Experience of Sant Cugat in transforming city in Smart and ...olexrada.gov.ua/doc/eco/strategy2030_en_p2.pdf · Context Sant Cugat, Smart City City pioneer in promoting the Smart

Experience of Sant Cugat in transforming city in

Smart and Sustainable: what could be applied

for Ukrainian cities. Part 2

Victor Martinez,

Director on Urban Quality,

Sant Cugat City, Spain

OLEXANDRIYA

July 14th, 2016

Control Plan and Continuous Improvement of the

Cleaning Services, Waste Collection and

Transportation in Sant Cugat del Vallès

http://premsa.santcugat.cat/wp-content/uploads/2010/12/Logo2.jpg


ContextSant Cugat, Smart City

City pioneer in promoting the Smart City

Control Plan and Continuous improvement of thecleaning services, Waste collection and trasportation

Eficiency in the management of resourses + Improvement of the Quality of services

http://smartcity.santcugat.cat/

http://smartcity.santcugat.cat/

Project Objectives

Control the coverage level and

quality of service

1

Apply the improvements

continuously in order to optimize

the services

2

Offer quality services

3

Know what has been done

Check what has been done well

Pay according to the service delivered

See what can be improved and carry itout

Look for excellence in the given publicservice

Financing

Contract

Concept

The continuous improvement applied in the City

To implement this system, the town hall contracted external assistance according to the Contract Law of the Public Sector.

The Town Hall implemented a continuous improvement system, which with information and the analysis of the given services, possible adaptation of these factors according to the technologic evolution in the sector and the needs detected based on the studies and external data, the technical services can implement the actualization proposals, improvement or modification of the considered services, everything attached to the tramitation and approval of the contract and other applicable legislation.

Past service costs will be the responsibility of the concessionaire to 2% of the contract price updated annually. The Sant Cugat Council will reduce or compensate the equivalent of the estimate percentage of the first monthly certification of every natural year (full or not) to be paid to the service company.This costs will generate an automatic budget modification based on this 2%. As a financing element in a new budget application of expenses.

Relation ModelHow the Cleaning Service, Waste Colletion and Transportation worked?

Traditional model relation

Problems

Tender

Execution

!

Outsourced Service

The most important granting of the city:

• Amount of the grant: 7.250.000 M€

• Monthly amount of the grant: 565.000 M€ (12 mesos)

Tender duration of 10 years

Lack of visibility into the executed services

Lack of efficiency in daily routes

Payment not linked to results



The Council foresee a clause in the Schedule of

the tender cleaning services (2% of the total) dedicated to continuous

improvement

Management and Supervision

Service execution

Control and continuousimprovement

Relation modelHow the Cleaning Service, Waste Colletion and Transportation work?

New Relation Model



Project’s scope

Analysis and diagnosis

of the initial situation

Phase IOptimization of the processes and the establishment of all the mechanisms of

Control and continuous improvement

A

Optimizations of the

processes (Lean

Government)

B

Prepare the control and

continuous improvement

(indicators and command

tables

C

Developement of tools and

protocols to ensure the

control and services

payments (variable billing)

Phase IIExecution of the control plan and continuous improvement of the service and

its variable billing

A

Identification, prioritization

and implementation of

corrective continuous

improvements

B

Definition of mechanisms

to ensure the changes

management

C

Control de qualitat del servei de neteja viària i recollida i transport de residus

Quadre de Comandament

Quali_net

Introduir dades d'inspeccions

Modificar paràmetres de facturació

Generar informe mensual

Consultar informe anual

http://www.cugat.cat/noticies/videos/86991

http://www.cugat.cat/noticies/videos/86991

What is needed to implement the continuous improvement?

ContinuousimprovementTool for

automation of the service

tracing and the variable billing

Formation, communication

and support

Process optimization (internal and external) with Lean Six

Sigma methodology and definition of an actuation

protocol

Dimensions of an internal team focused

on the control and continuous

improvementAssessment criteria agreed

between the parts in order to measure the quality of service

Changemanagement

5

Organization

2

Process1

Indicators

3

System

4

Operational execution

Inspections

1

Data collection

2

Service evaluation

3

Look for the daily tasksexecuted by Valoriza

Collect and analyse the wholemonth information of the

service

Create a bill based on theglobal level of service done byValoriza (quality and quantity)

Sistema

d’informació

Quali_net

Quali_net

NOOK

Inspections based on the plan of teh month

Inspection sheets to evaluate the service quality

Inspections aside a Valoriza Supervisor

Coverage of all the service at the end of the month

Inspections

1

Operational Execution

Plan of the Month Inspections sheets

Inspections

1Operational Execution

Areas not cleaned, leaves accumulation on the sidewalks, streets, etc.NO

Evidence of the pass of the cleaning brigadeYES

Inspections

1

Empty trash

Full trashNO

¾ trash

Clean spotYES

Dirty spot

(cigarretes,

peles,

excrements,

etc.)

