d 3.4 - best practice benchmark

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FRAMEWORK PROGRAMME 7,THEME3,OBJECTIVE 1.6

ICTINFORMATION AND COMMUNICATIONTECHNOLOGIES

COORDINATING ACTION

FP7-ICT-2009-5

D3.4 Report on benchmarks of

excellence and exemplar crossborder demonstrators for FutureInternet technologies

STATUS: DRAFTVERSION, SAVED:23APRIL2012

The four different showcases will be developed to represent innovative uses ofFuture Internet in Smart Cities. They include pilot projects, ideas, experimentsand proposals related to Smart Cities, Future Internet and Living Labs. This report

presents how storylines of for four different showcases are developed and alsoillustrates storylines of each showcase. Storylines are visualized in the WP4

ABOUT FIREBALL

The over-all objective of the FIREBALLproject is to coordinate and alignmethodologies and approaches in thedomains of Future Internet (FI)research and experimentation testbeds

and user driven open innovationtowards successful innovation in smartcity environments.

In doing so, and in covering the wholeFI research and innovation value chaindriven by smart cities being the users ofthe FI, FIREBALL aims to establisheffective forms of cooperation acrossthe FI innovation value chain, creatingsynergies and cooperation practicesamong different research and

innovation communities related to theFI.

www.fireball4smartcities.eu

ATTRIBUTES OF THIS OBJECT

Project Type Coordinating ActionProject name FIREBALLProject ID FP7-ICT-2009-5Deliverable D3.4 (M24)Deliverable name Report on benchmarks

Work package WP3, Task 3.4Object typeObject titleVersion 0.0Status DraftResponsible org. Lisboa E-NovaCreators Miguel guas (Lisboa E-Nova)

Joana Fernandes (Lisboa E-Nova)

Submitted 23.04.2012Approved dateApproved by

Dissemination


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Framework programme 7Challenge 1 Page: 2 (32)

Coordinating Action FIREBALLFP7-ICT-2009-5


SECT. CONTENT PAGE

1 INTRODUCTION __________________________________________________ 3

2 Showcases overview ______________________________________________ 4

3 Smart city key components and key projects _________________________ 6

3.1 Access to 'the next generation' of open access fibre-based digital networks ___ 61. Sensorization Pilots in the city of Barcelona ______________________________________ 6

3.2 Increasing the capacity for innovation _________________________________ 92. Health-Lab Amsterdam ______________________________________________________ 93. Competitions for Applications on Open Data ____________________________________ 11

4. Helsinki Region Infoshare____________________________________________________ 135. Service Map ______________________________________________________________ 156. Tell-on-the-Map ___________________________________________________________ 177. Lisbon Open data Portal ____________________________________________________ 19

3.3 Creating an enhanced ability to generate and share new ideas _____________ 218. Peoples Voice Media _______________________________________________________ 219. Lisbon Participatory Budgeting Process ________________________________________ 2310. Education for Sustainable Development: The Barcelona School Agenda 21 Program __ 25

3.4 Developing more efficient public services ______________________________ 2811. Metropol Project ________________________________________________________ 28

3.5 Exchanging knowledge and expertise _________________________________ 3012. Manchester Digital Development Agency _____________________________________ 30


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2 SHOWCASES OVERVIEWFIREBALLs roadmap approached the definition of Smart Cities and the components that

make a Smart City. Although the definition of the Smart City concept is not static,depending on the goals and environment within which a Smart City flourishes, an

introductive quote to this definition can be extracted from D3.2 to contextualize the best

practices presented by the FIREBALL cities, presenting Manchesters view on the citys

strategy towards being a Smart City:

Smart Cities will have smart citizens at their heart, enabling them to have the capacity and

confidence to use state-of-the-art future internet technologies to transform the way they

live and work and their quality of life. Future internet-enabled smart citizens will collaborate

in new and dynamic ways, co-owning new ways of planning and delivering services and co-

producing services both for themselves and for those that they live with, care for and work

with. Smart citizens in smart cities will be part of new cross-border collaborations across

Europe and globally, using future-internet technologies to create new economic and socialopportunities for working and for living. Smart cities will enable smart citizens to make their

environments greener, cleaner and healthier as well as more open and inclusive. Smart

citizens in smart cities will ensure that smart cities are more democratic, resilient and

attractive, using future internet-enabled services to generate and celebrate creativity,

innovation and diversity.

Within the Roadmap, an initial assessment of the policies, projects and initiatives being

developed by the early adopter Smart Cities was developed and these demonstrate some

basic commonalities, in terms of what those cities see as some of the key components of a

Smart City, including:

a) early, affordable access to 'the next generation' of open access fibre-based digital

networks;

b) increasing the capacity for innovation especially as the digital and creative

industries and the knowledge economy are so important to the EU economy;

c) creating an enhanced ability to generate and share new ideas;

d) making digital greener and more sustainable;

e) developing more efficient public services;

f) exchanging knowledge and expertise.

Bearing in mind these basic commonalities, the FIREBALL cities present some of their most

successful experiences in a wide variety of projects developed in this framework.

a) early, affordable access to 'the next generation' of open access fibre-based digitalnetworks;

Sensorization Pilots in the city of Barcelona, Barcelona

b) increasing the capacity for innovationHealth-Lab Amsterdam, Amsterdam


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3 SMART CITY KEY COMPONENTS AND KEY PROJECTS3.1 ACCESS TO 'THE NEXT GENERATION' OF OPEN ACCESS FIBRE-BASED

DIGITAL NETWORKS

1. Sensorization Pilots in the city of Barcelona

Smart City

Service/Technology

Designation

Sensorization Pilots in the city of Barcelona

(22@ district area)

COUNTRY

Spain

City Barcelona

Classification within the

Roadmap for a Smart City

Digital Infrastructures

Period/ starting date:Critical areas for the city management were identified in the Telecommunications

Director Plan 2006-2010. The first pilots started in 2009.

