"Urbana World" May/June'15 Edition

www.UrbanaWorld.com URBANA WORLD May-June 2015 1www.UrbanaWorld.com URBANA WORLD June 2015

URBANAIndia Chasing Its Way To 100 Smart Cities

Volume # 1 l Issue # 2 l May-June 2015 l Rs.5/-

A Smart City’s Smart Magazine

www.UrbanaWorld.com

P.M. formally Launched the SMART CITY PROJECT

Cities should be identi-fied as hubs of Economic activity & there should be adequate focus on turning

“Waste to Wealth”. -Narendra Modi

are likely to be shortlisted for the Smart City project.

In PHASE - 1

will be selected in the next stage to be

followed by 40 more later.

40

48,000 Cr.

50,000 Cr.

has been earmarked for Smart City project

will be spent on AMRUT.

Graphics : Ankit Pandey

Estimated Expenditure for a

Smart City

5,000Crore

Centre will provide to each

smart city

500Crore

7,060Crore

98,000Crore

this year has been allotted for

smart cities

Has been Promised For Urban Develop-

ment Mission

For con-sultations with the citizens

100Smart Cities

PM announced the Number of Smart Cities to be allotted to states and the Quantum of Central grants.

20Cities

June 25, 2015

02 Centre will give to each state Crore

500 Cr. 500 Cr.

Smart City Guildelines

To be given by the

Centre

To be given by the

State. +

Rest of the city will be provided with a pan city feature. like sewage system, smart traffic solution, water pipeline or any other feature from the smart city model, which will be implemented for the rest of the state.

SPV will be est. as a Lim-ited Company promoted by

the State/UT and the ULB jointly, both

having 50:50 equity share-

holding.

A section in the city will be developed into a smart model-

For Each Smart City

It is upto the states to arrange

the additional funds (by pooling these resourc-

es from the market)

1. Size

2. Population (> 1 lac)

Smart City selection to be done on the basis of -

City Challenge• Each state will shortlist a certain number of smart city aspirant.

• Which will prepare smart city proposals for further evaluation for extending central support.

Each Smart City aspirant will be selected through a ‘City Challenge Competition’ based on-•Financing •Ability of the cities to perform

50% 50%

The implementation of the Mission at the City level will be done by a Special Purpose Vehicle (SPV) created for the purpose.

The private sector or financial institutions could be considered for taking equity stake in the SPV, provided -

The State/UT and the ULB share are equal to each other and the State/UT and ULB together have ma-jority shareholding and control of the SPV

Modi Fied Infograph_Ankit URBANA.indd 2-3 7/16/2015 10:32:26 AM

Infographic By URBANA WORLD

VOLUME 1Issue # 2

CEO

ANAND GUPTA [email protected]

EDITORS

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ARPITA [email protected]

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P.M. formally Launched the SMART CITY PROJECT

Cities should be identi-fied as hubs of Economic activity & there should be adequate focus on turning

“Waste to Wealth”. -Narendra Modi

are likely to be shortlisted for the Smart City project.

In PHASE - 1

will be selected in the next stage to be

followed by 40 more later.

40

48,000 Cr.

50,000 Cr.

has been earmarked for Smart City project

will be spent on AMRUT.


Estimated Expenditure for a

Smart City

5,000Crore

Centre will provide to each

smart city

500Crore

7,060Crore

98,000Crore

this year has been allotted for

smart cities

Has been Promised For Urban Develop-

ment Mission

For con-sultations with the citizens

100Smart Cities

PM announced the Number of Smart Cities to be allotted to states and the Quantum of Central grants.

20Cities

June 25, 2015

02 Centre will give to each state Crore

500 Cr. 500 Cr.

Smart City Guildelines

To be given by the

Centre

To be given by the

State. +

Rest of the city will be provided with a pan city feature. like sewage system, smart traffic solution, water pipeline or any other feature from the smart city model, which will be implemented for the rest of the state.

SPV will be est. as a Lim-ited Company promoted by

the State/UT and the ULB jointly, both

having 50:50 equity share-

holding.

A section in the city will be developed into a smart model-

For Each Smart City

It is upto the states to arrange

the additional funds (by pooling these resourc-

es from the market)

1. Size

2. Population (> 1 lac)

Smart City selection to be done on the basis of -

City Challenge• Each state will shortlist a certain number of smart city aspirant.

• Which will prepare smart city proposals for further evaluation for extending central support.

Each Smart City aspirant will be selected through a ‘City Challenge Competition’ based on-•Financing •Ability of the cities to perform

50% 50%

The implementation of the Mission at the City level will be done by a Special Purpose Vehicle (SPV) created for the purpose.

The private sector or financial institutions could be considered for taking equity stake in the SPV, provided -

The State/UT and the ULB share are equal to each other and the State/UT and ULB together have ma-jority shareholding and control of the SPV

Modi Fied Infograph_Ankit URBANA.indd 2-3 7/16/2015 10:32:26 AM

URBANA WORLD May-June 2015www.UrbanaWorld.com 4

CONTENT

sMART CITY

16

33

6662

Smart & Sustainable City Development Enabled By 3Dexperiencity

Smart Urban Retrofits For Unsmart CityBangalore

Designing Smart Cities For Tropical Climates

A Pragmatic Strategy For The Realization And Sustenance Of Smarter Cities

74 Smart Cities, Why Strategy Comes First?

26 Smart Cities A Futuristic Vision Of Urbanization In India

72 100 Smart Cities And500 Rejuvenated Cities

70 Reimagining Mumbai

36

B V R Mohan Reddy, Chairman, NASSCOM

ExclusiveINTERVIEW

07FEATURED storyBloomberg Philanthropies’ 2014 European Mayors Challenge

www.UrbanaWorld.com URBANA WORLD May-June 2015 5

14

Sanjeev Sanyal, Global

Strategist & MD, Deutsche Bank

2540

76

4246

sMART iNFRAClean Air India Movement- Small Steps For Big Change!

Smarter City Through Street LightingManagement

Survey Of 2,000 Buildings In India Demonstrates Need To Invest More In Smart Building Technologies

Automated Waste Collection System

Smart Maps for Smart Cities: India’s $8 Billion Opportunity

64

18

60

44

sMART it

Ground-Breaking Report From Accenture Interactive Finds Internet Of Things Driving New Era Of “Living Services”

A New Perspective On Economic Vitality In A Data-Driven Economy

Creating Smart Cities In India Needs A New Integrated Approach

Hallmark For A Smart City: Officials Are Best Equipped To Make Decisions Based On Facts

48

Rishi Bhatnagar, VP & Global

Head - Digital Enterprise Services,

Tech Mahindra

52

INTERNATIONAL

28 Milton Keynes Driving Towards A Sustainable Smart City

Glasgow, Scotland A City Of Tomorrow

sAFE CITY

57 Surveillance Implementation Considerations For A Smart City

54 Implementing Smart City Initiatives

ExclusiveINTERVIEW

ExclusiveINTERVIEW


51 product Report

79-85urbana

News

urbana infographic

Inside Front17

45Back Cover

Key Features Of The Smart City Mission Launched On June 25

8 Things To Know Of The Cabinet Approval Of Smart Cities

Housing For All By 2022 Mission

Operational Guidelines For Selection Of Smart Cities

35 Key Events At The Hannover Messe, April 2015

CONTENT20cover storySmart Cities Mission Statement & Guidelines

68

Aditya Vuchi, Founder & CEO,

Zippr

ExclusiveINTERVIEW


Whether a result of the continued fall-out of the economic crisis, changing demographics or the widening trust gap between citizens and their leaders, Europe’s cities are to-day being asked to change what they do, change what

they fund and change how they work.

It is against this backdrop that Bloomberg Philanthropies’ 2013-2014 European Mayors Challenge enters. It was designed to encourage cities to develop bold ideas that solve major problems and improve city life – and that could be shared with other cities. European cities are some of the most innovative in the world, routinely looked to by other global cities for inspiration. Yet with tighter budgets, higher citizen expecta-tions and national gridlock, many city leaders must become more agile and resourceful in responding to local challenges. The Mayors Chal-lenge encourages city leaders to do just that. Submissions for the award require a degree of backing and promotion from municipal leaders in order to qualify, ensuring political buy-in and deliverability.

The programme was especially timely for Europe; the 2008 crisis prompted an extensive process of rethinking urban governance through-out the region. The diverse range of proposals discussed in these pages demonstrate not only how local governments across Europe are devel-oping new solutions to innovate out of the financial crisis – addressing large problems with less money – but also how they are responding to many social, environmental and economic concerns relevant to the region today.

Following the inaugural competition in the United States, the Europe-an Mayors Challenge was launched in September 2013 and was open to cities across Europe (not just the EU) with populations of at least 100,000 residents.* 155 cities from 28 countries responded to the call for submissions. From Amiens to Zaragoza, they collectively represent over 71 million Europeans, roughly 10% of the total population. 49% of the submissions came from cities with populations of between 100,000 and 250,000 residents, 28% had populations between 250,000 and 500,000 residents, and 23% came from cities with more than 500,000 residents. The participation rate exceeded that of the Mayors Challenge in the US, with 26% of eligible cities submitting applications in Europe versus 24% in the US. Participating cities spanned the continent: 35% from southern Europe, 25% from western Europe, 19% from eastern Europe, 15% from the British Isles and 6% from northern Europe. 19 European capital cities submitted ideas to the competition, from Stock-holm to Athens, Paris to Warsaw.

21 cities from 11 countries were shortlisted in April 2014, and five winners, including the winner of the grand prize of € 5 million, were announced in September 2014. An independent jury of 13 internation-al experts evaluated the proposals against the four key criteria: vision, potential for impact, quality of implementation plan and potential for transferring the scheme to other cities.

In order to better understand the key issues addressed by each city and to support the process of evaluation, LSE Cities identified five core themes that captured the concerns of European citizens and local gov-ernments in this self-selected group of cities. These themes are: the economy; civic engagement; social inclusion; health and well- being;

and the environment.

Across the broad range of submissions, what stands out is that prac-tically every solution was concerned with connecting people to each other – either through the institutions of local government or by the (better) use of urban spaces. The issue of connection becomes particu-larly acute when the individuals who are at the heart of the significant processes of urban change and growth feel left behind or isolated. This applies equally to young or older citizens who lack jobs or a sense of purpose, and to new migrant communities who have not yet settled in their host environments. The quest for improved communication, the simplification of obtuse bureaucratic language, and greater openness and transparency of municipal institutions cut across many of the ini-tiatives, with the potential of new technology, apps and gamification techniques playing a key role in forming new alliances and connec-tions across many layers of European urban society.

Bloomberg Philanthropies’ 2014

European Mayors Challenge

A Report by LSE Cities

INTERNATIONAL


One in five proposals to the European Mayors Challenge identified youth or youth unem-ployment as key areas of concern for the city administration. A significant number of cit-ies suggested school- level training to prepare students for employment and connect them

to the future job market (including Dabrowa Górnicza, Poland and Rijeka, Croatia). Other cities, including Newcastle, United Kingdom and Herne, Germany proposed training opportunities in deprived or migrant areas. Košice, Slovakia wanted to promote access to the local job market in an effort to reverse the brain drain to western Europe. The challenges of deindustrialisation led the famous port city of Plymouth, United Kingdom to propose an app to help youths from families who had worked in the (now redundant) docks for generations access the broader labour market, while Kaunas, Lithuania planned to include young people in generating solutions.

Across the board, the proposals indicate d growing recognition amongst municipal governments that more needs to be done locally to foster economic prosperity through the efficient management of resources, people and time. In this regard, cities in Europe are taking matters into their own hands in areas that were traditionally the responsibility of regional and national government. In an era of reduced budgets and increased responsibility, innovative responses are enabling cities to do more with less.

Economy Doing More With Less

Bologna, ItalyWith a youth unemployment rate of 17.5%, Bologna identified the rise in the number of NEETs (Young People Not in Education, Employment or Training) as one of the core challenges to its economic revitalisation.#Angels4Bologna is a mentorship scheme designed to increase the capacity of school-going students (aged 8-16) to enter the job market or become entrepreneurs. Around 3,500 students would receive extra-curric-ular training from a broad range of private and public experts to target a structural skills mismatch, but also to grow relation-ships with people in industry. The initiative shows how local authorities can respond to the need to develop specific local skills, sup-plementing knowledge and skills acquired through the national education curriculum.

Amsterdam, the NetherlandsAmsterdam has a growing population of ed-ucated youths who are unable to find work despite their skills being in demand. Play-2Work Europe aims to positively disrupt traditional digital recruitment by providing a platform that measures important qualities outside of work experience and knowledge – including character, talent and ambition – through gaming. A further innovation is the use of more sophisticated gaming to devel-op skills. Job seekers would then be linked to opportunities that match their qualifica-

Finalist Proposals

As the layer of government closest to citizens, city authorities are best positioned to build partnerships and encourage greater involvement in improving the quality of life in cities. Cities are investing in this opportunity. At the same time, civil society has played an increasingly important role in co- creating and

implementing solutions that form part of a growing movement of citizen engagement across Europe. Many pro-posals reflect this wider movement, with novel ideas to give citizens and residents the tools to collaborate more effectively with each other and with government to strengthen local democracy, and also to unlock latent citizen capacity as a resource for solving city problems. Despite very different socio-economic contexts, Ruse, Bulgaria; Gdansk, Poland and Oulu, Finland proposed using smartphone applications to enable citizens to vote on projects or propose solutions that could then be voted on, while Athens, Greece aimed to encourage a volunteer culture to reform local government from the bottom up.

These examples confirm the growing recognition that resident participation is necessary to successfully deliver ambitious city projects, at the same time as capitalising on local resources, involving residents to reduce costs,

improving user experience and creating an increased sense of public ownership of spaces and projects.

Civic Engagement Facilitating citizen action

tions and character, reducing the potential for job seeker fatigue and helping the city reduce its 15.3% youth unemployment rate. The city hopes to expand the platform into a Europe-wide network to tap into a larger job market and encourage greater employment mobility for young job entrants.

Stara Zagora, BulgariaLike other eastern European cities, Stara Zagora has the challenge of retaining tal-ented youth in a global market. Over 90% of Bulgarian graduates who emigrate nev-er return home due to a lack of local em-ployment opportunities and high youth un-employment (nearly 19%). I Succeeded in My Town! falls into the broad category of nurturing creative cities to retain, attract and grow local talent. The city plans to provide financial support, directly and via a crowd-sourced platform, to local start-ups to not only reverse the youth brain drain, but also to incentivise young entrepreneurs to locate businesses in Stara Zagora. The idea envis-ages a network that would link younger peo-ple to local employment opportunities. For an eastern European nation, this proposal is novel in bringing together the municipality, private sector and research centres to sup-port a citywide entrepreneurship competi-tion and provide funding and start-up sup-port at this scale.Florence, ItalyDespite its unique heritage and touristic appeal, Florence has high vacancy rates in historic areas around its city centre, and a shrinking artisanal industry. The Third

Millennium Urban Workshop is an idea to map vacant spaces across the city in order to connect artisans to landlords. The city government plans to modify local planning and employment regulations to facilitate and encourage new business activity. 200 aspiring entrepreneurs would receive small business support services and €15,000 start-up vouchers to improve work-spaces and repair buildings.Florence’s proposal builds on similar initia-tives elsewhere, but its scale is ambitious, and it stands out for being municipali-ty-driven rather than led by an NGO or pri-vate organisation.

Cardiff, United KingdomThe Welsh capital’s performance across a range of economic measures tends to be be-low average for the UK. Push Our Produc-tivity aims to increase the city’s productive capacity by 10%, and constitutes a major effort to improve the skills of residents by training community connectors and their networks to identify small improvements, and then implement them. Most pro-grammes to increase productivity are led by the private sector or focus only on a very specific demographic; the innovation of Cardiff’s proposal is to improve productiv-ity in the entire population through a com-prehensive city-wide approach based on cit-izens’ voluntary participation. It is expected to add €1.3 billion to the local economy, while increasing educational and health out-comes based on the concept of ‘aggregation of marginal gains’.


The capacity to implement this project is supported by DIGID (Digital Identity), which helps identify Dutch citizens on the Internet and is mandatory for electronic tax returns, highlighting how local governance innovation may require national support and infrastructure.

York, United KingdomYork believes a lack of involvement and mistrust of local government stems from residents’ perceptions that they are not em-powered to partake in addressing the issues faced by the city. GeniUS! Right to Solve proposes to address this by enabling citi-zens to play a pro-active role in identifying and solving city problems. Procurement would also be opened up, allowing citizens to co-create solutions. Training would fur-ther increase the potential for citizens to engage with the platform and the govern-ment. Austerity measures have significantly reduced the council’s budget, increasing the challenge of financing city projects. Apart from facilitating a more direct council-citi-zen relationship to reverse dependency, this scheme aims to speed up and reduce the cost of procurement.

Sofia, BulgariaThe city government of Sofia is keen to bring colour and beauty to the large-scale post-World War II residential blocks that define its poor quality public spaces. DIY Sofia would encourage residents to take ownership of these efforts by mobilising them to identify need and then to improve

Social Inclusion Building trust and value

Amongst all 155 submissions, the most pervasive ambition was to increase the capacity of individuals or communi-

ties that are socially excluded to participate in society at the same level as everyone else. These innovations generally target ‘at-risk’ groups – for example, elderly citizens, indi-viduals suffering from mental health disor-ders, high accessibility needs or loneliness – to encourage them to remain an active part of society. Projects range from balancing re-sources like housing, energy or dental care, to

re-habilitating former drug users, inte-grating migrants or staging able-bodied and disabled sports events. These ini-tiatives suggest that local governments in Europe have recognised the need to reduce the negative social and econom-ic impact of inequality and exclusion in order to create strong and resilient com-munities. National governments are not well-equipped to respond to these, often complex, local challenges. City govern-ments, however, are trying to turn areas of weakness into strengths by building connections to alienated groups and iso-lated individuals.

Utrecht, the Netherlands recognised that foreign language speakers from

migrant communities face a range of prej-udices, and proposed measures to promote language diversity as a valuable resource, while Varna, Bulgaria suggested introducing life-long learning opportunities. Valladolid, Spain suggested that greater inclusivity might be promoted by crowd-sourcing interpreters to make public texts more accessible, while Braga, Portugal aimed to reduce isolation and increase employability for residents with den-tal conditions by providing free dental care. To

reduce the disadvantages to children from de-prived homes with minimal adult supervision, Mannheim, Germany proposed ‘smart bags’ containing everything required to meaning-fully participate at school. Cluj-Napoca, Ro-mania proposed to make public spaces feel safer for children to increase accessibility. Beyond school, Malmö, Sweden planned to target inequalities in health – life expectancy can differ by up to 6.5 years across the city. Warsaw, Poland wanted to make cities more accessible to blind residents, while Barcelo-na, Spain sought to strengthen connections both within and to their ageing population.

Reflecting the general trend of an ageing Eu-rope, the European Mayors Challenge has provided concrete evidence that municipal governments have deep concerns for the well- being of large elderly populations. Łódz, Po-land and Sintra, Portugal came up with fresh ideas on how to use retired residents’ skills to train younger people. Sunderland, United Kingdom co-created new products that en-able seniors to retain an independent lifestyle, and Helsingborg, Sweden developed ways of keeping its elders active and involved in the community. Gelsenkirchen, Germany imag-ined neighbourhood-level connecters, resi-

Gdansk, PolandGdansk is trying to improve public trust and involvement in local government and com-munity projects. Democracy Accelerator is a website that will allow citizens to submit ideas for enhancing the city. It envisages training assistance, which may include of-fers of financial support or volunteered time, to increase the strength of proposals before allowing the public to further develop proj-ects and ultimately to vote on their inclusion in the city budget. As an example of co-gov-ernance, this project would require the city council to vote on the projects proposed by citizens and subsequently work with them to implement the most popular ideas.City employees would also receive training to better engage with citizens to help suc-cessfully implement promising solutions.

The Hague, the Nether-landsThe Hague is keen to reverse growing apa-thy towards government and has suggested Citizens in Action – Democracy 3.0 as a tool to give citizens power over the alloca-tion of 2-3% of local taxes by allowing cit-izen proposals to be subject to vote. Unlike an individual tax break, this idea would en-courage citizens to engage with each other to influence how their city develops. Addi-tional revenue could be generated through crowd-funding or crowdsourcing, further encouraging ownership and collaboration.