NO


YES

YES

Realització d’inspeccions

1

Full ContainerNO

Empty containerYES

Total

Volume

Useful

Volume=

3/4 of the

total

volume


Data collection2

Qualinet

ACoverage / Quantity (GPS on real time)

Cleaning quality and quantityB


Only the manual sweeping service

Cleaninggrade

(Quality)

Service level

Execution

Dirty Areas/ Total Areas

Uniform YES - NO

Regular Areas/ Total Areas

Machines YES - NO

Trash cubesNumber of full trashes /

Number of inspectedtrashes

Coverage(Quantity)

Data obtanied throughMOBA information

Cleaned Areas/ Areas assigned

IndicatorsMacroindicators Inputs

Service evaluation3

A

B


Evaluation of the service level every month

Bill of the month based on the evaluation results

Pilot tests during the firsts months

Service evaluation3

Qualinet


Year 001/01/2013

Year 2

100%

0%

33%

100%

Year 1

75%

85%

80%

75%

70%

65%66%

During the first year the billing variationwill be based on the following intervals:: 66%≤NCxNN ≤100% → 100% 33%≤NCxNN ≤ 65% → 85% 0%≤NCxNN ≤ 32% → 75%

During the second year every interval lower than 66%, it will produce a reduction of 5 points in the billing

*NC: coverage level; NN: cleaning level

InspectionResutls

Variable Billing

Service Evaluation3


Summary of Results

7140 hours

Average grade obtained at the

Sociologic Observatory

4 Big processesDefined and optimized

Training to participants

Daily inspections

6 hours

31 subservicesVariable billing

objective

7 key indicatorsTo measure the quantity and quality

of the services

80.000 €average value of

monthly optimization

Summary of Results

5

5,5

6

6,5

7

7,5

8

8,5

9

9,5

2009 2010 2011 2012 2013 2014

Evolució cost servei

cost (M€/any) Columna1

Cost Evolution

Collection Evolution: Total vs Selected

Summary of Results

CONCLUSIONS

The continuous improvement let us adapt the services to thecity reality, using every euro obtained from the people in anoptimal way

Reduce the environmental impact of the services

Heading to a Smart Street Lighting

Urban indicators: Data, Big data, Open data for an efficient management of the territory and urban service

• Population: 86.108

• Km2 : 48,32 km2

• Electric boxes: 207 ut.

• Light Points: 18.519 pdl’s

• Power instaled: 1.944 kW

• Energetic consumption: 6.662.850 kWh

TERRITORY

DIRECTORS PLAN OF STREET LIGHTING

- Approval:

On May 29th of 2006, the Ayuntamiento de Sant Cugat del Vallès approved its Master Plan of Street

Lighting. This Plan contains the global plan of the municipal needs, as the necessary actions to reach

it, fitting the facilities to the norm.

- Objectives:

- Define the functional parameters of the municipal Street lighting according to the zone: Levels,

uniformities, tipology, etc…

- Minimize the energetic consumption of the facilities

- Minimize the light pollution

- Implement remote management systems to improve the efficiency

- Fit the facilities to the new norms

2006

2012-2013

Approval of the Plan

Implementation of the Plan

HEADING TO A SMART STREET LIGHTING

IMPLEMENTATION OF THE DIRECTOR PLAN OF STREET LIGHTING

- Actions Implemented

• Change of bulbs

Changed from VM to VS (194 pdl's)

Change of power(1162 pdl's)

Changed the HM-VS (2456 pdl's)

Strong points

✔ Reduce the consumed energy (-22%)

✔ short return period (2,64 years)

✔ Homogeneous light services per sector

✔ Better reliability

Weak points

✘ Reduction of light levels on the street

✘ Change from white to yellow light, worse

lighting sense

✘ Not much incidences

- Implemented actions:

• Street lights:

Regular lamps ( 1992 pdl's)

LED lamps (455 pdl's)

LED modifications( 488 pdl's)

Strong Points

✔ Reduce the consumed energy (-40%)

✔ Reduce the contamination by light

✔ Improve the light quality levels (intensity and

uniformity)

✔ Reduce the intruder light

Weak points

✘ Return period is not so attractive for LED

(8 year)

✘ Development of the LED technology


Strong Points

✔ Control of energy consumption

✔ Alarm programming possibility (consumptions,

reactivation, facilities manipulation,...)

