City of Greater Sudbury Smart Cities Challenge Application The Smart City Living Lab

Section I: Applicant information

Question 1: Name of community: City of Greater Sudbury

Province/Territory: Ontario

Population: 161,531

Indigenous community: No

Question 2: Please select a prize category.

$10 million (population under 500,000 residents)

Section II: Preliminary proposal Sub‐section 1 – Problem definition

Question 3: Challenge Statement

The City of Greater Sudbury is mining for new economic growth and social inclusion by developing a Smart City Living Lab to provide an inclusive technological platform for innovation that improves residents’ lives, adds new tech jobs and nurtures bright minds looking for a place to shine.

Question 4: Please describe the outcome (or outcomes) your proposal seeks to achieve by elaborating on your Challenge Statement.

Purpose

Greater Sudbury wants to eliminate the effects time and distance can have on lifestyles by installing infrastructure that improves connections across a vast municipal footprint. By creating economic and social opportunities that would otherwise be unavailable, the potential for improving economic, financial and social well‐being for all significantly increases.

Outcomes and Goals

This Smart Cities Challenge will drive economic growth, create workers for the new digital economy and good local jobs that ultimately sustain and increase population. This proposal produces sustainable smart city technologies tested in the City of Greater Sudbury and exportable to other small or mid‐sized cities.

The Smart Cities Challenge funding allows the City of Greater Sudbury to leverage broadband fibre connectivity which already exists throughout much of the city, and existing partnerships and collaborations, and enhance and expand the scope of innovative work already occurring in the community. The Smart City Living Lab also leverages and improves processes to engage the community in providing input into solutions that improve the day‐to‐day lives of residents in Greater Sudbury.

The City and its partners will apply lessons learned from the collaborations already underway in the City’s mining and mining supply sectors to develop technology innovation for municipalities. For example, innovation is already being successfully promoted by organizations such as the Northern Centre for Advanced Technology (NORCAT), which facilitates private and public investment in innovation.

The Smart City Living Lab will provide a standards‐based terrestrial network located in digital corridors throughout Greater Sudbury. Digital corridors would be located within different town centres that comprise the City of Greater Sudbury. The Lab would also provide a common Open data standard‐based repository for collecting and sharing smart city data. The Lab would provide free Public Wifi in town centres. The Smart City Living Lab would be a pre‐setup environment where a business could readily connect to the Lab to design, develop, install and test smart city solutions. By attracting innovative companies to develop solutions the Smart City Living Lab would generate economic growth and jobs as solutions are developed and exported beyond Greater Sudbury.

This proposal includes local secondary and post‐secondary school partners with the intent that the Smart City Living Lab be available for them to create training for workers required to develop and support smart city solutions.

In support of the job growth goal, the proposal includes a sub‐goal of removing barriers that could restrict workers from getting the training needed to participate in the new digital economy. To address this, the Smart City Living Lab shall provide free Wifi to areas of the city with high unemployment and low income.

In addition to benefiting the city with sustainable growth, the Smart City Living Lab has the spin‐off benefit of providing public Wifi in town centres which provides digital access and inclusion for citizens. Further business innovation partners could connect smart solutions for parking, traffic or health care, and more, to the Smart City Living Lab and each would have spin‐off benefits.

The following list summarizes key stakeholder groups and key benefits or outcomes this proposal delivers for them:

1. Community:

This stakeholder group includes residents and visitors to the city.

• Improved City services, as innovation business partners implement solutions. • Engagement and the ability to provide feedback and ideas to innovators. • Inclusion: free, public Wifi will be provided in town centres within the city. • Inclusion: free, public Wifi will be provided in areas of the city with high unemployment and low income. • Education opportunities. • Employment opportunities.

2. Innovator Business Partners:

This stakeholder group includes for profit and not‐for‐profit businesses that choose to develop and test their smart city solutions in the Smart City Living Lab.

• Access to a connected cross‐city network enabling them to install Smart City technologies with low set‐up costs, for example Internet of Things (IoT) sensors for lighting, networking technologies, and other. • Access to a standards‐based smart cities Open Data repository and application interfaces (APIs) to enable them to develop and test applications. • A harsh northern climate and geography with many lakes to test their technologies. A vast municipality with an urban core surrounded by a rich mix of small urbanized areas and rural living. • Co‐promotion and recognition for their contribution.

