4 Utilise real-time transport data to support efficient transport options 2-4 Support
Strategy 2: Digital Inclusion
Create and adopt policy frameworks, open standards and Provide access to digital technologies to reduce the digital divide,
including multi-modal Mobility-as-a-Service (MaaS) systems and dynamic
information technology platforms to make appropriate city improve digital literacy and ensure equitable community access signalling infrastructure
datasets accessible and available to increase productivity
Strategy 3: Digital Creative Newcastle
1.5 Collect transport data from multiple stakeholders in the open data portal, and 2-4 Collaborate
and growth
Provide access to city digital platforms to support creative publish through city apps and digital platforms
Strategy 3: Collaborative City industries and broaden audiences for supporting local
Develop partnering frameworks that create opportunities for city Program 2 Active Travel
cultural production
and industry stakeholders to partner effectively and efficiently with Strategy Deploy and leverage city technology and digital platforms to enhance the delivery of cycleway
Council across a range of initiatives Strategy 4: Community Lab
Build capacity in understanding, engagement and interaction and walkable city infrastructure
Strategy 4: Digital Citizenship with emerging technologies to enable communities to 2.1 Use crowdsource methods and technology to collect data on informal city cycle 1 Lead
participate meaningfully
Use digital platforms to enable improved communication and routes and incorporate into cycleways planning
engagement between citizens and Council including fostering the
capacity for community to influence decision-making 2.2 Develop a program for incorporating sensor-based triggering technologies into 2-4 Collaborate
Smart Economy cycleways such as right-of-way at key intersections and LED lighting or luminescent
Strategy 5: Start-Up Led Innovation Objective: A city that invests in innovation and provides a roadmap materials for key commuter routes
Enable strategic interaction with start-ups, entrepreneurs and and infrastructure to support successful business outcomes and 2.3 Support bikeshare networks, including E-Bikes, through strategic planning of 2-4 Lead/Support
innovators to access and leverage entrepreneurial and disruptive attract industry and investment in smart sectors
thinking within Council infrastructure and network facilities
Strategy 1: Innovation Ecosystem 2.4 Deploy night-time wayfinding systems utilising digital components (apps, 3 Lead
Strategy 6: Smart Policy and Procurement
Actively develop the regional innovation ecosystem's capacity to projections) to increase safe pedestrian mobility within night-time precincts
Enhance policy frameworks to maximise the local economic and
nurture businesses, artists, creatives and innovators and generate
innovation benefits of Council strategic procurement
economic growth in key industry sectors
Program 3 Future Mobilities
Strategy 2: City Digital Precinct Strategy Develop and deliver strategy and infrastructure to enable the adoption and integration of future
Smart Living Seed the creation of a digitally connected innovation district in the
Newcastle city centre to attract businesses and industries working
modes of transport and mobility
Objective: A city that makes life easier for everyone, which uses
in the digital economy and creative industries 3.1 Develop the city centre IoT platform to enable use of the city as a test-bed facility 1-4 Lead/Collaborate
smart technology in its public places, and that develops new ways
of connecting people and improving city amenity
for new mobilities technology including MaaS networks and autonomous and
Strategy 3: Collaborative Living Lab
Develop a model of collaborative industry led innovation to
connected vehicles
Strategy 1: Smart City Infrastructure
Develop and deploy city-scale technology infrastructure to improve
fast-track research, development and deployment of technology 3.2 Develop a plan for the transition of Council's fleet towards electric vehicles, 1-4 Lead
prototypes and solutions including E-bikes for Council staff to use for short city centre work-related trips
the amenity of the city and the lives of its residents and visitors
Strategy 4: Attract Future Industries 3.3 Pilot smart transport real-time dynamic signalling through the city centre to 2-3 Collaborate
Strategy 2: Digitally Interactive Places Develop new approaches to incentive structures and promotional
Deploy interactive technologies into a high quality public domain manage vehicle flow and congestion and advocate for wider deployment
strategies to attract 21st century business and industry and
to create well loved, active, safe places of interest, education, incorporate into the Newcastle Economic Development Strategy 3.4 Work with research partners, transport providers and technology vendors 2-4 Collaborate
and discovery to develop and test new mobilities technologies and regulatory innovations
Strategy 5: City Image
Strategy 3: Virtual City in Newcastle
Ensure strengthening of Newcastle's city image as a smart
Invest in digital applications to improve planning processes, and innovative city through all city promotion and destination 3.5 Investigate opportunities for including rideshare (e.g. GoGet) as a proportion 3 Investigate
infrastructure delivery and maintenance and citizen engagement branding channels of Council's fleet to reduce fleet costs and increase vehicle use
Newcastle City Council 28 Smart City Strategy 2017-2021 29
SMART GOVERNANCE
4: 2020-21
LT: 2021+
Council’s Role is broken into five key areas of responsibility:
Objective: A global
Lead - Council-led action smart city with coordinated leadership and collaboration across
government, industry and business, which leads the way and connects with its citizens.