Finalist Proposalsareas. Use of a van equipped with tools for the community to use to implement civic beautification projects would be supported by access to artists and experts. The innova-tion aims to affect how people relate to their spaces and to each other, reducing urban isolation, increasing communication and trust between residents and the municipal-ity, and improving the urban environment for the community. This would be achieved partly by collaborating with existing local initiatives, like neighbourhood associations and community centres, and by using events to redefine public space.

Brno, Czech RepublicBrno wants to increase real and perceived safety levels in its large-scale housing es-tates by transforming their role to promote social cohesion and inclusivity of neigh-bourhoods across the city. This bottom-up crime prevention approach is designed to train local residents living on at-risk estates, extending community policing initiatives found elsewhere. Systematically training concierges who are already embedded in local communities to more capably respond to and manage risks sets up the opportunity for this Safe Address programme to rebrand the community in a way that could result in a decrease in insurance premiums while increasing the desirability of the area. Con-cierges who are familiar with the neighbour-hood are more likely to properly interpret risk, increasing their effectiveness.


Health and Well-Being Aiding healthy living

dents who would actively provide links be-tween the young and the old, and to immigrant communities. Amersfoort, the Netherlands and Liverpool, United Kingdom suggested using technology to connect people struggling with loneliness, while Cascais, Portugal pro-posed that previously employed people could be easily re-integrated into the job market by using an app that would keep them socially ac-tive with daily tasks.

Several cities proposed ideas based on the emerging concept of the collaborative or

sharing economy, where the city provides a platform or network for a range of services or resources that can be shared. This marks a societal shift away from individual ownership and towards a shared model of consumption. These developments have been facilitated by the rise of the Internet and mobile technolo-gies, which make it easier for people to buy, trade, rent, share or simply give away goods and services. While numerous initiatives are associated with transport-share schemes, many others focus on the sharing of social capital to encourage collaboration, or even on making

city assets available to the public when not in use. For example, Latina, Italy; Sabadell, Spain and Paris, France developed schemes to share electric bicycles and electric vehicles, while Venice, Italy focused on sharing electric boats. Kirklees, United Kingdom conceived a platform to broadly share municipal and pri-vate resources, while Copenhagen, Denmark and Antwerp, Belgium suggested investing in open data systems that would provide access to information that could improve the devel-opment of city services.

Cities across Europe are increasingly concerned that the health and well-be-ing of their residents does not live up

to what might fairly be expected of one of the most economically advanced regions of the world. A number of proposals focused on pro-moting improvements in physical and mental health to enable a better quality of life and – at the same time – reduce healthcare costs and increase productivity.

Cities like Saint-Étienne, France wanted to stimulate demand for exercise by installing infrastructure to support more active life-styles. Sheffield, United Kingdom proposed distributing free activity-monitoring devices and running mass events with prizes to en-courage walking and social cohesion. Lyon, France planned to provide personalised walk-ing routes via a website, while Larissa, Greece proposed using NFC (near-field communica-tion) technology to track and develop better walking routes. Brighton & Hove, United Kingdom even suggested a smartphone ap-plication that could be used to avoid mental health problems by encouraging positive be-havioural changes in at-risk people. A slight-ly different approach to improving happiness was Limassol, Cyprus’s Ministry of Laughter, a dedicated department that would increase well-being by helping people to laugh more.

Prevailing concerns about obesity, increas-ing levels of diabetes and a lack of access to healthy food is reflected in a series of pro-

posals for grow- your-own schemes and part-nerships with local farms to increase access to affordable and healthy food. Programmes often featured an educational component that would increase the uptake of healthy menus or improved eating habits. Coimbra, Portu-gal planned to teach children how to eat well in social, family-style environments, while Gdynia, Poland wanted to use experimental gardens to help children develop a taste for fresh produce. Other ideas to promote the ben-efits of a healthy diet were put forward by San Sebastián, Spain and Leicester, United King-dom, which suggested ways of tackling food security through local growing which – as the plans put forward by Alicante, Spain con-firmed – could help grow the local economy.

Several cities proposed measures that would focus on the requirements of individuals with special needs. This would save lives while also saving money by reducing the cost burden on welfare services. Elche, Spain presented an idea of training 50% of the population in car-dio- pulmonary resuscitation to reduce the risk of dying from cardiac arrest outside hospitals. Bruges, Belgium and Edinburgh, United King-dom made plans to use technology and citizen support to make their cities dementia-friendly by helping patients navigate the city. Helsinki, Finland sought to allow psychiatric patients to fill in their own ‘transfer ticket’ when trans-ferring to out-based care. This would give patients more control over an often difficult process.

Finalist ProposalsBristol, United KingdomBristol identified a lack of access to quality food as a major source of inequality, and is concerned about the consequences of in-creased obesity in poorer areas. The Learn, Grow, Eat Revolution proposes encouraging local food production and the establishment of healthy food shops at existing communi-ty project sites, and also new food outlets and pop-up shops in deprived areas. Local growing decreases ‘food miles’, reducing carbon emissions and also increasing the number of people who eat food Health and Well-being Aiding healthy living grown

by themselves or by people they know. This feeds into plans to partner with local chefs and school growing projects to teach residents how to cook healthier meals. While some ele-ments of the idea are fairly established in oth-er cities, the scale and complexity proposed in Bristol would increase the innovativeness of this comprehensive farm-to-fork programme.

London, United KingdomHalf of Londoners are clinically obese and the next generation is showing signs that the trend will worsen. This will likely increase the risk of Type-2 diabetes, and place addition-al strain on an already stretched healthcare system. London Lives is a home-based care programme that proposes using technology

already available in people’s homes to developa hyper-local understanding of chronic and at-risk patients, including children. This will reduce the cost of treating patients and reducethe likelihood that the technology implement-ed will become obsolete. It will also target prevention and use data collection to improvethe quality of treatment. An open source plat-form is expected to make it easier to expand the programme to include other at-risk groupsin future. While many cities have established diabetes prevention programmes that work with the families of diabetes sufferers, few have started to comprehensively integrate these new technologies into municipal health-care strategies at the scale that London pro-poses.


Environment Securing The Future

Finalist ProposalsSchaerbeek, BelgiumGreenovate plans to make it easier for owners to recognise how heat-inefficient their buildings are by using drones and cars equipped with thermal cameras to map the energy efficiency of buildings. Other cities have also started using thermal mapping as a way to identify heat losses and ensure more targeted retrofitting interventions. What makes Shaerbeek’s idea innovative is this combination of comprehensive 3D thermal mapping with a free online service that provides detailed data and personalised consultations to homeowners which will accelerate the process of energy retrofitting in the city. Tax incentives will support the installation of otherwise expensive energy reduction measures.

Madrid, SpainE+ Subterra is an idea that would turn the Spanish capital into a specialist in the area of harvesting energy from underground re-sources, effectively turning the need for sustainability into a business case. This in-

Some European cities have pioneered sustainable solutions to plan-ning, transport and energy, often doing more than their respective nation-states to achieve a greener future. In this vein, Groningen,

the Netherlands proposed changing consumer behaviour through smart grids, Boulogne-Billancourt, France promoted smart metering and community voting on energy policies, while Brest, France planned to co-design an interface with citizens to track individual carbon emis-sions and to incentivise behavioural change. Bilbao, Spain even sug-gested that energy ‘savings’ may be helpful in dealing with fuel poverty. Torrejón de Ardoz and Mataró, Spain looked at new low-energy light-ing technologies but also targeted inefficient housing typologies, much like Hamburg, Germany’s plans to deal with single tenement houses, or the proposal to restore heritage buildings in Siracusa, Italy using sus-tainable materials.

Other cities focused less on reducing energy use and more on gener-ating and consuming it in more sustainable ways. Cities concentrated on various renewable energy sources, with ideas that mostly focused on collecting or recycling energy that would otherwise be wasted. Bir-mingham, United Kingdom and Palma de Mallorca, Spain planned to reuse waste to generate electricity, while Stockholm, Sweden sought to use resident biowaste to produce biochar for carbon sequestration. Niš, Serbia developed plans to use concentrated solar power to generate municipal savings that could be reallocated toward social investment. Málaga, Spain promoted greening its existing public transport system,

while Kraków, Poland considered personalised incentives and a unified payment system to entice more people to use public transport. All these initiatives have clear environmental benefits and would also improve residents’ health and promote economic productivity. Tallinn, Estonia’s proposed extension to its existing free public trans-port for residents is an attempt to get residents to abandon cars, not just to improve air quality but also to reinvigorate the city centre, while Lju-bljana, Slovenia’s proposed effort to use park-and-ride facilities to keep motor vehicles away would not only reduce congestion and pollution, but also to free up public space. Burgos, Spain addressed the question of sustainable living by parking private cars under a green park with non-motorised transport paths, while Guimarães, Portugal proposed a green, non-motorised transport path to link nine villages together, strengthening economic ties and social cohesion to neighbours beyond municipal borders.

Ancona, Italy and Frederiksberg, Denmark proposed increasing liva-bility in their cities by creating new green recreation spaces as buffers against environmental shocks; a false coastal island to reduce landslide risk and city-wide deployment of ground level reservoirs to protect against floods. Expanding non-motorised transport is central to most cities’ sustainability plans too: Bournemouth, United Kingdom and Burgas, Bulgaria sought to use radio-frequency identification (RFID) technology to alert motorists to the presence of cyclists, disabled pedes-trians and children.

cludes tapping into natural geothermal re-sources, but also investigating the potential to exploit the underground built environ-ment. The Mediterranean city cites the pos-sibility of recycling hot air from subways or generating hydroelectricity from water supply and sewage flows. Many cities have similar programmes focused on one partic-ular type of underground energy. Madrid’s innovation aims to break down barriers re-lated to the exploration of this form of re-newable energy by investigating its broader potential.

Lisbon, PortugalLisbon has developed plans to harvest unex-ploited energy, while reducing its citizens’ reliance on motorised private transport and the associated congestion. Movement by Energy is envisaged to capture kinetic en-ergy from car road ramps to power assisted walkways and electric bikes, making the hilly city more accessible to cyclists and pedestrians. Lisbon’s innovation combines various mobility solutions at a currently un-tested scale with a unique financing scheme sustained by the energy savings generated

from ‘recycling’. The idea highlights how cities are seeking to pro-actively reconfig-ure the built environment to not only en-courage environmental savings, but to also reduce journey times.

Kraków, PolandThe city is keen to encourage sustainable mobility by making public transport the mode of choice. Smart Urban Mobility Ser-vices is an integrated application that would allow registered users to not only plot pub-lic transport routes, but to also estimate the savings, as well as health and fitness gains from walking or cycling part of the journey, and the contribution toward cleaner city air created by the resultant reduction in carbon emissions. This plan is expected to improve the commuting experience while generating greater city revenues from public transport. The city is innovating on top of existing transport planning applications and contact-less smartcard systems to incentivise public transport by incorporating payment options with loyalty points generated through green savings.


Winner s

SynAthina is an initiative aimed at the entire city. Aus-terity measures hit Greece harder than any other Eu-ropean nation, significantly reducing the operation-

al capacity of Athens.SynAthina is supported by a central municipal platform and a new department that will promote social innovation. The initiative supports and encourages community and business-sponsored projects, while aiming to reduce the distancebetween citizens and government through citizen partici-pation in problem-solving. Open data is expected to facili-tate transparency and provide tangible measurements of the project’s success, increasing residents’ levels of trust. As is the case with many applicant cities, discussions are already being developed to export the technology to other European cities, highlighting a desire to not only participate in city in-novation, but profit from it too.

synAthina: changing government from the bottom up by encouraging a volunteer culture

Winning Proposal

Athens

Barcelona, Spain estimates that one in four of its citizens will be over 65 by 2040. The city believes that dependence on fragile informal networks results

in an increasingly isolated ageing population. This not only reduces quality of life, but also creates a healthcare burden: lonely individuals are more likely to develop health compli-cations. Vincles BCN: Collaborative Care Networks for Bet-ter Ageing aims to use a customised social media application on webenabled tablet computers to more tightly connect the senior population. Vincles means ‘social ties’ in Catalan – ties to family, caregivers, neighbours. While many existing initiatives across Europe focus on tapping into local support networks inorder to reduce the isolation of the elderly, Vincles adds to this by providing a dedicated citywide platform that facilitates the activation of these existing networks in a way that significantly increases the well-being of – and support for – both the person being cared for and their carers. By connecting older citizens to informal and formal caregivers at scale, the project has the potential to support other vulnerable individuals, and also to be exported to other cities.

Vincles BCN: building a social media network to support senior citizens

Winning Proposal

BarcelonaGrand Prize Winner



Comoodle is a comprehensive platform designed to disrupt the traditional economy in Kirklees, United Kingdom by allowing private, municipal and NGO

assets and skills to be shared. The scheme is an extension of a wider shared economy movement. It includes various private sector and community-based initiatives, and reposi-tions the local authority as a facilitator rather than simply as a provider of services.Collaborative consumption is imagined as a way of making better use of municipal resources, and encouraging citizens and businesses to solve local problems, reducing demand on increasingly limited tax resources.

Comoodle: a municipal platform to collabora-tively share public and private resources

Winning Proposal

Kirklees

The Biochar Project developed by Stockholm, Sweden aims to reduce carbon emissions by enabling citizens to be part of carbon sequestration (CO2 ‘removal’).

Residents can provide plant waste for the city to produce biochar – a stable, solid charcoal product, rich in carbon which can endure in soil for thousands of years – which en-courages plant growth by enhancing the soil’s capacity to retain water and nutrients. An e-service allows citizens to calculate how much biochar they need to use in their soil to ‘offset’ their carbon footprint – impacting positively on behaviour. A municipal biochar facility will add to the Swedish capital’s expanding waste and recycling capac-ity. While there are many examples of biochar use across Europe, Stockholm’s proposed use of biochar for its urban storm water purification and management system appears to be unique, as does its large-scale collaboration between local authorities and citizens in the generation of the product.

Grow Stockholm: converting citizen bio-waste into biochar to remove CO2

Winning Proposal

Stockholm

Virtual Warsaw: giving the visually impaired greater access to the city Virtual Warsaw aims to give the visually impaired greater freedom of movement across the city, partic-ularly in the use of public transport and public facilities. Thousands of Bluetooth Low

Energy (BLE) beacons will be installed around the Polish capital to provide indoor and outdoor micro-navigation by communicating location data to smartphones. Using technology to improve universal access at an individual level highlights the city’s capacity to make uniform public transport more specific to the needs of its users. This freedom of movement is designed to reduce unemployment amongst the city’s blind population, currently at 81%. Warsaw will provide an application program interface (APIs make it easier for technologies to ‘talk’ to each other) to in-crease the potential for further innovation by residents and businesses around the infrastructure. The project borrows technology generally used by the private sector at a significantly smaller scale, scaling it up to cover an entire city.

Virtual Warsaw: giving the visually impaired greater access to the cityWinning Proposal

Warsaw



INTERVIEW

Exclusive Interview With

Sanjeev Sanyal

Sanjeev SanyalGlobal Strategist & Managing Director

Deutsche Bank

UW : What according to you is a smart city ?

SS : First of all, let us be clear that smart cities are not about build-ing Disneylands for showcasing the latest digital technologies. Technolo-gies are merely the tools to achieve good urban outcomes, they should not become the focus in themselves. . Therefore, a smart city is really about the clustering of smart people, smart institutions, smart public transport systems, smart municipal laws and so on. It is about creating urban centers that can adapt to changing econom-ic, social and environmental needs. Often, the smartest outcomes can be achieved through the intelligent ap-plication of basic technologies. For example, the single most important ingredient in a smart transport system is walking, the most basic of technol-ogies. All public transport systems are based on walking the first and last mile – yet, walkability is totally ig-nored in Indian urban design.

UW : How can a city develop self sustaining smart city developments & not pass a substantial burden to tax payers?

SS : Smart cities must be success-ful economic engines that generate taxes and revenues. They may need some initial seed money to get going but eventually they must be able to more than sustain themselves in the medium term. This is why Chandi-garh, the poster-child of socialist era urban planning, is such a failure. It re-mains a subsidy scheme for civil ser-vants despite being the capital of two prosperous states. What little eco-nomic energy it shows comes from the suburb of Mohali which is outside the city’s master-plan. If a smart city is not sustaining itself economically, it is not smart by definition.

www.UrbanaWorld.com


UW : How are smart cities for the urban poor too ?

SS : One ingredient of a city’s success is its ability to take along all sections of society. This is particularly true of a large emerging economy like India where the urban landscape will have to absorb hundreds of millions of migrants from rural areas over the next cou-ple of decades. Thus, we need to design for a constant flow of people who enter the city and want to climb the social and economic lad-der. This means that urban poverty must not be seen as a static problem but a flow. This has very important implications for how we provide housing, employment, education and public amenities for the poor. For example, we need to design smartly for basic rental housing, property rights, secondary markets, financing and public goods that allow new migrants to enter the urban ecosystem. As one group makes its way up the ladder, a new round of migrants takes its place. Any static solution to urban poverty will not just fail but will worsen the problem for the future pipeline of migrants.

UW : What is your opinion on the recently announced guidelines & city challenge com-petition by the government ?

SS : Such national-level guidelines, by their very nature, must be general. Success will de-pend on how imaginatively these guidelines are followed in individual cases. One advan-tage of the city challenge competition is that it will throw up all kinds of new ideas and will also force city-planners to share their overall vision for their respective cities. Right now there is no transparency on what each city ad-ministration is trying to do. Moreover, it will create a sense of pride and ownership over the chosen ideas that, in turn, will improve imple-mentation. Common citizens, meanwhile, will have an opportunity to hear about these ideas and can then observe the subsequent imple-mentation. In short, this is potentially a way to get everyone involved in the urbanization process.

UW : Smart city development is a matter of decades, and not couple of years. By the time we develop a smart city and equip it with the latest technology and infrastructure, the city could become outdated with the develop-ment of newer technology. Your take ?

SS : You’re absolutely right that cities have to be able to evolve with changing technology. This is why smart cities are not about hardwir-ing today’s technology; that would condemn a city to obsolescence within a very short pe-riod. This is why the latest technology should be used to bolster more durable aspects of the city. For example, we need to have fully digi-tized property records so that it protects prop-erty rights. Similarly, new mapping technol-

ogy can be used to ensure good walking net-works for the city. In both these examples, no-tice that technology is not the end in itself but a way to enhance a more durable attribute of the city. Even if technology changes, property rights and walkability will still be important. Contrast this with Detroit that was dependent on automobile technology for its economy. When it lost its lead in this sector, the city also died with it.

UW : What will India’s new cities look like when they finished?

SS : It is important to recognize that build-ing next generation cities is about applying certain key principles, but it is not about stan-dardized outcomes. This is particularly true of India where the new cities must reflect the diverse economic, cultural and natural land-scapes. Moreover, not all next generation ur-banization is about brand new cities but will be expanding or regenerating existing cities. Thus, Varanasi could be a successful smart city as a hub for religious, intellectual and tourist activity but the application of technol-ogy would be very different from developing Mumbai as an international financial center. In Varanasi, the focus will be cleaning the riv-er and restoring heritage buildings whereas in Mumbai it would be about creating inter-national connectivity, speedy enforcement of contracts and so on.

UW : What adoptions from international smart city developments can India take?

SS : Different cities around the world can

teach us different things depending on the context. However, there are a few princi-ples that they all have in common. Take for instance, the principle that a smart city must be about clustering human capital. One im-plication is that new universities and colleges should be built within the city rather walled off in isolated campuses. This will allow the city to benefit from the flow of talented young people. Contrast this with how we have been building universities since independence. Kanpur and Kharagpur gets no benefit from being host to an IIT while London benefits enormously from LSE and LBS, New York from NYU and Columbia, and Boston from MIT and Harvard. If you want Allahabad to be a smart city, one must start by reviving Al-lahabad University.

Another example is the principle of mix-and-match. Indian city planners tend to think of master-planning is silos rather than in terms of curating an eco-system. Contrast the For-mula One circuit in Singapore and Delhi: Delhi saw it as an engineering problem for fast cars while Singapore saw it as a way to bring buzz to the center of the city. So Del-hi built a custom built racing circuit outside the city while Singapore got the cars to race though the city-center at night. The result is that Delhi now has a white elephant that is barely used while Singapore just improved its city roads and enjoys a tourism bonanza every year. Imagine instead the international tourism publicity that we could have had from racing Formula One cars around Connaught Place and Rajpath at night.

UW : India has a rich culture. How can we develop smart cities while preserving its culture?