Contact institution with

Internet links

IMI Urban Habitat - Barcelona City Council: http://www.bcn.cat/urbanisme

Barcelona Urban Lab: http://www.22barcelona.cat/urbanlab

Other parties involved

- Universities: UPC, i2cat Foundation.

- SMEs & companies: Indra, Tradia, Libelium, Arelsa, Urbiotica, World Sensing, CISCO,

AIA Group, Aventia, Zolertia, Karphatos.

General Description

Barcelona, Mediterranean capital and economic engine of south Europe, is continuously

working to face current economic and social challenges. One of the main recognized

assets is to become a Smart City, being the need of having a strong telecom infrastructure

one of its priorities.

Sensoring the city to obtain relevant data and information from its uses is key for the

city and third parties. Barcelona needs to support the industrial system in this need.

Recognizing this, the council has set up a multi-relational support model to collaborate

with companies in the creation and testing of new products oriented to urban

management. This is a normalized framework based on standards at all levels which

allows an ordered massive construction of sensors in the streets and relate similar

applications: construction models, network model for access and transport, data

warehouse model and user access model based on open data.

Several pilots have already been tested together with industrial partners in the area of the

22@ innovation district. 150 sensors and 5 different communication platforms (MAC

perspectives) have been built so far. The several pilots deployed cover diverse areas such

as: green areas, traffic control, cameras, street barriers, underground waste collection or

biking (municipal bike lending service).

The deployed pilots have served to incorporate new city management services. Some

examples include:

- Use of lithium batteries in all equipment(since 2007)

- Electromagnetic sensors for parking and traffic flow(2010)

- Trash containers sensors (2010): ultrasonic sensors to provide load information for

each trash container. 35.000 RFID tagged containers for citizens, stores and offices

trash collection. Future services will be collection routes optimization and pay as you

through.

- Public parks and gardens control(2010): combined sensors for ground temperature,

conductivity and humidity.- Public construction control(2011): to control public works and manage citizen

complaints.


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- Traffic flow(2011): sensors that quantify traffic density in the main roads.

- Noise detection (2012): service that includes the overall control of emergency

situations: noise sensors detection (uncivil activities, car alarm) followed by service

processing and activation of the closest camera streams. Control room checks the

image and decides if police must be alerted while a life video feed is routed to thenearest police car.

Future Vision

Barcelona will continue with its bet for Smart Cities evolution, including full support for

those private stakeholders wishing to test their urban management solutions in our city.

Our wishes for the evolution of this service are:

- Ease of deployment and installation: maximize remote operations, power options

- Interoperability and scalability: work to add capacity and expand coverage area,

integrate sensors and devices from other vendors.

- Service and support: provided to certified local companies able to work in a productive

way with the real customer and the vendor.

- Normalization: to have normalized standards at all levels.

- PPP: support enterprises, start-ups, researches and universities through the use of

private-public-partnerships.

Images

Partner responsible for BPBarcelonas City Council

(max 4 itens, per category) SWOT ANALYSIS

Strengths

- A multi-relation support model to engage and order the relation with the industrial

tissue has been set up. The Council offers human resources and tools according to the

size, topic and relevance of the pilot topic.

- A normalized framework based on standards

Weakness - Not all the sensor pilots deployed in the city are under IMIs control.

Opportunities- Participating first-hand in the new products creation and having the possibility of

aligning the products at pre-commercial stage with the city needs.

Threats-

Sensor application vertical problem- Lots of network access and driver protocols

- How to provide information to heterogeneous users


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REPLICATION POTENTIAL

Critical requirements- Perfect knowledge of the city needs and the impact of the pilot.

- Use of standards in each pilot to avoid integration problems.

Lessons Learned

- A clear internal organization at roles definition is needed.

-

A good communication is essential both inside the municipal organization and also

between the partners involved in the pilot.

- An exploitation plan is essential once the pilot is finished.

Recommendations

1. Good coordination between the different areas and companies involved in a pilot

project.

2. All elements should interact with a data warehouse and never with users.

3. Take into account aesthetic integration.

4. All elements should report position and be controlled remotely.

5. Define a normalized and flexible stack of standards that permits to integrate

heterogeneous sensor pilot projects.

6. Identify the suitable services to integrate into the net and the interoperability among

the different people responsible for the service.

Social - Economic analysis-

The network/system should be deployed thinking in how to operate and maintain theservice once the pilot is over.


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3.2 INCREASING THE CAPACITY FOR INNOVATION2. Health-Lab Amsterdam

Smart CityService/Technology

Designation

Health-Lab AmsterdamCOUNTRY

Netherlands

City Amsterdam


Roadmap for a Smart CityeHealth

Period/ starting date: 1-1-2011 to 1-4-2013


Internet linkswww.health-lab.nl

Other parties involvedMunicipality of Amsterdam and Almere, University of Amsterdam, Free University, Waag

Society, University of Applied sciences Amsterdam, INHolland, AMSTA, SIGRA, AIM

General Description

Health-lab is the name of a program in the Metropole region Amsterdam with the

ambition to create solutions for the care of tomorrow. This program focuses on increasing

the efficiency in care as well as on allowing people to be independent longer. This should

be done with the help of technology but not limited to technology. In the Health-lab

people from care institutions, research and companies work together with the end-users

to co-create solutions.

Because care is as personal as you can get, involvement of the real users is fundamental.

Health-lab has set up several Living Labs where real users test out solutions in their daily

life and help designers and developers to improve their solutions. The users the elderly

but also the professionals and informal care givers.

