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While a city’s extensive ICTinfrastructure can be a key factorin establishing it as a Smart City,the citizens as users will be thedriving force behind the city’sshift to the “Smart” paradigm.CLC researchers Zhou Yimin,May Ee Wong and Koo A Midiscuss how Seoul, under MayorPark Won-soon, has continuedto transform itself into aSmart City by putting citizensat the core of the Smart Citydevelopment process.Smart City, Smart Residents:Seoul’s ‘Smart’ TransformationAccelerates Under Mayor ParkSouth Korea’s capital city, Seoul, hasmade significant strides in its smart citytransformation under Mayor Park Wonsoon, since his election in 2011. Threemajor programmes under Mayor Park’s‘smart’ strategy stand out — and shouldbe considered by other cities looking toleverage on technology to improve thelives of their citizens.The first is an open data approach thatmakes the sharing of government datathe default rather than the exception.The second is very active interactionswith citizens via e-platforms, includingalmost daily city-wide voting on municipalissues via a smartphone app. The thirdis the systematic mining of big data toimprove municipal services — including,for example, the optimisation of night busroutes through an analysis of citizens’mobile phone data.Seoul’s latest moves break newground in the way they link top-downgovernment processes to bottom-upcitizen participation in a dynamic andsynergistic way. While open data isprovided by the government, citizenscan play around with datasets, createinteresting visualisations and then sharethem on the same government website.And the e-voting app created by themunicipality to test upcoming governmentproposals allows citizens to put up theirown proposals for e-voting — with citizenproposals ultimately outnumberinggovernment ones.Elected in 2011, Mayor Park has taken a consultativeapproach to governance. His pledge to listen to the peopleis represented by an interactive “Big Ear” sculpture installedoutside Seoul City Hall. Image credit: Seoul GovernmentSeoul’s smart efforts predate Mayor Park.Since the 1990s, the Seoul governmenthas been gradually digitising its informationsystems and putting more of its servicesonline. In recent years, the city of 10 millionresidents has been consistently placed at ornear the top of global smart city rankings.Internet penetration rate in South Korea isclose to 100%, and smartphone ownershipin Seoul stands at 88%. The city is alsohome to leading international players inthe info-communications industry, such asSamsung and LG.But Mayor Park’s vision and leadershiphave been notable. The former humanrights lawyer was elected under theslogan “Citizens are the Mayor”, andbelieves strongly in the benefits of citizen1
Seoul’s latest moves break newground in the way they link top-downgovernment processes to bottom-upcitizen participation in a dynamicand synergistic way.participation in the city’s decision-makingprocesses. The 2030 Seoul Plan, Seoul’surban master plan, produced in 2013, sawmore citizen participation than any previousplan did. Observers say his administrationhas moved beyond ‘informing’ and‘consulting’ residents to ‘collaboratingwith’ and ‘empowering’ them.Mayor Park has, furthermore, boldlystayed the course when faced withdaunting difficulties — ranging fromthe resistance to change among thecity’s public servants, to stinging publiccriticism when classified documentswere inadvertently published on anopen data platform.THE MAYOR’S THREE ‘SMART’PROGRAMMESOpen Data. In 2012, the Seoul governmentlaunched the ‘Open Government 2.0’policy. Under this policy, all data, exceptfor confidential or personal data, shouldbe freely and openly shared on one of themunicipality’s digital platforms.The Open Information CommunicationPlaza is the website (http://opengov.seoul.go.kr) through which municipal documentsare made public by the Seoul governmentand its affiliated organisations andinstitutions. In October 2016, about8.8 million government reports anddocuments were available on the websitefor searching or browsing.Documents uploaded to this portalinclude notes of meetings, policydocuments and government proposals.The level of confidentiality for eachdocument is indicated with a label (e.g.