SS : You are absolutely right that India’s future cities must be built to reflect its cultural and ecological context. Smart cities are

not about building cookie-cutter cities by blindly applying the cur-rently fashionable technology. Socialist era cities like Dispur, Chan-digarh, Durgapur, and Navi Mumbai are not just cultural wastelands

but are not even economic successes because they mechanically applied Le Corbusier’s idea that cities and buildings were machines

for living. Cities are not machines but evolving eco-systems. Culture and history are an important ingredients of the ecosystem.

Thus, the new smart cities must not only preserve pre-existing heritage buildings but also make space for new temples, theatres,

stadiums, iconic buildings and so on. This is also true of natural his-tory – we need to spend time thinking the trees that will be planted and how they will look in fifty years time. Many cities have river

and sea fronts that can be leveraged. In the Deccan, for instance, the landscape has large rock formations and boulders. The urban design

must incorporate them into the city rather than level them to the ground. This is what gives cities personality in the long run.


Smart & Sustainable City Development Enabled By 3Dexperiencity

The world’s urban popu-lation is expanding rap-idly – today, 54% of the world’s population is ur-

ban, and urbanization is expected to grow to over 70% by 2050. In emerging markets, urban dwellers account for approximately 2.6 bil-lion people and this will grow to nearly 3.9 billion people by 2030. India however, is still in early stages of urbanization compared to other parts of the world – only about 31% of the country’s popula-tion lives in cities, while globally; this number is nearly 54%. Urban-ization is as high as 82% in North America, 48% in Asia and 40% in Africa. Over the next decade, keeping in line with global trends, India is likely to witness a massive rise in its urban populations and it is imperative that we develop a proactive strategy to manage this urban explosion.

Cities, if developed strategically, contribute extensively to the eco-nomic growth of the nation. How-ever, if urban growth is unchecked and unplanned, it could lead to mas-sive energy and water consumption and wastage, and growing carbon emissions. Already, cities release nearly 80% of the world’s carbon emissions, city buildings consume a third of the world’s energy sup-ply, and almost 50% of city water goes to waste because of leakages and inefficient planning. Delhi for instance, faces rising air, water and pollution issues and is on the verge of being marked as the most polluted city on the earth. Other challenges these developing ur-ban areas face are ever increasing transport demands, insufficient road space for public transport and pedestri-ans, depleted ground water resources, dying fresh-water bodies, unplanned and unautho-rized colonies, citizen safety, inadequate and unplanned housing, growing unemployment, municipal waste disposal and management, insufficient healthcare, poor disaster manage-ment planning etc.

“The launch of ‘Smart City’, ‘Atal Mission

for Rejuvenation and Urban Transformation and ‘Housing for All by 2022’ three flagship programmes of the government is a welcome move. Building these 100 Smart cities will require considerable system integration, sim-plification and standardisation of geo data which will be key enablers of building proj-ects across India. 3D mapping applications, modern architecture, urban planners, power generators will all help leverage technolo-gy to deliver ‘more’ using ‘less’ and create a

sustainable city that improves the life of citizens. We look forward to work in collaboration with the government to build 3D models of smart cities through our application called ‘3DEXPERINCity’. 3DEX-PERIENCity, a virtual platform for Smart City aims at federating all initiatives of sustainable and effi-cient availability of key resources such as energy, water, transport, urban infrastructure, education and healthcare for the benefit of the cit-izens.”

Recently, Dassault Systemes has undertaken a project wherein Na-tional Research Foundation and Dassault Systemes are collaborat-ing to develop a Virtual Singapore platform to address emerging and complex challenges faced by Singa-pore. Virtual Singapore will be a re-alistic and integrated three-dimen-sional (3D) model with semantics and attributes in the virtual space. Advanced information and model-ling technology will allow Virtual Singapore to be infused with static and dynamic city data and infor-mation. The Virtual Singapore will also leverage big data technologies and visualization techniques to de-velop sophisticated tools and ap-plications for multi-party collabo-rations, national resource planning, and provision of services.

Virtual Singapore is a collaborative platform with rich data environ-ment for the various stakeholders, Singapore’s citizens and residents, businesses, government and the research community, to share the data more openly in a secured and controlled environment for the de-velopment of tools and services to

address the emerging and complex challenges Singapore faces.

The ‘smart city’ initiatives in India for both existing and new cities could leverage Das-sault Systemes’ 3DEXPERIENCity to build sustainable cities for the citizens. These initia-tives could contribute to the process of ‘accel-erating the growth of Indian economy’.

Dr. Chandan Chowdhury, Managing Director-India, Dassault Systemes

SMART CITY





A New Perspective On Economic Vitality In A Data-Driven Economy

The fourth industrial revolution is upon us. The convergence of technol-ogies such as cloud, big data, analyt-ics, mobile and social collaboration

are credited with a new era that is enabling organizations to be more intelligent and agile while creating new industries with unprece-dented speed.

This new era brings with it enormous transfor-mative potential for cities, regions and coun-tries as technology and changing demograph-ics create catalysts for growth. To realize this opportunity, public sector leaders around the world must explore how work gets done. By creating bold plans and a vision to respond to economic challenges, better managing natu-ral resources and dealing with societal issues, forward-thinking communities can not only thrive, but flourish.

This period marked by exponentially increas-ing sources of data and information, ubiqui-tous digitization, and new expectations for citizen engagement calls for a real shift in the mindset of leaders to embrace transparency and collaboration. Growing volumes of data

and a population seeking to shape the services they receive are key to a new level of econom-ic vitality.

“What mattered over the past 25 years was who could make things the cheapest, but that paradigm is shifting. What is going to matter over the next 25 years is who can make things the smartest,” said Antoine van Agtmael, con-sidered to be the founding father of emerg-ing-markets investing.

The Data-Driven Economy

Antoine van Agtmael’s words ring true as ad-vances in technology continue to reduce and mask complexity. All around us we see cities, local and regional government and public sec-tor organizations using analytics and data to facilitate decision-making and support discov-ery and innovation. There are ample opportu-nities to use technology to improve supply chains, enhance procurement processes and improve outcomes. For example, in Zambia, a government agency supply chain management

system gathers and analyzes drug information from procurement to prescription across 2,190 health facilities. Using mobile phones with bar code scanners, the system ingests inventory and transaction data as drugs move along the supply chain. The data act as input for unique algorithms that not only determine the month-ly stock reorder quantity for each drug and health center, but also predicts drug demands, helping to improve citizen access to 200 life-saving medicines.

Similarly, the United Nations Children’s Fund (UNICEF) Uganda launched U-report, a grassroots information system to survey youth about important issues affecting their lives. The popular service analyzes the content of hundreds of thousands of text messages to identify trending and important issues to im-prove development and relief efforts.

Elsewhere, what began as an international de-velopment initiative to provide access to banks has evolved into what is now known as mo-bile banking transforming the way financial services are delivered to customers around the world. M-Pesa, a mobile-phone based money transfer and micro-financing service allows users with a national ID card or passport to deposit, withdraw, and transfer money easily with a mobile device. Customers can depos-it and withdraw money from a network of agents that includes airtime resellers and re-tail outlets acting as banking agents. Using affordable mobile devices and the real-time transaction data between individuals and insti-tution, M-Pesa bridges the physical gaps in the financial infrastructure giving millions access to the formal financial system and helping re-duce crime.

The transportation of people and goods is also expected to continue its dramatic transforma-tion as smart vehicles capable of communi-cating with each other and the wider transport network evolve into completely autonomous vehicles. Coupled with more real-time infor-mation on public transport designed to im-prove the service experience, experts predict a significant shift in the perceived value of dif-ferent modes of transportation. In the future, shared and collective modes of transportation are expected to be preferred over private vehi-cle ownership.

Dan PelinoGeneral Manager, IBM Global Public Sector

SMART IT


Singapore’s seamless national transport fare system, for example, combines a user-friendly interface and streamlined processes with data collection and analytics tools. Riders now use a single card of their choice to pay for all modes of travel while the transport authority gleans insights from the 20 million trip-related transactions generated each day.

Similarly, the management of natural re-sources such as water and energy can now be improved by technologies to collect and an-alyze new sources of data. The Miami Dade County Parks, Recreation and Open Spaces Department in Florida monitors water use by collecting hourly consumption data from smart water meters. When the system detects a consumption spike or irregularity, it issues an alert so that operators investigate causes and dispatch repair crews quickly. By adopt-ing this smarter data-driven approach to water management, this municipal parks system has reduced their annual water budget by 20 per-cent and reduced lag times for locating leaks by 95 percent.

In agriculture, the collection of real-time data on weather, soil and air quality, crop maturity, and equipment and labor costs are being com-bined with predictive analytics and used to make smarter decisions. Known as “precision agriculture,” the collection and processing of

data in real time helps farmers make the best decisions with regard to planting, fertilizing and harvesting crops. While precision agricul-ture is primarily used today by large agribusi-nesses, smaller farms and co-ops are exploring the use of mobile devices and crowd sourcing to optimize their own agriculture.

Across nearly every sector of the global economy, people and organizations are eager to collect and share data and apply analytics to take more insightful action. Using data to blend cyber systems with physical systems will increasingly see private and public sector organizations alike optimizing supply chains, launching new business models and creating new value in the form of hybrid product–ser-vice offerings increasingly customized to an individual customer or citizen’s specific needs, abilities and preferences.

Towards partner ecosys-tems

While technology is transforming our cities, societies and industries, new partner ecosys-tems should be a priority for public sector organizations. Done right, this goes beyond traditional public-private partnership models. Such ecosystems have already emerged with-in industries and are becoming increasingly prominent for public sector organizations. For example, according to a recent IBM study, government leaders foresee a greater increase in social and digital interaction than their pri-vate sector peers. They recognize that in an era of abundant connectivity and information, and ubiquitous digitization, government or-ganizations must embrace transparency and openness. Public sector organizations will be looking to partner with other stakeholders and collaborate with end users as they seek to in-novate and improve how they serve their con-stituents in response to citizen demands.

For example, the Nice Côte d’Azur Metropol-itan Region of France has embarked on a proj-ect to collect data in real time from various sectors across their metropolitan region. The aim is to turn the metropolitan area into an urban living laboratory, enabling it to revisit and revamp all aspects of urban management through collaborative innovation. The hope

is not only that those services will become more efficient, but also that city authori-ties will become more accountable and open to citizens.

Other examples are emerging as citizens ac-tively work to improve public services while public sector organiza-tions open up the use of their data. In San Francis-co, California, a group of students at University of California Berkeley devel-oped ‘Bay Tripper’, a mo-bile multi-modal trip plan-

ning application, enabling users to get around the city by finding their way through transit and bike routes. The transit planner uses re-al-time data provided by city transit organiza-tions taking into consideration the actual loca-tion of buses, delays and helping users avoid missed transfers.

Finally, move forward boldly connecting to new networks in new ways. Ask yourself, who are the stakeholders you need to part-ner with? How can citizens, employees and stakeholders be better engaged? What new funding options and business models should be explored?

In answering these questions, leaders can open up new opportunities to create a culture of game-changing innovation that fuels prog-ress and growth for everyone. Today’s lead-ers have the opportunity to turn their cities, regions and nations into places where people want to live and in which businesses want to invest. By removing barriers and redefining what is possible, leaders will be better pre-pared to embrace the needs of all of their con-stituents ---- because everyone matters.

A New Opportunity for

Leadership

To support economic vitality in a data-driven econ-

omy, public sector leaders should consider three im-

portant imperatives. First, re-imagine the possible

- find new ways of doing things and determine how

better insight could lead to better decisions. Ask your-

self, what more could we do if there were more that

we knew?Secondly, create a culture of innovation and experi-

mentation. Fostering new and creative approaches to

addressing problems requires an open environment

based on mutual trust. Leaders must seek to encour-

age experimentation with alternative approaches to

engage a wider eco-system, embrace new manage-

ment tools for accountability and gain access to the

right skills.

Government CxOs plan to collaborate much more extensively with partner/suppliers and employees within the next 3-5 years


Smart CitiesMission Statement

& GuidelinesThe Challenge of Urbanization

Cities are engines of growth for the economy of every nation, including India. Nearly 31% of India’s current population lives in urban areas and con-tributes 63% of India’s GDP (Census 2011). With increasing urbanization, urban areas are expected to house 40% of India’s population and contribute 75% of India’s GDP by 2030. This requires comprehen-sive development of physical, institutional, social and economic infrastructure. All are important in improving the quality of life and attracting people and investments to the City, setting in motion a virtuous cycle of growth and development. Develop-ment of Smart Cities is a step in that direction.

1 What is a ‘Smart City’

The core infrastructure elements in a Smart City would include:• Adequate water supply,• Assured electricity supply,• Sanitation, including solid waste management,• Efficient urban mobility and public transport,• Affordable housing, especially for the poor,• Robust IT connectivity and digitalization,• Good governance, especially e-Governance and

citizen participation,• Sustainable environment,• Safety and security of citizens, particularly women,

children and the elderly, and• Health and education.

As far as Smart Solutions are concerned, an illustrative list is given below. This is not, however, an exhaustive list, and cities are free to add more applications.

2

SMART CITY



Smart City Features

Some typical features of comprehensive development in Smart Cities are described below.• Promoting mixed land use in area-based developments• Housing and inclusiveness — expand housing oppor-

tunities for all;• Creating walkable localities• Preserving and developing open spaces• Promoting a variety of transport options• Making governance citizen-friendly and cost effective • Giving an identity to the city — based on its main eco-

nomic activity, such as local cuisine, health, education, arts and craft, culture, sports goods, furniture, hosiery, textile, dairy, etc;

• Applying Smart Solutions to infrastructure and ser-vices in area-based development in order to make them better.

3

Coverage and Duration

The Mission will cover 100 cities and its duration will be five years (FY2015-16 to FY2019-20). The Mission may be continued thereafter in the light of an evaluation to be done by the Ministry of Urban Development (MoUD) and incorporating the learnings into the Mission.

4

5Strategy

• Retrofitting will introduce planning in an existing built-up area to achieve Smart City objectives, along with other objectives, to make the existing area more efficient and liveable. In retrofitting, an area consist-ing of more than 500 acres will be identified by the city in consultation with citizens. This strategy may also be completed in a shorter time frame.

• Redevelopment will effect a replacement of the exist-ing built-up environment and enable co-creation of a new layout with enhanced infrastructure using mixed land use and increased density. Redevelopment envisages an area of more than 50 acres, identified by Urban Local Bodies (ULBs) in consultation with citizens.

• Greenfield development will introduce most of the Smart Solutions in a previously vacant area (more than 250 acres) using innovative planning, plan financing and plan implementation tools (e.g. land pooling/ land reconstitution) with provision for affordable housing, especially for the poor.

• Pan-city development envisages application of selected Smart Solutions to the existing city-wide infrastructure.

• For North Eastern and Himalayan States, the area proposed to be developed will be one-half of what is prescribed for any of the alternative models.

• The Smart City proposal of each shortlisted city is expect-ed to encapsulate either a retrofitting or redevelopment or greenfield development model, or a mix thereof and a Pan-city feature with Smart Solution(s). It is important to note that pan-city is an additional feature to be provided. Since Smart City is taking a compact area approach, it is necessary that all the city residents feel there is something in it for them also.



Proposal Preparation

Each city has to formulate its own concept, vision, mission and plan (proposal) for a Smart City that is appropriate to its local context, resources and levels of ambition. Accordingly, they have to choose their model of Smart City

Essential features of SCP : In particular, the elements that must form part of a SCP are assured electricity supply with at least 10% of the Smart City’s energy requirement coming from solar, adequate water supply including waste water recycling and storm water reuse, sanitation including solid waste management, rain water harvesting, smart metering, robust IT connectivity and digitalization, pedestrian friendly pathways, encourage-ment to non-motorised transport (e.g. walking and cy-cling), intelligent traffic management, non-vehicle streets/zones, smart parking, energy efficient street lighting, in-novative use of open spaces, visible improvement in the Area. In the case of redevelopment and greenfield mod-els of Smart Cities, in addition to the essential features mentioned above, at least 80% buildings should be energy efficient and green buildings. Additionally, of the total housing provided in greenfield development, there should be at least 15% in the affordable housing category.

It is realized that the task of preparing the SCPs is quite challenging and States/ULBs will require assistance of experts. There are two ways of obtaining technical assis-tance support

I. Consulting Firms: The Ministry of Urban Development will technically qualify a panel of consulting firms and the States/UTs are at liberty to draw upon this panel. The States have the option of appointing a consulting firm out-side the panel by following transparent and fair procedures

II. Handholding Agencies: Include foreign Governments (including bilateral and multilateral institutions) domes-tic organizations like World Bank, ADB, JICA, USTDA, AFD, KfW, DFID, UN Habitat, UNIDO, etc.

Smart Cities Selection Process

Different steps in the selection of Smart Cities are giv-en below.

The Process of Selection of Smart Cities

Stage 1 of the competition: Shortlisting of cities by States The first stage of the competition will be in-tra-state, in which cities in the State will compete on the conditions precedent and the scoring criteria laid out. These conditions precedent have to be met by the potential cities to succeed in the first round of compe-tition and the highest scoring potential Smart Cities will be shortlisted and recommended to participate in Stage 2 of the Challenge. The cities emerging success-ful in the first round of competition will be sent by the State/UT as the recommended shortlist of Smart Cities to MoUD by the stipulated date. list. The MoUD will thereafter announce the list of 100 Smart Cities.

Stage 2 of the competition: The Challenge round for selection In the second stage of the competition, each of the potential 100 Smart Cities prepare their propos-als for participation in the ‘City Challenge’.

These will be evaluated by a Committee involving a panel of national and international experts, organiza-tions and institutions. The winners of the first round of Challenge will be announced by MoUD. Thereafter, while the winning cities start taking action on making their city smart, those who do not get selected will start work on improving their SCPs for consideration in the second round.

• The implementation of the Mission at the City level will be done by a Special Purpose Vehicle (SPV) created for the purpose. The SPV will plan, appraise, approve, release funds, implement, man-age, operate, monitor and evaluate the Smart City development projects. Each Smart City will have a SPV which will be headed by a full time CEO and have nominees of Central Government, State Government and ULB on its Board. The States/ULBs shall ensure that, (a) a dedicated and substantial revenue stream is made available to the SPV so as to make it selfsustainable and could evolve its own credit worthiness for raising additional resourc-es from the market and (b) Government contribution for Smart City is used only to create infrastructure that has public benefit outcomes. The execution of projects may be done through joint ventures, subsidiaries, public-private partnership (PPP), turnkey contracts, etc. suitably dovetailed with revenue streams.

• The SPV will be a limited company incorporated under the Com-panies Act, 2013 at the city-level, in which the State/UT and the ULB will be the promoters having 50:50 equity shareholding. The private sector or financial institutions could be considered for tak-ing equity stake in the SPV, provided the shareholding pattern of 50:50 of the State/UT and the ULB is maintained and the State/UT and the ULB together have majority shareholding and control of the SPV.

• The State Government and the ULB will determine the paid up capital requirements of the SPV commensurate with the size of the project, commercial financing required and the financing mo-dalities. Initially, to ensure a minimum capital base for the SPV, the paid up capital of the SPV should be such that the ULB’s share is at least equal to Rs.100 crore with an option to increase it to the full amount of the first instalment of Funds provided by GoI (Rs.194 crore). With a matching equity contribution by State/ULB, the initial paid up capital of the SPV will thus be Rs. 200 crore (Rs. 100 crore of GoI contribution and Rs. 100 crore of State/UT share). Since the initial GoI contribution is Rs.194 crore, along with the matching contribution of the State Govern-ment, the initial paid up capital can go up to Rs.384 crore at the option of the SPV.

6 7

89 Implementation by Special Purpose

Vehicle (SPV)



How Many Smart Cities in Each State/UT?10

1

1

1

1

1

1

1

1

6

1

2

4

4

3

3

1

1

11

1

11

1

22

2

1

11

7

10

10

12

3

6

1

RAJASTHAN UTTAR PRADESH

UTTARAKHAND

PUNJAB

HARYANA

DELHI

CHANDIGARH

JAMMU&

KASHMIR

HIMACHALPRADESH

MADHYA PRADESH

CHHA

TTIS

GARH

MAHARASHTRA

TELANGANA

ODISHA

BIHAR

SIKKIM

MEGHALAYA MANIPUR

NAGALANDTRIP

URAM

IZORAM

ARUNACHALPRADESH

JHARKHAND

ASSAM

WESTBENGAL

ANDHRA PRADESH

TAMILNADU

KARNATAKA

KERALA

GOA

DAMAN & DIUDADRA

&NAGAR HAVELI

LAKSHADWEEP

PUDUCHERRY

ANDAMAN&

NICOBAR ISLANDS

GUJARAT

Map Design : ABHISHEK JAIN



Financing of Smart Cities

• The Smart City Mission will be operated as a Centrally Sponsored Scheme (CSS) and the Central Government proposes to give financial support to the Mission to the extent of Rs. 48,000 crores over five years i.e. on an average Rs. 100 crore per city per year. An equal amount, on a matching basis, will have to be contributed by the State/ULB; therefore, nearly Rupees one lakh crore of Government/ULB funds will be available for Smart Cities development.