Health-lab is cooperation of the care institutions in the Amsterdam Metropole region, the

local universities, the government en several companies. The program is set up around

three pillars:

- a platform where all people meet, discuss and share development and

implementation of new solutions in care

- several living lab locations were new solutions can be tested and improved,

together with users

- the creation of new curriculas focused on the implementation of these new

solutions in educational settings

Future Vision

Innovation in care is not a simple thing. New (ICT) technologies and humane touch is not

for everyone a logical combination. Yet, most agree that technology must and will be part

of the solution due to future labour shortages. Challenge is to create and implement

technology that will enhance human interaction instead to replace the human touch. But

innovation in technology alone is not the solution. New forms of organization, enabled by

new technologies will have to be developed. Teaching how and when to use technologies

and when not needs to be part of professionals in care.

Therefore innovation in care needs the cooperation of many different organizations.

Companies are needed to productize technologies and service the market. Care

institutions will have to adapt to new possibilities that often creates a hybrid care

between private homes and care in institutions. Government will have to play their role in

terms of regulations and stimulation.


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Images

Partner responsible for BPAIM, Amsterdamse Innovatie Motor

SWOT ANALYSIS

Strengths

- Strong cooperation between health care organizations, municipalities, knowledge

institutions and technology companies.

- Combination of new technology and methods with education involvement.

- Several physical locations where new technology can be tried

-Strong focus on living lab methods and tools

Weakness- Complex sector where implementation and adaption always takes a long time

-Project funding

Opportunities

- The ageing society is one of the most important societal challenges that lay ahead but

also creates one of the largest market in the future (healthcare going to 20% of GDP)

-The answer lies in a new approach to health and care that involves changes for allparties. Health-Lab organizes all these parties

Threats- Not enough room for investments for involved parties on the short term


Critical requirements

- Create an environment of trust for the involved parties to cooperate

- Involvement of the government with a willingness to experiment in new way of handling

care

- Strong focus and involvement of the end users (patients and health employees)

Lessons Learned-

Cooperation takes time

Recommendations

- Involve all stakeholders since healthcare involves a complex interaction between care

organizations, government and companies.

- Realize that health-care is not a normal market.

Social - Economic analysis

- Ageing society is an important social and economic issue and we will have to deal with it

- There will not be enough people to work in health-care so technology as well as new

forms of organization will have to be implemented. These new forms of organization will

have to be found together.


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3. Competitions for Applications on Open Data

Smart City

Service/TechnologyDesignation

Competitions for Applications on Open Data

COUNTRY

Finland

City Helsinki


Roadmap for a Smart CityDigital Business

Period/ starting date: 2010 -2011


Internet links (if available)

Forum Virium

http://www.apps4finland.fi/fi/en


HSL Helsinki Public Transport

Helsinki Municipality

Vantaa Municipality

Espoo Municipality

General Description

Helsinki has been opening its databases to the public. To encourage the reuse of the data

stored in them and to enable the businesses in Helsinki to create value out of the data,

both for themselves and for the citizens.

The Open Data is offered without control over how it is utilized and repackaged, giving the

developers full control over how they build applications on it. The data that is provided in

a raw format as well as via Application Program Interfaces, (APIs).

The first sets of data opened to the public was the public transportation data, the

timetables, routes and real time location of the busses, trams, metros etc. Later othersets of data, including demographic, geographic, environmental and other sets.

There have been several competitions organized to bring attention and interest into the

possibilities that the Open Data offers.

HSL Open Competition

This competition focused on Mobile Applications that are using the Public

transportation data. This competition ran from February to April and got 63

entries competing for prizes in 3 categories.

Apps4Finland Competition (second edition)

This competition used more data sources and accepted entries in more

categories, including ideas. This competition ran from May to October and got

140 entries.

Future Vision

The Open Data Competitions are a tool to bring attention to the possibilities that Open

Data offers for application developers. The use of the new mobile internet networks, 3G,

4G and WIFI in combination with the ever growing capabilities of smartphones make new

service delivery channels available. In the future Helsinki Region the citizen will be able to

access many forms of information both from public sources as through applications that

are competing on the market for the attention of the users.

Images

Partner responsible for BP Aalto University Economics


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SWOT ANALYSIS

Strengths

-growing market, growing usage;

-public attention high

-cool factor

Weakness -sometimes difficult for developers to make profitable applications

Opportunities

-many more data sources still to be opened

-increasing capabilities of smartphones make more possible in the future

-applications that use Open Data from many cities when there, for example public

transport route planning

Threats-privacy concerns


Critical requirements-commitment of various government agencies to open data

-provision of application program interfaces for use by apps

Lessons Learned -include idea category in competition

Recommendations-use of social media for promotion

-open to many participants

Social - Economic analysis -important tool to drive growing market


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4. Helsinki Region Infoshare

Smart City


Helsinki Region Infoshare (HRI)

COUNTRY

Finland

City Helsinki, Espoo, Vantaa, Kauniainen (Helsinki metropolitan area)


Roadmap for a Smart CityDigital infrastructures for digital business, digital innovations and co-production

Period/ starting date: 1.4.2010 - 31.12.2012 (initial pilot phase)


Internet links

Main coordinators include:

Forum Virium Helsinki http://www.forumvirium.fi/

City of Helsinki Urban Facts http://www.hel.fi/hki/tieke/en/Etusivu

Other parties involved The HRI project is financed by Helsinki metropolitan area cities, Finnish Innovation Fund(Sitra) and Ministry of Finance.

General Description

The Helsinki Region Infoshare (http://www.hri.fi) project aims to make regional

information in the Helsinki metropolitan area quickly and easily accessible to everybody

by making the data available on the Internet. The data may be used by citizens,

businesses, universities, academies, research facilities or municipal administration. The

data on offer is ready to be used freely at no cost.

The data published during the HRI project is mainly statistical, giving a comprehensive and

diverse outlook on different urban phenomena, such as living conditions, economics and

well-being, employment and transport. A good proportion of the data material offered by

the project is GIS based.