‘public’, ‘partially public’). Notably, whena document is confidential, the name ofthe document is still listed on the website,Open Information Communication Plaza web interface. Citizens can access public policy documents and meetingnotes on this platform. Image credit: Seoul Governmentthough its contents cannot be accessed.This gives members of the public theoption of making a formal appeal toaccess the document.The municipality also launched the SeoulOpen Data Plaza (http://data.seoul.go.kr/),for quantitative datasets that are madepublic. Data is displayed in graphical form,but the website also encourages the publicto create different visualisations for thedata and to upload those visualisations, topresent the data in different perspectives.In October 2016, there were 4,529datasets available on the portal, which isaccessed 950 million times a year.The Seoul government says that makingpublic data more accessible can enhancethe public’s understanding of and interestin municipal policies as well as potentiallygenerate new insights and unexpectedopportunities for businesses, researchersand others.In providing open data, Seoul is alsoencouraging citizens and the private sectorto develop applications that would helptackle municipal issues. Towards thisend, the municipality set up the S-PLEXCentre, an IT and digital media buildingthat encourages the learning of coding,application development and data analysisskills. The government says it has a visionof Seoul as an ‘open data lab’ wherecitizens have access to an eco-systemthat equips them to collaborate with thegovernment to solve the city’s problemsusing ICT and data.The shift towards an ‘open’ governmentwas not entirely smooth sailing. As the2
The Seoul government says that makingpublic data more accessible canenhance the public’s understanding ofand interest in municipal policies as wellas potentially generate new insights andunexpected opportunities for businesses,researchers and others.Seoul government was changing itsmunicipal information disseminationapproach drastically, many public servantsworking for the municipality were not eagerto embrace the idea of full-scale publicinformation disclosure. To make mattersworse, some classified documents weremistakenly made public in the initial phaseof the launch of the Open Data Plaza,resulting in the temporary suspension ofthe platform. As for the Seoul citizens,the sheer amount of public data suddenlyavailable to them was overwhelming, andthey were not clear how to access the dataand make use of them.In the lead up to the changes, theSeoul government carried out a massiveconsultation exercise to better understandconcerns and possible implications of themove, using insights from that exerciseto establish rules and guidelines for thedisclosure and protection of information.It conducted education and training forits employees on the data disclosureprocedures and personal informationidentification and masking methods.It also repeatedly held across-theboard ‘awareness sessions’ to persuadegovernment employees to come onboard with the new open data approach.To educate the public about the initiativeand how they could leverage on it,videos and posters on the usage of SeoulOpen Data Plaza were broadcast acrossvarious channels.Online Engagement. The second majorsmart initiative by Seoul is the use ofdigital platforms to solicit citizen ideasand opinions on municipal matters.Listed everyday on the main page of the OASIS website are the number of public suggestions, the number ofopinions contributed by the public, the number of votes registered, and the number of reviewed proposals. Imagecredit: Seoul GovernmentThe city has made use of a citizenengagement website set up in 2006,“Oasis of 10 Million Imaginations,”(http://oasis.seoul.go.kr), to extensivelyengage Seoul residents and to encouragethem to express their opinions about thegovernment’s upcoming proposals. Aftera proposal is uploaded, a governmentcommittee and a group of citizens willevaluate the proposal and discuss waysthat the proposal can be operationalised.Official responses to citizen feedback areposted on the website.The city also promotes public engagementthrough social networking sites. Thegovernment’s Seoul Social Media Center(http://social.seoul.go.kr) is a centralplatform that integrates the government’s44 social media accounts, including theMayor’s accounts, for greater efficiencyin handling citizen queries, opinions andrequests. For example, Mayor Park’ssocial media account receives more than100 suggestions a day on average. Thecentralised system enables the governmentto process a large and increasing volumeof feedback made through social mediain a systematic and efficient way. Thecenter also disseminates messages tothe public in the event of weather ortransport emergencies.3
In the lead up to the changes, theSeoul government carried out a massiveconsultation exercise to better understandconcerns and possible implications of themove, using insights from that exerciseto establish rules and guidelines for thedisclosure and protection of information.Seoul citizens also have the option ofvoting for policies and proposals on theirmobile phones using a smartphone app,M-Voting. Given the high levels (88%)of smartphone usage in Seoul, the appenables the municipality to reach out tomany residents — which it has doneon a wide range of municipal matters.The app features QR-based voting andGPS-based voting options that guidesmartphone users to vote on issuesrelated to their current geographicallocation. It also functions as a channelof public opinion for the government,as users can pose