3. Education: This stakeholder group includes all forms of education institutions.

• Students will have access to the same standards‐based connectivity, Open Data and APIs as the Innovator Business Partners above. • Students will have the opportunity to collaborate with Innovator Businesses and use their technologies. Students will benefit from rich cooperative work experiences while other partners benefit from their study of new and innovative technologies.

4. The City of Greater Sudbury:

• Provides significant opportunity to realize a core aspect of our mission: to provide leadership in the social, environmental and economic development of the City of Greater Sudbury. Investment by innovator business partners could reduce City of Greater Sudbury costs to implement smart city based projects, for example traffic light management systems. • Ongoing lower costs to sustain the technology infrastructure since one principle of the Lab will be to avoid duplicate core components, such as single standards based network for IoT connectivity, all data stored in a single data catalogue. • Economic and job growth and, ultimately, assessment growth.

5. Other Communities:

• Reusable proven smart cities solutions designed for Canadian mid‐sized and smaller cities with large distances between communities and more subdued economic growth.

Current State and Community Opportunities

Greater Sudbury is a diverse community, with low population density resulting from having one of the largest municipal geographic boundaries in the country. The following provides a brief description of the uniqueness of the area, and the reason why such a challenge is embraced by the community:

• The City of Greater Sudbury is the largest city by population in northern Ontario, and the largest city by geographic area in Ontario with an area of 3,627 square kilometres. • The city is the result of amalgamation of the former City of Sudbury and six area municipalities: the Town of Onaping Falls, the Town of Capreol, the Town of Walden, the Town of Nickel Centre, the Town of Rayside‐Balfour, and the City of Valley East. These former area municipalities are separated by significant distances, and form distinct town centres and surrounding neighborhoods and rural areas. • There are 330 freshwater lakes within the city; more lakes than any other municipality in Canada. • Greater Sudbury is home to the world’s largest integrated mining complex and is recognized as a leading source of ideas for mining innovation, best practices and environmental stewardship. • There are 5,000 kilometres of mining tunnels under the Greater Sudbury area. • Greater Sudbury serves as the regional capital of northern Ontario; functioning as a regional hub for business, retail, health care and education.

With a trio of outstanding post‐secondary institutions, including Laurentian University, Cambrian College and Collège Boréal, Greater Sudbury is the educational capital of northern Ontario. Laurentian University is Ontario’s first designated bilingual university and the only one with a tri‐culture mandate and strong indigenous connection and programming. Laurentian is also home to the eastern campus of the Northern Ontario School of Medicine, the first school of architecture built in Canada in over 40 years, the Goodman School of Mines and the Bharti School of Engineering. The post‐secondary institutions act as local incubators for talent.

The geographical challenges of the Greater Sudbury area present several opportunities for innovation, investment and applying the principles of a Smart City. From an innovation perspective, in the mining service and supply sector, Greater Sudbury has established itself as a centre for mining research and development. Approximately 17,500 people are employed in Greater Sudbury’s primary mining or mining supply and services sectors which produce $4 billion in annual gross domestic profit.

Within Greater Sudbury, several key community partners are already actively engaged in developing and promoting innovation both in and outside of the mining sector. These include:

• Centre for Excellence in Mining Innovation (CEMI);

• Northern Centre for Advanced Technology (NORCAT);

• Cambrian Innovates;

• Health Sciences North Research Institute (HSNRI);

• Advanced Medical Research Institute of Canada (AMRIC);

• Northern Ontario School of Medicine (NOSM);

• Centre for Research in Occupational Safety and Health (CROSH);

• Vale Living with Lakes Centre;

• Sudbury Neutrino Observatory Lab (SNOLAB);

• Laurentian University;

• Collège Boréal Centre for Applied Research and Biodiversity;

• Mining, Innovation, Rehabilitation, and Applied Research Corp. (MIRARCO).