The HRI project includes building a web service for fast and easy access to open datasources. Users can download information and use it in decision-making, utilize it in their

applications, or develop entirely new services based on the information, to name just a

few examples.

http://www.hri.fi/en/about/

Future Vision

The vision of HRI is that making public data readily available to all increases the residents

knowledge and insight into their region. This in turn improves the civic activity abilities of

the public. Open access to information can also lead to new services and businesses in the

area, and it may also advance research and development. In addition, the goal of the HRI

project is to establish an operational model that will become a part of municipalities

normal operations in 2013.

Images

http://www.hri.fi/fi/hri-projekti/logot-ja-tunnuskuvat/

Partner responsible for BP

Helsinki City Council


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SWOT ANALYSIS

Strengths-Centralized support organization with dedicated resources to drive open data

movement and get data published

Weakness -No real power to force agencies to open their data (if they don't want to)

Opportunities

-Open data helps to increase public sector efficiency, enable new business,

innovation and better services for all, increase transparency and democracy to make a

better functioning society.

Threats-Benefits of open data do not materialize as expected or quickly enough which leads

to disappointment and failure to open data (and its benefits) in the long term



-High level support from decision makers including allocating money/resources for an

open data organization and allocating time for open data activities in city agencies thatown the data = need a support organization + resources from city agencies

-Active engagement of developers and other user groups utilizing the data in order

to drive new data based service creation, research and so on = willing to work often with

new target groups + learn new ways of working

-Communicating of open data big picture AND potential direct benefits to agencies is

important = understanding of benefits drives more action

Lessons Learned

-Open data is foremost about mandate, mind set and methods less about technology

-City agency needs that need to be addressed when talking about open data

http://www.slideshare.net/helsinkiregioninfoshare/hri-apps4-

finland2011workshopl2pbfinalqasep

-Concrete hands-on work with open data is important. This increases understanding,

shows results in terms of visualization, applications, analysis, problem solving etc.

Recommendations

-Start small, learn, then open more data -> take small quick steps instead large slow steps

-Phases: define your data infrastructure, identify first datasets that people might find

useful (ask them!) and open that data first, utilize established open data practices

regarding formats, APIs, licenses, utilize your own open data APIs for developing

services, network with others who open data, share your knowledge and learn from

others


-No clear analysis yet in terms of cost-benefit (social or economic) but our hypothesis are:

-Open data has initial costs in terms of supporting organization, building APIs,

communications etc. -> economic costs can increase in the short run but should decreasein the long run i.e. due to decreased technology (vendor) dependency, increased

efficiency (less manual work), etc.

-Economic benefits to an organization could be obtained using open data as atool for

crowdsourcing for example digital services creation, helping with R&D, etc. -> doing

more with less costs, or doing better with equal cost -> public sector could benefit

directly this way

-Open can lead to increased transparency thus increasing awareness of public decision

making and thus helping people to better participate in civic activities.


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5. Service MapSmart City

Service/Technology

Designation

Service Map

COUNTRY

Finland

City Helsinki


Roadmap for a Smart CityDigital infrastructures for digital business, digital innovations and co-production

Period/ starting date:The Service Map was published in December 2008 and expanded to cover the

whole Helsinki Capital Region (Helsinki, Espoo, Vantaa, Kauniainen).


Internet links

City of Helsinki, Economic and planning centre, IT-Division,

http://www.hel.fi/hki/taske/en/IT+Division

Contact person: Mirjam Heikkinen ([email protected])


General Description

The Service Map is an open forum for information regarding the departments

and services of the City of Helsinki and cities in the metropolitan area.

http://www.hel.fi/palvelukartta/Default.aspx?language=en&city=91

The Service Map points residents to the most up-to-date information about the

services and their locations. Through the map, users can also give feedback and

engage in direct discussions with the people who are in charge of the various

departments and services.

In addition to information provided by the cities, also services produced by the

Hospital district of Helsinki and Uusimaa (HUS), public services produced by the

state, and tourist attractions and events are listed. The Service Map is available

in three languages: Finnish, Swedish and English.

Some key figures:

9200 service locations

over 122 000 unique visitors per month

6 million page views per month (January 2012: over 8 million)

51 data sources

From the Service Map citizens can find answers to some common questions like:

What public services are available?

Where are the services located?

How do you access the service (accessibility, traffic connections)?

What is the contact information of the service provider?

What events are located nearby me?

What are the population demographics of my area?

Each service location is described by contact information, homepage address,

news, nearby public transport stop and traffic connections and accessibility

information. The accessibility information describes for example high thresholds,

narrow entries, is there an elevator or an accessible toilet, and whether there is

a queuing system in use in the customer service.

It is also possible to give feedback to each service, which is displayed in the

feedback section of the Service Map.

The data of the Service map is accessible in machine readable format via a REST

API. The API was published on the 9th of June 2011 as a part of the HelsinkiRegion Infoshare web service (http://www.hri.fi).


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The API is open to anybody and it can be used for creating new applications that

use the underlying data of the Service Map.

http://www.hel.fi/palvelukarttaws/rest/

The first version of the API contains basic functionalities for accessing the

information, e.g. service locations, the services they provide, the service tree (ahierarchy of the services), and information about the organizations that produce

the services.

Future Vision (not available)

Images


Helsinki City Council

SWOT ANALYSIS

Strengths

-The information is comparable and classified.

-The update process of the information is well defined.

-The information can be utilized both via closed (for city departments only) and

open APIs.

Weakness-Some of the information is not yet automatically updated.

-The map user interface is not yet fully accessible for people with disabilities.

Opportunities

-The idea of the Service Map and registries of service locations can be extended

to other municipalities in Finland, even to other countries.

-Open APIs make it possible to use good quality information about the public

services in other applications.

Threats -Manually updated information is not updated.



