Why Sunderland’s smart city approach starts with people, not technology
Across the UK, ‘smart city’ has often become shorthand for digital ambition. Yet it can still be associated with large metropolitan areas, high-cost infrastructure and technology-led programmes that feel distant from people’s everyday lives.
This perception sits uncomfortably with national priorities such as levelling up, digital inclusion and place-based growth, which call for benefits to be felt in all communities, not just major cities.
Sunderland’s experience demonstrates a different approach. For us, being a “smart city” has never been about technology first. It has been about how digital infrastructure, data and service design can support inclusive growth, strengthen communities and deliver better outcomes for residents and businesses.
How technology can serve people and communities
The impact is visible in the way services are being redesigned. Multi-agency hubs bring together council services, police, fire and other partners, supported by data visualisations of crime and anti-social behaviour patterns. This helps teams understand trends, anticipate hotspots and target resources more effectively.
In housing, sensors help to detect damp and mould risks earlier, enabling staff to intervene before problems escalate. In public spaces, connected devices can alert teams when a lifebuoy has been moved, reducing routine inspections while helping ensure critical safety equipment is available when needed.
Digital inclusion is core infrastructure
Digital transformation only works if everyone can benefit from it. Without digital inclusion, better connectivity can just deepen existing inequalities. Sunderland’s approach combines investment in connectivity with community-based support.
There are now 37 digital health hubs across the city, delivered with voluntary and community partners. These hubs provide access to devices including laptops and esports equipment, connectivity and digital literacy support, helping residents build confidence, skills and independence.
Crucially, they are supported by around 200 “Tech Mates”, a network of local volunteers who work alongside residents, offering practical, peer-to-peer help that builds trust and confidence in using digital services.
Alongside this, Sunderland has introduced “data banks”, similar in principle to food banks they provide SIM cards and mobile data to people who need them most. This matters because access is not only about infrastructure. It is about inclusion and affordability.
Traditional channels remain important. Around 60% of customer contact is now digital, but telephone and face-to-face support still play a vital role.
A people-centred approach means designing services around residents, not expecting residents to navigate new systems designed around organisations.
From pilots to everyday delivery
Often it pays to start small and scale up. The Council had an ambition in 2018 to provide assistive technology to 200 households in the city. Today, over 7,300 households benefit from some form of assistive technology, helping to keep vulnerable people safe and well.
Another example is the city’s play parks that require regular safety inspections. A pilot trialled replacing a paper-based process with a digital app that allows inspectors to file reports instantly, with automated alerts and escalation routes, with all data automatically saved enabling instant retrieval.
The result was so successful it quickly scaled to all 106 play parks across the city and provides a faster, clearer process that improves confidence in the way public spaces are managed.
Partnership as a delivery model
No council can “deliver” a smart city alone. Sunderland’s model depends on partnerships across the public, private and voluntary sectors. Private partners support the infrastructure that enables innovation, Boldyn Networks and CityFibre are just two partners who have been instrumental in the Council’s smart city journey. Community organisations help residents access and use digital services with our 37 Digital Health Hubs operated by the cities thriving voluntary sector.
Public services share insights and co-ordinate action around common problems, our multi-agency hubs are a shining example of collaboration and data sharing across the Police, the Fire Service, Registered Social Landlords and the Council.
What policymakers can do next
For policymakers, Sunderland’s experience points to four clear lessons.
- Start with citizens’ problems, not technology, for example supporting elderly and vulnerable people to live safely at home through assistive technologies now reaching over 7 300 homes across the city.
- Treat digital inclusion as essential infrastructure, not a discretionary add-on, our 37 Digital Health Hubs are firmly embedded within grass roots local communities serving over 200 000 digital excluded residents to date.
- Invest in long-term connectivity, but measure success through outcomes people can feel with our city-wide wi-fi supporting over 300 000 connections each month.
- Build trusted partnerships that can share data and deliver across organisational boundaries, our work across 6 Multi-Agency Hubs demonstrates the benefits that partnerships with the Police, Fire Service, Registered Social Landlords and the Council can deliver.
The future of smart cities will not be defined by the places with the most cutting-edge technology. It will be defined by the places that use digital tools most effectively to improve lives.
Sunderland’s journey is still evolving, but the direction is clear: smart city work must be grounded in people, partnership and purpose.
For governments at every level, the call to action is simple. Back digital transformation that is inclusive by design and make sure no one and nowhere is left behind.
To read related OECD content, check out Smart Cities and Inclusive Growth and The OECD Programme on Smart Cities and Inclusive Growth.
Liz St Louis is Director of Smart Cities and Enabling Services at Sunderland City Council. She leads Sunderland’s smart city programme, using digital infrastructure, data and technology to improve public services, support inclusive growth and enhance quality of life for residents. With a strong focus on people-centred design, Liz has championed approaches that ensure innovation is practical,accessibleand focused on real-world outcomes. Her work supports Sunderland’s ambition to be a smart city and a smart council, with technology acting as an enabler for better services, stronger partnerships and more resilient communities. Liz works closely with public, private and voluntary sector partners to embed smart thinking across the city and deliver long-term impact for residents and businesses.