The Smart Cities Challenge funding would allow the City of Greater Sudbury to leverage the existing partnerships and collaborations listed above, and to enhance and expand the scope of the innovative work already occurring. Although this Smart City Living Lab proposal encourages municipal smart cities innovation, the City of Greater Sudbury has opportunities to apply lessons learned from the existing collaborations in the mining and mining supply sectors. While the existing collaborations have generated significant investments in their own right, it is expected that they would also make further investments as a result of Smart Cities funding. The Smart City Living Lab would create immediate employment for the technology sector, and a platform for monetizing ideas and producing social return on investment. For every $1 invested in the Lab, the community will target a $2 return on investment through job creation; partner contributions; attraction of students (retention of existing students); private sector investment and benefit to the community (safety, transportation efficiency, reduced greenhouse gas emissions).

Process‐based Outcomes and Goals

In addition to building the Lab, citizens, local businesses and innovation organizations will be engaged to further develop ideas and to help define the Smart City Living Lab. One of the first objectives will be to encourage local innovation organizations already working in the technology field to start developing locally made smart city solutions. This will be supported by marketing of the Lab by the City and the City innovation partners listed above, by providing access to the Lab and by the support of training from local education institutions. The goal in working with these companies will be to create jobs in Greater Sudbury.

Companies from outside Greater Sudbury will also be invited and supported in multiple ways, including facilitating their collaboration with City innovation partners, education institutions, local businesses and citizens. The goals in working with these companies will be to:

 enable them to invest in the local economy as they implement their technology,  enable them to develop technology that is low cost to sustain and has high value for Greater Sudbury,  provide ongoing benefits to Greater Sudbury such as creating training opportunities with education institutions and creating jobs.

Overall the proposed approach will make it easy for innovation business partners to develop solutions that they can commercialize. There will be agreements between Greater Sudbury and these partners that enable the innovation partners to use the Smart City Living Lab and which also define the innovation business partners’ contribution to Greater Sudbury. These agreements will have a goal of promoting economic growth, protecting intellectual property, protecting privacy, ensuring citizens’ safety.

Innovation business partners will benefit from developing and testing their solutions in a city that is, in many ways, reflective of several regions across Canada ranging from small towns to densely populated urban centres. Part of the City’s approach is to market the Smart City Living Lab as a place for developing solutions that will work not only within densely populated urban centres, but also, and especially, solutions that will work for mid‐sized or smaller communities.

Strategy for Measuring Outcomes

Greater Sudbury will attract the people, services, enterprises and investments needed to generate a sustained and positive quality of place, lifestyle and economic prosperity.

At this preliminary proposal stage the planned outcome measures are:

‐ an increase in local GDP;

‐ a decrease in the local unemployment rate; ‐ higher rates of internet connectivity among citizens/age cohorts;

‐ an increase in the rate of post‐secondary education;

‐ an increase in the number of new business starts;

‐ higher rates of community engagement;

‐ positive change in citizen satisfaction rates with access to public services.

An appropriate evaluation will be undertaken after 12 months to assess the measures and the outcomes and make adjustments required. This evaluation will be available for communities that want to replicate Greater Sudbury’s experience.

Ultimately, this initiative is intended to generate economic growth and higher community engagement.

Question 5: Please describe how your community residents have shaped your Challenge Statement.

In collaboration with partners, the City of Greater Sudbury engaged residents by:

‐ Issuing a series of public service announcements to raise awareness about the Smart Cities Challenge, supported by information published to the Greater Sudbury website and broadcasted via social media channels; ‐ Establishing an online public engagement platform to collect and share ideas; ‐ Hosting a workshop to introduce the Smart Cities challenge and solicit ideas; ‐ Engaging local news media to cover the City’s plans for responding to the Smart Cities Challenge; ‐ Networking and promotion efforts among the City’s IT sector; ‐ Publishing information for City Council about the Smart Cities challenge and seeking feedback;

Some further highlights of the strategy include:

 the launch of the City’s first online engagement platform  the release of informative Public Service Announcements  status updates on the City’s website,  networking with community industry experts  internal staff information email blasts,  a panel discussion with key working group members and community partners. This included a CBC Radio interview which explained the smart cities concept, the challenge and encouraged residents to submit ideas.