-Such a big centralized system requires that it has an owner who is responsible

for developing the service further and who can react quickly to feedback from

the users.

-Extensive co-operation and networking is required between information

providers.

Lessons Learned

-Large scale system cannot be built without extensive co-ordination and

networking, or without listening to the feedback from the users, for example

the disability and elderly organizations.


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6. Tell-on-the-MapSmart City

Service/Technology

Designation

Tell-on-the-Map (Kerrokartalla)

COUNTRY

Finland

City Helsinki

Classification within

the Roadmap for a

Smart City

Digital infrastructures for digital business, digital innovations and co-production

Period/ starting date: May 2010

Contact institution

with Internet links

City of Helsinki, Economic and planning centre, IT-Division,

http://www.hel.fi/hki/taske/en/IT+Division

Contact person: Heli Rantanen ([email protected])


General Description

(max 2.000 characters

inc spaces)

Tell-on-the-Map is a map-based commentary tool for citizens. It includes flexible and easy-

to-use web tools which the civil servants and planners can use in designing and publishing

many kinds of open questionnaires that combine maps, geographic information and

discussion forums. The tool can be used in planning consultations, gathering local data

from the area, local SWOT analyses, safety mapping and gathering ideas and suggestions.

Alternative plans and drafts can be commented. The user can put a comment in a map

and also view what others have said as all comments and civil servants' answers can be

read, searched and discussed further. The application produces categorized data that can

be analyzed, refined and combined with other data in GIS programs and Excel. RSS feeds,

Share options and REST API are also utilized. Open source software like Drupal,OpenLayers and GeoServer was used to realize Kerrokartalla.

Future Vision

The tool will be better integrated into existing and future feedback and reporting systems

of the city so that its commentary data may be used as a background information when

handling feedback. Reporting and analysing features will be used more efficiently than

today. Commentary data may be opened and used in other applications too.

Images

Partner responsible

for BP Helsinki City Council


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SWOT ANALYSIS

Strengths

-Flexible solution (open source products), easy to develop further; commentary data

with coordinates can be downloaded for further reporting and examination; fairly good

web-usability.

Weakness-Not yet integrated with other feedback systems of the City of Helsinki; not well usable in

mobile devices yet.

Opportunities

-With further development and integrations Kerrokartalla may function as one of the

city's established participative web-tools; it may in this respect change the way of

discussing planning, zoning and service design; it will be a widely known and adapted

among the citizens.

Threats

-The civil servants and planners will not interact and discuss with the citizens --> the

objective of open two way communication will not come true and the citizens discard

the service.



-Active "owner" of the system inside a public organization (city) is necessary. Whit the

ownership, the cooperation with companies and other stakeholders is more likely to be

fruitful.

Lessons Learned-A lot of communication with the clients (both users and the different city departments)

is essential. Involvement of the users in design phase.

Recommendations-Small flexible company as a partner and agile project management process is quite

suitable for this kind of realization.

Social - Economic

analysis

- If a public organization promotes "open and transparent governance", some concrete

examples and adaptations must be tested and introduced.


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7. Lisbon Open data PortalSmart City

Service/Technology

Designation

Lisbon Open Data portal

COUNTRY

Portugal

City Lisbon



Digital business

Period/ starting date: Started in 2011



Lisbon Municipality Direction for Economy and Innovation

www.lisboaparticipa.pt

[email protected]


AMA Administrative Modernization Agency

EMEL Municipal Parking Company

Turismo Lisboa

Info Portugal

Lisboa E-Nova

General Description

Lisbon Municipality Open data project started in 2010 with the aim of bringing into the

local realm a national project on public administration data the www.dados.gov. The

project started with a close partnership with AMA The National Agency for Public

Administration, who already publishes a wide set of data regarding the city of Lisbon in

the most diverse areas. The Lisbon Municipalitys idea was to make this data available in a

more local focused project, combining it with data exclusively available at the local level,

both collected from public and private entities. The objective is to allow the citizens to

consult and construct new services and functionalities based on this data, creating

projects with an added value at the local scale.

The strategy defined for Lisbons Open Data model is based on three pillars:

- Building spaces: The Municipality sets as its role to provide open innovation spaces to

the public, namely business incubators for start-ups, co-working spaces and fab labs. The

data available through the open data Lx portal is to be a pull for the markets creativeness,

to imagine and deploy new visualization tools, new synergies between sets of data,

creating added value business lines that can further be nurtured in this spaces and grow

into valid start-ups, benefiting from the co-existence of competences and join of efforts

towards a common goal;

- Entrepreneurial Lisbon: Lisbon should position itself as a privilege city for the launchingof new business projects, namely in the creative industries, information and

communication technologies and several other areas. For this goal, the Open Data

initiative is combined with the platform to present the new ideas and contact cooperating

stakeholders that can be essential in the successful launch of new enterprises. Examples

of such initiatives were the Ted x Lisboa, the Sillicon Valey in Lisbon and the Ignite, etc.;

- Useful tools: Create useful tools for the city, improving its quality of life is the challenge

and the basis for making available these variety of data sets so that citizens can co-create

new, economical valid projects for the city.


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Future Vision

The Open Data Lx project is a set forward in cooperation models and new business

development towards improving the citys liveability. The objective is for this project to

promote entrepreneurial actions within Lisbons creative community, so that the results

from this initiative can enrol in new sets of data making this a self-sufficient project in

terms of the available data sets of information and the usability of these datasets withinthe citys needs. The projects arising from the use of the data available in this portal

should promote Lisbons image as a creative and entrepreneurial city.

Images

Partner responsible for BPLisboa E-Nova

SWOT ANALYSIS

Strengths

-Cooperation with the national initiative on dados.gov;

-The results reflect into projects at the local level, useful tools for the city and its

inhabitants

Weakness- Needs to be motivated by the municipality;

- Static data needs constant update in order to be appealing.