poll questions totheir fellow residents.Provisions have also been made in themunicipal budget for projects worth up to50 billion won (approx. S 60,000), whichcitizens can decide on through M-Voting.Citizens can propose projects, which arereviewed and approved by citizen budgetingcommittees before they are polled on viathe M-Voting platform.In 2015, statistics showed that 3,828voting agendas had been posted onM-Voting — 3,571 by citizens, 257 bythe government — and 610,000 citizenshad participated in voting. There have beenat least 154 cases in which M-Voting resultshave contributed to the formation andimplementation of policies. For example, thegovernment implemented a set of incentivesfor encouraging energy conservation, afterthese incentives underwent the M-Votingprocess and prevailed.M-Voting is regarded more as a tool that ishelpful in finding out what citizens thinkThe M-Voting smartphone app developed by the Seoul government allows citizens to vote on municipal issues.In the examples shown above, citizens vote to decide on the specifics of a policy to reserve parking for theelderly, as well as the name of a new community cafe for women. Image credit: Seoul Governmenton everyday matters, than as a platform todisseminate and debate complex policies.It has proved a useful means of obtainingcitizen opinion for incorporation incity projects.Another app that the Seoul governmentuses to identify common problems in theurban environment and to improve servicedelivery is the Seoul Smart ComplaintCenter. This application allows citizens toregister municipal complaints and geo-tagthem. The complaint would be forwardedto the relevant agency if it requires action,and the citizen can subsequently track theresolution of his complaint in real time.Big Data. The third major smart cityprogramme that the Seoul government hasbeen working on is the use of big data toimprove the provision of public services.Big data-related projects have jumpedfrom just 1 in 2013 to 19 in 2015.One such project is the establishment ofroutes for the Owl Night Bus, Seoul’s nightbus service. Prior to its launch in 2013,commuters found returning home aftermidnight costly and inconvenient due tothe lack of cabs on the road. Through thevarious citizen engagement platforms, thisissue was identified as a salient one, andthe government began to plan for pilotbus routes.But which routes should the buses ply?To ensure bus routes were chosen tomaximise impact, the Seoul governmentanalysed 3 billion late-night phone callsand identified areas of activity basedon phone call volume. The governmentalso tracked and analysed the number of4
To ensure bus routes were chosen tomaximise impact, the Seoul governmentanalysed 3 billion late-night phone callsand identified areas of activity based onphone call volume.passengers getting on and off at busstops in the high call volume regions torefine new bus routes. The result is thatthere are now 9 Owl Night Bus routes,and the service was voted as the bestpublic service initiative of 2013.Another example of a big data projectis the planning of leisure and welfarefacilities for the elderly. Data on citizensover 60 was analysed by gender, district,income levels, and the use of existingleisure and welfare facilities to help thecity determine which facilities shouldbe built and where, in order to maximisetheir use.CONCLUSIONThe Smart City movement comeswith a purpose of leveraging on andintegrating resources to better managethe complexities that a city presents.Many cities pay a great deal of attentionto the ‘hard’ aspects of the smart cityconcept, such as improving infrastructureand technical efficiency. Seoul’s exampledemonstrates that ‘softer’ aspects, suchas citizen participation, can matter justas much. Citizens, as the real agentsliving in the urban system, will bringgreater possibilities to look at thecomplex urban issues in novel ways.Cities start becoming smarter not merelyby getting more systems and tools or byputting out more data, but by makinggood use of them to address realproblems. And the way that Seoul hasdone this is by engaging citizens sincerelyand inviting them to participate in smartinitiatives, so as to make those initiativesmeaningful and successful.Using big data, including an analysis of 3 billion late-night phone calls, the Seoul government identified 9 nightbus routes that would achieve maximum impact. Image credit: Seoul GovernmentThe city now has a much keener senseof what residents are thinking, as wellas where municipal issues are and howthey can be fixed. Using technology, it hassignificantly widened the pool of peoplewho can potentially work to tackle theproblems that the city faces.The role of Mayor Park in Seoul’s smartjourney has also been key, highlightingthe importance of leadership. His uniqueinsight in combining the top-downaspects of smart city governance withthe bottom-up ones has, in retrospect,been a true exemplification of his slogan,“Citizens are the Mayor”.5