An online engagement platform, called Over To You Greater Sudbury (https://overtoyou.greatersudbury.ca/smart‐cities‐challenge) was launched in the community with the Smart Cities Challenge submission as the topic. This epitomized the purpose of the platform: connecting residents with information and engagement opportunities on the topics that matter most to the community.

The online engagement period took place between March 20 and April 6, 2018. In that time there were more than 770 visits to the Smart Cities Challenge submission page. More than 100 residents engaged via an online survey, collaborated through an idea brainstorming portal, and were provided an avenue to pose questions about the challenge submission.

Residents were asked to share the areas where they felt the City needed to focus its challenge statement. The areas presented included economic opportunity, empowerment and inclusion, environment, healthy living and recreation, mobility, and safety. The results heavily favoured economic opportunity, with strong importance placed on both mobility, and empowerment and inclusion.

The brainstorming platform presented an opportunity to collaborate with residents and learn about their big ideas on how the City could use data and technology to better the community. Thirty‐one ideas were generated with 65 votes placed. The results favoured improving city services and enhancing community connectivity while driving economic development.

Half way through the survey/brainstorming time frame, residents were offered an opportunity to get involved and informed at a panel discussion featuring key staff from the City’s IT division along with community partners and experts in the community’s IT industry. The goal of the panel was to further the discussion in the community about the Smart Cities Challenge and what it could mean for the community. Feedback received surrounded desires for technological growth, empowerment and inclusion, and a strong economic position.

Engagement continued into the beginning of April with an information report and overview of the Smart Cities Challenge presented to City Council. The report outlined the connection between the challenge and the City of Greater Sudbury Strategic Plan and direction, and the opportunities to invest in technological solutions to improve quality of life and place for residents. City Council was supportive of the submission and further expressed its commitment to involving and empowering residents in the engagement process.

Throughout this process, the City has learned how high the importance of utilizing technology to improve the community is to residents. The community prides itself on its heritage in industry, namely mining. Being successful in this challenge will write another chapter in the community’s history that puts Greater Sudbury in a position to lead northern Ontario communities into technological greatness.

Moving forward, the City will continue to be committed to an open and transparent public engagement process and looks forward to informing the community of the next steps in realizing the positive impact a successful Smart Cities Challenge submission will have on the community.

Sub‐section 2 – Preliminary proposal details

Question 6: Please describe your preliminary proposal and its activities or projects.

Description of the Proposal

This proposal will deliver a connected smart city platform that can be used as a Smart City Living Lab (Lab) where innovative partners will be invited to develop, test and build smart city solutions that address the needs of residents. It will provide standards‐based connectivity throughout the city and create a platform for economic growth where innovation partners, students or entrepreneurs can effectively plug in to test new technologies at a low set‐up cost. The platform will enable connectivity to physical components that could be equipped with sensors like traffic lights, to citizens and to aggregated Open Data. The Lab will be supported by marketing its availability to innovators both locally within, and beyond the City of Greater Sudbury by a process that facilitates low risk development for innovators and for citizens.

For citizens, the proposal will remove socio‐economic barriers to digital access by adding fibre based Wifi access in areas of need. Also, it will provide a basic level of Wifi connectivity within the town centres creating a lab platform where an innovation partner can be assured that their digital applications can be accessed by citizens. Additionally, this proposal includes partnerships with school boards, colleges, the local university and other local organizations to create awareness and education opportunities to prepare people for work in the digital economy.

To facilitate innovation, partners that want to test solutions connected to terrestrial assets like traffic lights and street lights in a four‐season environment, standards‐based connectivity will be provided to these components. Similarly, the Lab will provide standards‐based access to Open Data created within the Lab so that innovation partners can create new data driven applications.

Everything envisioned in this proposal will be standards‐based, or have the objective of building a standard. A unique aspect of this proposal is that it requires standards to:

1. lower the cost to sustain the technology (for example using a common network for water and hydro meters as opposed to each having their own

2. Speed up the development process and lower cost for innovation partners

3. support information integration across different solutions from different vendors

4. provide the ability to readily transfer a standards‐based solution to other communities.