Opportunities

-Endorse cooperation models with stakeholders from different spheres of action

widening the sets of data available;

-

Privilege dissemination channel for a set of already existing functionalities

Threats-Data liability is assured by each partner and not by the Municipality. Trust is a key;

-Data interest and effective opportunity to promote creative uses.



-Compromise from the local authorities to implement the projects;

-Technical skills to create and maintain an interesting set of data;

-Stakeholders from the most wide spheres of action

Lessons Learned

-Trust is key to assure data liability. Each partner should be responsible and acknowledge

for the sets of data of their responsibility;

-Static data needs a much more accurate follow up for updates and to maintain the

project interesting.

Recommendations

-Set a network of stakeholders with experience on open data projects and available to

periodically provide new data and update the already available one;

-The data set should be available in standard models, such as xls files.

Social - Economic analysis-Data sets have the potential to promote new functionalities within ICT appliances, a

worldwide growing market.


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3.3 CREATING AN ENHANCED ABILITY TO GENERATE AND SHARE NEWIDEAS

8. Peoples Voice Media

Smart City

Service/Technology

Designation

Peoples Voice Media

COUNTRY

United

Kingdom

City Manchester


Roadmap for a Smart CityDigital innovation




Peoples Voice Media

www.peoplesvoicemedia.co.uk

Other parties involved Local Authorities, Health Authorities, HE institutions, Housing Associations, and NGO

General Description

The Peoples Voice Media is a non-profit community development organisation that has

been working with communities since 1995, specialise in using social media as a

community engagement tool.

The organization works across the UK and Europe and the goal is to establish a movement

of community reporters which will develop local voices to challenge perspectives and

describe their own reality. The objectives are to support communities to develop their

own voice to:

-

Improve their neighbourhood and communities.

- Develop dialogue between communities and agencies to support community

cohesion.

- Raise aspirations of individuals.

- Work with the whole community to develop their own solutions.

- Undertake 'authentic' engagement.

It supports the creation of content that is relevant and locally produced which is then

distributed through online and offline channels. It aims to distribute good new stories

about the community. This goal is achieved by supporting organisations to develop

community reporters and social media community engagement activities developing

partnerships and networks with organisations that will help us achieve our objectives.

Future Vision

The Peoples Voice Media aims to develop the Reuters of the community and have

10,000 community reporters across the UK and Europe by 2020. The reporters will be e

members of the Institute of community reporters. We will be launching the European

network of community reporters in April 2012 in order to develop the programme across

Europe. We are currently offering social licenses to organisations across Europe and the

UK in order for them to develop community reporters in their own countries. Licensees

will become members of the European network and reporters will join the Institute. Our

target is to have 150 licensees by 2014.


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9. Lisbon Participatory Budgeting Process

Smart City


Lisbon Participatory Budgeting Process

COUNTRY

Portugal

City Lisbon



Citizens Engagement




Lisbon Municipality Direction for Economy and Innovation

www.lisboaparticipa.pt

[email protected]

Other parties involved -

General Description

Lisbon has a strong tradition in the participatory decision making processes. The most

visible initiative is the Participatory Budgeting, which allows the population to decide the

activities in which the municipality should invest 5 million euros, 5% of the Municipalitys

total annual budget for investments. This is an essential component in the Municipalitys

strategy and has already been recognized as a best practice in urban governance by UN-

Habitat.

Implemented in 2008, Lisbon was the first European city to organize the Participatory

Budgeting, a new governing model that gives the population the power to propose

projects, analyse the candidacies and vote for the projects they believe comply with the

citys needs. The projects are analysed and put into the population evaluation, being the

Municipality responsible to the implementation of the most voted projects up to this

amount. The guidelines for this process are approved in the letter of principles, an open

methodology that foresees the yearly evaluation of the methodological procedure and

consequent redefinition according to the expertise gained from the previous editions. In

three years the number of citizens participating in the Participatory Budget has rose from

1000 people in 2008 to 11.500 in 2010 and 17.900 in 2011. A participant characterization

identifies the average age of the online participants, between 26 and 45, having a

university education and the participants at the participatory assemblies mainly over 65

years old, mostly with the basic educational degree. In 2011 five projects were the

selected, mainly aiming at the citys requalification, namely the requalification of

Mouraria and the University City Campus.

A pilot project exclusively open to schools, named the Scholar Participatory Budgeting wassuccessfully launched in 2011 and is expected to continue in the following years, in a clear

engagement process focused on youngers needs.

Future Vision

The participatory budget goal is to have more citizens presenting ideas and voting for the

implementation of these ideas. For this goal more tools are to be available both in terms

of on line participation and physical assemblies reaching a wider audience. Already in

2011/2012 Lisbons participation portal was launched, as well as another set of initiatives

linked to Web2.0 tools that aim at motivating and facilitate citizens active participation in

the citys governance model. The appropriation of this initiative is further enhanced with a

competition launched for the 2011/2012 edition inviting citizens to present proposals for

the initiatives new image. Another strategy is the deployment of the Scholar Participatory

budgeting initiative aiming at a pedagogic intervention and an education for urban

governance. The success of this initiative is to be further improved and recognized, asalready stated by EPSA in 2011 that considered this a best practice initiative in the

Opening Up the Public Sector Through Collaborative Governance theme.


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10.Education for Sustainable Development: The Barcelona SchoolAgenda 21 Program


Designation

Education for Sustainable Development: The Barcelona SchoolAgenda 21 Program

COUNTRY

Spain

City Barcelona



Citizens engagement

Period/ starting date: 2001 - nowadays


Internet links

- Environment Department - Barcelona City Council

[email protected]

http://www.bcn.cat/agenda21/a21escolar


- Municipal Institute of Education Barcelona City Council

http://www.bcn.cat/educacio

- Agbar Foundation

http://www.fundacioagbar.com

General Description

Since 2001, the Barcelona School Agenda 21 Program (PA21E), promoted by the Barcelona

City Councils Environment Department, has taken the lead in directly involving the

educational community in the Local Agenda 21 and its efforts towards sustainability.