✔ Programming of levels per hours, season, data…

✔ Reduce the consumption 25 – 35 %

✔ Actions with big changes (60%) of the boxes

✔ Interesting return period with flow regulators (2 – 3

years)

✔ First data collection for its treatment


• Remote control systems (187 uts) with flow reducers(130 uts)


Weak Points

✘ Data transmition through GSM. Slow because the amount

of data quantity

✘ To get good performance is necessary to have flow

regulators

✘ remote control is done in all the cabinets.



• Remote management Systems (187 uts) with flow reducers(130 uts)

Strong Points

✔ Reduce 60% the energy consumption

✔ For the first time, the energy is used only

when needed

✔ Great acceptance between the citizens

✔ High level programming

Weak Points

✘ High implementation cost with a high return period (10 years)

✘ Not consolidated technology

✘ Data transmittion through Radio Freq. without remote control

✘ only in pedestrian areas (< 30 km/h)

30% 100%



• Movement sensors (331 uts)

- Achievements:

• Reduction of 28,4% of energy consumption compared to the

initial year (Increase this savings until 30% in 2014)

• Less consumption without reduce the service

9.302.692

8.344.444

6.662.850

0

2.000.000

4.000.000

6.000.000

8.000.000

10.000.000

2011 2012 2013

kWh

ANY

Evolution of energy consumption

-

2.639.842

(-28,4%)

IMPLEMENTATION OF THE MASTER PLAN OF STREET LIGHTING

€1.261.124,83 €1.263.426,81

€1.028.541,72

0,1356

0,1514

0,1544

0,125

0,13

0,135

0,14

0,145

0,15

0,155

0,16

€-

€200.000,00

€400.000,00

€600.000,00

€800.000,00

€1.000.000,00

€1.200.000,00

€1.400.000,00

2011 2012 2013

€/kWh

COMPARE THE SPENDING (€) AGAINST THE

ENERGY COST (€/kWh)

Despesa

Cost de l'energia

- Achievements:

• Save 407,793,92€ per year

• Reduction of bill in a 14%, even when

the energy cost was 18% higher

• Possibility of reduction of the bill even

more with the contracted power

(50k€/year)

• Less consumption without reduce the

service

• According to the evolution of the Price

of the kWh, the return period would be

between 6 and 7 years


- Achievements:

Key indicators of the light pollution


http://www.icgc.cat/

http://www.icgc.cat/

2006

2012-2013




2014Public tender for maintenance and energetic management

NEW CONTRACT OF THE LIGHT MANAGEMENT

- Characteristics of the new light management contract

• Inclusion of the maintenance services to reduce the fixed

expenses

• New control center to get all the incidences, claims,

maintenance control program

• Energy management. Contracts with suppliers

• Reduction of energy proposal compared with the period of

implementation of the Director Plan.

• Variable bill, penalties if there is a failure in the service

• Inspections for continuous improvement

• Active management

• Entire management of the corrective and preventive

maintenance

• Mobile solution for the live time control of data

• Trace of data of inventory

• Trace of claims

• Management of technical and administrative documents

(photos, tables, graphs, etc...)

• Control and indicator modules which permit a quick

Access to information and data.

- Actions to implement in the new contest

• New program of the whole service management


• Energetic reduction proposal

• 23 new cabinets with remote control

• 1.500 pdl’s with control point per point. New

program

• 3.106 new LED street lights

• Installation of 1.883 electrical equipment that

can be regulated

• 1.197 light substitutions

• Reduction of 19,22% compared to the

Director Plan


2006

2012-2013




2014Contest for maintenance and energètic management

2015- ????

And nowwhat?

AND NOW WHAT?