A standards‐based approach creates cyber‐security risk since, by definition, it uses published standards to enable access. Therefore, the establishment of security associated with these standards will be another product of this proposal.

There is also a need to guard against risks associated with new technologies that are being tested. For example a meter could incorrectly report usage and generate an excessive bill. Some ways these risks will be managed include, citizen engagement to explore potential risks prior to initiating new solutions, and isolation of the Lab platform where development is occurring from the City’s and partners’ production infrastructure.

Ultimately, this proposal will build a secure Smart City Living Lab where innovation business partners invest in developing and testing smart city solutions that address the needs of residents and a Lab where students can train. Activities/Projects

This section provides a high level list of activities that will form the basis for a project plan.

1. Market analysis, community engagement and partner engagement

Build upon this proposal which was prioritized based on initial citizen and innovation partner feedback, but which still needs more specific definition. Further key activities are: a. Engage citizens  Define opportunities, benefits and risk in more detail;  Engage more broadly in design and in greater depth than during the request for ideas;  Engage indigenous communities bordering the City of Greater Sudbury to further refine the requirements of the proposal. b. Engage innovation companies and non‐profit partners  Define the needs of innovation business partners and major mining companies;  Sign‐up initial innovation vendors and establish the projected economic impact. c. Ongoing collaboration and development with citizens and partners  Establish processes by which innovation businesses, citizens and City non‐ profit partners can develop new solutions, and leverage existing resources like the NORCAT Innovation Centre.

2. Design architecture standards

A key enabler of this proposal’s success is common standards. At a high level these standards shall include: a. Standards for connectivity to devices in the community (such as sensors)  A Lab platform where different Innovator Business Partners can readily connect their technology that avoids the cost of maintaining multiple separate proprietary networks. This requires spending up front time defining data and connectivity standards, such as which Low Power, Wide Area Networks (LPWAN) standard will be used. The standard can include wireless and also cabinets and wired connectivity that innovation businesses can plug into. b. Standards for data and application interfaces (APIs)  A Lab platform where different Innovator business partners can readily access data and develop innovative solutions that enable integrative decisions using data collected from different sensor types. This requires up front time defining how data will be collected, catalogued and, in some cases, protected. This requires leveraging, supporting and adding to existing Open Data standards. c. Standards for privacy and cyber security to protect citizens, data, devices and intellectual property  A key strength of this proposal is that it promotes open standards for access to information, however, that openness needs to be complimented with strong privacy and cyber security controls.  Standards will be established to: enable the security of devices and information within the City’s living lab, and enable privacy and security of information gathered within the lab. These measures will include elements enforced by this proposal and contractual requirements of innovation partners. These measures shall enforce laws governing Canada, Ontario and municipalities. Note: the standards activities above will be performed in collaboration with Canadian and international standards organizations (IEEE, ISO and Open Data standards).

3. Design and implement the smart city lab platform

a. Design and expand the required communications network  The City of Greater Sudbury already has an extensive fibre network (connecting over 420 municipal sites including, libraries, office buildings, police, fire, traffic, water and utility locations. The City is 3,627 square kilometres in area and is home to a rich urban rural mix with several distinct small towns and town centres. Greater Sudbury is a community of communities with a single large urban core that ultimately, will require expansion of our fibre capacity to those areas.  This will include designing and installing fibre within designate corridors to traffic lights that do not currently have connectivity. The plan is to leverage these points for wireless connectivity to other points.  Wifi is specifically planned for two areas of the city with the highest unemployment, as well as downtown areas which have high pedestrian traffic.  Define and implement designated test corridors where innovation businesses and students can test solutions in a manner that does not compromise public safety. b. Design and implement the smart city data repository and integration APIs  The approach will be defined by the architecture above. Innovator Business Partners will be expected to contribute part of the cost for this as it allows them to develop a salable solution.  This will provide a shared repository of smart city acquired data that is accessible to the public and innovators developing applications to use this data.  Similar to the communications network above, this will include a segmented area for test data to assure that test data does not corrupt quality production data. c. Create Supportive Policies and Agreements  Policies and agreements will be needed to protect privacy of citizens, secure the network, protect the intellectual property of the partners and enable partners to join or leave the agreement.  The goal would be to develop these along with initial partners. d. Design education to create the human resources for job growth  Design and create education curriculums and awareness programs that encourage citizens and existing students to join into the digital economy and aid them in using the smart city living lab platform.