The program's aim is to stimulate and support schools in designing, carrying out and

appraising sustainability plans of action, as well as improving educational practices

towards that end. All non-university level schools can participate in PA21E, from nurseries

(0-3 years) to secondary schools (13-18 years), including all levels of special education

schools.

Thanks to this program the number of schools in Barcelona that have initiated

environmental projects or included environmental topics in their educational curriculum,

has grown considerably. In 2001, during the first year of the program, 69 schools took part

in the initiative. The number of participating schools has increased year after year,

reaching a total of 352 in 2010/2011, which account for over 50 per cent of the public

schools of Barcelona. Over the years, more than 80.000 pupils, 7.500 teachers, 1.400

supplementary school staff members and over 60.000 families have taken part.

In these schools, a participatory philosophy embraced by Local Agenda 21, plays a leading

role. This is reflected in the prominence and leadership given to students and to the entire

school community, and the interaction between the school and other city actors

(enterprises, associations, or the administration). Continuous support and training isprovided to school directors, teachers and district supervisors. A network of schools

committed to sustainability has also been developed to share the learning process and to

work towards common objectives.

Each school year begins with a solemn ceremony at the historical building of the City Hall,

in which the schools deliver their Commitment to the Mayor. Closing ceremonies are held

at the end of each school year, with the pupils presenting the outcomes of the projects.

PA21E was the winner of the 2010 Dubai International Award for Best Practices to

improve the Living Environment. It was selected as one of the twelve winners of the Dubai

International Award, sponsored by UN-HABITAT, which recognizes best practices for

improving living conditions.


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Future Vision

The Barcelona School Agenda 21 Program (PA21E) arises from the will to spread the idea

of sustainability and environmental best practices in the city through the active

participation of educational centres. The future of the initiative lies on continue working

towards its sustainability and the long-term durability, which are assured by the following

key factors:-The solidity of the Barcelona Local Agenda 21 as a frame for the work of PA21E and as

a commitment for the sustainability of the whole city of Barcelona.

-A solid experience of 10 years of activity and the involvement of over 300 schools.

-Self-assessment of each school for continuous improvement over time.

Images

Partner responsible for BPBarcelonas City Council

SWOT ANALYSIS

Strengths

- Permanent support to teaching staff through personalized advice, online

communication, specific training, documentation services and other resources.

-

Coordination with the municipal management areas, the city districts and otherstakeholders.

- Ensure medium and long-term work based on instructive appraisal, acknowledgment of

efforts and progress.

- Experiences sharing as a basis for learning.

- School projects are adapted to the different cultural and social backgrounds of pupils.

Weakness

- Constant increase of the program team and the budget each year according to the

growing interest shown by schools.

- Limited conception of the term environmental among teaching staff having

consequences for the definition of educational objectives.

- Participation of pupils is often understood as a synonym of actions, whereas PA21E

strengthens the idea of developing decision-making and team-working skills.

Opportunities

-

Stimulate schools to become a motor in social transformation processes in their nearenvironment.

- Coordinate and promote global initiatives related to learning, youth, participation,

action Examples: Bioblitz or CONFINT (Children and Youth International Conference

"Lets Take Care of the Planet" (Confint2010))

Threats

- Need to work on the ability to identify, select and prioritize the best proposals and

activities that are useful and necessary for schools among all the information

generated by a big city like Barcelona


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- The integration of the school education program can be replicated in many cities. It is

especially applicable to those with a comprehensive sustainable development strategy

and shared through relevant networks (e.g. ICLEI - Local Governments forSustainability).

- PA21E has already served as model for many other cities that have implemented

similar program; for example, Sabadell, Vilanova i la Geltr, Lleida and Tarragona in

Catalonia; Ciutadella de Menorca in the Balearic Islands; Aveiro, Portugal; and Perugia,

Italy.

Lessons Learned

- Flexible attitude: the program has provided a horizon of social, economic and

environmental sustainability criteria and framework towards which every actor can

work within a network.

- Self-identification of most suitable approach: by allowing schools to identify the most

suitable approach, through interaction with teaching staff, accounting for the schools

strengths and weaknesses, objectives and goals can be set more flexibly.

-

Pupil participation: schools should help pupils develop decision-making and teamworking skills and cooperation.

- Self-assessment: continuous improvements over time are stimulated through a process

of self-assessment by each school.

Recommendations

- Coordinate environmental education with municipal managers.

- The program should go further than an eco-school programs that adopt a

comprehensive approach to sustainability and promote innovation in school level only.

- Provide training about the program should be provided for municipal managers and

educators.


- The program unfolds in a conceptual space somewhere between the educational

sphere and the environmental dimension.

- The program should be part of a community effort to define and implement a path of

transformation towards a more sustainable city.


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3.4 DEVELOPING MORE EFFICIENT PUBLIC SERVICES11.Metropol Project


Designation

Metropol projectCOUNTRY

Finland

City Helsinki


Roadmap for a Smart Citysmart transportation/logistics

Period/ starting date: pilot rollout mid 2012 to 2015


Internet links

HSL

http://www.hsl.fi/en/abouthsl/news/2011/Pages/Page_20110401014632.aspx

Other parties involvedAalto University

Ajelo oy

General Description

The Metropol project is a new form of public transportation, a mixture of bus and taxi. A

demand responsive system that offers personalized transport that is shared with others to

reduce the costs.

This system will start a test phase in 2012 for the period of 3 years. During that time a

limited number of vehicles will partake in the trial. The trail is monitored by the Aalto

University and the Helsinki region transport (HSL). The vehicles are operated by Ajelo OY.

