Dynamic partnership between the municipality and citizens

The analysis above reveals that the individual incentives can be aligned with an overall goal to achieve a desired outcome for the community as a whole. This stakeholder relationship is dynamic in its nature since citizens and the municipality are interdependent in the goal of reducing CO2 emissions as summarized in Figure.

Figure 7.1 Logic model for the dynamic partnership to reduce CO2 emissions from road transport – Impacts of the model

Source: Own illustration

As can be seen from the Figure 7.1, installing sensors at the toll booths will give benefits to both the municipality and citizens. First, it makes citizens aware of their carbon footprint and

75 change their behaviors accordingly. Second, the local government can have real-time CO2 data in order to better manage their target since in the interview with the municipality, the utmost problem in terms of managing CO2 from road transport is that they “don’t have real-time CO2”:

“We get the data from the statistics office of Norway two years later. So now we have the data of 2017. We don’t have information about CO2, but we have the rough idea.” (Municipality 2)

“The current tool to track CO2 emissions are from the number of charging points for electric cars, the development of vehicle fleet, members of car sharing scheme, means of travel distribution, indicators for land use, city bike rent, number of households that do not have cars, number of calls by cruise ships, counting public transport journeys, travel habit survey, etc.”

(Municipality 1)

As such there exists a lag of two years between the time an event happened and the time the authority can make decision to solve it. Additionally, a target set out today has to wait another two years to get the results, so it is a challenge to act in a timely manner. In order to make an estimate for CO2 emissions, the municipality might wait days, let alone weeks or months to fully leverage the value in data retrieved from an endless list of variables. Therefore, decision-making based on data seems to be slow and cumbersome due to the time and effort.

With the support of the CO2 sensor, it becomes more viable for the local authority to stream CO2 data in real time. New available technologies in smart cities are expected to replace manual processes and their shortcomings. Actionable insights based on that can drive decisions and optimize outcomes to ensure committed CO2 target, keep operations inside the municipality running at optimal levels, and averting or minimizing the consequences of service disruptions.

The CO2 target of Stavanger municipality is “very important” that involves not only politicians, the municipality and most importantly, the inhabitants. It calls for “a big engagement” among stakeholders in order to “make it happen”. The municipality also tried to put the target down to people by reflecting their opinions through phone calls in the master plan. Some activities to raise awareness are also put in place such as the Environmental Sunday on a yearly basis, communication on Facebook and practical training for kindergartens and schools. In this sense, the mobile application developed for citizens can help the municipality to reach to an even higher number of citizens. In addition, the mutual communication and transparency in the progress against the CO2 target can also be enhanced. As per respondents, they are eager to receive the CO2 target on a personal level so that they feel being a part of the system. This feature therefore can act as a tool for the municipality to measure citizen engagement and

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“sensitize the awareness of the inhabitants” (Municipality 1) since they “don’t have any measurements about that” (Municipality 2).

Regarding a platform where the citizens can communicate with the municipality, the form of

“VOF” (Varsle om feil-Alert on problems) on the municipality website is frequently used to report errors in the system (Municipality 1). However, “it is a bit difficult to navigate unless you know what you are looking for” (Respondent 5.1) and English version of the form is not available yet for foreigners who cannot speak Norwegian to feel “included”. According to Municipality 2, it would be better to integrate this form with the mobile application to give better service to citizens.

Consistent with the theoretical literature of smart city definition ((Geller, 2003), (Giffinger, Fertner, Kalasek, & Meijers, 2007), (Thuzar, 2011), (T. Nam, 2011)) in part 3.1, installing CO2

sensors and developing an mobile application on top of the data is to empower citizens in a forward-looking way. A smart city is not laid on the technology, but it is a result from the participation of community residents to develop the civic pride and enhance their quality of life.

In this manner, the conceptual model fits well with the smart city definitions.

On the other hand, five out of six smart city dimensions introduced by (ASCIMER, 2015) in part 4.2 can be tapped on by the dynamic partnership between Stavanger Municipality and citizens built from the model. They are Smart Environment, Smart Governance, Smart Mobility, Smart People and Smart Living. The connection with the remaining Smart Economy can also be drawn in an indirect way through integration with the municipality’s open data to reduce the costs.

When it comes to the stakeholder collaboration theory described in part 4.3, the dynamic partnership facilitated by the mobile application enables a “win-win” collaboration for all stakeholders. Two typical representatives for stakeholders in Stavanger smart city, namely citizens and the authority are jointly tackling the CO2 problems which cannot be solved by any single party. The theory on collaboration of Savage et al. (2008) is therefore satisfied because the partnership can pool resources, capitalize on complementary capabilities, achieve economies of scale, and enhance innovation.

The conceptual model in part 3.3 in conjunction with the motivation factors of citizens in part 6.4.2 facilitates an urban data platform that is developed from the citizen’s own needs and subject to the municipality’s governing. The local government can take the role of a funder, coordinator and regulator of the ecosystem. The role of funder was mentioned by Municipality 2 since the project utilizes toll booths, which are the current facilities of the government.

However, the provider can be an ICT Company and/or Bymiljøpakken and/or Ferde, the

77 operator of the toll booths in Stavanger. Figure 7.2 is an advanced version of Figure 3.3 related to the conceptual model.

Figure 7.2 Value co-creation scheme of the conceptual urban data platform in Stavanger – Four roles

Source: Own illustration combined with (Mayangsari & Novani, 2015)

Four basic roles in an urban data platform are divided among the stakeholders in Stavanger Municipality: The owner is the municipality, the producer is the CO2 sensor and the mobile application, the provider can be an ICT Company and/or Bymiljøpakken and/or Ferde. The municipality is taking the role of an enabler to regulate and coordinate different stakeholders on a continuous level. The platform is established by the mobile application and regulated by the policy of the municipality. Experience and feedback of citizens as end-users are sent back to the project owner to lead the development and monitor the outcomes. Most of the interactions in this closed circle are two-sided to ensure openness and transparency. The success of the goal therefore depends on the joint participation and collective contributions of the interactive social actors.

From literature perspective, this urban data platform contributes to explain the existing theory of stakeholder partnership in a practical way. Four principles of complementarity, connectivity, innovation ability and efficiency suggested by Lee et al. (2010) to assess the performance of users can also be elaborated in this mutual framework. Through the platform, citizens can

78 actively join the effort to reduce CO2 together with the municipality (complementarity), feel more updated about the social activities (connectivity), suggest ideas to make the smart city even smarter (innovativeness), and adjust their driving pattern to have less impacts on the environment (efficiency).