архитектура Smarter cities

Smarter Transportation

Gunnar SöderholmDirector, Environment Administration, City of Stockholm

Goals and achievements

Tonnes CO2-ekv per capita

5,34,5

4,03,0

0123456

1990 2000 2005 2015 2050

Real Development Goals

Fossil fuel free

Primary

objectives

of congestion

charging

•

Reduced congestion

•

Increased accessibility

•

Better environment

•

Improved public transport 22 Aug 2005

•

Congestion charging 3 Jan-31 July 2006

•

Referendum 17 Sept 2006

•

Restarted 1 Aug 2007

Congestion-charging zone

Congestion charges and timesPEAK PERIODS7.30-8.30 a.m., 4-5.30 p.m

SEK 20

€

2

SEMI PEAK PERIODS7.-7.30 a.m., 8.30-9 a.m.3.30-4 p.m., 5.30-6 p.m.

SEK 15

€

1,5

MEDIUM-VOLUME PERIODS6.30-7 a.m., 9 a.m.-3.30 p.m.6-6.30 p.m.

SEK 10

€

1

MAXIMUM CHARGE: SEK 60/day

€

6

Evenings, Saturdays, Sundays, holidays: NO CHARGE

Vehicle identification processVehicle identification process

Road Surface

6300

1700

25

50

1000010000

31

5500

1300

Distance between suspension pointof Registration Unit and center of

middle gantry

Height to Registration Unitsuspension point

Distance definedby detection

sensor bracket

1700

Distance between center of gantryand equipment suspension points

Height to RadioCommunication

equipmentsuspension points

6500

Height todetection sensor

suspensionpoints

Distance between suspension pointof Registration Unit and center of

middle gantry

DBLS

TX / R /MR

RU RU

The Switch (S) shall be mountedabove and not more than 500 mmfrom the TXes(not applicable for MR)

6500

Minimumheadroom

5500

Height to Registration Unitsuspension point

6500

Minimumheadroom

Congestion

charges

•

20 % decrease in traffic•

10 –

14 % decrease of

emissions•

2 –

10 % better air quality

•

Less human exposure•

From huge opposition to broad majority in favor

Passages entering/departing

the congestion-charging

zone

06:00 –

19:00

-

100 000

200 000

300 000

400 000

500 000

600 000

jan feb mar apr maj jun jul aug sep okt nov dec

2005 2006 2007 2008 2009

= month with congestion tax

Share of Clean Cars Exempted

0%

2%

4%

6%

8%

10%

12%

14%

16%

1-31/7

2006

aug-0

7se

p-07

okt-0

7no

v-07

dec-0

7jan

-08feb

-08mar-

08ap

r-08

maj-08

jun-08

aug-0

8se

p-08

okt-0

8no

v-08

dec-0

8jan

-09feb

-09mar-

09ap

r-09

maj-09

jun-09

Sales of Clean Vehicles Sweden & Stockholm Region 2001–2008

0%5%

10%15%20%25%30%35%40%

2001

2002

2003

2004

2005

2006

2007

q1 2008

2009

2010

Mar

ket S

hare

Citycars

E85

Methane

Electric and Hybrid

Goal

2010*

*(Stockholms Miljöprogram 2008–2011)National goal – all cars fossil free 2030

Public Opinion 2005 –

2007

25%

75%

51,50%45,80%

65%

35%

0%10%20%30%40%50%60%70%80%

Yes No

Dec 2005

17 sep 2006

Dec 2007

Why was the trial a success?•

It worked technically

very well•

People have known

what to do•

The traffic effects have exceeded the expectations

•

People have seen the benefits by themselves

•

Continuously measuring didn’t give room for rumour

•

People have been prepared to change their minds

Infrastructure

Investments

New tram

lines

New commuter

train

tunnel under the

inner

city

How

can

we

use

information from the congestion

tax to improve

service to the

citizens

and the city?

•

Traffic measurement•

Traffic information by ITS-solutions

•

Air quality supervision•

Better traffic planning

Information on the web:www.Stockholmsforsoket.sewww.transportstyrelsen.se

Rick Tomlinson / Volvo Ocean Race

www.stockholm.se

Leveraging our Transportation Hub to become a Green AirportCity

SMARTER CITIES FORUM – IBM

Berlin, 24 June 2009

Leveraging our Transportation Hub to become a Green AirportCity

SMARTER CITIES FORUM – IBM

Berlin, 24 June 2009

Jonas van Stekelenburg, Business Development, Schiphol Group

Schiphol Group Amsterdam Airport Schiphol is Schiphol Group’s key asset: a strong Hub airport in Europe with all key infrastructure in place

Company overview (2008) Key infrastructure

#5 airport group in Europe with 50.1 million PAX (1)

#3 for cargo with 1.6 million tonnes

Voted #1 airport in Europe for quality of service (2)

Revenue: €1,154 million

Operating result: €294 million

Investments / Capex: €350

5 main runways

Nominal capacity: 110 ATM / hour

2008: 428k ATM

Terminal with 7 piers

199 aircraft stands (96 connected, 103 remote)

Capacity: 60 million PAX, extendable to 65 million

Cargo capacity: 2 million tonnes

Transfer43%

Origin & Destination

57%

Passenger distribution Amsterdam Airport Schiphol:

(1) In 2008 (in Europe), including 47.4 million PAX via Amsterdam Airport Schiphol(2) Source: Business Traveller 2008

AirportCity City without housing but with a strong business concept

We aim to facilitate high valued economic clusters

Companies that contribute in more than one way

Locations as PMC’s / workplaces in the creative city

Strategy Strategic focus based on two pillars: profit + social responsibility

Socio-economic function Entrepreneurial management

1 Based on notional value including hedged amounts

• ‘Serving The Netherlands’

• Schiphol as an important driver for the Dutch economy and the regional competitive position

• Schiphol as a sustainable and efficient multimodal hub which connects The Netherlands with the rest of the world

• Anticipate on future selective growth by countercyclical investments in capacity and quality

• Corporate Social Responsibility

Safety

Sustainability

Innovation

Public supportSocio-econom

ic function

Entrepreneurial m

anagement

ConsumersReal Estate

Aviation

AirportCity• Competitive and innovative

management, pro-active, client focused, lean & mean, inspired and welcoming

• Financially robust corporation

• For the short term focus will be on cost reduction, for the long term on reduction cost per WLU

• Apply aviation charges as an instrument to improve competitive position in Europe

• Variable return Aviation is acceptable, provided that in the long term the WACC will be met

• Consumers and Real Estate must realise economic profit

Green AirportCitySustainability as new focus

AirportCity (1990’s – now)Business model of the Airport

Mainport (1980’s – now)Economic impact of the airport on the region

Airport (1920’s – now)From national infrastructure to hub in a global alliance

The Goal The Airport’s next challenge is green

From

tran

spor

tation

hub t

o Gre

en A

irpor

t City

The challenge of becoming green Securing our license-to-operate whilst growing and retaining our reputation

Aircraft50%

Traffic & Transport

30%

Energy20%

• Mitigating risks:

By 2020: 20% renewable energy

By 2012 CO2 neutral for our own activities

Climate adaptable airport

• Competitive cost level

Contributing on core activities and cost efficiencies

• Creating preference for Schiphol

Enhancing brand value for customers and employees

Differentiating products

• New options

Innovation through partnerships

New products & markets

THE AVIATION INDUSTRY

IS RESPONSIBLE FOR

2% OF CO2 EMISSION

WORLD WIDE GROWING TO 3%

CO2 EMISSION SCHIPHOL BY

ACTIVITY:

The Solution Leveraging our AirportCity hub into an innovation cluster

Sustainability challenges airport

Water Quantity

CO2 emission

Noise

Water Quality

Air Quality (NOx etc)

License to operate

Next step AirportCity

Climate Change

(adaptation)

Markt/Relatie kansen 60 ha

Water Quantity

Sustainable mobility

Noise

Sustainable Energy

Water Quality

Air Quality (NOx etc)

Green AirportCity

Water Cluster

SustainableAirportCluster

Next step AirportCity

License to operate

Climate Change

(adaptation)

Business ResearchInnovation

Demand market & government

Cluster is also a network and community which will scale up innovations at the airport

Market / Reputation challenges

Creating a network Through teaming with others, enabling new technologies and by building a reputation

Partners joining:

- Universities of Delft and Wageningen, TNO

- Municipality, Province and relevant Ministries

- KLM, Rabo and Imtech

- Dutch Water Technology partners

Projects are under development Focus

- Introduction emission measuring and an emission database

- Sustainable mobility concepts- Photovoltaic energy- Biodegradable use of airplane de-icing liquid- Development of an energy and drink-water producing

AirportCity areaPartners: Imtech, ProRail, TuDelft, Norit

At the beginning: start of process was solving a problem EcoBarrier in combination with area development

Branded sustainability Get a hold on changing meanings Enhancing value creation

The community theGROUNDS drives sustainability

Summary Area development by growing communities. Sustainability through branding. New opportunities through teaming with partners

• To become a global platform where today’s issues of sustainability in the total domain of aviation will be addressed, Schiphol Group strives to create a community where the highest knowledge is translated into state of the art new products and business concepts. The community and it’s members aim to create solutions for sustainable AirportCities of the future. Not just talk: “connect to transition”.

• The community will be both a substantial cluster agglomeration where parties meet and co-create, face-to-face as well as a virtual cluster community.

• Parties that participate in this sustainability push are governmental agencies, knowledge centers and businesses. The theme of a sustainable AirportCity includes sustainable water and energy management.

• Seeing the many implications of words such as “sustainability” and “innovation”, Schiphol Group has chosen to create it’s own brand: theGROUNDS which will evolve through time.

Smarter Education

Dr. Götz BieberHead of Department Teacher Training, Teaching and Management Staff Qualifications Ministry for Education, Youth and Sports of the State of Brandenburg

Reinventing Education in Brandenburg - ONLIFE

Online teacher collaboration to promote the personalisation of teaching and

learning in schools

Demographic development in the Federal State of Brandenburg

PISA 2003-2006

source:

PISA-Konsortium Deutschland: PISA 2006. Die Ergebnisse der dritten internationalen Vergleichsstudie.

S. 280

Percentage of pupils who use computers regularly at home and at school, according to the PISA study of 2006 and 2003

Reinventing EducationONLIFE based on 'Reinventing Education' 2005-2007 – ONLIFE-development Project2008 ONLIFE-transfer project

Change ManagementTechnology

(IBM International Foundation)

Content Teacher Networks

(Federal State of Brandenburg, LISUM)

Evaluation(University of Potsdam)

Results

>250 teachers joining ONLIFE workgroups >25 active working groupsActivity level +70%Working groups self–organising with an increasing number of online chat sessionsNew topics/groups joining in

Lessons learned

Adoption of technology needs accompanying change management effort Moderators are key for acceptance and long-term integration(Online) collaboration must become part of teacher professional developmentBudgetary frameworks must take into account the requirement for investments in technology

Next Steps

ONLIFE integration into the new Berlin Brandenburg education server infrastructure Future use in e-learning development projectsTeacher professional development to include new tools to become more effectiveContinuous expansion of working groups and topics

SmarterCitiesBerlin, June 23-24, 2009

Lars ClausenExecutive Vice President, DONG Energy

DONG Energy is an integrated energy company with activities across Northern Europe

2

Revenues*

* 2008 figures, excluding eliminations

EBITDA*

Power

Central heat and power plants

Offshore wind

Onshore wind

Hydro power

Distribution

Distribution of powerDistribution of gasGas storage

E&P

Focus areas for oil and gas

Markets

Gas and/or power customers

948m EUR 2040m EUR 7158m EUR

540m EUR 421m EUR 921m EUR

3

85 %

15 %

CO2 neutral energy - 85% renewable in one generation!

Providing reliable energy without CO2 emissionsVISION

CO2 neutral

CO2 emitting

Fluctuating Reliable

Remove and reduce CO2from power

plants

Providing CO2 neutral

energyMore and reliable renewable energy

4

5

First step in achieving 85/15 is expanding renewable power production

Wind power in operation

Wind power project under construction

15%

85%

Today

15%

Future vision

85%

100

Fossil fuel productionRenewable production

Hydro power plant in operation *

* Partly or fully owned

6

Consumption Wind production Scenario with double capacity/production

Consumption and wind production in West Denmark

Consumption Wind production Scenario with double capacity/production

However, an increasing share of wind power further challenges the power grid

Consumers

7

Supply Supply

Demand

CENTRALISEDPRODUCTION

CUSTOMERS

DE-CENTRALISEDPRODUCTION

GRID

TODAY

A smart grid enables balancing between wind production and other local and central power sources

Consumers

8

Supply Supply

Demand & supply

CENTRALISEDPRODUCTION

CUSTOMERS

DE-CENTRALISEDPRODUCTION

GRID

TOMORROW

A smart grid enables balancing between wind production and other local and central power sources

9

The smartest grid includes smart meters and intelligent units, ensuring a more even load across the day

Heat pump

Electric metering

POWER EXCHANGE

Intelligent unit

• Automatic meter reading• Monitoring of prices• Automatic activation of household appliances

• Automatic meter reading• Monitoring of prices• Automatic activation of household appliances

Solution for homes:

Solution for transport:

Electric cars and innovative solutions for the home help using the wind energy more efficiently

10

Instability of wind power production

The Better Place project combines attractive cars with electric propulsion and a battery replacement system ensuring quick charging

•Heat pumps efficiently utilizes energy evenly throughout the day

•Batteries in homes may eventually be used to balance power production

Challenge:

11

Partnerships is an ground-breaking concept helping companies become greener

12

Moving energy forward

Electic vehicle

Smart gridFibre

2nd generation bioethanol

Bio busses

Solar power

Geotermic

Counselling

Local windmills

Small-scale powerplants

220v Batteries

13

Need of smarter cities

• Less CO2 consumption

• Flexible production & consumption

• Green mobility & homes

• Renewable production

• Smart grid

• Green solutions for home and transport

• Partnerships with corporations and public institutions

Possible contribution from energy companies

Energy companies can potentially play a central role in realising the vision of Smarter Cities