• The project cost of each Smart City pro-posal will vary depending upon the level of ambition, model and capacity to execute and repay. The success of this endeavour will depend upon the robustness of SPV’s revenue model and comfort provided to lenders and investors. A number of State Governments have successfully set up financial intermediaries (such as Tamil Nadu, Gujarat, Orissa, Punjab, Maharash-tra, Karnataka, Madhya Pradesh and Bihar) which can be tapped for support. Some form of guarantee by the State or such a financial intermediary could also be con-sidered as instrument of comfort referred to above. It is expected that a number of schemes in the Smart City will be taken up on PPP basis and the SPVs have to accom-plish this.

Funds Release

• After the Stage 1 of the challenge, each potential Smart City will be given an advance of Rs. two crore for preparation of SCP which will come from the city’s share of the A&OE funds and will be adjusted in the share of the city.

• In the first year, Government proposes to give Rs.200 crore to each selected Smart City to create a higher initial corpus. After deducting the Rs. two crore advance and A&OE share of the MoUD, each selected Smart City will be given Rs. 194 crore out of Rs. 200 crore in the first year followed by Rs. 98 crore out of Rs. 100 crore every year for the next three years.

• The yearly instalment of funds will be released to SPVs after they meet the following conditions:I. timely submission of the City Score Card every quarter to the MoUD,II. satisfactory physical and financial progressIII. achievement of milestones given in the roadmap con-tained in SCP,IV. fully functioning SPV as set out in the Guidelines and the Articles of Association.

12

Mission Monitoring

• National Level

An Apex Committee (AC), headed by the Secretary, MoUD and comprising representatives of related Ministries and organisations will approve the Proposals for Smart Cities Mission, monitor their progress and release funds. The AC will consist of the fol-lowing indicative members:

I. Secretary, Housing and Poverty Al-leviationII. Secretary (Expenditure)III. Joint Secretary, Finance, MoUDIV. Director, NIUAV. Chief Planner, Town and Country PlanningVI. Select Principal Secretaries of StatesVII. Select CEOs of SPVsVIII. Mission Director Member Sec-retary

The Representatives of stakeholders like UN Habitat, World Bank, TERI, Centre for Development of Advanced Computing (C-DAC), Centre for Smart Cities (CSC), Bangalore or oth-er bilateral and multilateral agencies and urban planning experts may be invited with the approval of the Chair.

There will be a National Mission Di-rector, not below the rank of Joint Secretary to Government of India who will be the overall in-charge of all ac-tivities related to the Mission. The key responsibilities of the Mission Direc-torate are given below.

I. Develop strategic blueprint and de-tailed implementation roadmapII. Coordinate across Centre, States, ULBs and external stakeholdersIII. Oversee Capacity building and as-sisting in handholding of SPVs, State and ULBs.

• State Level

There shall be a State level High Pow-ered Steering Committee (HPSC) chaired by the Chief Secretary, which would steer the Mission Programme in its entirety. The State Mission Director will function as the Member-Secretary of the State HPSC. The indicative composition of HPSC is given below:

I. Principal Secretary, Finance,II. Principal Secretary, Planning,III. Principal Secretary/Director, Town & Country Planning Department, State/UT Governments,IV. Representative of MoUD,V. Select CEO of SPV in the State,*

VI. Select Mayors and Municipal Commissioners /Chief Executive of the ULBs, and Heads of the concerned State Line Departments,VII. Secretary/Engineer-in-Chief or equivalent, Public Health Engineering Department,VIII. Principal Secretary, Urban De-velopment – Member Secretary.

The key responsibilities of the HPSC are given below.I. Provide guidance to the Mission and provide State level platform for exchange of ideas pertaining to devel-opment of Smart Cities.II. Oversee the process of first stage intra-State competitionIII. Review the SCPs and send to the MoUD for participation in the Chal-lenge.

• City Level

A Smart City Advisory Forum will be established at the city level for all 100 Smart Cities and will include the District Collector, MP, MLA, Mayor, CEO of SPV, local youths, technical experts, and at least one more mem-ber. The CEO of the SPV will be the convener of the Smart City Advisory Forum.

13

• The GOI funds and the matching contri-bution by the States/ULB will meet only a part of the project cost. Balance funds are expected to be mobilized from:

I. States/ ULBs own resources from collection of user fees, beneficiary charges and impact fees, land monetization, debt, loans, etc.II. Additional resources transferred due to ac-ceptance of the recommendations of the Four-teenth Finance Commission (FFC).III. Innovative finance mechanisms such as municipal bondsIV. Other Central Government schemes like

Swachh Bharat Mission, AMRUT,V. Leverage borrowings from financial insti-tutions,VI. States/UTs may also access the National Investment and Infrastructure Fund (NIIF),VII. Private sector through PPPs.

• The distribution of funds under the Scheme will be as follows:

I. 93% project funds.II. 5% Administrative and Office Expenses (A&OE) funds for state/ULBIII. 2% A&OE funds for MoUD

11



Clean Air India Movement- Small Steps For Big Change!

Air pollution is one of the most serious issues India is grap-pling with. Although the country has a very low per capi-ta emission of greenhouse gases, on the whole India is the third largest polluter after China and USA. In India the main

sources of pollution are biomass and fuel wood burning and emissions from vehicle exhausts. Crop residue is also burned in agricultural fields at a large scale to produce smog, smoke and particulate pollution.

The level of particulate matter in the air is a measure of how pollut-ed the air is. Exposure to high levels of particulate matter can be very harmful and can lead to diseases like bronchitis, asthma and other lung diseases. A study conducted in 2010 called the Global Burden of Dis-ease study found that outdoor air pollution is the fifth largest killer in India, indoor air pollution being the second largest.

Blueair, the Swedish company and one of the world’s largest provid-ers of indoor air purifying technologies and appliances has rolled out its Clean Air India Movement (CLAIM) campaign. A core element of the maiden campaign has been a nationwide study by Blueair with the HEAL Foundation. The study has already revealed that 35 per cent of Kolkata’s school-going kids suffer poor lung health as a result of air pollution.

Clean Air India Movement, CLAIM aims to educate and stimulate the citizens of India to help reduce the country’s air pollution burden.

The movement’s various activities engage the society to awaken and act against the rising pollution levels. Some of the activities are:

‘Clean Air Plantation Appeal’ – It involves (i) planting a tree (ii) uploading the photograph/ video with a message on Facebook/ twitter page and (iii) tagging and nominating any three friends/ family mem-bers to do the same in the next 72 hours

‘Spot the Kilvish’ - Kilvish here refers to a vehicle emitting heavy fumes. People are being asked to send photograph of any vehicle emit-ting heavy fumes they see on road to the campaign’s Facebook page (facebook.com/cleanairindianmovement). The numbers shall be col-lated and shared with local transport authority from time to time for necessary action.

For this movement to make an impact on the air pollution burden of India, support of all the stakeholders is instrumental. We appeal to the citizens of India to contribute by being responsible. Simple acts can make a big difference.

SMART INFRA

Blueair


Smart Cities A Futuristic Vision Of Urbanization In India

Across the world, the stride of migration from rural urban areas is increasing. By 2050, about 70% of the population will be living in cities, and India is no exception. India will need about 500 new cities to accommodate the rapid

influx of population into its urban regions.

Interestingly, urbanization in India has for the longest time been viewed as a by-product of failed regional planning. Though this is inevitable, and will only change when the benefits of urbanization overtake the costs involved, it is an opportunity for achieving faster growth.

With increasing urbanization and the load on the land in rural areas, the Indian government has now realized the need for cities that can cope with the inherent challenges of urban living and also be mag-nets for investment to catalyse the local economies. The announce-ment of ‘100 smart cities’ falls in line with this vision.

A ‘smart city’ is an urban region that is highly advanced in terms of overall infrastructure, sustainable real estate, communications and market viability. It is a city with information technology as its princi-pal infrastructure and the very basis for providing essential services to its residents. There are many technological platforms involved, including but not limited to automated sensor networks and data cen-tres. Though this may sound futuristic, it is now likely to become a reality as the ‘smart cities’ movement unfolds in India.

A smart city offers a superior way of life to its denizens, and one wherein economic development and activity is sustainable and ra-tionally incremental by virtue of being based on success-oriented market drivers such as supply and demand. They literally benefit ev-erybody, including denizens, businesses, the government and more-over the environment.

Anuj PuriChairman & Country Head

JLL India

SMART CITY


Origins Of The ‘Smart City’ Concept

The concept of smart cities originated at the time when the entire world was facing one of the worst economic crises. In 2008, IBM began work on a ‘smarter cities’ concept as part of its Smarter Plan-

et initiative. By the beginning of 2009, the concept had captivated the imagination of various nations across the globe.

Countries like South Korea, the United Arab Emirates and China began to invest heavily into research and the formation of smart cities. Today, there are a number of excellent precedents that India can emulate for its own smart cities programme:

• Smart City Vienna in Austria• Aarhus Smart City in Denmark• Amsterdam Smart City• Cairo Smart Village in Egypt• Dubai Smart City and Dubai Internet City in the UAE• Smart City Lyon in France• Smart City Málaga in Spain• Malta Smart City• The Songdo International Business District near Seoul, South Korea• Yokohama Smart City in Japan• Verona Smart City in Italy

Smart Cities In India

In India, the cities that have ongoing or proposed smart cities include Kochi in Kerala, Ahmedabad in Gujarat, Aurang-

abad in Maharashtra, Manesar in Delhi NCR, Khushkera in Rajasthan, Krishnapatnam in Andhra Pradesh, Ponneri in Tamil Nadu and Tumkur in Karnataka. Many of these cities will include special investment regions or special economic zones with modified regu-lations and tax structures aimed at making it easier and more attractive for foreign compa-nies to invest in them.

This is an essential factor for success for smart cities in India, because much of the funding for these projects will have to come from private developers and from abroad.

Challenges

The smart city concept is not without challenges, es-pecially in a country like India. For instance, the suc-cess of such a city depends on its residents, entrepre-

neurs and visitors to the city becoming actively involved in energy saving and implementation of new technologies. There are many ways to make residential, commercial and public spaces sustainable by ways of technology, but a high percentage of the total energy use is still in the hands of end users and their behaviour. Also, there is the time factor – such cities can potentially take anything between 20-30 years to build.


Smart CityApps Cloud CitizensSmart City

Technology

Milton keynesDriving towarDs asustainable sMart City

The Smart City Imperative

Intr

oduc

tion

The

Smar

t Ci

tyFr

amew

ork

A wave of rapid urbanisation, globalisation and economic growth across the world, is causing a huge influx of populations into existing cities, or compelling governments to set up newer ones. With more than 60% of the world population slated to live in cities by 2030, newer ways of

addressing urban challenges of overpopulation, energy consumption, environment protection and efficient resource utilisation are being explored. Information and communications technology (ICT) is a key enabler for cities to address these chal-lenges in a ‘smart’ manner.

The accompanying Smart City Framework endeavors to capture the various com-ponents involved - The Drivers necessitate a push towards becoming a Smart City where the Six Main Characteristics are exhibited. Smart initiatives cover a host of sectors like utility, mobility, environment and governance, duly enabled by the Building Blocks of physical infrastructure, people and institutional attributes by involving various stakeholders such as the government, citizens, industry and ac-ademia.

A large number of cities in the developing as well as developed world are embrac-ing smart solutions to efficiently solve problems being encountered on a daily basis. This adoption could be at various phases of maturity - individual smart projects, integrated ones within the city or an overarching Smart Programme being rolled out across the city. The scope, scale and method of adoption vary depending on the city, country or regional imperatives and global commitments made in areas such as environment, trade and economy.

The smart city doesn’t have a stan-dardised global definition, as it means different things to the various actors. But it could be considered to be one that undertakes initiatives to address public issues by riding on the latest advances in IT, connected devices and data analytics brought together by ac-tive collaboration amongst various stakeholders, to:

Maximise quality of citizens’ life

Minimise environmental impact

Optimise resources and

Transform governance, business & economy

INTERNATIONAL

A Study by Europe Consulting Services,Tech Mahindra Ltd.


Drivers in Milton KeynesIn

trod

ucti

on Milton Keynes is one of the most dynamic cities in the UK today, in terms of eco-nomic activity, innovation and standards

of living. It has become a strong magnet for busi-nesses within the UK, with new jobs of around 24,000 having been created since 2003. With a vi-brant innovation and knowledge oriented culture, the city is second only to London, in terms of num-ber of startups per 1000 population.

The city is expected to grow at a rapid rate in the future, accompanied by serious growth pangs asso-ciated with such expansion. Despite being a well-planned and modern city having excellent citizen amenities, infrastructure and city services, Milton Keynes as it exists now, would be hard pressed to accommodate future growth.

Some of the drivers which accompany this growth have been identified below and are being addressed by smart projects which are being designed, pi-loted or rolled out, over the next few years. With nearly €80 billion of funding available over 6 years Horizon 2020, the financial instrument implement-ing the Innovation Union, a Europe 2020 flagship, would fuel discoveries and breakthroughs in Milton Keynes as well.

Drivers: Milton KeynesThe drivers mentioned below are a few of the many that exist and challenges the Milton Keynes growth story. When these are tackled not by conventional means, but by ICT enabled solutions, they transform the city to a smart one.

EU 2020

Employment

R&D&Innovation

Climate change& energy

Education

Poverty and social exclusion

• 75% of 20-64 year olds to be employed

• 3% of the EU’s GDP in R&D or innovation

• Greenhouse gas emissions to be 20% lower than 1990

• 20% of energy from renewables• 20% increase in energy efficiency

• School drop-out rates below 10%>=40% of 30-34 year olds completed third level education

• At least 20m less people in or at risk of poverty / social exclusion

Europe 2020 TargetsFocus Area

The Smart City Programmes in MK

Intr

oduc

tion With a very supportive government and with the EU

also having adopted Smart Cities in a big way, Milton Keynes was chosen from a series of com-

petitions, to be a Demonstrator Smart City. At the end of a detailed and exhaustive feasibility study, a series of ini-tiatives were kick started, in collaboration with academia, business, think tanks and government agencies. Some of these initiatives are listed below, along with the kind of Smart City characteristics they exhibit.

The initiatives include MK: Smart which has the MK Data Hub at its heart, acting as a repository of data from a variety of disparate sources from across the city. With the use of

cloud, analytics, data mining, APIs etc., a rich ecosystem of solu-tions for utilities, transport and citizens would be created. A city wide internet of things is envisaged after initial trials, which would revolutionise parking, lighting and garbage collection. Initiatives looking to test and roll out smart electricity solutions, renewables, smart metering and smart grids have been initiated, as have studies to understand smart water solutions within the city. Mobility ideas which are being trialled currently, such as the LUTZ pod, Electric Bus project and EV charging infrastructure are slowly putting Mil-ton Keynes on the international map as an exemplar in Smart Mo-bility Solutions.

The smart initiatives employ a more bottom-up approach with regard


GOV

ECO

MOB

ENV

PEO

LIV

Smart Governance

Smart Economy

Smart Mobility

Smart Environment

Smart People

Smart Living

Integrate public, private, civil organi-sations, e-governance

E-business, e-commerce, ICT enabled business

ICT supported transport and logistics

Smart energy grids, smart metering etc.

E-skills, ICT enabled working, access to education & training

ICT-enabled lifestyles, behavior and consumption

The 6 Smart City Characteristicsto ideation, solution designing and implementation where the cit-izen and stakeholders are central.

To take collaboration, testing and piloting to a new level, a ded-icated business incubation hub at the University Campus Milton Keynes, connected into BT’s existing, comprehensive ‘Innovation Network’ has been setup. The Smart City Institute, the Centre for Telehealth at UCMK are also home to many innovative projects. The MK: Smart Citizen Lab will provide citizens with funding and a platform to turn their ideas into projects. These are a few of the steps taken to put Milton Keynes on the path to becoming a truly Smart City, spurring greater economic activity.

Objectives ComponentsCharacteristicsInitiativeMK:Smart

MK IoT Network

The MiData Studio

Thinking Energy

Smart City Trans-port- Self driven vehicles

MK:Smart : The Falcon Smart Grid

Milton Keynes Electric Bus Project

The HyperCat-City

ECO, LIV, ENV, GOV, MOB, PEO

LIV, ENV,GOV

LIV

ENV, LIV, ECO

ENV,MOB

ENV

ENV, MOB

ECO

The objective is to use the latest technologies to resolve the constraints to growth for the city and to improve their quality of life

To demonstrate how connected devices can provide new and efficient services for cities

To study how empowering citizens with their own information can improve public services and sub-sequently the quality of life for citizens

It was set up to develop and test innovative ways to manage energy use in the home, while trying to bring comfort, convenience and cost savings to families involved

Trial and roll out a completely working service across Milton Keynes to increase mobility options while reducing congestion and carbon emissions

The aim of this project is to trial a series of Smart Grid electricity network interventions

An Innovative free market collaboration with a forward thinking organisation, to prove that low carbon transport can be cost effective and an effi-cient alternative

At the projects’ core is the open and interopera-ble HyperCat IoT standard for integrating smart technologies

Data, technology solutions related to water, energy, transport, enterprise, citi-zens and education, business incubation, citizen lab, street lighting, etc.

Sensor on roads, parking slots, recycle bins, BT Communication masts

Citizen/customer engagement, personal data lab, data and analysis, applications

75 family homes in Milton Keynes, Mo-bile and Internet of Things, Home energy management

Driverless electric vehicles, Redways

Telecommunication, Smart Grid, renew-able energy sources, automation

Electric buses with contactless charging points

Open, interoperable standards

Key Initiatives


MK vs Other EU Smart Cities

Intr

oduc

tion

TechM i-Smart FrameworkIn

trod

ucti

on

The TechM i-Smart framework analyses the Smart City Char-acteristics in light of the issues which need to be addressed and the smart initiatives being implemented. Each char-

acteristic can therefore fall into one of the following categories:

Manage and maintainThe initiatives in these areas are in sync with the issues of the city and must be on the Smart City Roadmap. Therefore manage and continue the initiatives as planned.

Focus and InvestThe issues in these areas are not completely catered to by the ini-tiatives launched. Therefore need to launch more initiatives that will tackle the issues.

Reconsider and DisinvestThe issues in these areas do not require the number of initiatives being launched. Hence reconsider if there is a need to free up cap-ital and human resources.

The i-Smart Framework

The i-Smart framework has been used to analyze the issues and initiatives in Milton Keynes.

MK Analysis

Manage & Maintain• Milton Keynes initiatives in Economy, Mobility and Environment

are on track to resolve the issues at hand • Many initiatives to reduce energy consumption across vehicles,

homes and government have been successful. • Milton Keynes is one of the fastest growing economies and hence

the initiatives in the area of support for business needs to continue as planned.

Focus and Invest• Milton Keynes initiatives in People, Living and Governance areas

need to be aligned with the issues.• There should be more initiatives in healthcare, housing and people

skill development to ensure improvement in quality of life

*Each issue impacts one or more characteristics of the smart city and each initiative could resolve one or more issues.

Please note that only the initiatives that address the issues are considered in the above analysis.

A cluster analysis of smart cities on the basis of their smart initiatives and ‘breadth’ of the initiatives - which

is the average number of characteristics addressed per initiative - was conducted in a report for the European Parliament, ti-tled ‘Mapping Smart Cities in the EU’. We have tried to superimpose Milton Keynes onto this chart, on the basis of smart initia-tives which have been funded, planned and are being piloted or rolled out.

It shows that on account of the number of initiatives and their versatility of coverage, Milton Keynes falls within the most devel-oped/ established Smart Cities category. Only Barcelona, Helsinki and Amsterdam perform better than Milton Keynes, in terms of the variety of characteristics pres-ent per initiative. Some of the initiatives in these cities are:

Barcelona With the aim of becoming a world refer-ence for Smart Cities, Barcelona is work-ing to merge urban planning, ecology, and information technology to ensure the benefits of technology reach every neigh-borhood and improve the lives of citizens. Smart streets, smart grids, solar heating, initiatives on open data, common proto-cols, CitySDK, user driven innovation etc are part of the project.