The smart governance theme focuses on how Council operates and sets policy to achieve the smart city vision. This
includes our own adoption and use of technology and digital services, how we think about data and use it to improve
asset management and our service delivery and make these processes more transparent, and how we organise our
relationships across the city with external partners, industry, start-ups and citizens.
Smart Governance Strategies
Program 1 Digital Transformation and e-Services
Strategy Adopt digital technologies and service platforms across the city to improve Council planning, Program 4 Digital Citizenship
asset management and service delivery Strategy Use digital platforms to enable improved communication and engagement between citizens and
How to read the following strategies and actions tables
Council including fostering the capacity for community to influence decision-making
1.1 Develop and implement corporate cloud hybrid data storage and recovery 1-2 Lead/Collaborate
Year
4.1 theAccelerate
project is scheduled:
adoption and rollout of digital consultation tools and platforms 1-3 Lead
including investigating opportunities for a regional data centre co-invested
with key city partners 4.2 Explore and evaluate digital and app technology enabling resident reporting of 2 Investigate
1: 2017-18
issues relating to Council assets and services
1.2 Upgrade real time management of Council assets including GPS system for 1-3 Lead 2: 2018-19
heavy fleet, digital asset inventory and integrated works programming 3:4.3 Develop
2019-20 a digital citizen engagement platform to improve Council-to-citizen 2 Lead
and peer-to-peer (P2P) communication between city residents, workers, visitors
1.3 Enable digital services including online submission and tracking of development 1-4 Lead and business and to incentivise behaviour change through challenge and rewards
applications, public exhibition submissions and grants management style programs
1.4 Investigate online and remote customer service assistance through telepresence 2-3 Investigate 4.4 Utilise social media data mining to map social networks and identify and engage 3 Lead
facilities and virtual conversational interfaces such as digital concierges with key influencers and change agents across issues
Program 5 Start-Up Led Innovation
Program 2 Open Data
Strategy Enable strategic interaction with start-ups, entrepreneurs and innovators to access and leverage
Strategy Create and adopt policy frameworks, open standards and information technology platforms to entrepreneurial and disruptive thinking within Council
make appropriate city datasets accessible and available to increase productivity and growth
5.1 Support innovation-based events and programs that enable Council to propose 1-4 Collaborate
2.1 Adopt Internet of Things (IoT) and metadata standards to ensure interoperability 1 Lead challenges for collaborative problem solving
and searchability of diverse data sets 5.2 Run an annual staff engagement and voting process for identifying Council 2 Lead
challenges and opportunities to be addressed through hackathon challenges and
2.2 Develop a strategic approach to open data within Council that includes open-by- 1-2 Lead
start-up engagement
default clauses and data licensing frameworks
5.3 Develop a 'Start-Up Matchmaker’ program of bi-annual pitch events to 2-4 Collaborate
2.3 Create a city open data portal to make freely available council open data sets, 2 Lead connect Council business units with start-ups, and supported by an internal pilot
city IoT data, and archival big data development fund to part-subsidise innovative proof of concept projects
2.4 Establish data-sharing arrangements with city stakeholders and data partners to 2-4 Collaborate 5.4 Develop a business case for an annual Start-up in Residence Program (StiR) to 3 Investigate
publish open data through the open data portal embed a start-up inside an interdisciplinary Council team to co-design a solution to
a key challenge priority
Program 3 Collaborative City
Program 6 Smart Policy and Procurement
Strategy Develop partnering frameworks that create opportunities for city and industry stakeholders to
Strategy Enhance policy frameworks to maximise the local economic and innovation benefits of Council
partner effectively and efficiently with Council across a range of initiatives
strategic procurement
3.1 Develop the iQ events series as a regular city stakeholder engagement and 1 Lead
6.1 Review and update relevant policy frameworks to appropriately support the 1-2 Lead
collaborative strategic program
adoption of innovative proposals, fast-track pilot technology deployments,
3.2 Develop a City Partnering Framework to identify and promote all opportunities 1 Lead and local economic development in tender and procurement processes
for partnering with the City on the Newcastle Smart City Initiative and the Hunter 6.2 Create a technology, digital and innovation-themed competitive grants stream 2 Lead
Innovation Project within the Economic Development Sponsorship Program designed to foster smart
city-related activities
3.3 Engage with key city land and asset owners to integrate smart city technology 1-4 Advocate
capabilities as part of flagship city revitalisation projects 6.3 Ensure that savings and revenue from smart city infrastructure deployments 2-4 Lead
are directed to a general fund for maintaining existing and funding future
3.4 Create an online portal for informing industry and start-ups about current and 2 Lead smart city projects
future project partnering opportunities and as a mechanism to receive innovative
6.4 Explore the creation, with city partners, of a City Fund for investing in technology 3 Investigate
partner proposals
focused creative industries that are unique to the Hunter Region
Newcastle City Council 30 Smart City Strategy 2017-2021 31You can also read