14

BACKUP

15

- Research on how to reshape the customer experience through SG- Broad customer segmentation (e.g. geography, income)- Load management in place for C&I- Reactive customer experience

- Piloting AMI/AMR- Modeling of reliability issues to drive investments for improvements- Piloted remote disconnect/connect - More frequent customer usage data- Assessing impact of new services and delivery processes (e.g. HAN)

- High degree customer segmentation- Two-way meter, remote disconnect & connect, and remote load control- Outage detection at substation- Common customer experience - Customer participation in DR enabled- New interactive products/services- Predictive customer experience

- Usage analysis within pricing programs- Circuit level outage detection/notification - Net billing programs in the home- Automated response to pricing signals- Common customer experience integrated across all channels- Recent customer usage data (e.g. daily)- Behavior modeling augments customer segmentation

- Customer management of their end to end energy supply and usage level- Outage detection at residence/device- Plug-n-play customer based generation- Near real-time data on customer usage- Consumption level by device available - Mobility and CO2 programs

- Conducting value analysis for new systems- Exploring RAM (Remote Asset Monitoring), beyond SCADA- Exploring proactive/predictive asset maintenance- Exploring using spatial view of assets

- Developing mobile workforce strategy- Approach for tracking, inventory and event history of assets under development- Developing an integrated view of GIS and RAM with location, status and nodal interconnectivity

- Component performance and trend analysis- Developing CBM (Condition Based Mgmt.) on key components-Integrating RAM to asset mgmt, mobile work force and work order creation- Tracking inventory, source to utilization- Modeling asset investments for key components based on SG data

- Enterprise view of assets: location, status, interrelationships, connectivity and proximity - Asset models reality based (real data)- Optimization across fleet of assets- CBM and predictive management on key components- Efficient inventory management utilizing real asset status and modeling

- Optimizing the use of assets between and across supply chain participants- Just in time retirement of assets- Enterprise-wide abstract representation of assets for investment decisions

- Identified assets and programs within value chain to facilitate load management programs- Identified distributed generation sources and existing capabilities to support- Develop strategy for diverse resource portfolio

- Exploring new sensors, switches, comms. devices and technologies- Proof of concepts / component testing- Exploring outage & distribution mgmt. linked to sub-station automation- Building business case at functional level- Safety & physical security

- Introducing support for home energy management systems - Redefine value chain to include entire eco-system (RTOs, customers, suppliers)- Pilot investments to support utilization of a diverse resource portfolio- Programs to promote customer DG

- Initial distribution to sub-station automation projects- Implementing advanced outage restoration schemes- Piloting remote monitoring on key assets (RAM) for manual decision making- Expanding and investing in extended communications networks

- Integrated resource plan includes new targeted resources and technologies (e.g. DR, DG, volt/VAR)- Enabling market and consumption information for use by customer energy mgmt systems- New resources available as substitute for market products to meet reliability objectives

- Sharing data across functions/systems- Implementing control analytics to support decisions & system calculations- Move from estimation to fact-based planning- The customer meter becomes an essential grid management “sensor”- New process being defined due to increased automation and observability

- Energy resources dispatchable/tradable, utility realizes gain from ancillary services (e.g. power on demand)- Portfolio optimization modeling expanded for new resources and real time markets. - Ability to communicate with HAN (Home Area Network), incl. visibility and control of customer large demand appliances

- Integration into enterprise processes- Dynamic grid management- Tactical forecasts based on real data- Information available across enterprise through end-to-end observability - Automated decision making within protection schemes (leveraging increased analytics capabilities and context)

- Coordinated energy management and generation throughout the supply chain- Coordinated control of entire energy assets - Dispatchable recourses are available for increasingly granular market options (e.g. LMP – Locational Marginal Pricing)

- Grid employs self-healing capabilities- Automated grid decisions system wide (applying proven analytic based controls)- Optimized rate design/regulatory policy- Ubiquitous system wide dynamic control

- Research on how to reshape the customer experience through SG- Broad customer segmentation (e.g. geography, income)- Load management in place for C&I- Reactive customer experience

- Piloting AMI/AMR- Modeling of reliability issues to drive investments for improvements- Piloted remote disconnect/connect - More frequent customer usage data- Assessing impact of new services and delivery processes (e.g. HAN)

- High degree customer segmentation- Two-way meter, remote disconnect & connect, and remote load control- Outage detection at substation- Common customer experience - Customer participation in DR enabled- New interactive products/services- Predictive customer experience

- Usage analysis within pricing programs- Circuit level outage detection/notification - Net billing programs in the home- Automated response to pricing signals- Common customer experience integrated across all channels- Recent customer usage data (e.g. daily)- Behavior modeling augments customer segmentation

- Customer management of their end to end energy supply and usage level- Outage detection at residence/device- Plug-n-play customer based generation- Near real-time data on customer usage- Consumption level by device available - Mobility and CO2 programs

- Conducting value analysis for new systems- Exploring RAM (Remote Asset Monitoring), beyond SCADA- Exploring proactive/predictive asset maintenance- Exploring using spatial view of assets

- Developing mobile workforce strategy- Approach for tracking, inventory and event history of assets under development- Developing an integrated view of GIS and RAM with location, status and nodal interconnectivity

- Component performance and trend analysis- Developing CBM (Condition Based Mgmt.) on key components-Integrating RAM to asset mgmt, mobile work force and work order creation- Tracking inventory, source to utilization- Modeling asset investments for key components based on SG data

- Enterprise view of assets: location, status, interrelationships, connectivity and proximity - Asset models reality based (real data)- Optimization across fleet of assets- CBM and predictive management on key components- Efficient inventory management utilizing real asset status and modeling

- Optimizing the use of assets between and across supply chain participants- Just in time retirement of assets- Enterprise-wide abstract representation of assets for investment decisions

- Identified assets and programs within value chain to facilitate load management programs- Identified distributed generation sources and existing capabilities to support- Develop strategy for diverse resource portfolio

- Exploring new sensors, switches, comms. devices and technologies- Proof of concepts / component testing- Exploring outage & distribution mgmt. linked to sub-station automation- Building business case at functional level- Safety & physical security

- Introducing support for home energy management systems - Redefine value chain to include entire eco-system (RTOs, customers, suppliers)- Pilot investments to support utilization of a diverse resource portfolio- Programs to promote customer DG

- Initial distribution to sub-station automation projects- Implementing advanced outage restoration schemes- Piloting remote monitoring on key assets (RAM) for manual decision making- Expanding and investing in extended communications networks

- Integrated resource plan includes new targeted resources and technologies (e.g. DR, DG, volt/VAR)- Enabling market and consumption information for use by customer energy mgmt systems- New resources available as substitute for market products to meet reliability objectives

- Sharing data across functions/systems- Implementing control analytics to support decisions & system calculations- Move from estimation to fact-based planning- The customer meter becomes an essential grid management “sensor”- New process being defined due to increased automation and observability