- Implementation of the new contest

- Track the consolidation of the objectives in the new contest

- Create a satisfaction index of the citizens

- Adapt the tender to the new technologies that can grew in the market

- Have a responsible consumption. The best Kwh is that one that is not consumed

- The obtained data have to be public (OPENDATA), not only to improve the service, but to

promote transparency

CONCLUSIONS

- The path to a Smart city is long and it can not be taken without a municipal strategy

- Not all the technology is Smart and not all the Smart is technologic

- Is necessary to prove and compare the existent systems in the market to make the right

choice

- Assume the risks

- The great technologic challenge is the data process and treatment

- Professional experts are needed

- Are we mature enough to show all the data we have?

ENERGY MANAGEMENT OF BUILDINGS.

TOWARDS THE MORE SUSTAINABLE AND EFFICIENT

INSTALLATIONS

2007 - 2015

1.- BACKGROUND

2.- SCHEDULE PREPARATION

3.- ANALYSIS OF OPERATING AND CONTRACT RESULTS

Contract with an Energy Services company (ESE) for the HVAC

maintenance of the municipal buildings

STATUS OF THE INSTALLATIONS BEFORE THE CONTRACT

• LOW LEVEL OF MAINTENANCE.

• OUTDATED EQUIPEMENTS AND FAILURES.

• LACK OF ENERGY MANAGEMENT PROCEDURES.

• LOW ENERGY RATE OF THE INSTALLATIONS.

• LACK OF INFORMATION (SCHEMES, LEGAL DOCUMENTS…).

1.- BACKGROUND

MANTEINANCE STAFF

• LACK OF SPECIALIZED STAFF

• LACK OF KNOWLEDGE AND/OR CARELESSNESS OF THE ENERGY RATE

OF THE INSTALLATIONS

• REASONABLE DOUBTS ABOUT THE PRODUCTIVITY OF THE STAFF

(motivation, training, absenteeism, …).

1.-BACKGROUND

IDAE’S MODEL

• P1: Energy management

• P2: Preventive maintenance

• P3: Corrective maintenance and total guarantee

• P4: Funding for the investment plan aimed for the improvement of the

installations, efficiency and sustainable developement

2.- TECHNICAL SPECIFICATIONS AND ADMINISTRATIVE MESURES

SCOPE OF THE PROJECT

• 48 BUILDINGS:

- 14 schools and kindergartens

- 9 sports pavillions

- 9 cultural buildings, libraries and the Theater

- 2 museums

- 14 administrative buildings

CONTRACT DATA

• Contract period: 10 anys (June 2007 – May 2017)

• Thermal power: 7,31 MW TOTAL

- 5,38 MW heat

- 1,93 MW cold

• Ecomical data (VAT included):

- cost of the tender(P1,P2,P3, P4): 911.164 €/year

(amb un P1 de 473.016 €)

- investment required(P4): 1.660.000 € (to be done in 1 year)

P1: energy management:

• More than 50% of the equipment were renovated.

BEFORE AFTER

3.- CONTRACT EXPLOITATION

P1: Energy management:

• Remote control were installed in the main installations

P1: Energy Management:

• Execution of the investments offered and efficient management of them.

• More Tª, CO2 level and Hr sensors were installed.

• All installations were planned according to the schedules and set point

temperatures required in the tender prescriptions rules Meters were

installed just to know all about the energy consumption.

• actually the municipality pays a flat rate for the energy consumed achieving direct

savings around 30% referred to the initial conditions.

• The ESCO company took the risk and undertook the commitment to pay

for the energy additional cost resulting from a poor management of the

installations.

P1: Gestió energètica: Comparativa estalvi € amb ESE

GAS NATURAL, GAS-OIL I

ELECTRICITAT

COST Gas Natural i

Gas-oil

(€)

COST Electricitat

(€)

COST ESTIMAT

Sense Contracte

Gas Natural i Gas-oil (€)

COST ESTIMAT

Sense Contracte

Electricitat (€)

COST ESTIMAT

TOTAL Sense

Contracte

Gas Natural Gas-oil i Elec

(€)

COST P1 Fixe CONTRACTE

Gas Natural

Gas-oil i Elec

(€)

ESTALVI Ajuntament

(€)

Inici contracte 2007

231.158,17 190.734,55 231.158,17 190.734,55 421.892,72 2007 NO VALORAT

2007 NO VALORAT

Any 2008 226.394,75 173.005,27 311.199,43 222.451,40 533.650,84 363.745,86 -169.905 €