4. Support innovators, and track solutions built, their economic impact, and promote the solutions

This is where sustainable economic benefit occurs. The activities anticipated in this part of the plan are taken by innovating businesses, students and non‐profits.  Continuously recruit innovating businesses, promote the city as a lab to businesses and non‐profits.  Manage the logistics of providing access to City assets, whether that be providing access to or installing an innovation company’s sensors on poles, or providing access to a test or production data repository.  Enable engagement between citizens and the innovation companies.  During the development and test stages of new solutions it is expected that innovation companies will fund their own development and testing.  Co‐promote the sale of valuable smart city solutions developed in the Lab. These four steps are a preliminary plan to implement this proposal which will be subject to further refinement and detail.

Question 7: Please describe the ways in which your preliminary proposal supports your community’s medium and long‐term goals, strategies, and plans.

The Mission of the City of Greater Sudbury is to provide quality municipal services and leadership in the social, environmental and economic development of the City of Greater Sudbury.

Greater Sudbury’s unique geography creates challenges in the traditional delivery of services, with an area of almost 3,600 square kilometres. The Constellation City report authored in 2007 described Greater Sudbury as a “community of communities”, highlighting the several town centres, former area municipalities and small communities that were amalgamated into the City of Greater Sudbury in 2001. The physical distance between communities and the downtown core creates opportunities to utilize technology to bridge the divide.

Greater Sudbury’s Smart Cities Challenge project is an upstream initiative that aims at increasing economic and job growth in the community by facilitating connected innovation and attracting technologies, technology companies and technologically inclined citizens. The primary project outcome would be to use technology and data as a platform to create the ecosystems that could be used to generate innovation, attract new jobs and drive the economy, in an inclusive manner.

The Smart City Living Lab supports the City of Greater Sudbury’s Corporate Strategic Plan 2014‐2018 (Greater Together) direction of Responsive, Fiscally Prudent, Open Governance, emphasizing the relationship between governance, community engagement and information, in support of better decision making. Further, the project will support the strategic pillar of Growth and Economic Development, in building on Greater Sudbury’s existing reputation to become a global centre for mining research, environmental restoration and innovation. It is anticipated that the Smart City Living Lab will provide an inclusive technological platform for open sharing of data, an incubator for innovation and an anchor for attracting and maintaining bright minds and students looking for a place to shine. The living lab will also contribute to Quality of Life and Place, another pillar of the Corporate Strategic Plan, by providing and maintaining great public spaces and facilities (a virtual space), as well as promoting a quality of life that attracts and retains youth and professionals.

The Greater Sudbury Smart Cities Challenge also supports the community economic development strategic plan, From the Ground Up, goal of 10,000 new jobs by 2025 through the common themes of economic diversification, innovation, creativity, lifestyle and fostering quality of place.

Several Master Plans within the City of Greater Sudbury also have goals that will be supported and informed by the Smart Cities Challenge project. The living lab is envisioned to produce outcomes that could assist in traffic and transportation flow, champion the use of technology for water quality, reducing greenhouse gas emissions, and promoting social inclusion and empowerment.

https://www.greatersudbury.ca/content/div_councilagendas/documents/Constellation%20City_v2.pdf

Constellation City_v2.pdf https://www.greatersudbury.ca/sudburyen/assets/File/Comms/2015%20Council%20Strategic%20Plan% 20EN%20(2).pdf

2015 Council Strategic Plan EN (2) http://investsudbury.ca/assets/ftgu.pdf

ftgu.pdf www.greatersudbury.ca\images\sud_size_vs_southernontario_map.pdf

Sud_Size_vs_Southe rnOntario_Map.pdf

Question 8: Please describe your community’s readiness and ability to successfully implement your proposal.