- Energy resources dispatchable/tradable, utility realizes gain from ancillary services (e.g. power on demand)- Portfolio optimization modeling expanded for new resources and real time markets. - Ability to communicate with HAN (Home Area Network), incl. visibility and control of customer large demand appliances

- Integration into enterprise processes- Dynamic grid management- Tactical forecasts based on real data- Information available across enterprise through end-to-end observability - Automated decision making within protection schemes (leveraging increased analytics capabilities and context)

- Coordinated energy management and generation throughout the supply chain- Coordinated control of entire energy assets - Dispatchable recourses are available for increasingly granular market options (e.g. LMP – Locational Marginal Pricing)

- Grid employs self-healing capabilities- Automated grid decisions system wide (applying proven analytic based controls)- Optimized rate design/regulatory policy- Ubiquitous system wide dynamic control

Work & Asset Management

Grid Operations

Value Chain Integration

Customer Management & Experience

- Exploring strategic IT arch. for SG- Change control process for IT for SG- Identifying uses of technology to improve functional performance- Developing processes to evaluate technologies for SG

- Tactical IT investments aligned to strategic IT architecture within a LOB- Common selection process applied- Common architectural vision and commitment to standards across LOBs- Conceptual data comms. strategy - IED connectivity and business pilots- Implementing information security

- SG impacted business processes aligned with IT architecture across LOBs- Common architectural framework e.g. standards, common data models, etc.- Use of advanced intelligence/analytics- Advanced sensor plan (e.g. PMUs) - Implementing SG technology to improve cross LOB performance- Data comms. detailed strategy/tactics

- Data flows end to end (e.g. customer to generation) - Enterprise business processes optimized with strategic IT architecture - Real world aware systems - complex event processing, monitoring and control- Predictive modeling and near real-time simulation, analytics drives optimization- Enterprise-wide security implemented

- Autonomic computing, machine learning- Pervasive use and leadership on standards- Leader and influence in conferences and industry groups, etc…- Leading edge grid stability systems

- Articulated need to change- Executive commitment to change - Culture of individual initiatives and discoveries - Knowledge growing; possibly compartmentalized (i.e. in silos)

- New vision influences change- Organizing more around operational end-to-end processes (e.g. breaking silos) - Matrix teams for planning and design of SG initiatives across LOBs- Evaluating performance and compensation for Smart Grid

- SG is driver for org. change (addressing aging workforce, culture issues, etc.)- SG measures on balanced scorecard- Performance and compensation linked to SG success- Consistent SG leadership cross LOBs- Org. is adopting a matrix or overlay structure- Culture of collaboration and integration

- Integrated systems and control drive organizational transformation- End to end grid observability allows organizational leverage by stakeholders- Organization flattens- Significant restructuring likely occurs now (tuning to leverage new SG capabilities and processes)

- Collaboratively engage all stakeholders in all aspects of transformed business - Organizational changes support new ventures and services that emerge- Entrepreneurial mind set, Culture of innovation

- Awareness of issues and utility’s role in addressing the issues- Environmental compliance- Initiating conservation, efficiency, “green”- Renewables program

- Developing first SG vision- Support for experimentation- Informal discussion with regulators- Funding likely out of existing budget

1 Exploring

and Initiating

- Established energy efficiency programs for customers- “Triple bottom line" view – (financial, environmental and societal)- Environmental proof of concepts underway- Consumption information provided to customers

- Integrated vision & acknowledgement- Initial strategy / business plan approved- Initial alignment of investments to vision- Distinct SG set-aside funding / budget- Collaboration with regulators and stakeholders- Commitment to proof of concepts- Identify initial SG leader

2 Functional Investing

- Active programs to address issue- Segmented & tailored information for customers – including environmental and social benefits - Programs to encourage off-peak usage- Integrated reporting of sustainability and impact- Synthesize triple bottom line view across LOBs

- Completed SG strategy and business case incorporated into corp. strategy- SG governance model deployed- SG Leader(s) (with authority) ensure cross LOB application of SG- Mandate/consensus with regulators to make and fund SG investments- Corp. strategy expanded to leverage new SG enabled services or offerings

3 Integrating

Cross Functional

- Collaboration with external stakeholders- Environmentally driven investments (aligned with SG strategy)- Environmental scorecard/reporting- Programs to shave peak demand- Ability to scale DG units- Available active mgmt. of end user energy uses and devices

- SG drives strategy and influences corporate direction- SG is a core competency- External stakeholders share in strategy- Willing to invest and divest, or engage in JV and IP sharing to execute strategy- Now enabled for enhanced mkt driven or innovative regulatory funding schemes

4 Optimizing Enterprise

Wide

- Actualize the "triple bottom line“-(financial, environmental and societal)- Customers enabled to manage their own usage (e.g. tools and self-adaptive networks)- Tailored analytics and advice to customers- Managing distributed generation

- Overall strategy expanded due to SG capabilities- Optimized rate design/regulatory policy (most beneficial regulatory treatment for investments made) - New business model opportunities present themselves and are implemented

5 Innovating Next Wave Improvements

- Exploring strategic IT arch. for SG- Change control process for IT for SG- Identifying uses of technology to improve functional performance- Developing processes to evaluate technologies for SG

- Tactical IT investments aligned to strategic IT architecture within a LOB- Common selection process applied- Common architectural vision and commitment to standards across LOBs- Conceptual data comms. strategy - IED connectivity and business pilots- Implementing information security

- SG impacted business processes aligned with IT architecture across LOBs- Common architectural framework e.g. standards, common data models, etc.- Use of advanced intelligence/analytics- Advanced sensor plan (e.g. PMUs) - Implementing SG technology to improve cross LOB performance- Data comms. detailed strategy/tactics

- Data flows end to end (e.g. customer to generation) - Enterprise business processes optimized with strategic IT architecture - Real world aware systems - complex event processing, monitoring and control- Predictive modeling and near real-time simulation, analytics drives optimization- Enterprise-wide security implemented

- Autonomic computing, machine learning- Pervasive use and leadership on standards- Leader and influence in conferences and industry groups, etc…- Leading edge grid stability systems

- Articulated need to change- Executive commitment to change - Culture of individual initiatives and discoveries - Knowledge growing; possibly compartmentalized (i.e. in silos)

- New vision influences change- Organizing more around operational end-to-end processes (e.g. breaking silos) - Matrix teams for planning and design of SG initiatives across LOBs- Evaluating performance and compensation for Smart Grid

- SG is driver for org. change (addressing aging workforce, culture issues, etc.)- SG measures on balanced scorecard- Performance and compensation linked to SG success- Consistent SG leadership cross LOBs- Org. is adopting a matrix or overlay structure- Culture of collaboration and integration

- Integrated systems and control drive organizational transformation- End to end grid observability allows organizational leverage by stakeholders- Organization flattens- Significant restructuring likely occurs now (tuning to leverage new SG capabilities and processes)

- Collaboratively engage all stakeholders in all aspects of transformed business - Organizational changes support new ventures and services that emerge- Entrepreneurial mind set, Culture of innovation