Any 2009 210.445,08 177.602,68 312.503,82 295.926,09 608.429,90 386.259,10 -222.171 €

Any 2010 261.633,87 213.614,12 374.174,65 302.540,22 676.714,86 440.168,41 -236.546 €

Any 2011 223.796,41 167.510,90 304.245,84 304.199,13 608.444,97 486.059,18 -122.386 €

Any 2012 254.833,12 206.142,93 353.866,66 415.001,83 768.868,49 537.022,70 -231.846 €

Any 2013 269.608,70 235.401,39 348.089,17 328.697,72 676.786,88 565.743,52 -111.043 €

Any 2014 240.317,70 164.088,04 264.509,81 264.509,81 561.436,24 543.508,57 -17.928 €

Any 2015 247.105,42 176.744,73 250.322,36 250.322,36 550.638,60 517.958,00 -32.681 €

Any 2016

Any 2017

TOTAL 2.165.293,20 1.704.844,61 2.832.480,40 2.574.383,10 4.984.970,78 3.840.466,28 -1.144.504 €

P1: Gestió energètica: Tons of CO2

Inici contracte

Any 2008

Any 2009

Any 2010

Any 2011

Any 2012

Any 2013

Any 2014

Any 2015

Any 2016

Any 2017

Estalvi emissions CO2 Gas Natural i Gas-oil

(Tones CO2)0 331,28 403,56 439,45 281,20 325,67 253,56 181,04 198,33

Estalvi emissions CO2 Electricitat

(Tones CO2)0 102,37 211,40 95,15 200,80 359,07 111,07 147,38 114,55

Estalvi TOTAL emissions CO2

(Tones CO2)0 434

Tn CO2

615 Tn

CO2

535 Tn CO2

482 Tn CO2

685 Tn CO2

365 Tn CO2

328 Tn CO2

313 Tn CO2

ESTALVI TOTAL AJUNTAMENT (Tn CO2)3.756

Tn CO2

P2: preventive maintenance and pipping :

• To provide a high quality maintenance and energy management, permanent,

motivated, trained and specialized staff is needed.

• Actually

- 2 permament workers 8h/day for the maintenance and follow up of the installations.

- Service 24/7.

- 1 engineer in charge of the explotation of the contract.

- Other staff for administratives and technical issues

- Technical support from external companies for a specific tasks.

P3: total warranty:

• We have a total warranty which is a kind of insurance for the municipality due to just

in case of any kind of failure or damage of the equipment it must be fixed or

displaced by a new one without any cost.

• The goal is to have the installation in a optimal way avoiding both long formalities to

approve the displace and budget problems.

• The ESCO company took the risk and undertook the commitment to pay

for the energy additional cost resulting from a poor management of the

installations.

57

Sant Cugat del Vallès: Urban management with the scope of Resilience

58

What is and why implement Urban Resilience thinking?

Paradigm change: implementation of urban resilience thinking in managing municipality infrastructures and services.

• The city as a system of systems.• Cross functional management.• Hidden synergies between the Operators.• Continuous improvement process.• Work as a team.

• Improving the quality of life.• Improving the efficiency of urban services.• Granting the continuity of services supply.• Transparency in the management of urban services.

Urban Resilience Management

Benefits Work as a team

For citizens

59

Steps required to implement Urban Resilience thinking?

Step 1:

Assessment

Step 2: Implement a

Resilience Office

Resilience Assessment

Analyze and understand how the urban systems

works: identify urban actors, vulnerabilities,

strengths, synergies between operators,

improvement projects, interdependences…

Continuous improvement processs

Manage Urban Resilience: Appoint a CRO

(Chief Resilient Officer), develop a Resilience

plan, implantation of control sensors and a

Situation Room, simulation tools.

60

WHAT WE’VE ALREADY DONE

Data Assessment

• 44 services and 326 infrastructures analyzed and introduced within HAZUR tool.

• Involvement more than 50 stakeholders and doing 25 information-gathering meetings

• Performing 3 Workshops: transversal view of the city management.

• Identification of improvement projects, redundances and most significant impacts.

• Identification of the cascade effects.