For the period of the pilot, until 2015 at total of 5 million euro is budgeted, for which the

municipalities are committed

In the pilot phase 15 minibuses are constantly transporting passengers and get their route

information from a central server. The route that they drive is constantly adjusted to the

demand.

A person in need of transport sends a SMS message to a central server, which finds the

most appropriate option, based on waiting time, location and destination. The selected

vehicle is rerouted to pick up the passenger and a small fee, competitive with public

transport fare, is paid. During the trial the area covered will be limited to the Otaniemi

campus in the west to the Vuosaari harbor in the east

Future Vision

The Metropol project is aimed at improving the competitiveness of Helsinki by increasing

the ease of transportation and reducing the problems of congestion and limited parking in

the centre. The system in the future will be expanded to cover the entire metropolitan

area.

Images


Aalto University Economics


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SWOT ANALYSIS

Strengths

-growing demand for public transportation

-reducing use of private vehicles

-reduction of greenhouse gas emissions

Weakness-test pilot, limited area covered

-limited number of vehicles during the present pilot

Opportunities -collaboration with other market parties, such as taxis

Threats -dependence on central coordination


Critical requirements -significant budget

Lessons Learned


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3.5 EXCHANGING KNOWLEDGE AND EXPERTISE12.Manchester Digital Development Agency


Designation

Manchester Digital Development Agency (MDDA)COUNTRY

United

Kingdom

City Manchester



(D3.2 Table 3(b))

Digital innovation


Contact institution withInternet links (if available)

Manchester City Council

www.manchesterdda.com

www.manchester.gov.uk


Local universities, business networks, e.g. Manchester Digital trade association and not-

for-profit/community organizations (NGOs), e.g. Manchester Digital Lab (MadLab) and

Peoples Voice Media.

General Description

The MDDA is about innovation, essentially with the MDDA team and its facilities being an

innovation centre, the Manchester Living Lab, working on how digital technologies can

support new products and services, digital industries, public service delivery and the wider

community. MDDAs work programme is aligned with the aims and objectives of the

Digital Agenda for Europe, launched in 2010, which focuses on smart, inclusive and

sustainable growth. The EUs commitment is to place open innovation at the centre of

its two main funding programmes in this area: the Seventh Framework Programme (FP7)for Research & Development and the Competitiveness & Innovation Programme (CIP). The

MDDA has a range of digital innovation projects focusing on Smart Cities and user driven

open innovation through Living Labs. This work enables Manchester to be one of a

network of leading cities, linked together through the Eurocities network, working on how

the next generation of digital technologies, often referred to as the Future Internet, can

support economic growth in ways which are smarter, more inclusive and more

sustainable. In Manchester we are focusing on how digital innovation can support the

following:

the development of transformational next generation access (NGA) digital

infrastructures using fibre to the premises (FTTP) and advanced wireless;

the green and digital agenda, where uses of digital technologies are themselves

more sustainable, e.g. energy efficient, and where these technologies are used tosupport action on climate change, e.g. the development of more energy efficient

buildings and low carbon neighbourhoods, together with wider strategic

initiatives to raise awareness such as the Eurocities Green Digital Charter

initiated by Manchester based businesses supported by the City Council;

the continuing growth of the digital sector in order to safeguard existing jobs,

create new ones and provide pathways into employment in the sector by local

residents;

capacity building work with the voluntary and community sector to enhance their

ability to undertake work on digital inclusion.


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Future Vision

Smart Cities will have smart citizens at their heart, enabling them to have the capacity and

confidence to use state-of-the-art future internet technologies to transform the way they

live and work and their quality of life. Future internet-enabled smart citizens will

collaborate in new and dynamic ways, co-owning new ways of planning and delivering

services and co-producing services both for themselves and for those that they live with,care for and work with. Smart citizens in smart cities will be part of new cross-border

collaborations across Europe and globally, using future-internet technologies to create

new economic and social opportunities for working and for living. Smart cities will enable

smart citizens to make their environments greener, cleaner and healthier as well as more

open and inclusive. Smart citizens in smart cities will ensure that smart cities are more

democratic, resilient and attractive, using future internet-enabled services to generate

and celebrate creativity, innovation and diversity.

Images

MDDA offices

Partner responsible for BPManchester Digital Development Agency (MDDA)

(max 4 items, per category) SWOT ANALYSIS

Strengths

-Strategic commitment by stakeholders

-Success with securing EU project funding

-Diversity of contacts, locally and internationally

-Strength of local collaboration and networking

Weaknesses

-Dependency on external funding

-Legacy digital infrastructures locally and nationally

-Regulatory environment

-Lack of longer term planning and funding

Opportunities

-Manchesters high profile as a city

-Links with wider networks across Europe, e.g. Eurocities and Living Labs

-Strength of local digital/creative sector

-Practical commitment to innovation, e.g. new digital infrastructure

Threats

-Other cities playing catch up

-Legacy of poverty and social exclusion

-Policy and lack of funding at national level

-Economic crisis


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-High level political commitment

-Commitment to providing public investment (even if limited)

-Strong engagement with partners and stakeholders

-Positive vision of what is possible

Lessons Learned

-The need to balance big picture visions with having practical projects working in the

real world

-Maximise use of local creative talent to get engaged and promote projects and their

outcomes

-Social innovation is just as important as technological innovation

-Many other parts Europe have more experience which can be used to support local

activities

Recommendations

-Strategic commitment needs to be as transparent and well promoted as possible e.g.

through Local Digital Agendas

-Creative and technical skills need to be brought together more effectively

-Think global, act local!

Social Economic analysis

-Social innovation work needs to be linked more closely with economic development

and employment and skills work

-The digital agenda needs to be integrated with the employment and skills agenda

d 3.4 - best practice benchmark

Documents