- Awareness of issues and utility’s role in addressing the issues- Environmental compliance- Initiating conservation, efficiency, “green”- Renewables program

- Developing first SG vision- Support for experimentation- Informal discussion with regulators- Funding likely out of existing budget

1 Exploring

and Initiating

- Established energy efficiency programs for customers- “Triple bottom line" view – (financial, environmental and societal)- Environmental proof of concepts underway- Consumption information provided to customers

- Integrated vision & acknowledgement- Initial strategy / business plan approved- Initial alignment of investments to vision- Distinct SG set-aside funding / budget- Collaboration with regulators and stakeholders- Commitment to proof of concepts- Identify initial SG leader

2 Functional Investing

- Active programs to address issue- Segmented & tailored information for customers – including environmental and social benefits - Programs to encourage off-peak usage- Integrated reporting of sustainability and impact- Synthesize triple bottom line view across LOBs

- Completed SG strategy and business case incorporated into corp. strategy- SG governance model deployed- SG Leader(s) (with authority) ensure cross LOB application of SG- Mandate/consensus with regulators to make and fund SG investments- Corp. strategy expanded to leverage new SG enabled services or offerings

3 Integrating

Cross Functional

- Collaboration with external stakeholders- Environmentally driven investments (aligned with SG strategy)- Environmental scorecard/reporting- Programs to shave peak demand- Ability to scale DG units- Available active mgmt. of end user energy uses and devices

- SG drives strategy and influences corporate direction- SG is a core competency- External stakeholders share in strategy- Willing to invest and divest, or engage in JV and IP sharing to execute strategy- Now enabled for enhanced mkt driven or innovative regulatory funding schemes

4 Optimizing Enterprise

Wide

- Actualize the "triple bottom line“-(financial, environmental and societal)- Customers enabled to manage their own usage (e.g. tools and self-adaptive networks)- Tailored analytics and advice to customers- Managing distributed generation

- Overall strategy expanded due to SG capabilities- Optimized rate design/regulatory policy (most beneficial regulatory treatment for investments made) - New business model opportunities present themselves and are implemented

5 Innovating Next Wave Improvements

Organization & Structure

Strategy, Management & Regulatory

Societal & Environmental Technology

The Smart Grid Maturity Model

AspirationCurrent Score

Maturity model

© 2009 IBM Corporation

Barcelona

Pilar ConesaCIO and e-Government Director, Barcelona City Council

New management model for eGovernmentGoal-driven decision making

“The latest Barcelona e-government project is a 3D virtual model of the city’s streets, buildings and neighborhoods and will have applications in urban planning, architecture, traffic safety, fire safety and much more.”

Pilar Conesa - March 2009

Barcelona, Smarter City

Pilar ConesaChief Information Officer and e‐Government DirectorBarcelona City Council

Smarter CitiesSession III: what it takes to build a smarter city

VI. Smarter Government ServicesBerlin, June 24th 2009

Improve the municipal functions and services focused on Citizens and Quality

Reinforce Proximity defining a new Territorial Model 10 districts 73 neighbourhoods

Processes innovation applying new technologies

Mesurable Management

www.bcn.cat

Towards a new City Council Management Model

citizen

Public services @simple, @dynamic, @efficient Public services @simple, @dynamic, @efficient

www.bcn.cat

Simple & Effective Simple & Effective

Closer Administration Closer Administration

InnovativeInnovative

ConnectedConnected

arcelona, smarter city

eGoverment, driver force for transformationeGoverment, driver force for transformation

@ everybody@ everywhere

Use of innovative services & robust telecom infrastructure at street‐level

Smarter services

www.bcn.cat

Rubbish skips with RFID sensors

Professionals and emergency services go mobile


Smarter services

www.bcn.cat

3D city map development


Smarter services

www.bcn.cat

Mobility services


Smarter services

www.bcn.cat

Corporate WiFi Mesh network deployment for municipal services at street‐level.

Smarter city needs Ubiquitous city

www.bcn.cat

2009 – 2010 Project extension• 750 nodes • 50% coverage area

2008 – Pilot development• 60 nodes • 18 services tested

Integrated multichannel vision

www.bcn.cat

iPhone Application to find the nearest Bicing stations, to consult availability and placements

Also available an SMS service to get information about stations

Self‐service procedures kiosks distributed around the city

Multiple information services and proceduresautomatically available through a tactile screen45 during 2009

Targeted multichannel portals:Multiple procedures accessed through the main website, segmented by:

CitizensEnterprisesIntermediaries

WiFi access points for citizens, in municipal venues in all neighborhoods

2010 500 hotspots

Connected citizens

www.bcn.cat

Citizen's electronic query on the transformation of the city’s main street:‐2‐project consultation‐ All citizens over 16 => 1,4M people

‐April 2010

Citizens' participation

www.bcn.cat

SAP system for Economics & FinancesPlanning‐Programming‐Budgeting System

SAP system for Human Resources2010 ‐ City Council (8,000 employees)

Electronic DossierInspections

Permits

Contracts

Goal‐driven managementDevelopment of Strategic Maps based on Cognos• Linked with the Budgeting System• 2010 ‐ Headquarters and 20 municipal bodies

Municipal management

www.bcn.cat

Barcelona: platform for testing new smarter services Barcelona: platform for testing new smarter services

www.bcn.cat

Our city goals: Telecommunications Infrastructure

Entrepreneurial network

Innovative attitude

Thank you for your attention

Pilar Conesa

CIO, Barcelona City Council

[email protected]

www.bcn.cat


Helsinki

Mr. Tuomo KarakorpiDirector, IT Division, City of Helsinki

City of Helsinki portal solutions/Internet services ranked 3rd

in the world and 1st in Europe

Digital Governance Worldwide Survey 2007

City of HelsinkiEqual eServices for all

The Finnish case of service provision in the web

Tuomo KarakorpiIT Director

560.000 inhabitantsInternet users 85%103 mobile phones per 100 inhabitants35 city departments38 000 city employees22 000 workstations for employees and 12 000 in schoolsMPLS campus network

City of Helsinki

Helsinki utilises information networks to offer a broad range of customer-oriented servicesAll web services seamlessly connected with the internal IT processes of the City’s service production and administrative functionsModern operating methods of the information society are utilised to improve significantly the effectiveness of services and the productivity of activities

IT Strategy 2007-2010

Vision 2015:

E-solutions are utilized across the wholegovernment and decision making processCase management is carried out withinone overall process and IT support, common to all departmentsWork processes are transparentMeetings can be run electrically (without paper)

IT Strategy 2007-2010

E-Government vision:

Starting Point 2004:Numerous websites, different layouts, numerous platforms and technologiesDepartmental e-service platforms

Goal: One common portal platform for websites and e-services One place for citizens to find information and services

Situation now:Common City website and over 30 departments in uniform mode,the work is going on with 150 schoolsCommon e-service platform with SOA-services for departmentale-service applications, the first applications are already operational