Main aspects to be analyzed in the Assessment Step

Project Scope

ASSESSMENT COMPLETED

61

Services & Infraestructures Analyzed

Waste Treatment

Cleaning

Security Forces

Civil Protection

Mobil Phones

Boeadband and Telephony

Radiocommunications

Water Catchment

Water Distribution

Sewage, creek and scrapping

Waste Water Treatment

Gardens

Rural environment

Water Cycle Green Zones Waste and Cleaning Security Telecommunications

Water Transport Waste Collection

Schools

School Transportation

Social Services

Social Transport

Funeral Services

Municipal Administration

Electricity Transport

Electricity Distribution

Urban Lighting

Hospital Services

CAPs

Private Health Center

Pharmacist

Medical TransportBuses

Renfe

FGC

Cabs

Gas Transport

Gas Distribution

Bottled Gas

Biomass

Fuel Distrbution

Electricity Generation

EMD

Public Service

Highways and Motorways

Roads

Urban Roads

Traffic Lights

Transport Energy Sanitary Social

City Council Pavilions

44 SERVICES and 326 INFRASTRUCTURES ANALYZED

62

Interdependences

MORE THAN 2000

INTERDEPENDENCES

STUDIED SERVICES AND

INFRASTRUCTURES

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Administracions Municipals

Autovies i autopiestes

Carreteres

Vies urbanes

Semàfors

Autobusos

Renfe (rodalies/mercaderies)

Ferrocarrils (FGC)

Taxis

Transport de gas natural

Distribució de gas natual

Gas embotellat

Biomassa

Distribució de combustible

Generació d'electricitat

Transport d'electricitat

Distribució d'electricitat

Il·luminació urbana

Serveis hospitalaris

Centres d'Atenció Primària

Centres sanitaris privats

Servei farmacèutic

Transport sanitari

Pavellons

Centres educatius

Transport escolar

Serveis socials

Transport social

Serveis funeraris

Transport d'aigua

Fonts - Extracció d'aigua

Distribució d'aigua

Clavegueram, desguàs i rieres

Tractament d'aigua residual

Parcs i Jardins

Medi rural

Recollida de residus

Tractament de residus

Serveis de neteja

Cossos de seguretat

Protecció Civil

Telecomunicacions mòbils

Telecomunicacions banda ampla

Radiocomunicació

Avaluació resiliència del municipi de

Sant Cugat del VallèsS E R V E I S C A I G U T S

INTERDEPENDÈNCIES HAZUR:

AFECTACIÓ D'UN SERVEI CAIGUT

SOBRE LA RESTA DE SERVEIS

S E

R V

E I

S

A

F E

C T

A T

S

Operative service

Affected service

Min. Services

Down service

Affection to service on the

infrastructures

Affection to infrastructures

on the service

Affection to infrastructures

on the infrastructures

DOWN SERVICES

AFF

ECTE

D S

ERV

ICES

63

Resilience Assessment URBAN RESILIENCE OFFICE

Impacts classification according to the causes

Natural

Social

Technological

64

Determination the impacts effects on the studied services and infrastructuresIMPACTS

INFRASTRUCTURES INFRASTRUCTURES STATES

Not affected

Minim ServicesAffected

Fail



65

Some natural Impacts identified: Flood Risk

AREAS AFFECTED BASED ON THE RETURN PERIOD FLUVIAL RISK FLOODING IN PARTICULAR AREA

Infrastructure potentially affected - state

Affected Min. Service Down

22 3 2



22 12 34



85 57 38

66

Some technological Impacts identified: Road accident – Flammable and toxic materials

FLAMMABLE MATERIALS TOXIC MATERIALS

Identification Intervention

Areas


67

Potential direct impact over infrastructures

ImpactInfrastructure potentially affected - state


Wildfire 18 2 58

Fluvial Flood 22 3 2

Urban Flood 106 1 0

Snow 14 11 0

Wind 5 6 0

Road transport accident – Flammable materials 22 12 34

Road transport accident – toxic materials 85 57 38

Rail transport accident – Flammable materials 8 9 32

Rail transport accident – toxic materials 24 124 79

Blackout Power transport 83 75 80

68

Example of cascade effects identified:

Cascade Effect caused by a failure in the transport of energy that affects, in step 3, to the cleaning service road.

Electricity Transport

Electricity Distribution

Water Catchment

Water Distribution

Green Zones

Cleaning

Urban Roads


Blackout at power transport network affect most of the services and infrastructures directly o indirectly.