Amsterdam Smart CityIt is a unique partnership where invest-ments in capital and communication infra-structure fuel sustainable economic growth and a high quality of life, in combination with an efficient use of natural resources. The all-encompassing Amsterdam Smart

City Platform, along with Open data, ap-plications and projects such as NICE, Cit-adel, Common4U, digital cities and Open cities, are the main constituents.

HelsinkiIt has eight smart city initiatives. Six of these are concerned with improving quali-ty of life through integrating ICTs into the urban environment and opening access to data in order to stimulate innovation. Digital urban services, Apps4Finland, Fo-rum Virium Helsinki Smart City Project, NICE, Citadel, Common4U, CitySDK and Open Cities, are some of the projects that have been implemented.


Towards A World Class Smart MK

Conc

lusi

on The comparison data with other EU Smart Cities shows that the Mil-ton Keynes Smart City Programme

is one of the more comprehensive, well rounded and detailed brownfield initia-tives underway. Aspects of governance, interoperability of machines, citizen skilling, incubation hubs and pilots have been given sufficient consideration and detailed thought. While this may be true, the TechM i-Smart framework also points to areas which need additional emphasis or attention. These could all be addressed within the Smart City Programme with newer initiatives or an extension of exist-ing ones:

• Funding: An overreliance on fund-ing from government and govern-ment backed institutions, could lead to some projects losing out to oth-ers. This could be circumvented by tapping into other sources of funds and different financial models, such as public-private-partnership, debt markets, equity investments, crowd-sourcing, micro lending and real es-tate.

• Revenue generation: One of the greatest challenges for cities is to come up with increased monetisa-tion and revenue generation ideas. This is necessary for the scaling up, maintenance and smooth running of the Smart City edifice. Though there is less clarity and more experimenta-tion now, a few avenues to explore

could be - advertising, data analytics, subscriptions, and anonymised data to provide population movement in-sights and value added apps.

• An ageing population: An increase in the ageing population from 11% in 2011 to 15% in 2021 requires large scale adoption of tele health and tele care services which have been piloted before.

• Healthcare Improvement: A very im-portant area leading to betterment in quality of life of the citizens are in-telligent healthcare systems where patient records are electronically stored and shared, videoconferencing technologies which facilitate remote medical center services and remote health monitoring solutions like those found in Denmark.

• Increase in the skill levels of the citi-zens: As the qualification levels indi-cate, Milton Keynes lags behind the national average, though marginally. In order to ensure proper education, skilling and reskilling of an active workforce, an integrated education system needs to be implemented. While MK: Smart includes modules on digital skilling, an expansion of the topics would ensure better target-ing of the skill problem. Apart from the provision of universal digital access, this could work in reducing pockets of depravation and social ex-

clusion.

• A Greater emphasis on public trans-port uptake: In order to ensure a healthy and environmentally sensi-tive population, regular interaction, encouragement and education of the citizenry on using public transport, bicycling, carpooling etc is necessary on a continuous basis. Drawing les-sons from cities such as Copenhagen and Amsterdam would help create more fool proof plans.

• Level of crime was cited as one of the important areas, where citizens felt there could be improvement. Cities like Rio de Janeiro which focused on an integrated Command and Control Centre, would be templates though the investments involved could be high. Other cities such as Boston have used noise sensors to spot gun-shots or other social disturbances.

• Road / pavement repairs were also cited as areas of improvement by the citizens. Cities such as Boston, To-ronto and Chicago have apps which use the smartphone sensors or in-volved citizens report potholes and road conditions online.

With the trials and initiatives underway across environment, mobility, living, peo-ple, and government and economy, Milton Keynes could soon be an exemplar world class Smart City.


Smart Urban Retrofits For Unsmart City

Bangalore

1. OUR CITIES ARE UNSMART

Economic development in India is dependent on urbanization and carbon based industrialization, measured in terms of contribution to the GDP not quality of life. We are only aware of urban centric economic development and our citizens aspire to be part of urban areas. Estimation of think-tanks and government agencies expect a 100 % rise in India’s urban population in the coming three decades. It’s expected to be around 590 Million in 2030 AD and 700 Million by 2050. Urban India is in a CATCH-22 situation. There is a need for urban population growth rate of 18% CAGR to foster annual economic growth but its not sustainable. Existing urban ecology consisting of urban utility & environmental resources has limited ability to grow while maintaining the current level of service, human and urban ecology balance. Today our cities are UN-SMART, i.e. less efficient in fulfilling existing anthropogenic needs of its citizens. Cities are not run as a system, not efficient in distribution of resources, utility & infrastructure in a JUST and EQUTABLE MANNER.

2. SMART URBAN RETROFITS FOR AN UNSMART CITY BANGALORE

2.1. Objective - Projec ts and Initiatives for Bangalore- It is a citizen’s initiative to make the city a SMART CITY with a mix of implementable policy initiatives and projects. This work introduces the smartness characteristics expected from a metropolis like Bangalore, details the reasons for its UN SMARTNESS as on date and SMART URBAN RETROFITS - Policy initiatives and projects includes

1. Green TDR;2. Solar Green House and Green Retrofits for existing PV Power Plant;3. Solar Human Resource Capacity Building;4. Neighborhood Solid waste to power plant;5. Solar PV Modules globally competitive made @ India;6. Smart City Investment Trust (SMIT);Urban Morphology Studies for planned future; 7. Energy Smartness and8. Smart Urban System – Virtual Health City and Smart City broadband network.

Projects (1), (2), (3), (5) & (6) Are High Impact And Revenue Positive Projects.

SMART CITY


2.2. What are these initiatives

These projects CANNOT BE EXECUTED by conventional BOOT CONTRACT as they need to be bundled by the Smart City In-vestment Trust (SMIT) as all components are not expected to have lucrative revenue stream even though it may have positive rev-enue stream. Bundling is also required to execute priority sector with low revenue before the lucrative one with less priority. Smart City Investment Trust is a SEBI compliant Infrastructure Investment Trust (In-IT) that will act as a NODAL AGENCY (NA), co-ordinating with different departments. SMIT will be functionally a drawing and disbursement body for grants and subsidy channelled through the Central Govt to execute the projects.

2.3. Catalytic Project – SMIT Bangalore

The Catalytic project for implementation by through Smart City In-vestment Trust (SMIT) is Green TDR. Its the easiest to implement with high impact revenue stream for lorm term investments and ease in short term exit for investment in other projects.

A. The Urban Development Dept has to talk to Energy Depart-ment and agree with empowering BDA and also designates SMIT Bangalore to administer TDR and solar PV power plants respectively.

B. UD department thereafter notifies through a Govt Order (GO) that Green TDR is another source of TDR.

C. A real estate project developer desirous of procuring TDR with-in permissible limits ( for example, Total FAR including TDR is 4 within 150 m of metro station perimeters) would have to develop a grid linked PV power plant to take care of projects day time power requirements.

D. The Developer applies for Green TDR after meeting conditions precedent for establishing PV Power Plant.

E. The Green TDR issuing authority checks whether the real estate de-veloper has developed the grid linked solar plant ( of required capacity)

to avail the TDR.

F. Once the Solar Plant is established, the Real Estate project SPV is issued the TDR.

G. Real estate market of Bangalore is still vibrant in this country. Today to increase the affordability of projects most of the developers are look-ing for TDR. There is a vibrant market for TDR.

H. Real estate market is a more matured business and utility like DG, STP, WTP e.t.c are part of project capital cost. The solar proj-ect being part of a real estate project gets non recourse funding. In karnataka its difficult to get project Debt for standalone grid linked PV Power Plant till the land is converted, on the other hand real estate FDI Funds/ ReIT (under SEBI guidelines) can go for conditional disburse-ment of funds for utility (captive consumption ) of projects.

I. With the use of Green TDR, Bangalore becomes dense & resilient (objective of BBMP Structure Plan 2031) and promotes consumption of Green power without spending money on directly subsidising solar power plant.

Development of upcoming 2 GW Solar park in Pavagada Taluka, Tumkur Dist ( BESCOM Command area) also benefits from Green TDR.


ANIRBAN CHOUDHURY

Civil Engineer & Town Planner with passion for integration of renewable energy systems into real estate & urban development projects. Conceived, gone through design development & execution of large townships (gross area >3000 Ha) and urban/ industrial infrastructure projects like layouts, IT SEZ, Mechatronic warehouse based logistics hub, Industrial Estates/ Eco Industrial Parks.

Specialties: Ability to conceptualize and design-develop projects from scratch within fixed timeline and budget.


3. BENEFIT OF SMART URBAN RETROFITS -


UW : Smart city is now not a question of if, but a question of how & when. What is your vision of a Smart City?

MR : By 2050, 70% of world population will live in urban areas with the largest urban population growth expected to occur in India, China and Nigeria. This means there would be immense pressure on various urban infrastruc-tures to meet the needs of the people.

In this regard, NASSCOM views a Smart City as:

“A smart city is the current megatrend where an Indian city’s sectoral service delivery lever-ages technology to enrich its resident’s stan-dards of living, provides positive investment climate for businesses, and equips govern-ments to maximize resource utilization and provide transparency”.

I therefore see a Smart City as an intelligent, connected city which ensures a high quality of life to its people, through improvements in all key urban sectors. With the keyword be-ing “connected”, technology, specifically the Internet of Things will be a key enabler in a Smart City. A recent finding from IDC predicts that the worldwide IoT market will grow to $7.1 trillion by 2020, compared to $1.9 tril-lion in 2013. 82% of companies will have IoT applications implemented into their business in some way by 2017. This means various devices and urban infrastructures would be connected for greater operational efficiencies. For example, in Transportation, there should be automated and intelligent transport sys-tems that connects the various public transport services and provides for a smart traffic man-agement system. In Energy, there should be efficient Smart Grids powering the city which has green and energy efficient buildings to minimize energy loses. In Governance, there should be a unified e-Governance system with appropriate ownership, structure, regulations, policies and oversight which would provide accountability, enforceability and transpar-ency. Some cities are already plugged in and connected, such as New York city which has integrated all city departments systems and monitors their operations in real-time.

INTERVIEW


B V R Mohan Reddy

B V R MOHAN REDDY Chairman, NASSCOM

Founder & Executive Chairman, Cyient Ltd.

www.UrbanaWorld.com


UW : How ICT can help accelerate realizing this vision?

MR : The backbone for any Smart City is its ICT. ICT enables all stakeholders to collaborate and work together effectively. ICT tech-nologies have the ability to improve performance, capacity and efficiency of physical, social, environmental and institutional (governance) infrastructure. ICT can connect and collect source information (be it sensor-based or user inputs) and integrate and process them within an analytical system to monitor and manage various processes within an enterprise system, to being about real-time updates for decision making and planning. There are various Smart Solutions (as depicted below) that use ICT as an enabler. Without ICT, the development of Smart Cities would not be possible.

Key ICT components that would help accelerate the growth of Smart Cities are Sensors and Location-based technologies, Data Analytics and Cloud computing. ICT solutions such as Smart home/Smart office/ Smart transportation can add real value by deploying the services effectively (for example, enhanced monitoring of facilities to reduce fuel consumption, demand management etc.). Sustainability manage-ment solutions ensure that we use natural resources effectively & give more than what we take from the earth. Smart home and electronic wallet solutions enhance entertainment and improve quality of life. Not only the residents of the city benefit from this; the governments can meet its objectives cost effectively & quickly by employing various e-governance models which will increases transparency across various functions within government.

The diagram below provides a visual representation of the way the various ICT-enabled solutions integrates with the various sub systems of a Smart City to provide improved and effective service.

Fig : ICT-Enabled Smart Solutions

Fig: Integration Of Smart Cities Sub-Systems With Ict-Enabled Solutions


of Urban Development (MoUD), any tender in relations to this program would be via the MoUD who would be the primary customer target. In addition, the supporting sub-system department would be the secondary target customer, which would include Government departments such as Urban Development, Urban Local Bodies (Municipalities, Corpo-rations, Councils), Urban Transport, Water, Waste, Health, Administration, Law & Order), as well as private and PSUs for Power Distri-bution and Transmission, Telecommunication, and inner-city transportation projects (eg: Metro).

UW : How big do you think is the Smart City Market? And ICT’s share in it?

MR : Well it’s a next big thing & will throw up lot of challenges for IT companies. There is no perfect figure here, but lot of re-search organizations are predicting the market size to be anywhere between $1 -$2 trillion opportunity globally. Within India, NASS-COM projects that the Smart Cities program would provide a business opportunity in the tune of $30-$40 billion in the next 5-10 years, of which 10%-15% would be for ICT.

have been released where we are focusing on providing Energy (Power) and ICT-based services, backed by our strong GIS mapping service for urban planning and design.

UW : What ecosystem is required for the Smart City industry to take roots?

MR : A Smart City’s ecosystem are its sub systems and components that together constitutes the Smart City. These include sub systems like energy, water, transportation/mo-bility, public safety, citizen services, city gov-ernance, health, education, etc. In this regard, each sub-system is required to be enhanced and connected in order to provide a holistic Smart City experience. The binding force to these sub-systems is the ICT layer that con-nects and provides the required service out-come from the various sub-systems. Hence for a Smart City to take root, it is imperative that the ICT planning is done in order to ensure secure and high network connectivity at high speeds, which would interlink connected eco-systems for optimal operations.

UW : What are your target customers/ clients?

MR : Given that the 100 Smart Cities initiative is under the aegis of the Ministry

UW : What would be NASSCOM’s role in building Smart Cities & ICT Infrastructure?

MR : NASSCOM would act as an enabler toward the realization of the Government’s 100 Smart Cities Mission, by bringing togeth-er the Industry and the Government Depart-ments and Officials to a common platform. As a first step, NASSCOM has released a Framework (“Integrated ICT and Geospatial Technologies Framework for 100 Smart Cities Mission”) that aims to demystify the role of ICT in Smart Cities and would act as a guide for any relevant ICT interventions in future Smart Cities plans.

UW : What are the relevant government departments/ ministries involved in the deci-sion making process? And what expectations do you have from the Central, State & Local governments in terms of incentives & policy programme?

MR : The key government body for Smart Cities in India is the Ministry of Urban De-velopment (MoUD) who has been given the responsibility of developing and executing the 100 Smart Cities Vision of India. To support them, there are the various other urban ad-ministrative group or the ULBs (Urban Local Bodies) which include Regional Development Authorities, Municipalities and Corporations), who would be monitoring the execution of any Smart City initiative within their administra-tive zones.

UW : You are also heading Cyient. How is Cyient participating in the 100 Smart Cities Vision of India?

MR : Cyient has been a leading geospatial service provider in India for over 2 decades. Having expanded our service capabilities by adding domain knowledge and experience in industries such as Utilities and Telecommu-nications, Cyient is well poised to be a key service partner in the 100 Smart Cities Vision for India. Cyient started its journey in GIS and, over time, have built strong expertise in all things GIS. GIS is one of the building blocks for a Smart City where it can be used in many ways. For example, a basemap can be used for infra-structure and urban planning or an enterprise GIS can be used as a single source of truth that integrates with various government depart-ments to provide information that has spatial data for greater accuracy. Utilities and tele-communications companies too utilize GIS to track and maintain their network operations. And in a Smart City context this means Smart Grids and Smart Meters inter-connected by a high speed fiber networks to ensure that their operations are running optimally, as well as providing for wireless services that enables citizens to connect with each other. Cyient has executed several key GIS, Utili-ties and Telecommunications projects across the world. These experiences become very relevant in the current 100 Smart Cities Vi-sion of India mission. We have already started this journey by addressing a few tenders that

UW : What is the future of big data & data analytics?

MR : Big data & Analytics will enrich the experience of how cities function, and it offers many new opportunities for social in-teraction and more informed decision-making with respect to our knowledge of how best to interact in cities. I will share a simple example, using smart card for public transportation for ticketing can give us many data pointers on travel patterns, which can help us plan ahead for future. Using Analytics, informed decisions can be taken in regards to increasing or decreasing the frequency of either the buses or trains, plan in advance for peak time rush management, plan & explore alternatives to reduce overuse of current system so on & so forth. Predictive Analytics too can play a major role especially when it comes to assets and infrastructure. By tracking the lifecycle or his-toric maintenance data of assets, one can know when equipment and structures are likely to fail or need maintenance and the appropriate maintenance or replacement can be undertaken to ensure there is no failure of key services down the line. So for example, within a Smart City, a power utility company would be able to predict when a power transformer or other power equipment is likely to fail and can take steps well before hand to ensure there is no interruption of power to its consumers.

This is just a simplistic view of the role Big Data and Analytics will play, but you can be assured it will be playing a crucial role for Smart Cities.


Source: IFSEC G

lobal’s Safe Cities R

eport

UW : What examples can we draw from other nations for smart city develop-ment?

MR : Various successful Smart City implementations from around the world tells that there are a few key points that need to be implemented in order to be suc-cessful. They are:

Inclusiveness (active citizen participation) >> This leads to greater accep-tance and involvement in community programs (eg Swachh Bharat)

Involvement of Private sector >> Private sector has skilled consultants and specialists who can help design more efficient plans

Amendment of restrictive rules and regulations >> Fast tracks the whole process by removing barriers

Efficient transportation systems >> Improved air quality

Green / alternative energy >> Improved air quality, reduced energy wastage

High internet connectivity >> Greater connection and transparency to ad-ministrative bodies

Focus on sustainability >> The goal is to make Smart Cities sustainable for it citizens and still generate the required income to maintain the program

UM : Rank top 5 areas of the world in

order of their “Willingness & Readiness

to become Smart”

MR : The top 5 areas in the world in

terms of their “willingness and readiness

to become Smart” would be:

• North America

• Western Europe

• East Asia

• Australia

• India



Drawing A Fine Line

Indian towns and megacities have suffered from rapid growth for the past decades. Of course, municipal governments all

over the world are facing similar formidable challenges presented by the speed and sheer scale of the urban transformation. Howev-er, scale of Indian growth is so astonishing that we must keep energy conservation and ecological concerns in mind as top-priority agenda of the upcoming Smart Cities Plan. Working with limited budgets under constant pressure of environmental issues, dramatic cost of infrastructure and utilities and constant tightening regulations is a tricky problem.

Of course, each of us would be delighted to live in a safer and greener city where smart technologies of the future are serving for the benefit of the local communities providing aesthetically pleasing atmosphere. One of the ways to improve our lives and keep the sus-tainable environment is adopting intelligent light management on the roads and on the city’s streets.

Over 12 years of successful business, as a de-veloper and manufacturer of electronic light-ing controls, Sundrax Electronics has created unique QULON Central Control and Man-agement Systems (CCMS) for road and street lighting. We are providing our customers with precise turn-key groundbreaking solutions that are outstanding in their flexibility to fit any lighting infrastructure in any country of the world.

Approaching India

Among the problems to be solved on the way to smarter city future in India is limited amount of non-renewable resources, which is particularly critical in the face of rapid ur-banization. Such conditions startle us to use power optimally, and drastically curtail possi-ble leakages or unlawful use. QULON Central Control and Management Systems for street

lighting provide us with opportunity of saving as much electricity as we can by introduc-tion of adaptive dimming profiles in off-peak hours, custom scheduling, manual control, in-tegration of motion sensors and controllers for solar-powered stand-alone lighting points.

The “control” part means that the operator in charge is aware of what is going on with city lighting infrastructure in real-time naturally by seeing statuses and statistics of all lighting points on the map in our proprietary software or through existing city management teleme-try systems. Here we are approaching safety concerns. In case of any lighting failures, im-mediate alerts are sent to the operator and/or custom set of telephone numbers of operators providing perfect tool for fail-safe lighting en-vironment and urgent problem handling. Such alerts may also be preventive i.e. the System knows that the lamp life is ending soon and sends notifications to administrators.

Introduction of Sundrax’s premium innovative technologies helps to reduce energy consump-tion considerably, thus cutting CO2 emissions to enhance green image and public acceptance of future Indian smart cities. Apart from the management system itself, we apply motion sensors, dimming, and other dynamic light-ing features to achieve energy savings of up to 70% only by proper lighting management. Wide internal functionality with extensive report features and auxiliary sensors provide unbelievable control opportunities.

Scalability As A Key To Smarter Future

“Sustainable future” are not just buzzwords for us.

Everything we do here at Sundrax Electronics is

about creating infrastructure for smart and sustainable

cities. We ourselves aim to follow and adhere to good

sustainable practice not only to help our clients, but also to act responsibly on

behalf of future generations. This is why we are aiming to working together and

positively looking forward to getting in touch for future

cooperation.