Solution: IBM Websphere portal

Portal Development Program 2004-2008

Helsinki City Portal1. Soul2. Hong Kong3. Helsinki4. Singapore5. Madrid6. London

UN e-Government in Municipalities 2007 Award

Customer service applications for key sectors of health services, education, social services, transportation services, library servicesThese applications include for example:

time, service and facility reservationsapplications for service or benefitselling tickets, maps, parking time etc.secured communication with citizens

Customer service applications being made more effective by multichannel services and by integrating services with legacy systems

service applicationsEffective customer

Transport e-ServicesExamples of Multichannel services

© Markku Alen

Services such as timetable search, my departures and journey planner to facilitate passengers’ lives

Possibility to pay for one’s journey by purchasing a mobile ticket,

3,5 million tickets sold in 2007

Library e-ServicesReservations of material, updating of loans,

‘Questions to the Librarian’ service,

‘Book a PC’ service, IGS multichannel advicing,

SMS notifications of loans and reservations, chat-service

Success Factors - Challenges

© Markku Alen

Solution is scalableProcesses can be managed “End to End”Platform is compliant with SOA architecture

Size of the city www-service, heavy citizen usage and large amount of content producers has been surprises to IBMSome technical components have not been the best in market (e.g. Web Content Management) from the user point of view

Success Factors

Challenges

Lessons learned

© Markku Alen

Rethinking and transforming of Business Processes is essential. The contribution of departments and users to e-service projects is importantIntegration to Legacy system needs a lot of effortManagement of technology platform and diversity of applications from different vendors is complexNew competences are needed

Enterprise Service Bus

eService Solution Outline

Solution OverviewClients

Citizens

Companies

Visitors

City Staff

Interaction ServicesService Account

User Interfaces

Digital Workplacee‐working environment

Decision making management

Case Management ,

Content Management

City of Helsinki Enterprise ArchitectureProcess Services (Client & Staff)

Centralized Integration services

External & Partners Services

Process Choreography


Enterprise Service Bus

eService Solution Outline

Where do we utilizate IBM Technology?

City of Helsinki Business Legacys Services

External & Partner Services



IBM WebSphere Process Server

IBM WebSphere PortalIBM Lotus Forms

IBM WebSphere App. Srvr

IBM WebSphere Enterprise Bus

IBM WCMIBM DB2

IBM Filenet P8- P8 Content Manager

- P8 Business Process Manager- P8 Business Process Framework

- P8 Records Manager

We welcome You to visit Helsinki- an IT friendly capital.

Thank you!

Smarter Healthcare

Kurt NielsenDirector, Thy-Mors Hospital, Region North Denmark

Location of HospitalsVendsyssel HospitalHjørring

Vendsyssel HospitalBrønderslev

Vendsyssel HospitalFrederikshavn

Aalborg HospitalDronninglund

Aalborg HospitalBrovst

Aalborg Hospital

Thy-Mors HospitalThisted

Thy-Mors HospitalNykøbing Himmerland Hospital

FarsøHimmerland HospitalHobro

Himmerland HospitalTerndrup

HelthcenterSkagen

The Challenge – Access relevant data - fast

• Difficult to get relevant information out of traditional Electronc Medical Records– Quick!

• The complexity induced by modern information systems and worldwide standards is way too high for medical practitioners

• Complex/unstructured data is shown with text forms: counter-intuitive user interaction

• Standards contain more than 300,000 clinical terms: too many to be remembered

• Existing solutions do not support effective communication between patients and practitioners

The Solution – VPR: Visual Patient Records

• Quick and fast medical information

• Effective Communication tool• With patients • Among staff

• Short Cutting Language Barriers• Smiling foreign doctors

• The Language of Coming doctors

• Smiling junior doctors and medical students

The Vision – Working smarter with patient data

• The User interface of Electronic Patient Records

• Visual coding:• We need to code for

documentation, but:• Time consuming• Stealing time from patients

• Picture HUB:• X-rays, ultrasound, video

• Patient Access on the national Danish Electronic Health Record

5

Smarter Healthcare

Maria Dolores González CuyásDirector, Economics and Organization, Institut Català de la Salut

ARGOS – The modernization program of the Institut

Català de la Salut

June 2009

Institut Català de la Salut

1. Institut Català

de la Salut


ICS, A health service provider

Institut Català

de la Salut (ICS)

2009 Budget

2.720 Millions €Hospitals54%

Primary care

43%

Head quarters

3%

ICS is a public health services provider of Catalonia in SpainIt is the reference of the health system in Catalonia83% coverage of the Catalan population (6M people among a 7,5M population).More than 40.000 professionals.


Primary care

More than 450 productive units:274 primary care teams40 centers of extra-hospital specialties.32 emergency centers8 laboratories32 image diagnosis services15 rehabilitation services8 mental health centers, …

It manages 80% of the whole primary care teams in the region46 millions of outpatient visits a year

Healthcare Offering

Institut Català

de la Salut (ICS)

Acute Care

8 Hospitals:More than 4.000 inpatient bedsMore than 130 Surgery theatersMore than 7000 outpatient rooms

Constitutes 32% of the public hospitals inpatient beds and 50% of the high-technology beds in Catalonia.2008: 215.262 Inpatient visits

122.454 Surgeries703.424 Urgencies

2.661.390 Outpatient visits412 Transplants

Constitutes 40% of the scientific production in Catalonia.

Research

EducationAnnual training of more than 1.500masters.More than 4.300 pre-grade students(medicine and nursery).Training of 56% of General Practitionerand 66% of the specialists of Catalonia


2. The Modernization Project


To improve care delivery quality•

More advanced medical technology•

Clinical coordination•

Electronic health records

To improve efficiency•

Cost reduction•

Resource allocation•

Shared services•

Centralized Procurement organization

To implement Private sector bestpractices in a Public Healthcare Organization

To provide a citizen based care delivery at the highest level.

The Challenge: Modernize, Why and What for?

The modernization project


The main components that build the modernization program are the following:

Project to transform the Back-Office functions

Project to renew the Information Systems on the

Hospitals area (HIS)(June 2009: 5 out of 8 done)

Project to redefine the HR

function

ICS Law

Unique and integrated technology - SAP

NEW TERRITORIAL MODEL




HEALTH SYSTEM SUSTAINIBILITYGreater efficiency, cost reduction, realignment of resources, shared services, central

procurement

HEALTH SYSTEM SUSTAINIBILITYGreater efficiency, cost reduction, realignment of resources, shared services, central

procurement

HEALTH SYSTEM ACCESIBILITYFor the citizen to receive the best healthcare

HEALTH SYSTEM ACCESIBILITYFor the citizen to receive the best healthcare

HEALTHCARE QUALITYAdvanced technologic equipments, health coordination, Electronic

clinical records

HEALTHCARE QUALITYAdvanced technologic equipments, health coordination, Electronic

clinical records

Principles of the new model


Sustainability

USE OF TECHNOLOGY

Processes reengineering and functions centralization, no matter where they are performed:●

Aggregated purchasing●

Shared Services Centers●

Logistic operator

Processes and systems Unification for whole ICS

Care Delivery standardization, Analysis, Evaluation and Optimization

BENEFITS

Operational improvements: from 5% and 10% in●

Aggregated purchasing●

Stock reduction

Third-party billing improvement: up to 18%.