Greater Sudbury is ready to implement this proposal. Greater Sudbury is already a world‐wide recognized centre for mining automation. Mining occurs in a harsh environment and relies heavily on automation including telecommunications, Internet of Things and big data‐based decision making. As a recognized centre for mining automation, Greater Sudbury has a well‐developed ecosystem for encouraging and exporting innovations. By giving these innovators access to a city as a lab, they could adapt existing innovations and develop new ones for a terrestrial municipal environment. Also, the mining innovators are already partnering with multi‐national technology vendors. In addition to developing local Canadian businesses, the community is poised to leverage multi‐national relationships for municipal innovation.

Greater Sudbury is home to the largest integrated nickel mining operations in the world. As mining sector companies experiment with stronger digital connection in their most remote operations (in some cases nearly two miles underground) these Greater Sudbury based companies are developing technologies with applicability to the expansive and sometimes harsh northern environment.

Here is a summary of existing organizations in Greater Sudbury which support innovation and assist in the export of innovative solutions:

• Centre for Excellence in Mining Innovation (CEMI)

This is an organization based in Sudbury focused on mining industry research and development projects. One of their focus areas already is environment and sustainability, which could align with municipal needs.

• Northern Centre for Advanced Technology (NORCAT)

NORCAT is proud to be the designated Regional Innovation Centre serving Greater Sudbury.

• Mining, Innovation, Rehabilitation, and Applied Research Corp. (MIRARCO)

A not‐for‐profit corporation of Laurentian University, MIRARCO has been developing innovative solutions for the mining industry and its challenges. It operates with support from the private and public sectors.

• Cambrian College and Cambrian Innovates

Cambrian College has an applied research arm called Cambrian Innovates.

• Health Sciences North Research Institute (HSNRI)

HSNRI is focused on contributing to sustainable solutions for health challenges faced by Ontario's northern and Indigenous communities.

• Northern Ontario School of Medicine (NOSM)

Research at NOSM is reflective of the school's mandate to be socially accountable to the diverse cultures of northern Ontario, tackling important questions related to improving the health of the people of northern Ontario.

• Vale Living with Lakes Centre

The centre is a multidisciplinary research and monitoring institute designed to assist in the protection and management of northern aquatic ecosystems.

• Laurentian University

Laurentian University is an ideal environment for advanced learning with smaller classes and the opportunity to conduct research alongside professors with international reputations.

• Collège Boréal Centre for Applied Research and Biodiversity

Collège Boréal undertakes applied research projects with businesses, industries and the community.

The City of Greater Sudbury itself has a capacity to succeed at this proposal as exemplified by a number of successful initiatives that relate to smart cities. For example, the City of Greater Sudbury website was recently revitalized and received a 2018 AVA Gold Award for its new web design. In 2017, the City ranked in Canada's Top 20, and 3rd among Canadian municipalities under 300k population, in providing accessible Open Data to citizens. Each of these projects was facilitated by identifying citizen needs through engagement and then delivering technological solutions to meet citizen’s needs

The City of Greater Sudbury also has a wholly‐owned Greater Sudbury Utilities company which has a fibre network that connects 420 municipal sites across the majority of populated areas of the city.

In June of this year Greater Sudbury will complete its Information Technology Strategic Plan which specifically mandates engaging citizens in leveraging technology to improve life in the city. Additionally, Greater Sudbury has an Automated Traffic Management System Plan, a Water Metering Plan and a Transit Master Plan. These three plans specifically include implementing smart city technologies.

Greater Sudbury has well established community engagement, with more than 12k residents as a part of the City’s Facebook community, including 25,000 Council and Committee Livestream video views and over 70,000 Facebook Live video views. The City has more than 10,000 Twitter followers and had more than 4.1 million page views on the Greater Sudbury website last year.

The combination of a strong centre of mining innovation, the presence of a number of strong organizations who already support innovation and the fact that the City is already engineering smart city solutions demonstrates the City of Greater Sudbury’s capability to make this proposal succeed.

Question 9: Describe your plan for using the $250,000 grant, should you be selected as a finalist. Provide a high‐level breakdown of spending categories and an accompanying rationale.