Sustainable India

Smarter City Through Street Lighting Management

Maria BraginaCEO

Sundrax Electronics

SMART INFRA


Challenged by widely diverse demands of our customers, we managed to design truly flex-ible and universal solution. Even though we are dedicated to develop complex telemanage-ment systems, we offer diverse portfolio of QULON solutions, including affordable and yet very powerful and cost-effective alterna-tive professionally tailored for any kinds of lights and budgets. While being easily in-tegrated into any type of lighting networks without additional wiring, such basic solu-tion collects data and provides diagnostic, scheduling, profiling, and even dimming tools. What is special about QULON CCMS is that every solution, from basic to the most intelligent one, is based on the same core gateway module, which makes QULON CCMS very flexible in terms of scalability. Simply add or remove exist-ing modules to create a kit that is perfect for your lighting management needs. Up-grade your system and step up along with the growing demands of the application to build smarter city at any time simply by in-stalling additional modules. This is simple yet very powerful.

More complex, fully intelligent QULON sys-tems with individual lamp control include wireless and powerline communication solu-tions for smart management of your light-ing infrastructure. Such version of QULON CCMS provides extreme performance and reliability for fail-proof individual remote control of any luminaire type bringing adap-tive lighting and is increasing or dimming the lights on demand.

System Architecture

Fully intelligent QULON CCMS is com-prised of four components: nodes, gateways, QULON software, and server. Basic solution implicates group control through installation of the same gateways operated by QULON software with server database. In this case we do not install nodes for individual control yet group control and dimming is still available (adequate for conventional lighting infrastruc-ture).

QULON Central Gateways are installed into existing lighting cabinet. They provide remote lighting control of all electrical equipment in the cabinet: magnetic starters, additional Qu-lon devices, etc. It also collects all the data from the connected devices and meters via RS-485/MODBUS interface and then sends it to server via GSM/GPRS/3G mobile network.

All the programming of Qulon-C module is done remotely from the software. All created on/off/dimming schedules are stored in it so that connected modules and lights can be con-trolled without internet connection. Qulon-C can be accessed also by SMS or via optional Ethernet connection.

One QULON gateway handles virtually un-limited number of the nodes and also con-trols various connected devices that Sundrax Electronics can install and integrate: weather sensors, road temperature sensors, motion sen-sors, traffic intensity sensors, visual modules (cameras). The power supplied to QULON gateway may vary from 100 to 250V, 50/60Hz, but device continues to work even with volt-age up to 315V. Some of the functions provid-ed by the gateways are:- On/off light scheduling- Individual or group lamp control (on/off) - Individual or group dimming (0-100%) - Astronomical clock on board - Failure diagnostics for controlled power lines- Data acquisition from any electricity meters supporting RS-485 or CAN interfaces (volt-age, current, power factor, cumulative power (kWh/kVAh), active and apparent power per each phase etc)

QULON Nodes are wireless or powerline (PLC) slave devices, installed into the hous-ing of each luminaire (one node per lighting pole). Wireless nodes communicate with QU-LON Gateway through our own separate pro-tocol using 850/915 MHz helping to increase the distance one gateway is able to cover and avoid more complicated obstacles. PLC com-munication is based on our own Simpline technology providing stable and flexible chan-nel for luminaire control. Some of the func-tions provided by the nodes are:- Lamp control (on/off)

- Luminaire dimming (0-100%) - Working with HPS lamps equipped with electronic ballast (1-10 V, DALI, PWM) - Working with LED luminaire equipped with controllable driver (1-10V, DALI, PWM) - Electricity consumption measurement- Monitoring of the operating conditions

- 3rd party motion sensor compatibil-ity

QULON Software and Database

Gateways are sending data to server via GSM/GPRS/3G mobile network. All the data is stored on the server so reports may be generated on the click. QULON web-based telemetry data-base allows detailed analysis of the system performance. Database feature is available with multiple reports. En-ergy saving reports can be sent to the specified email addresses. Errors and alarms, theft and door opening alerts can be automatically sent to the speci-

fied phone numbers as SMS.

QULON Server stores information about un-limited number of luminaries. We offer both hosting on Sundrax servers or clients’ servers. Protected by a high level of security encryp-tion, our central management server offers incredible variety of information stored in responsive database that may be used to de-velop perfect smart energy-effective strate-gies by precise individual light profiling and scheduling.

QULON Software is carefully crafted to be powerful and user-friendly at the same time. We offer both web-based and separate client software solutions. The software provides easy management: display of remote objects and their status on the map (GIS mapping) that allows operators to pinpoint and elimi-nate outages quickly, immediate failure re-porting, manual control & dimming, sched-uling based on custom schedule, multilevel secured user access system. Flexible reporting tools provide custom scheduled or real-time reports from various additional sensors such as weather and traffic sensors. Analytic tool shows real-time information of power con-sumption and financial savings. The software is Google Maps / Open Street Maps compat-ible, supports iOS/Android tablets and smart-phones. We are able to integrate QULON software into any 3rd party software / system upon special request.

AutomatedWaste Collection System

Envac started its sales operation in India in June 2009 (though we had a Global Design Centre in operation since April 2008 in Bangalore) and we are already a part of the Smart City in GIFT City in Gujarat where Envac installed world’s first integrated auto-mated waste collection and segrega-tion plant. Envac could collect 400tons of waste from GIFT when completed in another 15 years. The first phase of GIFT is already finished and Envac system is already in operation.

We have done a project in Mumbai - Vivarea residential project from K Raheja Corp where we collect wet and dry waste separately and a food waste collection system for Oberoi Flight Catering Services in Delhi. With the Envac solution, collection and trans-portation of waste is fully automated, safe and environmentally advanta-geous. The installation of an Envac system leads to a drastic reduction of road transportation of waste, improved hygiene and enhanced occupational health and safety standards. The En-vac waste collection system supports source separation.

Technology has always helped man-kind in improving life in all aspects. It has helped us for a better urban in-frastructure and cleaner environment.

At the same time, it is paradoxical that we keep collecting and transporting garbage the same way as it was a century ago. We store them outside or inside the place we live and work, in open containers. Later, they are col-lected manually for its transport in heavy and noisy trucks that pass through residential areas and downtown of the cities.

The urban development is at a fast rate that makes us think for solutions that are sustain-able. Every time we generated more waste, we used more disposable bags; often we do not know how to avoid the piles of waste that seem to grow in our streets and backyards. The hygiene problems that it adds make garbage a serious social and health hazard.

The solution is in the subsoil

In the beginning of the 1960s, Envac intro-duced the innovation that revolutionised waste collection in cities around the globe: The first closed and subterranean waste collection sys-

tem and rest was history. Today Envac is the global market leader in automated waste col-lection system. Envac design, install and op-erate underground pipe network for transpor-tation of municipal and commercial waste for municipal areas, townships, huge apartments, airports, hospitals etc. We use air to suck the waste into the containers kept at a central col-lection station located upto 3km away from the source of waste. Our system works as below : • Waste is disposed into inlets located in-

side or outside the buildings• Waste is evacuated using a computer con-

trolled program from the central collec-tion station in 30 seconds

• We can have separate inlets for different types of waste (eg; paper, foodwaste, plastics etc)

• All waste is sucked out through a net-work of underground pipes to the collec-tion station at a speed of 70km/hr

• Waste is compacted and stored into re-spective containers at the collection sta-tion

• Truck comes and picks up the container for landfill/further processing

Author : Shine Arackal, Director, Envac India

SMART INFRA


Stora Ursvik – A Case Study

Envac system was recommended at Stora Ursvik by the developer’s consultant after their in-depth analysis. Stora was a township with nearly 3500 apartments, 135,000m2 office and commercial space and a school. The developer had planned for 113 waste bins across the development for waste collection.

The feasibility and impact study for Envac system revealed that the auto-mated waste collection system could

drastically reduce the truck movement in the area by 90% and the truck needed to come and pick up the waste only from the central collection station. A representation of the impact of Envac system is given be-low:

Also, Envac system allows storage of waste in stand-by containers and it is not necessary to transport the container on daily basis as the system is completely

water and air tight leaving no room for bad odour. Envac system gives the freedom of transportation of the waste con-tainers at non-peak hours or even in the mid night giving no trouble to the inhabitants. Since the truck movement is reduced drastically, it adds value to reduction of emissions. A representation is given below:

With the government’s plan to develop 100 smart cities across India, Envac could be the best fit solution to each of these smart cities. Envac sys-tem provides segregation of waste and thereby changing waste into a resource by processing the segregated waste into manure, biogas, electric-ity. Envac has done more than 750 projects in 40 countries and many systems are working for over 40 years including the first installation com-pleted in 1961. Some of the major projects from Envac are Disneyland in USA, Wembley area in London, Taipei 101, Pearl of Qatar in Doha, Palm Jumeirah in Dubai, Hong Kong Science Park, KL Airport in Malaysia, King Abdulla Financial District in Saudi, The Sail in Singapore.



Decision making in a municipal gov-ernment tends to be based on what officials think is correct. Mayors, de-

partmental heads, and administrators are of-ten biased by their experience when making decisions. Sometimes these decisions work out well, but sometimes they don’t. However, when decisions are made based on hard data and analysis, the decision maker can attain a higher level of confidence and be less subject to bias or faulty assumptions. Using hard data and analysis to support executive decision making is a hallmark of a Smart City.

Smart Starts with Existing Data

Cities and municipal public service depart-ments generate and consume a lot of data. Cit-ies are often sitting on mountains of records on everything from public works and public safety to elections, permits, and taxes. New data is being created daily from sensors, video feeds, call centers and 311 mobile apps; man-dated retention periods guarantee cumulative data. Dealing with this flood of data can be daunting, but it presents an opportunity to gain deep insight into government operations and citizen needs, as well as the ability to dramat-ically improve service creation, enhancement and delivery.

Any municipal government that wanted to engage in data driven decision making should start with its own data. This involves aggre-gating, organizing, and integrating different types of data. Legacy system data, for in-stance, is static and structured, often housed in different storage locations. Newer forms of data such as, citizen interactions with 311 ser-vices also need to be integrated. Once the data is organized, different types of analytic tools can be applied to generate insight.

Use a Spectrum of Different Analytics to Gain Insight

After organizing its existing data, a city gov-ernment will use analytics to learn from the past, look into the future, guide policy and activity to achieve desired outcomes, and un-derstand relationships between events and lo-cations. There are four main types of analytics used:

Descriptive analytics enhance situational awareness and provide an understanding of historic trends. These analytics tell city offi-cials “what happened in the past” and “what is

happening now”.

Predictive analytics give insight into possible future conditions or events, the probable im-pacts of policies and potential citizen reaction to new initiatives. These analytics tell officials “what could happen”.

Prescriptive analytics suggest the optimal path to achieve a desired outcome, based on the re-sults of descriptive and predictive analysis. These analytics tell officials what is likely “the best way forward”.

Geospatial analytics enable city officials to visualize events and conditions as they happen in specific places and how they may change over time. These analytics are often used to build associations between cause and effect, telling officials “how it all fits together”.

Smart Cities find Innovative Ways to Increase the Value of Government

Government officials in a smart city use an-alytics capabilities to dig deep into existing data and collaborate around insights to ad-vance city goals. Analytics can also help city leaders better predict what can happen in the future, as well as, guide their current activities to achieve optimal performance. Leaders in smart cities also share these insights with de-partment managers across organizational silos and with their peers in adjacent communities.

Insight from analytics and collaboration helps smart cities find new ways to build value for stakeholders. For example, different depart-ments and agencies in a city could use these capabilities to coordinate mutually supportive activities (e.g., excavating the streets to repair water mains, resurface the streets and replace outmoded street lights in only one public works project).

Other ways of using these capabilities to in-crease value might be in choosing optimal routing for new roads, matching the right ser-vices to citizen needs, in addition to, prevent-ing fraud and waste of funds. They can also be used in creating “what-if” scenarios for emer-gency conditions or extreme weather events and develop contingency plans to enact should any of the scenarios come true.

Smart City as a Service: An-alytic Capabilities on the

Cloud

Organizing and analyzing available data can also be resource intensive. Many municipal governments don’t have sufficient staff or skill to devote to this effort. Yet because most cit-ies have limited budgets, city leaders need to acquire analytic and collaboration capabilities quickly, with low upfront investment.

Forward looking city officials are considering cloud computing as a way to quickly obtain an-alytic capabilities without committing to large capital expenditures. Rather than building or expanding a data center and hiring IT staff, cit-ies can now procure analytics offered as a ser-vice. This enables the mayor, city council and departments to engage in data driven decision making and transition their city into a Smart City without straining city budgets.

Using analytic capabilities, delivered through the cloud, can shorten the time it takes to de-ploy Smart City initiatives. In addition, munic-ipal IT managers can pace the planned growth of smart city services (e.g., water, public safe-ty, traffic) or additional users, with operational budgets rather than having to overbuild the ca-pabilities in an initial implementation.

Mayors and municipal department heads will find strategic benefits using a cloud deploy-ment because smart city services can be scaled up quickly as citizens increase their usage of the services. Moreover, a cloud implementa-tion supports high levels of resilience, so criti-cal smart city services are always available no matter the time or location in which they are needed.

Equipping a Smart City to Make Data Driven Decisions

Citizens and businesses in cities are demand-ing higher levels of service from government. By applying powerful analytic and collabora-tion capabilities on available data, municipal CIOs and IT managers can equip their stake-holders to make data driven decisions. This value increases when multiple departments and citizens themselves are able to collaborate around these capabilities. The insight deliv-ered from analytics and collaboration tools can help mayors, department heads and city lead-ers better meet expectations for higher service levels. Furthermore, because these capabili-ties are available on cloud platforms, virtually any size city with the desire to become a Smart City can realize their aspiration.

By: Frost & Sullivan Information & Communication Technologies Global Vice President Brian Cotton

Hallmark For A Smart City: Officials Are Best Equipped To Make Decisions Based On Facts

SMART IT


Housing for All by 2022

Mission Launched

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sum to any slum rehabilitation proj using land as a resource

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availed upto a tenure of 15 years to EWS/ LIG Categories

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on NPV basis to 2.3 lakh per house for both (EWS/ LIG)

HOUSE

LOAN

%

%

in partnership with public &

private Sectors

subsidy for beneficiary led construction

1,50,000

Central assistance at the rate of

per house for EWS category

A Technology Sub-mis-sion under the Mission would be set up to facilitate adoption of modern, innovative and green technologies and building material for faster and quality con-struction of houses.

&

slum rehabilization1

2

3 4

The Mission will provide flexibility to States for choosing best options amongst four verticals of the Mission to meet the demand of housing in their states.

Registrations of houses built under the Mission would either be in

the name of Women or jointly

in the name of wife & husband.

Except Credit linked subsidy component of the scheme would be implemented across the country in all statutory towns from the very beginning.

with initial focus on 500 Class I cities and it will be implemented in three phases

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Throughout the ages, maps have been a funda-mental tool helping us conceptualise, organise and navigate the landscape that surrounds us. Today’s maps have come a long way from the days of unfolding an atlas in hand to identify the route for a new destination. Now map us-ers can interact with a broad range of detailed data easily and intuitively that updates quick-ly as environments change, and layers on top new and innovative applications, which help interpret not only hard surfaces but also the social fabric of our surroundings.In doing so, these maps shape myriad ways of understanding and communicating with our environments – they are, fundamentally, “smart.”

India: A Unique Landscape For Smart Maps

In association with the Confederation of In-dian Industry (CII) and supported by Google, Dalberg Global Development Advisors re-leased last month an independent study that assesses the need for and potential value of smart maps in India.

The case is clear: Dalberg found that based on a few specific case studies alone, smart maps could help India gain upwards of USD $8 bil-lion in savings and value, save 13,000 lives, and reduce 1 million metric tons of carbon emissions a year in cities alone. The broader economic and social benefits of smart maps for citizens, businesses, and the government are likely many times greater.

As the most rapidly urbanizing country in the world, India is in a unique position to bene-fit from smart maps. By 2050, India will add 400 million urban residents – for comparison, in this same time, China will see an increase of 290 million urban inhabitants. Addition-ally, India’s cities are set to generate most of the country’s GDP and new jobs, which will require the addition of commercial and resi-dential space equivalent to the size of a new Chicago every year.

In short, India’s cities are engines of econom-ic and social development, making up-to-date geospatial information all the more critical.

What Are Smart Maps And Cities Capable Of?

Smart maps can redefine India’s future of rap-id urbanization thanks to four fundamental capabilities: they capture detailed data, they follow citizen-centric design, they update and adapt dynamically in real-time, and they pro-vide a platform for innovation. • Detailed Data Capture: A smart map

captures detailed data like the lanes, speed limits, and turn restrictions on roads, bike paths, and transit routes. It shares loca-tions of shops, offices, and points of interests along with user rat-ings. In turn, a smart city will be able to unify this data from a wide range of sources like embedded sen-sors, public services,

citizen reports, and telecom companies. This data can then in-form decision-making

by everyone from citizens to policymak-ers.

• Citizen-Centric Approach: A smart map is designed in such a way that users, even those with limited digital experi-

ence, can quickly and intuitively use it. This ensures information reaches the widest possible audience. A smart city will then build systems around the needs of citizens, providing the data cit-izens need in a usable format. Importantly, smart maps offer two-way interactions with the ability of citizens to provide correc-tions and additional details in real time.

• Dynamic Updating and Adaptation: A smart map is built to update quickly and

correctly as cities change and evolve (think road block-ages, business clo-sures and openings, new bridges or roads, etc.). Citi-zens can then adapt in real-time as the city’s urban fabric changes.

• Platform for Innovation: With a smart map, users or enterprises can easily add

their own data, ei-ther for private use or for public sharing. A smart city capitalizes on these new plat-forms to achieve its ul-timate goal: to provide the tools and environ-ments that enable cit-izens to develop their full potential.

Smart Maps Applications & Benefits

The value of smart maps is far broader than just the direct benefits for the geospatial indus-try, which contributes over US $3 billion in di-rect revenue to India’s GDP. Whether saving commuters time and fuel with traffic updates, or empowering citizens to provide feedback to the government with map-based applications, the potential benefits of smart maps are vast.

There are four high-potential use cases exam-ined by the study for smart maps in India:

Smart Maps for Smart Cities: India’s $8 Billion Opportunity

India’s $8 Billion Opportunity

India Has5 Million

KilometersOf Road

And45 MillionBusinesses

DETAILEDDATA CAPTURE

10-15%Of Roads Have Some Change

In Status - E.g., Name, Conditions,

Limits - EachYear.

CITIZEN-CENTRIC APPROACH

20%Of All Internet

SearchesAsk “Where

Something Is;Google MapsHas 18 Users.

DYNAMIC UPDATING AND ADAPTATION

1 MillionBusinesses Use

GoogleMaps As Part OfTheir Websites.

PLATFORM FORINNOVATION

SMART INFRA

Dalberg & CII


Traffic and Commuting

High traffic congestion is a major problem in Indian cities. A Ford Motor Company study reported that almost half the respondents in India spend over half a day behind the wheel each week. Not only is waiting in idling and slow-moving traffic frustrating, it also leads to huge losses in productive time, four times more pollution per mile than optimally mov-ing traffic, and higher incidences of coughing, wheezing, breathlessness, asthma, reduced lung function, chronic headache, and eye and skin irritation associated with greater pollu-tion.

Smart maps can help shorten commutes by providing real-time updates and better traffic information. Conservative estimates show that smart maps can reduce commute times by 15 percent, curb emissions by 1 million metric tons of CO2 annually (equivalent to afforesta-tion worth 1.2x the size of Mumbai), and save commuters US $1.6 billion in time and fuel every year.

Text Box: Waze: Through a community-based traffic and navigation app, Waze analyzes user input to calculate near-accurate travel time estimates and identify the fastest routes. Waze crowdsources all its data from over 50 million users worldwide, creating highly cus-tomized, user-centric maps. The app has also been widely used by governments in times of disasters and major events to ensure efficient traffic control.

Emergency Services

India’s urban emergency services respond to 10.8 million emergency calls daily, half of which are ambulance calls. But these emer-gency vehicles spend approximately 25 per-cent of their response time attempting to find a patient’s exact location after getting in the vicinity of a call’s origin. For every minute an ambulance is late, the patient’s chances of sur-vival fall by 8 percent.

Better addressing and placements could save ambulances an estimat-ed 3.5 minutes per call. Taking into account emergencies requiring ambulances and fire bri-gades alone, smart maps could help emergency responders save an esti-mated 13,000 lives each year.