69

Next Steps: Resilience Office Implementation

HAZUR Manager tool Implementation• Simulation urban scenarios• Develop Resilience Plan• Appoint a CRO• Control Rooms• Manage the Urban Community• Manage the Urban Resilience

CONTINUOS IMPROVEMENT

PROCESS

OTHER KINDS OF PUBLIC-PRIVATE PARTERNSHIP

LOCAL PLAN FOR ENERGY

REFURBISHMENT OFBUILDINGS

• We’ve signed an agreement with the Politechnical

University of Catalonia, Architect School, which is

located in Sant Cugat.

• The aim of the agreement is to analyze more than

35,000 houses in order to design the long term strategy

to develop in the coming years till 2050.

• The strategy will deploy 48 scenarios, each of them will

match the different variables that set the feasibility of the

energy refurbishment according to the use, kind,

possibility to act and energy consumption of them.

This project has received funding from the

European Union’s FP7 research and innovation

programme under grant agreement no. 608703.

COLLECT (Data integration): The OPTIMUS DSS is composed of five modules capturing data from weather monitoring, building sensors, and energy prices, to local renewable energy production and occupant feedback regarding thermal comfort. This data provides experts with a systemic overview of building performance and enables them to identify relationships between the different factors that influence it. The five data capturing modules are:

Weather forecasting data is collected to develop accurate energy-demand models and map consumer behaviour related to public buildings.

Monitoring data is obtained from building monitoring systems (e.g. electricity consumption, indoor temperatures, presence detectors).

Feedback provided by occupants can help energy managers to adjust thermal comfort parameters

Energy prices facilitated by local energy providers help to match energy demand with supply and to optimise energy costs

Renewable energy, produced in buildings is used for self-consumption and/or sold to the energy market to get the maximum benefit from it.

This project has received funding from the

European Union’s Horizon 2020 research and

innovation programme under grant agreement

no. 649397.

• NewTREND seeks to improve the energy efficiency of the existing

European building stock and to improve the current renovation rate by

developing a new participatory integrated design methodology targeted to

the energy retrofit of buildings and neighbourhoods, establishing energy

performance as a key component of refurbishments

• The NewTREND platform will be a tool for collaborative design allowing

evaluation of different design options at both building and district level

through dynamic simulations via a Simulation & Design Hub. Design

options, including district schemes and shared renewables will be

presented to the design team, together with available financing schemes

and applicable business models, in a library which will build on lessons from

past and ongoing R&D projects

This project has received

funding from the European

Union’s Horizon 2020

research and innovation

programme under grant

agreement no. 680474.

http://newtrend-project.eu/

http://newtrend-project.eu/

• The project objective is to design, implement and promote a reliable,

efficient and profitable system able to supply heating and hot water in

buildings mainly from renewable sources. The proposed system is based in

the optimal combination of solar thermal (ST) energy production, seasonal

heat storage and high efficient heat pump use. Heat pumps will be

improved technically in order to obtain the best performace in the special

conditions of the CHESS-SETUP system.

• The used solar panels will be hybrid photovoltaic and solar thermal (PV-

ST) panels, which is a promising solution for also producing the electricity

consumed by the heat and water pumps of the heating system and part of

the electricity consumed in the building. Hybrid solar panels are a key

element to achieving energy self-sufficiency in buildings, especially in

dense urban areas where the roof availability is one of the most limiting

factors.

• Also will be considered the integration of other energy sources as biomass

or heat waste, to make the system suitable for any climate conditions. The

project will also explore the possibility to integrate the system with other

electricity or cooling technologies (solar cooling, cogeneration).

This project has received

funding from the European

Union’s Horizon 2020

research and innovation

programme under grant

agreement no. 680556

WEAKNESSES

• Subcontracted Personal

• Collective agreement

THREATS

• Technological Evolution

• Economical Equilibrium

• Subjective criteria. Agreements

STRENGTHS

• Qualified staff

• Flexibility culture

• National and international experience

OPORTUNITIES

• Newest Technologic innovations

• Continuous improvement experience

INTERNAL FACTORS EXTERNAL FACTORS

What does the ppp need to be successful?

Share Success among the partners

Qualified and Experienced Professionals

Proactive Attitude

Both parts must be considered as equals

Work as a team

Thanks for yourattention

Documents

Experience of Sant Cugat in transforming city in Smart and ...olexrada.gov.ua/doc/eco/strategy2030_en_p2.pdf · Context Sant Cugat, Smart City City pioneer in promoting the Smart