The coronavirus COVID-19 pandemic has disrupted cities and communities worldwide. From the loss of lives and interruption of essential day-to-day services to disruption of the worldwide economy, nobody person, organization, or country is spared.
Cities have borne the initial burden of the COVID-19 outbreak. because the number of infections and deaths surge, governments are turning to technology and innovative approaches for help. for instance , eighteen countries round the world are using mobile tracking and get in touch with tracing methods.
Innovative smart city technologies like the web of Things (IoT), AI (AI), 5G, open data, and analytics, offer the potential for cities to reply to the pandemic more effectively. Existing response activities are often delivered faster, with better quality and accuracy, and with less cost. Furthermore, cities and public health organizations can repose on these advanced capabilities to make new services and respond in ways in which weren’t possible before.
However, current efforts to interact the innovation communities are reactive, piecemeal, and have limited effectiveness. Some problems get tons of attention while others go unaddressed. Many technology companies lack context of how cities and public health systems address health emergencies, and offer solutions that aren’t relevant. Still other solutions have limited effectiveness because they lack community support or prerequisite infrastructure.
Smart Cities COVID-19 Collaboration Framework
Based on our observations and experiences, we’ve written a white book describing a sensible Cities COVID-19 Public Health Emergency collaboration framework. We define a structured approach to broadly consider and maximize collaboration opportunities between the smart city innovation community and municipalities for the COVID-19 outbreak. It integrates the CDC Public Health Emergency and Response Capabilities standards with components of a sensible city innovation ecosystem. The CDC defined capability standards are organized into six domains (Figure One). Each domain contains an outlined set of capabilities. Each capability features a set of standardized activities related to it.
The Smart Cities COVID-19 Collaboration Framework in Action
There is no limit to the number of collaboration initiatives possible for every box. Some collaboration initiatives may span multiple CDC capability domains, and a few initiatives may span multiple smart city layers.
We share three samples of responses, as reported within the media, and where they fit within this framework. Additional details about the framework, including other examples, are within the white book.
Example 1: Infected Individual Tracing
Collaboration Point: Bio-Surveillance (Public Health Surveillance and Epidemiological Investigation) and Data and Analytics Layer.
A number of governments are using the info from mobile phones to trace infected individuals, to ascertain where they went and whom they’ll have inherit contact with. This information is then wont to identify those that have potentially been infected, what percentage people were infected, and once they may are infected.
Example 2: COVID-19 Screening Website
Collaboration Point: Countermeasures and Mitigation (Non-pharmaceutical interventions) and Community Engagement.
A life sciences company has created an internet site that screens for COVID-19 and directs people to local testing locations. This effort supports California’s community-based testing program and is out there in four counties.
Example 3: Community Broadband
Collaboration Point: Countermeasures and Mitigation (Non-pharmaceutical interventions) and Technology Infrastructure
A national telecommunications company is providing the communities that it operates in with access to broadband Internet service. This includes lifting data caps for its existing customers, and access to its nationwide network of hotspots to non-customers.
In addition, new customers are given two months of free service. This supports the community, businesses, et al. suffering from “shelter in place” directives intended to scale back community spread of COVID-19.
This Smart Cities COVID-19 framework is best when:
It is used as a start line for collaboration. Cities and health systems bring domain knowledge, while technology companies bring digital expertise.Cities and health systems use it to plot their existing responses then identify their capability gaps and wishes. they need to articulate those gaps and wishes to the technology companies.
Technology companies align their offers to the CDC specified capabilities and activities. it’s going to be necessary to partner to supply an “end to end” solution.
Everyone thinks beyond individual boxes. The squares are a start line. Some need to cross multiple capability domains and need a mixture of technology, community engagement, and data.
Collaboration opportunities are separated into two categories. One for tactical immediate responses, and a separate set for mid-term, longer efforts.
With an initial understanding of the Smart Cities COVID-19 framework, the subsequent are recommended next steps for municipalities, communities and public health systems:
Review the framework and understand each of the fifteen capabilities (Figure One) and therefore the associated activities like each capability.
Evaluate the present state of the community’s response capabilities and activities. Identify the extent of activities, also as gaps in your capabilities.
Map the gaps and needs into the framework. This becomes an inventory of challenges which will be wont to solicit innovative ideas and solutions.
Invite the technology and innovation community to review this list. Host various brainstorming and ideation sessions. Create open challenges and invite the community to participate.
For technology and innovative solutions providers:
Review and understand what each of the fifteen capabilities is, and what activities they allow.
Review the framework, and identify those areas of current and future potential opportunity for your solution or capabilities. it’s going to be necessary to determine partnerships with other technology companies so as to supply an integrated offering.
Using this framework as a guide, ask public health and emergency operations and response planners their capabilities, gaps, and areas of potential collaboration and opportunity.