Local Retail

Local Indian businesses lose customers to larger retailers every day, par-tially due to the frustra-tions that potential cus-tomers encounter trying to find them. India has 116 million smartphone users, of which most search for local busi-nesses at least once a week. But only 20 per-cent of these searches in India result in an in-per-

son purchase, as compared to 73 percent in the US.

If better maps can increase the in-person pur-chase rate by a mere 10 percent, smartphone driven in-person retail can increase by US $2.2 billion. And, at the same time, shoppers could save 12 million hours per year – almost equivalent to a day’s worth of productivity for Kolkata’s entire working population.

Tourism

India’s Ministry of Tourism reports that “lack of proper dissemination of information” is a primary issue hindering the competitiveness of the country’s tourism sector. Nowadays, most international tourists use online maps while traveling and many use them to plan their trips. Travelers want to discover new places to visit, visualize sites, and update their plans in real-time.

Smart maps could help bring more tourists to India, which would increase tourist reve-nue. And at an individual level, better maps can encourage tourists to spend more money. If a tourist spends US $5 more per day, total revenue would increase by US $450 million annually.

What Else Can Smart Maps Do?

The cases above are just a glimpse of the benefits smart maps can provide. In addition, smart maps could facilitate citizen-centric governance through effective voting systems, secure utility and bank account connections, and public forums for discussions around local planning and governance. Smart maps could also empower women, helping them to scout locations before going out and sending alerts when they feel unsafe.

Smart maps can also greatly benefit city plan-ning, save billions for the Indian road logistics industry, and help governments before, during and after disasters.

Getting Smart Maps For In-diaSmart maps are particularly crucial for India, the country with the second-largest popu-lation, the seventh-largest land area, and an enormous amount of resulting data. From 2007 to 2013, India’s road network expand-ed by one-quarter, while the number of total businesses increased by one-third. This infra-structure will grow. With over 100 languages spoken and a variety of cultures represented in every city, maps need to be built to context and be able to respond to user needs.

Online maps in India have come a long way in recent years, but they still lack advanced fea-tures, functionalities, and the rural coverage available to users in more developed markets. As India’s cities keep expanding rapidly, even painstakingly compiled maps will be outdated within a year or two. Continuous innovation is necessary to drive locally-relevant and ef-fective solutions to systemic development problems.

There are a number of technologies critical to achieving smart maps that are difficult to ac-cess under the current policy framework. To truly benefit citizens in cities and, ultimately, across the country, a new mapping policy that encourages scalable solutions is needed. Such a modern mapping policy might include:

• Measures to encourage widespread use, with limited restrictions, of the govern-ment’s existing Open Series Maps base dataset;

• Promotion of crowdsourcing and vehi-cle-based data acquisition; and

• Creation of a centralized committee of ministerial bodies that can set clear poli-cies and serve as a single point of contact with the geospatial industry.

With a new policy framework in place, India will have an opportunity to embrace the lat-est in technology, and to offer its citizens the ability to play a role in bringing the enormous benefits and power of smart maps to every-one.


INTERVIEW


Dr. Rishi Bhatnagar

UW : Smart city is now not a question of if, but a question of how & when.What is your vision of a Smart City? And your role in helping develop a city - -- Smart.

RB : Tech Mahindra through its parent group Mahindra & Mahindra (M&M) is en-gaged in the sustainable urbanization through creation of modern homes and workplaces, thriving economic nodes and community spaces resulting in future ready holistic eco-systems. For example, Tech Mahindra has implemented smart solutions and set up demo Command Centre at Mahindra World City Jaipur, to showcase the combined strength of group’s capability in core trunk infra planning and development of the ICT layer. In addition to the planned infrastructure, a city needs an ICT layer to support a happy and comfortable living. Mahindra group uses the NMACS technology stack (NMACS stands for 7 technology forces namely Networks, Mobility, Analytics, Cloud, Security, Social and Sensors) as the foundation of the ICT layer for enabling Smart City initiatives.

UW : You have collaborated with Bosch Software Innovations to offer smart cities solutions. Can you share the vision of the agreement?

RB : Tech Mahindra is collaborating with Bosch Software Innovations in the area of En-terprise IoT & Smart Cities. A book on ‘En-terprise IoT’ was co-authored by leaders from both groups and was launched recently. A co-developed Track & Trace Solution for hand held power tools has been showcased at the Bosch Connected World 2015 event in Berlin. In addition, there are thought leadership we-binars, road shows & marketing events being conducted across the globe.

UW : Tech Mahindra has signed an MoU with the DEC (Dubai Economic Coucil) to help develop it into a smart city. What are the details of the agreement? And what will be your strategy in converting Dubai into a smart city?

RB : Dubai Economic Council (DEC) and

Dr. Rishi Bhatnagar VP & Global Head - Digital

Enterprise ServicesTech Mahindra

www.UrbanaWorld.com


Tech Mahindra Ltd. have undertaken a collab-orative initiative to establish a Centre of Ex-cellence (CoE) in Dubai to support Innovation in leading edge technologies and concepts like Internet Of Things (IoT), Analytics/Big Data, Cloud, Mobility and Security etc., as part of the overall Dubai Smart City and other Smart initiatives.

The joint CoE (Center of Excellence) is pri-marily aimed at improving the living expe-rience of Dubai citizens by digital means to improve their living and Happiness Quotient.

The CoE is intended to act as an enabler to help Dubai Govt. achieve its Smart City Ini-tiatives and help respective ministries and/or departments by providing Strategic consul-tancy, Proof of Concepts / Prototype creation, defining strategic roadmap, enhancing opera-tional efficiencies and provide recommenda-tions to enable effective contribution to the overall Smart Dubai initiative. The CoE will bring forth transformative & innovative solu-tions in the areas of Airports/Airlines, Traffic, Energy & Utilities, Healthcare & Life scienc-es, Retail, Supply Chain, Manufacturing, Au-tomotive, Transportation etc.

UW : What is the future of big data & data analytics?

RB : Big Data are the large datasets, struc-tured and unstructured having the character-istics such as Volume (the amount of data), Velocity (the speed of information generated

and flowing into the enterprise), Variety (the kind of data available) and Value. Smart Cit-ies would generate such big data as various departments would be integrated using ICT framework. The analytics on such big data would enable the city council stakeholders to solve problems and deliver better “customer” or citizen value.

The social fabric of a city is the result of many intertwined, multi-faceted networks of rela-tions between persons, institutions, places, and more: beyond mobility, we need to take into account social and economic networks. We believe that the key insight for understand-ing the city is in understanding the structure of these coupled networks, and how this struc-ture evolves. The big data and analytics would enable to understand these structures better.Big data would pose certain challenges, pro-liferation of data being one of the main chal-lenge where we need to establish standards for integration of data, for ensuring that quality standards are met, for assessing the accuracy and error in such data, and for providing ways of filling in missing data using models of the very systems that this data pertains to.

Some of the key challenges with respect to Data proliferation could be:

• The acquisition of data from multiple distributed sources, including services for participatory sensing and online com-munities

• The management of data streams

• The integration of heterogeneous data into a coherent database

• Data transformations and preparations• Definition of new observables to extract

relevant information• Methods for distributed data mining and

network analytics• The management of extracted models

and patterns and the seamless composi-tion of patterns, models and data with further analyses and mining

• Tools for evaluating the quality of the extracted models and patterns

• Visual analytics for the exploration of behavioral patterns and models

• Simulation and prediction methods built on top of the mined patterns and models

• Incremental and distributed mining strat-egies needed to overcome the scalability issues that emerge when dealing with big data.

UW : What ecosystem is required for the Smart City industry to take roots?

RB : There are various components in the ecosystem that need to work harmoniously to make a city Smart and Sustainable. The eco-system around city infrastructure and gover-nance, energy and climate change, pollution and waste, social economics and health are required for Smart City system to take roots. So just to further explain this with an exam-ple, consider “The Global City Indicators” – which have the Smart City ecosystem dis-tributed across various “themes” – 20 to be


exact which are organized into two categories that measure city services and quality of life factors. City performance is measured by 115 indicators across these themes, collectively used to “tell a story.” 31 of these are “core” standards, and all cities participating are ex-pected to report on them. Developing cities, due to differences in resources and capabili-ties in comparison with more develop ones, are encouraged but not mandated to report on 43 “supporting” indicators. The remaining 41 “profile” indicators provide basic statistics and background information for comparative studies.

UW : You have partnered with The Open University & Milton Keynes Council in the UK’s Smart Cities Revolution. Can you share some details of the project & your role to help develop Milton Keynes as a smart city?

RB : Tech Mahindra has signed agree-ments with the Milton Keynes council and the Open University, to work together in research-ing key areas in Smart cities. The signing cer-emony for the Memoranda of Understanding was attended by Tech Mahindra CEO, C. P. Gurnani; Milton Keynes Council CEO, Car-ole Mills; Mayor Derek Eastman and Open University Pro Vice-Chancellor, Tim Black-man. The new Memoranda of Understanding (MoU)is designed to pool the talents and ex-perience of the three organizations to devel-op bids for private and government sector opportunities. The organizations will focus its efforts on the following key areas: Energy, Transportation, Electric Vehicles, Connect-ed Ecosystem and Internet of Things. This makes Tech Mahindra one of the first Indian IT companies to work on integrated solutions across connected ecosystem for Smart Cities in the UK. The Smart City industry is predict-ed to be worth some $400bn by 2020, with the UK aiming to corner 10% of this market. In Milton Keynes alone, the Smart Cities revolu-tion has the potential to increase employment at a rate of 2,600 jobs per year.

UW : As Tech Mahindra is quite active in the Smart City Market internationally too, could you rank for us top 5 areas of the world in order of their “Willingness & Readiness to become Smart”?

RB : We believe below are the top 5 areas of priority in order to make them “Smart”:> Smart Energy (AMI, Grid)> Smart Safety and Surveillance> Smart Transportation> Smart Healthcare > Smart Waste Management

UW : You are an expert in building tech-nologies for connected hospitals, hotels& smart stadiums. What quality distinguishes your company from others? And what oper-ational challenges do you face in such proj-ects?

RB : The unique differentiator which Ma-hindra Group brings on the table, which is not being offered by any typical ICT company, is the capability of delivering end to end value chain starting from infrastructure to engi-

neering services to platform to applications. Recently, Tech Mahindra has implemented a command center at MWC, Jaipur which is a ‘demo’ command center; however, a full-fledged command center could be deployed at City’s Mayor or Municipal Commissioner’s or at Police headquarters as per department’s requirements.

The operational challenge is to have a strong vendor ecosystem as the solutions for Smart

Cities are quite complex involving multiple technology stacks and Hardware (Sensors, Hardware for 3rd party SW etc).

UW : What are your target customers/ clients?

RB : We are targeting various Smart City requirements / initiatives in the geographies of LATAM, US, Europe, ANZ and Dubai. We are working on the various RFPs on Smart Cities from these regions.

UW : What examples can we draw from other nations for smart city development?

RB : There are many Smart City imple-mentations across the world however ac-cording to a study (http://www.fastcoexist.com/1679127/the-top-10-smart-cities-on-the-planet), ten cities of the world have been cate-

gorized as Smart Cities on the basis of the fac-tors like; Innovations, Sustainability, Use of Information Technology, Digital Governance, Quality of Life, Sanitation, Fast Delivery of Services, Efficient use of Resources, Energy Savings, Low-carbon Economy etc.

Accordingly, the top ten Smart Cities of the World are Vienna, Toronto, Paris, New York, London, Tokyo, Berlin, Copenhagen, Hong Kong and Barcelona.

UW : What are your plans & strategy to tap the Smart City Market in 2015?

RB : We have implemented a live CDC (Customer Demonstration Center) for Smart City at Mahindra World City, Jaipur which is India’s largest SEZ (Special Economic Zone). We plan to showcase this Smart City Com-mand Center to our prospective clients and to partners. We believe this will be provide a big impetus in establishing our though leader-ship in this area. We are already participating in several Smart City conferences as a speak-ers or panelist and showcasing our solutions which would further strengthen to make our positioning in this area stronger. We are al-ready participating in several RFPs for Smart Cities and also talking to several TelCos for joint Go-to-market strategies.

UW : What are the relevant government departments/ ministries involved in the decision making process? And what expectations do you have from the Central, State & Local govern-ments in terms of incentives & policy programme?

RB : The existing government setup is fragmented with each department working in silos. As a result of this, there is lack of coordination and poor services to the citizens. Therefore, for cities to become smart, it is essential that the governance structures are made smart. Therefore, we would need to make effective use of ICTs in public administration to connect and coordinate between various departments (at Central, State and Local levels of government departments). This combined with organizational change and new skills would improve public services and strengthen support to public. This will mean the ability to seek and obtain services in real time through online systems and with rigorous service level agreements with the service providers.Coordination, communication, coupling and integration are different perspectives in develop-ing the smart city which we see as a programme of connecting up infrastructures and services so that the city can function more effectively.

Smart City ICT framework can leverage the investments done by Government of India (GoI) in augmenting the broadband infrastructure in the Country. Smart City can leverage eGovernance initiatives taken up by GoI such as:

• Encourage the use of IP/products developed by Indian companies in e-governance proj-ects.

• Encourage the central and state governments to procure e-governance services rather than procuring hardware, software, services, and networks separately. This will bring about a more outcome based procurement model as compared to the current outlay oriented model.

• Encourage reusability in e-governance projects at both the infrastructure and application level.

• Faster replication of already successful e-governance programs. • Define interoperability standards/criteria and ensure that e-governance applications adopt

these standards irrespective of the vendor supplying the technology.

Various initiatives are being taken by the Government of India to for Smart Cities however the real challenge before the Government is to build inclusive smart cities for all its residents, irre-spective of whether they are rich or poor. In a country like India, the process of making a city smart should be people centric. The idea should be to make cities work for the people. In order to fulfill the vision of Prime Minister for Smart Cities, the Ministry of Finance has allocated Rs.7060 crores in the Union Budget for the year 2014-15 (for 100 Smart Cities).Tech Mahindra’s expectation would be to see that the project kicks off soon enough and that the processes will be fair and transparent in program execution and roll out.


TDK Corporation announces the intro-duction of the TDK-Lambda 2500W EZA2500-32048 bidirectional DC-DC converter. Ideal for solar or wind

powered energy storage systems, this power supply can automatically, and continuously, change conversion direction from “grid side” 320Vdc nominal to “battery side” 48Vdc nominal. The EZA2500 is also designed to be used for energy recovery; recycling previous-ly wasted power from battery testers, robots, cranes, elevators and autonomous ground ve-hicles.

When a 300 to 380 high voltage dc source is available, for example from solar panels during daytime, the converter can be programmed to charge 48Vdc rechargeable lithium-ion bat-tery banks. At night the stored energy can then be converted back to high voltage dc to power either DC-AC inverters or dc-input electrical/electronic devices.

When used as part of an energy recovery sys-

tem, the previously wasted power lost due to motor braking can be used to charge batteries. That stored energy can then be used to supply peak power requirements needed during high torque conditions or as emergency standby power.

The EZA2500’s output voltage and current can be programmed or monitored using the RS-485 communications port. Several con-verters can be paralleled to provide additional power by programming the units into droop-mode current share via the RS-485 interface. A variety of signals and alarms are also acces-sible including under or overvoltage alerts or remote on-off.

The converters can operate at full power in ambient temperatures ranging from -10 to +40oC. The advanced digital control enables operating efficiencies of up to 94% to be achieved. The EZA2500 is suitable for mount-ing in 19” cabinets, measuring 43.6mm (1U) high, 423mm wide and 400mm deep.

The converters are fully isolated – 3kVac from grid side to battery side input/outputs, 2kVac from grid side to ground and 500Vac from battery side to ground. The units are cer-tified to UL/CSA 60950-1, EN 60950-1 and carry the CE mark for the LVD and RoHS2. The EZA2500 is backed by a five-year war-ranty.

Major applications•Battery storage for solar/wind power instal-lations or energy recovery systems for battery testers, robots, cranes, elevators and autono-mous ground vehicles.

Main features and benefits•Up to 94% efficient•RS-485 communications for control and monitoring•Seamless bidirectional switching•Compact 1U enclosure

Model EZA2500-32048Input / output voltages Vdc Grid side: 300-380Vdc, battery side: 36-60VdcInput / output currents A Grid side: +/-7.8A, battery side: +/-52AOutput power W 2500WCommunications - RS-485Front Indicators and Settings - Operating mode (Generating, Regenerating), Alarm

& RS-485 address selectionSize (H x W x L) mm 43 (1U) x 423 x 400mm

2500W EZA2500-32048 Bi-Directional DC-DC Converter

PRODUCTS

TDK-Lambda


Glasgow, Scotland A City Of

Tomorrow

The city has embarked on a trail-blaz-ing programme putting residents at the forefront of technology integration and

application and showing how cities can work more efficiently with a reduced environmen-tal impact. Analysis of data collected during the programme will also assist policymakers and inform future investment by Glasgow City Council.

Innovative projects are underway addressing challenges such as health, safety, transport and energy through the use of open data, apps, intelligent street lighting, route optimization software and active travel journey planners.Future City Glasgow is a collaboration be-tween public and private sector agencies pro-viding a range of services in the city. They include Glasgow City Council, Community Safety Glasgow, Police Scotland, housing pro-viders, health and energy providers, universi-ties, energy providers and Scottish Enterprise.

The OpenGlasgow hub is a step towards a city where non-personal data is free and open to everyone. It is making data on how the city lives and breathes more easily accessible and currently contains around 400 diverse datasets from a range of organisations. The hub allows data to be processed and utilised for greater efficiency in the city. The public, academics and businesses are getting involved, both by using the data to develop new products and contributing their own knowledge via a series of apps.

The Future City programme is focusing on four key areas: active travel (cycling and walking), energy, social transport and public safety.

Examples of how it is benefiting the city in-clude:

The creation of a new integrat-ed Glasgow City Operations Cen-tre. The hi-tech facility opened in time for the

Glasgow 2014 Commonwealth Games and brought together teams from Community Safety Glasgow’s CCTV operation and Traff-com – the council team which monitors the city’s traffic lights and traffic cameras. A new network of advanced digital cameras is also being installed across the city to replace the existing ageing system. Intelligent Street Lighting is also being trialed in different city locations including

an off-road cycle route. Energy ef-ficient LED lamps have been installed to demonstrate how the city could use them to reduce carbon emissions, increase safety and cut power con-sumption. Sensors on the lighting columns are also

monitoring data such as footfall, air and noise pollution levels. The lights on the cycle route can sense approaching pedestrians or bikes and increase in brightness as they get closer – lighting up their route ahead.

The Social Transport project is showing how technology can assist in the creation of a flexi-ble and efficient, demand responsive transport service. It is exploring the use of route opti-misation software and scheduling tools with social transport providers such as Glasgow City Council’s education and social work de-partments. This technology could modernise management of the services and enable bus fleets to operate more efficiently.

Future City Glasgow is an award-win-ning, ambitious £24million pro-gramme demonstrating how technol-ogy can make life in the Scottish city smarter, safer and more sustainable.

Glasgow beat 29 other cities in the United Kingdom to win funding for the programme in a contest run by InnovateUK – the Government’s innovation agency.

INTERNATIONAL


Energy projects are showing how technology can help ensure energy efficiency strategies are built on increasingly accurate data. Vacant and derelict land across the city has been mapped for suitability for small scale solar farms. The outcomes are available on the OpenGlasgow data hub where communities hoping to set up a sustainable energy scheme can save time and money by using the data.

The Future City Glasgow team is also working with housing providers to address energy con-sumption in older, traditionally hard to heat properties. A pilot project is testing insulation methods for tenement flats and collect data on their impact on energy consumption.

Glasgow has more than60,000 older tenementproperties.

Councillor Gordon Matheson, Leader of Glasgow City Council and Chair of Future City Glasgow, said : “There is vast untapped poten-tial in data sharing. Clever use of data can have huge benefits for the

quality of life in Glasgow, the city’s economy and the environment.

“Future City Glasgow is exploring ways in which organisations can pool data and make it available to the public in meaningful ways for practical purposes. The OpenGlasgow data hub is a fascinating piece of technology which empowers citizens by giving them easy access to a vast range of information about their city. It also offers huge potential whether you are an entrepreneur looking for new premises, residents hoping to set up a community energy project or an IT developer looking to create an innova-tive new product.

“The data will also help service providers like the council make better in-formed investment decisions based on the latest, most accurate informa-tion. I’m delighted to say that Glasgow City Council has pledged to make all of its non-sensitive and non-personal information freely and openly available.

