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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
Use of innovative services & robust telecom infrastructure at street‐level
Smarter services
www.bcn.cat
3D city map development
Use of innovative services & robust telecom infrastructure at street‐level
Smarter services
www.bcn.cat
Mobility services
Use of innovative services & robust telecom infrastructure at street‐level
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
pilarconesa@bcn.cat
www.bcn.cat
© 2009 IBM Corporation
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
Process Choreography
Enterprise Service Bus
eService Solution Outline
Where do we utilizate IBM Technology?
City of Helsinki Business Legacys Services
External & Partner Services
Process Choreography
Process Choreography
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
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.
Institut Català de la Salut
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
Institut Català de la Salut
2. The Modernization Project
Institut Català de la Salut
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
Institut Català de la Salut
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
The modernization project
Institut Català de la Salut
The modernization project
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
Institut Català de la Salut
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.
Institut Català de la Salut
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
Institut Català de la Salut
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
Institut Català de la Salut
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
Institut Català de la Salut
M. Dolores González Cuyásdireccioeconomica@gencat.cat
© 2009 IBM Corporation
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
2. The great themes of the local development
NEWCITIZEN
Ageing of the population
Newresidents
Newrights
New trends, new challengesNew trends, new challenges
Newbusiness
2. The great themes of the local development
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
2. The great themes of the local development
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
3. How to answer the challenge?
3. How to answer the challenge?
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
5. How we are doing it
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”
5. How we are doing it
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!
marini@comune.parma.itCouncillor 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
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