ContributorZhou YiminPrior to his secondment to CLC, Yimin servedin the Urban Redevelopment Authority (URA)as a planner, working on local planning andMaster Plan preparation, implementation ofland use policies and development initiatives,and data analytics driven planning. He wasalso involved in the planning of Jurong LakeDistrict as Singapore’s 2nd CBD and settingup the Digital Planning Lab in URA. Yiminholds two Bachelor degrees in Scienceand Arts respectively, and a Master’s inUrban Development.May Ee WongMay Ee Wong did her internship in CLCrecently. She is a PhD candidate in theGraduate Group in Cultural Studies atthe University of California, Davis, witha designated emphasis in critical theory.Her current research examines epistemologiesand ideologies of contemporary ecologicaland complex systemic discourses pertainingto the global sustainable city.Koo A MiA Mi is a public official of the SeoulMetropolitan Government. She has beenattached to CLC as an exchange fellow sinceMay 2015. After studying Biology (Bachelors)and Environmental Studies (Masters), she hasworked mostly in the environmental sector ofthe Seoul Metropolitan Government. Beforejoining CLC, she was the Head of the SeoulWater Institute.AcknowledgementsThe authors would like to thank Mr Elgin Toh from the Centre for LiveableCities and Mr Lee Song Yi from the Data and Statistics Division of theSeoul Metropolitan Government for their contribution to the report.For feedback on this article, including on errors and omissions, please contactZHOU Yimin@mnd.gov.sg.6
SourcesAn, J., and Kim, J. (2015). 2030 Seoul Plan: UrbanForesight Focusing on Reflexive Governance andResilience. Paper presented at True Smart and GreenCity? : 8th Conference of the International Forum onUrbanism, Incheon. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi 10.1.1.713.2271&rep rep1&type pdf.Citie (2015, May 19). Big Data Solves Even theSmallest Grievances: Lessons from Seoul. Retrievedfrom http://citie.org/stories/datavore-story/.Cities Alliance (2014). Seoul’s “Owl Bus” based onBig Data Technology. Retrieved from .org/files/SeoulOwl-Bus-11052014.pdf.CNET (2012, July 23). South Korea hits 100% markin wireless broadband. Retrieved from -inwireless-broadband/Hwang, JS (2010). u-City: The Next Paradigm ofUrban Development. In Symonds J. (Ed.), Ubiquitousand Pervasive Computing: Concepts, Methodologies,Tools and Applications (pp. 1601-1612). Hershey:Information Science Reference.ITU-T Technology Watch (2013). Smart Cities Seoul: acase study. Retrieved from 00190001PDFE.pdf.New Cities Alliance (2015, June 4). ICT Changesthe Ways We Can Deliver Welfare Services.Retrieved from -ways-we-can-deliver-welfareservices/.Pew Research Center (2016, February 22).Smartphone Ownership and Internet Usage Continuesto Climb in Emerging Economies. Retrieved emerging-economies/#fn-35095-1.Rutgers SPAA (2014, September 22). SeoulAchieves Top Ranking in Rutgers-Newark MunicipalE-Governance International Survey for SixthConsecutive Time. Retrieved from ternational-survey-sixth.Seoul Metropolitan Government (2016, February25). Seoul Launches “Global Digital Seoul 2020.”Retrieved from gital-seoul-2020/.Seoul Metropolitan Government (2014, April 28). TheSMG taps into Big Data for more Customized Policy.Retrieved from ized-policy/.Seoul Solution. (2015, June 25). Let’s open, collectand share Seoul public data: Seoul Open Data Plaza.Retrieved from -data-plaza.Seoul Solution. (2015, June 25). Quick question andanswer citizen-centered call center: 120 DasanCall Center. Retrieved from call-center?.Seoul Solution. (2015, January 23). Making public alladministration information to promote the citizens’right to know government business. Retrievedfrom 9-right-know-government?.Shin, J-W (2016). Smart Seoul Status & Strategies.Retrieved from 0for%20e-Government 201604.pdf.Seoul Metropolitan Government (2014). ‘The SharingCity Seoul’ Project. Retrieved from policies/cityinitiatives/1-sharing-city/.Seoul Metropolitan Government (2014). Sharing City,Seoul. Retrieved from ulenglish.Seoul Metropolitan Government (2014). Seoule-Government. Retrieved from eoul-e-GovernmentEnglish.pdf.7
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Page 6 of 18 City of Glendale Casanova, Pastor City of Inglewood Frisby, Harry City of Inglewood Morrow, Dan City of Inglewood Nunez, Victor City of Inglewood Puglese, Peter City of Irvine Nguyen, Sally City of La Verne Ciotti, Anthony City of La Verne Jarvinen, Clay City of La Verne Keesey, Daniel City of Laguna Niguel Abreni
Nine roles city governments can play to support innovation and entrepreneurship 12 OPENNESS 14 1. CITY AS REGULATOR 15 2. CITY AS ADVOCATE 18 3. CITY AS CUSTOMER 21 INFRASTRUCTURE 24 4.CITY AS HOST 25 5. CITY AS INVESTOR 28 6.CITY AS CONNECTOR 31 LEADERSHIP 34 7. CITY AS STRATEGIST 35 8. CITY AS DIGITAL GOVERNOR 38 9. CITY AS DATAVORE 41 .
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