Return on investment: 100% of the project.


Quality

USE OF TECHNOLOGY

Real-time clinical process integration and the related information

On-line information for all the agents in the process:●

Imaging●

Lab results●

Clinical tests●

Continuum of care●

Antecedents

Process and Systems Standardization for whole ICS

BENEFITS

Patients receive the same service regardless its location●

Electronic Health Records●

All the clinical entities share the same information

●

Integration with EHR tools at regional and country level: Shared Clinical Record, electronic prescription

Health quality Improvement Patient safety Improvement:●

Minimizing of errors●

Duplicated tests avoidanceQuality care delivery improvement for professionals:●

Better diagnosis tools●

Collaboration tools to share information with other professionals

●

Prescription alerts


Accessibility

USE OF TECHNOLOGY

Sharing information with all the clinical stakeholders●

Electronic health records

It allows Health System sustainability, optimizing limited resources (supply) to address the need for healthcare resources (demand)

BENEFITS

Patients receive the same service regardless its location●

Large Cities●

Villages●

Countryside

Waiting lists management Improvement:●

Surgery●

Outpatient●

Clinical Test


ICS makes smarter healthcare

Unique and integratedinformation systemsLongitudinal clinical process AutomationAccessible clinical information throughout the patient centered clinical networkMobility systems

End-to-end care delivery processesElectronic health records for all the clinical levels of assistance

Intelligent management of the demand/supplyTips for better diagnosisPrescription alertsClinical knowledgetoolsResearch

Instrumented IntelligentInterconnected


M. Dolores González Cuyá[email protected]


Parma

Dr. Mario MariniCouncilor, City of Parma

Citizen user as clientMaking government user friendlyIntroducing a “Zero Kilometer” policy that brings government services to you in the comfort of your home or officeInnovation that makes Parma smarterDeveloping a model for other cities in Italy

SmarterCities, Berlin, 24.06.09

Municipality of Parma

Mario Marini

How to become a smarter townICT implementation and e-government

in a middle-size italian town

Focus on...

2 The great themes of the local development

1 Some informations about Parma

4 What public can do

5 What we are doing in Parma and how

3 How to answer the challenge?

6 The challenge

Where is located Parma

The History of Parma

4500 B.C.: the first neolithical settlements

183 B.C.: foundation of the Roman Town along the Aemilia Way

600: Parma is leg of the Francigena Way

1140: foundation of the Commune

1545: beginning of the Farnesian Dynasty

1748: beginning of the Bourbon Dynasty

1816: Maria Luigia d’Austria became Duchess of Parma

1860: annexation to the Italian Kingdom

Some important data

Height s/m 57 mSurface 261 km2

Resident population 181.039Families 82.344

Productive Enterprises 15.530Undergraduates 30.016

Foreigners 11.198GDP 10.396million €

Available Income 7.088million €

The key word, the most trivial and expected one but just for this

reason the most difficult one to identify???

2. The great themes of the local development


NEWCITIZEN

Ageing of the population

Newresidents

Newrights

New trends, new challengesNew trends, new challenges

Newbusiness


PYRAMID OF THE RESIDENT POPULATION YEAR 2008

9000 4000 1000 6000

0-4

5-9

10-14

15-19

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-64

65-69

70-74

75-79

80-84

85-89

90-94

95-99

100-104

oltre 104

Age

clas

ses

M

F

Access to services

Mobility and transports

Safety, security and welfare

Infrastructures

Maintenance

Environment protection


Reactand rule the changeReactand rule the change

Change governance models in order to react a “consumer” who is changing

The citizen as a subject endowed with free will

The territorial competition

The role of Politics, seen as government of the city

3. How to answer the challenge?

THE PRINCIPLES OF THE GOOD GOVERNANCE

•Opening•Participation•Responsibility•Efficacy•Coherence•Quality



Planned quality

Erogated quality

Preceived quality

Measured quality

4. What public can do

Not to waste the short resources in useless directions

To listen to operators more carefully, leaving any self-oriented projects

To increase the quality of the offer, through a “market” approach towards the needs of the customers (let’s stop speaking of users!!!!)Measurement of customer satisfaction

Benchmark on the services

From the “user”citizen…

… to the “client” citizen (*)

(*): considered as a bearer of interests, needs, to be known, examined and satisfied

5. What we are doing in Parma

5. What we are doing in Parma

Creation of a system of services which is integrated on a territorial level

100% of the services to firms put on line*

100% of the services to citizen put on line*

*: w

hich

can

be

put o

n lin

e

Simplifing of rules and procedures

Multi-channel unified Contact center

5. How we are doing it

Greatest ICT

implementationSimplifing andmulti-channel access

Directness

and reductio

n of the

relationsh

ip time/sp

ace

From proceedings

to control

From authorization

to concession

Prescribed

modificatio

n and simplifing


A cabin of direction

which may integrate all

what is thought/im

plemented

An “Innovation committee”

to drive the co-creation of the future “smarter town”


PARMA_2.0

2003 2004 2006 2008-2009

DUC

WEB

DUC

DTT

WEB

DUC

CO

NTA

CT C

EN

TER

(Multichannel

approach)

2012

Municipalityfar km 0

Access to services

6. The challenge

13 head officesspreads in

the city(before 2003)

A single head-quarterfor production & distribution

Municipality

far km 0

6. The challenge

CC152.000 phone calls run during the first 10

months1.000 kb implemented<4% of missed phone calls< 20” of waiting time

D.U.C.1.000 mt2 of front office5 isles for 40 multifunction positions800 access/day – 270.000 access/year65.000 e-identity cards issued in town

On-line services

all registrar’s practices online40.000 access/year450 papers 100% online

Simplificationof procedures

170 in process of simplification81 already simplified62 already at counter

Today’s numbers

6. The challenge

Thanks for your attention!

[email protected] for Development and Improvement of

Administrative Services and Relationship with citizens - Project “Friendly Municipality”; Demographic and

Statistic Services; Development of Technological Innovation

Smarter Public Safety

Fernando Garcia RuizHead, Innovation and Development, Department of Security, Madrid

CISEMCISEM Madrid Integrated Security and Madrid Integrated Security and

Emergencies CenterEmergencies Center

Confidentiality Notice

This document contains privileged and confidential information that belongs to the City Council of Madrid and it is protected from disclosure by law. You are hereby notified that any dissemination, distribution, copying or use of this information for any purpose is strictly prohibited by law.

Confidentiality Notice

CISEM

integrates the city

council security and

emergencies centres

What is CISEM?

Madrid City Council

What is CISEM?