The following is a high level plan. The rationale for this plan is to deliver the projects/activities described earlier in the proposal. It includes how the $250,000 will be allocated to these activities.

1. Initiate the project, hire a project manager and form a steering committee.

Funds will be used for the Project Manager. Steering Committee members will not be funded by the proposal. Estimate $10,000.

2. Market analysis and community engagement a. Engage citizens b. Engage innovation companies and non‐profit partners c. Ongoing ideation with citizens and partners

Funds will be used for some engagement events, for travel, to develop material, to contract for consultants as speakers or facilitators and/or to backfill for staff assigned to this activity of the project. Estimate $40,000.

3. Design architecture standards a. Standards for connectivity to devices in the community (e.g. sensors) b. Standards for data and application interfaces (APIs) c. Standards for privacy and cyber security to protect citizens, data, devices and intellectual property

Funds will be used for some training for project staff in available standards, to contract for consultants including legal to help draft the standards and/or to backfill for staff assigned to this activity of the project. Estimate $50,000.

4. Design the smart city living lab platform and plan the implementation a. Design the required expanded communications network b. Design the smart city data repository and integration APIs c. Define the required Supportive Policies and Agreements d. Design education to create the human resources for job growth

Funds will be used to contract for consultants and/or to backfill for staff assigned to this activity of the project. Estimate $50,000.

5. Create the Detailed Plan to guide implementation:

a. Define the schedule, resource and cost estimates to implement the smart city living lab platform per the design above b. Allocate resources to support Innovators, track solutions built, their economic impact, and promote the solutions c. Form initial agreements with innovator partners d. Complete, publish and present the Detailed Plan

Funds will be used to contract for consultants and/or to backfill for staff assigned to this activity of the project. Estimate $100,000K.

Notes: 1. The references to Steering Committee and staff above encompasses members of any of the non‐profit organizations who partnered in creating this proposal. For example, it could involve a university professor creating a smart cities course or a City Planner designing the area of Wifi connectivity. 2. The amounts listed above are preliminary estimates. Question 10: Describe the partners that are or will be involved in your proposal. Where partners are not yet determined, describe the process for selecting them.

Partners in preparing this were:

Agilis Networks – Contact: Josey Frescura

Founded in 1997, Agilis Networks is the backbone for much of the enterprise‐level networking in many northern Ontario communities.

Cambrian College – Contact: Rick Daoust

The college has a vibrant community of more than 11,000 learners, with over 4,100 students in 80 full‐time programs, and over 7,000 students in almost 900 part‐time courses and programs across three campus locations in northern Ontario: Sudbury, Espanola, and Little Current / Manitoulin Island.

Collège Boréal – Contact: Benoit Bonin

Le Collège Boréal offre une éducation personnalisée de qualité à une clientèle diversifiée et exerce un leadership pour favoriser le développement durable de la communauté francophone de l’Ontario.

Collège Boréal provides a high calibre personalised education to a diverse clientele and practices leadership to foster the sustainable development of Ontario’s Francophone community.

Health Sciences North – Contact: Gaston Roy

Health Science North is a network of integrated facilities and programs working together for the benefit of our patients, communities, physicians, researchers, staff and learners in the areas of prevention, diagnosis, treatment and care.

Laurentian University – Contact: Luc Roy

Laurentian is an ideal environment for advanced learning with smaller classes and the opportunity to conduct research alongside professors with international reputations.

NORCAT – Contact: Kyle McCall

NORCAT is proud to be the designated Regional Innovation Centre serving Greater Sudbury.

Rainbow District School Board – Contact: George Gauthier

Rainbow District School Board offers English and French Immersion programs from Kindergarten to Grade 12 in Sudbury, Espanola, Manitoulin Island and Shining Tree. They bring learning to life, enabling students to fulfill their aspirations.

Although a number of partners who have already participated in this proposal are listed above, other partners will be invited during the next stage of the project. As stated in response to Questions 6 and 9, a planned first next step is further community and partner engagement. Additionally, the response to Question 9 describes establishing an ongoing process to continuously recruit innovating businesses.