Traffic

Samur - Paramedic

Fire fightersPolicía Municipal - Police

We Work Together

• Madrid Metropolitan Police (radio & 092 phone)

• SAMUR- Paramedic Assistance Service

• City Fire Department • Mobility Traffic Service• National Police – 1 representative

for coordination

Madrid City Council

Coordination issues

Coordination issues

• Madrid and other cities Metropolitan Polices (phone assistant)

• SAMUR - Paramedic Assistance Service - 112

• Regional Fire Department - 112• National Police Force - 091• Civil Guard - 062

The Region of Madrid

CISEM

Madrid Metropolitan PoliceSAMUR- Paramedic Assistance Service

City Fire Department Mobility Traffic Service

Citizen

092

Madrid

Metropolitan

Police

0xx

Others Data

exchange

This means 1 minute faster

Coordination issues

CISEM Objective

To answer citizen and institutional demand on effectiveness and

quality security and emergency public services

• Reduction of the response time for incidents

• Availability of integrated information

• Protocols standardization for integrated answer

• Coordination and planning of the different services

activities

• Shared use of the available Centre resources

• Information management optimization for decision

making

• Tools for planning services in advance, leading preventive

policies

CISEM Objective

To answer citizen and institutional demand on effectiveness and

quality security and emergency public services

• Reduction of the response time for incidents

• Availability of integrated information

• Protocols standardization for integrated answer

• Coordination and planning of the different services

activities

• Shared use of the available Centre resources

• Information management optimization for decision

making

• Tools for planning services in advance, leading preventive

policies

Response time => 30% faster

Video tools => 15% decrease in crime

Coordination => service quality improvement

Project Partners

CENTRES

Buildings for security and emergencies activities

IT SYSTEMS

Integrated systems for security and emergencies

GIS (cartography)Single IncidentRisk MapActivities planningBalance scored card

COMMUNICATIONS

TETRAGSM / GPRS

WIMAXWireless Networks

Project Elements

•3 renewed vehicles: 2 Fire Department, 1 Paramedic Assistance Service

•1 new fabrication vehicle: Metropolitan Police

•Command room for special events and third echelon in case of severe emergencies

•Satellite, Wireless, GPRS/UMTS and Tetra communications

Mobile Command Vehicle

Main CentreBackup Centre

•Redundancy Centre, in case Main Centre is disabled partially or

completely

•Same Systems as Main Centre

• 2 km far from Main Centre

•13 operation desks

•Main command and control room for

emergencies

•Contains the main IT systems for sustaining

CISEM

•Centre for the management of Public

Safety

•Radio control room and resources activation

•24 x 365 days

•34 operation desks

CISEM Elements Centres

Telephony, TETRA, GPRS/UMTS, SatelliteTelephony, TETRA, GPRS/UMTS, Satellite

TelephonyTelephony GPRS/UMTSGPRS/UMTS

TETRA (Digital Radio Private System)TETRA (Digital Radio Private System) SatelliteSatellite

Private and secure access from terminals to GPRS / UMTS networks

Voice communications and ACD using conventional systems

Analogical, digital and wireless extensions

IP Telephony (VoIP)Voice Recording

VSAT Satellite communications

2 Hubs: Main and Backup Centres

4 Mobile Command VehiclesVideoconferencing, Data,

Voice (VoIP)

Automatic precedence of voice from data

User profilesRecordingTETRA terminals for CISEM

desksPortable TETRA terminals

CISEM Elements Communications

Auxiliary systems. Video wall, client sitesAuxiliary systems. Video wall, client sites

Video WallVideo Wall

DLP screen with 44 cubes of 67’’

Any LAN signal projection over any Video Wall area with any size and aspect ratio

Zoom and image freeze

Complete signal capture for further analysis

Different scenarios configuration for the Video Wall

Client sites - 34Client sites - 34

2 PCs: one on the secure network (critical services) an the other on the non-secure network (corporative network). Double video card. Double connection to LAN for each PC3 19” TFT monitors. Only one keyboard and mouse

CISEM Elements IT - Infrastructures

Single incidentSingle incident Resources and services plannerResources and services planner

Tool for the integration of the different security and emergencies departments

Incident coordination and monitoring when several departments are involved

When the incident occurs, each of the participant department knows the resources on use and may ask for additional services to other departments

The system allows unified reports generation of each departmentactivities taken place during the incident

To plan, coordinate, control and manage emergencies and security activities during special events and day by day activities

- Planning- Programming- Resources allocation- Operation and Monitoring- Report and Analysis

Incide

ncias

Recurs

os

Materia

les

Servicios

Planificables

Recursos

Humanos

Seguimiento

CORTO PLAZO

CISEM Elements IT - Applications

Access to mobile systemsAccess to mobile systems Positioning, GIS and CartographyPositioning, GIS and Cartography

24 x 7 remote and secure access to systems from different devices

CISEM messenger servicePlanned servicesDisplay on the map of the incident, resources involved and their

statusAccess to external queries (National Police Force, National

Traffic Department) Access to the Balance Scored Card

Display, localization and monitoring of the incidents and resources involved on the navigation system

Unified cartography and street guideGeneric GIS functions (zoom, queries, identification)Emergencies and resources georeferentiationOptimal route analysis on Madrid Street Guide

CISEM Elements IT – Applications (2)

Private Data Network

Backup Centre

Centralized Video SystemCentralized Video System

Video signals from:

Traffic cameras (+450)Metropolitan Police District Offices and

other strategic buildings (25 sites)Video Surveillance:

Pza. Mayor (26 cameras),Montera – Ballesta (31 cameras); Sculpture Museum (10 cameras)

Complementary systems Centralized Video System

Dedicated fibber Optic Ring

26 cameras:12 static cameras 14 dome cameras

Video Surveillance at Plaza Mayor. 3D ModelVideo Surveillance at Plaza Mayor. 3D Model

Complementary systems Centralized Video System (2)

Video surveillance at Montera -

Ballesta area

•The difficulty on the use of existent

services canalizations (electricity,

telecommunications…) leads to

implement wireless communications

• 31 cameras:1 static camera30 dome (IP) cameras

• WiFi Mesh a 5 GHZ BRM wireless

technologies. Canadian Beller nodes

Video Surveillance at Montera - BallestaVideo Surveillance at Montera - Ballesta

Complementary systems Centralized Video System (3)

2008

Thank you

24 juni 2009 Titel van de presentatie

Rotterdam Climate Proofconnecting water with opportunities

June 24 2009

Paula Verhoeven

24 juni 2009 Titel van de presentatie

Regio Rotterdam: kwetsbaar

River discharges

Sea level rise

precipitation

Gro

undw

ater

Threats coming from 4 directionsClimate change and water challenges

Delta Plan Rotterdam RegionDelta Plan Rotterdam Region

Nieuwe Maas

Oude MaasHaringvliet

Hollands Diep

Hollandse IJssel

Lek

Waal

Bergse Maas

Maas

New storm barriers + new river + new (smart) levees

Existing Dykes New Dykes

New Storm BarriersExisting Dam

Existing Storm Barriers

Green Roofsmitigation + adaptation + attractive city

Water plazasWater for an attractive city

Innovative solutions where needed

Smart LeveesMultifunctional + Climate Proof + Attractive

www.rotterdamclimateinitiative.nl

Rotterdam Climate Proof in 2025

Rotterdam will adapt to create a protected, attractive and

economically strong SMART Delta City

Rotterdam can nationally and internationally become an example to and source of

inspiration for other Delta Cities