“This data hub catapults Glasgow into a new league, making the city an exceptionally attractive location for creative industries looking to set up shop and recruit staff. We have a huge array of skills and expertise in this field in the city and that stands us in great stead going forward.”

Gordon MathesonLeader of Glasgow City Council and

Chair of Future City,Glasgow

The Active Travel Demonstrator aims to in-crease the number of journeys made by bike or on foot in the city to help cut carbon emis-sions, boost air quality and improve health. The aim is to let data drive investment - so limited resources are put to best use. Peo-ple who currently walk and cycle are being encouraged to use smartphone apps to help collect information which could inform infra-structure improvements.

URBANA WORLD May-June 2015 53


Safe City Project : A Journey Towards Smart City Implementation

Implementing Smart City Initiatives

How exciting can it be to implement a proj-ect such as first Metro or Bandra-Worli Sea

link in Mumbai? Not just from the perspective of creating a new innovation in a public place, but working through the unknowns and criticism and most impor-tantly the passion of doing some-thing that alleviates the pain or brings a smile to the common man. A Smart city implementa-tion is a similar experience. It is an ongoing journey towards sus-taining quality of life of citizens and safeguarding local economy. A smart city is implemented as a project tower wise, where each tower augments critical or essen-tial infrastructure service man-agement governance for the city.

Safe city is one of the most im-portant towers of a smart city today. Large urban cities in In-dia have number one priority for making their surrounding safe and secure. Traffic management, emergency management are again bundled under the safe-city initiative. Other essential ser-vices include water and electric-ity management.

Allied Digital has got an oppor-tunity to develop a first safe city project at Pune. The project lays the foundation for a smart city initiative. This article gives a glimpse of the implementation approach which has been as thrill-ing as roller-coaster ride with un-forgettable, valuable learnings. The passion of the delivery team and sheer support of stakeholders to provide safe citizen services has ensured it to be on its way to successful completion. The docu-ment highlights a system-integra-tor perspective.

A smart city is a government or a large real-estate driven initiative, to provision critical and amenity driven infrastructure services that constantly influence quality of life for its citi-zens. A smart city is not just an e-governance perspective, but a bundling of “monitoring,

intelligence and action plan” that brings consistent vigilance and constant improvement.

Technology plays a pivotal role digitizing the physical infrastructure services to gain control on provisioning top-class infrastructure or new amenities. Today, sensor based technologies com-bined with material based innovations are driving the concept of Internet of things, along with forces of social media, mobility, analytics and security form the basis of digitization. A common command center for multiple stakeholders, the municipalities, police and critical infrastructure agencies becomes the platform to operate smart cities cost-effectively and efficiently.

A smart city is fully connected by primarily fiber or wireless technology. The information col-lection happens centrally at a data center and is primarily managed, viewed at a centralized com-mand center. It is also an aggregation of multiple systems that exchange data among themselves. Thus system integrators, who have very strong IT infrastructure experience as well as sensor based technology expertise are the right companies for the Smart City.

Allied has been awarded the first such large scale safe-city project, the city of Pune by imple-menting critical services of citizen safety and traffic management. This project is now operation-al and providing great value for improving law and order, monitor traffic and setup an action plan during emergency for the city.

Back

grou

nd Safe-City Project Overview

The Following Is A Typical Architecture For Smart City.

SAFE CITY

Mr. Paresh Shah, Global CEO, Allied Digital


A smart city is not a one-time project, but a constant improvement roadmap implemented in multiple towers and each tower is implemented in phases which could be geography/zone based

within the city. The second important factor is, that though IT is a driv-er, the mechanical, civil and electrical work is also plenty. Collabora-tion and stakeholder support are THE KEYS to success. Multiple stake-holder management and associated communication at multiple levels is imperative. Financing is the most important aspect of project and requires a very innovative model. Resource management is a different ball game. The project management is dynamic and requires innova-tion. Technical solutions need a broad-based thinking on affordability,

availability, feasibility and scalability.

A Smart city implementation is very geography sensitive. Each country has its own implementation style. Even a city has some local culture driven flavors. While at planning level, a very organized thinking great-ly helps, however, at the execution stage, only an agile and adaptive project management gets to the finish line. There is a clear role for public relations and citizen marketing.Organizations such as Local NGO, politicians and senior citizen groups can play a helping role. Project planning has a lot to do on managing the unknowns and risks.

Pune City Surveillance (PCS) is a Safe city Initiative by Government of MaharashtraPCS project is designed to give CCTV video camera coverage to 440 locations in Pune and Pimpri-Chinchwad area with 1400+ cameras. The live feed from these cameras will be used by Police and Municipal corporations to monitor the entire city for securi-

ty, traffic control and action planning. Today, over 85 percent work is complete and semi-operational, the city is poised to scale to other towers in the future.

This is an iconic project, being first of its kind in India, planned as a safe city, capable to be transformed into a smart city. Surveillance is not the only initiative. This project provides real-time intelligence by implementing scenarios based rules, analytics through multiple integrated data sources and action plans for rapid incident management.

What this means is, proactive crime prevention and city protection, incident analysis, communication during emergency incidents, re-al-time decision making and post-event forensics. This makes the city vigilant and smarter over time.

The entire city is getting wired, with every junction carrying the technology, which the architects, engineers and surveyors can plan to leverage/improve the monitoring and control of underlying infrastructure. Thus governing more services such as water management, emergency disaster management, and disease/pollution control. Today “internet-of-things” technology provisions digital sensors that help convert infrastructure parameters re3al-time into information that is transported centrally to the data center where it is broadcast to multiple command centers for simultaneous view, analysis and action. . For example, the municipal corporation can monitor water supply throughout city by just installing water flow and pressure sensors at junctions and connecting them to the existing PCS network. The data can then be easily collected at municipal office for further processing. Similarly, the bus transport system, MSEB and other public utility departments can all connect to this network and get benefitted.

About the Project

Project ImplementationEnvironment

Proj

ect

high

ligh

ts

1. First large-scale integrated safe city in India for safety, emergency and traffic, this can be extended easily to a smart city initiative for providing Wi-Fi, citizen services, health and utility management.

2. Over 100 crime scenarios are detected and worked in last 6 months of semi-operation.

3. Able to control major city events, VIP movements and safeguard important monuments.

4. Enables smart and lean governance by automation and data intelligence.

5. Videos can be presented in court as authentic proofs.

6. Budget friendly project, with great cost saving opportunities for the government.

7. Support police in crime investigation and citizen requests.

8. Huge 120 square feet video wall to navigate city roads right from the command center.

9. All police stations connected for local viewing.

10. 5 year BOT model for maintenance and support services ensures continuous operations.

11. Collaboratively used by police, municipalities and crime investigation teams.


Summ

ary

There is tremendous learning for the project. Experience helps to do better planning. Constant local knowledge ac-quisition helps to continuously improve the delivery capabilities and innovate to complete in tight deadlines. The current article is just an overview. An entire book can be written.

Today, Allied Digital is taking pride to implement such a project, which has all ingredients for stretching the safe city project to a smart city scale. Collaborate support from the government has taken us close to completion. The learnings and constant ups and downs in the implementation will remain as memories forever.

The passion of making a difference to the quality of life of common public keeps us going.

Challenge Buckets Scenario Solution GuidelinesFinancial Apart from a large CapEx material requirement, the

project is low-level labor intensive as well as there are multifold dependencies.

There has to be a continuous cash flow available for the project. The project sponsor and the implementing system integrator need to work out the right financial model with ample planning to ensure smooth cash flow. Government at all levels has yet to play major role in financing supporting such large initiatives.

Technical Feasibility – Optic Fiber cannot be laid in Hilly, rocky or marshy areas Availability – Design provision for redundancy, bandwidth sizing and multicasting in net-work Proof Of Concept – Mere Indoor testing does not suffice

“Option for wireless technology has to be considered and blended solution need to be designed. Fiber should be planned for redundancy as well as in multicast. Multiple sites need to be planned for proof of concept. Benchmarks are yet to be created.”

Environment Materials need to be withstand diverse temperatures Dust, theft, Rats, Rain are a major challenge Working outdoors in adverse conditions, day./night is a chal-lenge Permits for outdoor work from local authorities is season and event driven

All outdoor equipment need to be industrial grade. All outdoor cabinets need to be well designed to be IP66 compliant. Major planning exercise need to be done, es-pecially on resourcing and logistics. Appropriate plan-ning needs to be done as per local norms

Civil Work Foundations, mountings can be different for different public places Adhoc utility lines under the ground cre-ate major challenges

Designs need to be certified and options need to be planned. In older cities, where there is unplanned lay-out, this require careful survey planning and quick de-cision making

Electrical Work Utility authorities have their own timeframes and procedures. Ground earthing for the power lines is a challenge

This varies from city to city and needs to be quickly un-derstood and dependencies need to be reworked. Mul-tiple options on earthing need to be considered, appro-priate measurement techniques need to be set in place.

Site Integration Entire site has over 100+ components that have de-pendencies in commissioning

Dependency mapping in terms of material and resource priorities need to be quickly understood

Local/Political Frequent interruptions in work at multiple sites due to local complaints, political opposition or trouble from anti-social elements. Local holidays, events pose de-lays

Require good liaison work and local marketing so stop-pages are avoided as well as strong support from local police. These need to be considered at multiple stages of project.

Resourcing Diverse supervisory skill set – Dealing with labor contractor, government agencies, local language, availability planning

Local skill set with passion, day./night availability, long term commitment and fast learning capability are crit-ical

Logistics Require multiple warehouses, vehicles to transport goods and resources.

Different types of vehicles, warehouses, inventory plan-ning need to be done.

Vendors Vendors not giving timely delivery, inconsistent qual-ity, monopoly-attitude and no SLAs

This requires smart procurement strategies, which requires reward and penalty planning with multiple vendor options. Ability to order in phases, vendor ca-pabilities, manufacturing times, quality all need to be examined.

Project Tracking and Report-ing

The project requires extensive planning, at the same time, very agile execution. Continuous project track-ing and reporting are a must.

We have provided online site for all project stakeholders and also for general public, where project dashboards with graphics are provided for a day to day view of the progress. Also importantly, there has to be fast decision making capability at the floor level as well as senior project level for quick progress of the project.

Any such big project implementation, that too first time not only comes with challenges but also unknowns. Following are the buckets of some challenges we have faced and a high level solution guideline. All smart/safe city projects have strong deadlines and constant vigilant eye on project spend. So aggressive and decisive project management with a good organization chart of multiple skillsets is the key.

The Challenges And Relevant Guidelines


SurveillanceImplementation Considerations For A Smart City

SAFE CITY

A city cannot be a smart city if it is not a Safe City. To ensure safety of its res-idents, city needs to have an effective surveillance solution that can deter un-

toward incidents. Implementing a smart Video Surveillance solution that can adapt and scale to the growing monitoring needs of a city is impera-tive in making it a Smart City. There are many pro-viders of surveillance as a service. Here are a few important aspects to consider while implementing and choosing the right city surveillance system:

B. Vamsi KrishnaCOODuranc Tech Services Pvt. Ltd.


The system must be available 24x7x365. The system should be available not only anytime one needs it but also anywhere one needs it. It

should never make one look twice for any live or recorded camera feed.

High Availability1.

A surveillance implementation as complex as a City surveillance will surely have a mix of various types of cameras – Dome, Bullet, IR, PTZ – all with different specifications and

capabilities. The Smart surveillance solution should en-able to connect all of these cameras irrespective of their make or model. It should support BYOC – Bring Your Own Camera.

Plug-n-Play4.

We are living in times where what seems in excess today is proving to be insufficient tomorrow! It applies to the surveillance system as well. As city expands and re-

quirements grow, the surveillance system should be able to scale as per the changing needs. It should be easy to add any number of cameras as needed without the hassles of restrictions imposed by available DVR-NVR channels and stacking them etc.

Scalability5.

Surveillance system will be home to large volumes of highly sensitive data. It is imperative that only authorized users have access to it. Mechanisms such as two-factor authentication should be part of any surveillance sys-tem chosen for the city. System should not only control access, but the

streaming also should be done in a highly secure way. Both Incoming and Outgo-ing streams of the camera feeds should have strong security and encryption.

Security2.

City surveillance will have many hundreds if not many thousands of cam-eras. It is a daunting task to keep track of which camera is working and which is not – either due to camera fault or network failure. The city surveillance solution should have a regular health check feature for all

cameras and should notify through email and/or SMS notifications if any camera goes down and alerts back when that camera comes back live. One will know im-mediately if someone deliberately stops or disconnects a camera!

Device Health3.


The surveillance system should be able to pro-vide complete peace of mind with its ever reliable service. The entire storage should be automatically backed up so a single byte of

data recorded from the cameras is never missed. Data older than what one has opted for should be automati-cally purged keeping one free from having to manage the storage space manually.

Reliability and Auto-Backup7.

It is not enough to deploy a state of the art solu-tion today. The solution should remain state of the art as years pass by. Any solution one chooses should provide continuous upgrades of features

and functionalities. It must provide the confidence and eliminate issues related to outdated hardware or DVR/NVR or storage etc.

System/Software Updates8.

The Smart city surveillance system must provide features beyond the basic live or archive viewing. It must provide possibilities to extend and inte-grate with advanced features such as Video Analytics. Video analytics is constantly improving and becoming a standard requirement in many sce-

narios. Analytics such as crowd formation, object left behind etc can prove to be of immense value to a smart city surveillance. The surveillance platform one chooses today should be extensible to incorporate these advanced technologies in future.

Extensibility9.

Surveillance exists because the city exists and it should never be the other way around. The surveillance system should be flexible enough to adapt to the requirements and needs. It should provide complete freedom and choice starting from the type of cameras that one wants to use to how many cam-

eras one wants to connect to how many days of storage is required for the cameras. It should also let one watch the live or recorded feed from anywhere anytime using any device – preferably with nothing to download ever!

Flexibility6.

A surveillance solution that has all the above characteristics will withstand the test of time and will prove to be the best investment for the city in the long run.

The author is the Chief Operating Officer at Du-rac Tech Services, pro-vider of the leading Video Surveillance as a Service (VSaaS) solution.


Rajul MehrotraGlobal Smart Cities Expert &

India Smart Cities LeadAccenture

Creating Smart Cities in India needs a new integrated approach

SMART IT

India Context

Cities in India had evolved in a different manner, every city has a different geographical growth pattern and economic develop-

ment. Due to lack of urban planning, infra-structure development, maintenance, huge urban migration and lack of investments, most of the cities are unable to deliver basic services(Water/ Energy/ Transporta-tion/ Public Safety/Sanitation etc) and in-frastructure to citizens and businesses.India has taken up ambitious plan to create 100 Smart Cities to not only improve city service deliver to citizens but to provide world class infrastructure to improve qual-ity life to citizens.

Defining Smart CityA Smart City effectively delivers city ser-vices to citizens and businesses in a an in-tegrated and resource efficient way while enabling innovative collaborations to im-prove quality of life and grow the local and national economy

Creating Smart Cit-ies would also need the change the way city plan-ning is done in IndiaTraditionally city planning in India is fo-cusing on urban/infrastructure planning. Infrastructure development takes long time and huge investments. But at the pace at which population is growing in cities and current situation of already crippled infra-structure in cities, urgent short term inter-ventions are required to accommodate this growing population to deliver basic ser-vices to citizens effectively.Technology play an important role in im-proving efficiency and capability of city

services. Technology solutions can be im-plemented in a small timeframe to quick improvement of the city services. (You can read more on the role technology can play in each city services below.) Considering the importance of Technology in improv-ing city services, India needs to include Technology/ICT/Digital planning as a key pillar for city master planning.Economic development is very important for growth and economic sustainability of cities. Economic development plans needs to be created considering traditional economic drivers for a city coupled with new economic drivers for a balanced and sustainable economic growth. So creating Smart cities needs integrated Urban, Tech-nology/ICT/Digital and economic master planning.

How technology can bring in change in City service delivery1. Water Management (Including Water Waste Management)Water management is the basic and essen-tial service provided by city government to its citizens and businesses. Most of the cit-ies have got a vast water distributions net-work which runs for hundred to thousands of KM. Equitable water distribution, water leakages due to breakages and theft, unpre-dictable water demand, constraints supply, poor and unpredictable water quality re-mains the key issues in most of the cities in India. For water supply most of the cities are depended on few key sources like riv-ers and ponds. Ground water management is not controlled in most of the cities lead-ing to constantly falling water levels. Most of the cities are unable to tap the potential of rain water. Water metering is not done in most of cities leading to non-responsible

use of water and a high non-revenue water and under recovery.In order to improve water management, India needs an integrated approach for Water & waste water management to met the various needs to citizens and business-es. Technology plays an important role by providing visibility in demand/supply leveraging the same to ensure equitable water distribution and optimize energy use to pump water in vast water distribution network, reducing the non-revenue water by detecting leakages faster and reducing theft by detecting ghost pipes. Smart Me-ter technology shapes behavior of citizens and businesses by proving visibility in consumption and reduces under recovery by accurate metering.Water Asset management, water manage-ment operations and customer services can be improved significantly using technolo-gy.

2. Energy(Grid, Buildings, Public As-sets, Streetlight, Gas)Energy value chain starts with generation, transmission and distribution. Generation and Transmission are handled at nation-al and state level by public and private players. Distribution in most of cities are handled by Public sector enterprises and in some cities by private players. Even though city government may not directly control the energy distribution but still cit-izens look to city government for reliable energy supply.Demand supply gap, Reliable 24x7 energy supply, reliable metering, poor customer service remains the key issues for citizens and business in cities. Distribution compa-nies are struggling with huge under recov-ery due to theft, losses, supply constraints from generating units, unpredictable vari-ance in demand, under recovery and huge

#MyOwnView


public energy uses like street lighting/public buildings, poor asset management and plan-ning.Technology plays an important role in im-proving demand supply by integrating decen-tralized renewable energy sources like solar/wind etc. technology can provide visibility in demand and supply. Smart Metering Technol-ogy can provide reliable metering and data can be used for real time demand visibility. Smart Grid can help in reducing energy loss-es. Public uses of energy can be reduced by leveraging Smart Street lighting, Smart Build-ing solutions etc. Technology can also help in improving energy asset management, energy operations and customer service.

3. Transportation/Mobility (Multi Modal transportation)City transportation is an important pillar for quality of life of citizens. Currently in most of the cities public & private road transportation is the key mode of commuting and logistics. Some large & mega cities have metro and lo-cal train network as back bone transportation mode. Lack of quality & safe public transpor-tation, capacity of public transportation, road safety, overcrowded road network, poor traffic management , parking issues, theft, poor road conditions , lack of modal options etc remains the key issues of most of the cities.Most of cities lacks the integrated transporta-tion plans leading to huge demand supply gap and poor city transportation network. Huge demand supply gap, Under recovery, poor asset management remains the key issues for transportation operators.Technology plays an important role by predict-ing demand and supply to feed into transpor-tation planning. Technology can also help in improving reliability of public transportation network by providing visibility on arrivals/departures/route information for travelers for hassle free journey. Multi modal fare integra-tion can helps citizens to use multiple modal options without purchasing different tickets. Intelligent traffic management can aid effi-cient traffic flow. Smart Parking system can helps travelers to locate and book parking for hassle free journey.

4. Public Safety (City Surveillance, Emer-gency Mgmt, Fire, Disaster Mgmt, Women & Child Safety)Providing a safe environment to live and work for citizens and business is the key responsi-bility of government. In India, we have public safety multiple agencies like police for citizen safety and security, fire agency for fire safety. Some cities have disaster management agen-cies to handle disaster. Public & Private emer-gency management services to handle medical emergencies. Other agencies for women & child safety.Cities in India needs an integrated approach towards public safety. All agencies at national, state and local levels needs to work together in close collaboration to ensure safe environment to citizen and business.

Technology plays a major role in improving the public safety for citizens by integrating intelligence (safety,security, weather, criminal databases, video analytics etc), providing visi-bility on incidents, providing visibility & con-trol on people and resources for an effective response & recovery during any public safety

incident.

5. Public Infrastructure Management(City Sanitation, Solid Waste management, Pub-lic Assets Mgmt)Public infrastructure management including city sanitation like road cleaning/public toi-lets, solid waste management, public asset management etc is the key responsibility of city government and very important to create a quality and clean environment for citizens and businesses.Poor sanitation, lack of public toilets, poor maintenance of public places including roads, poor waste management, no waste segrega-tion, improper landfill management, poor asset management remains the key issues for stake-holders in cities. Most of cities in India lacks a clear city sanitation plan, waste management strategy and asset management plans.Technology plays an important role by provid-ing visibility on city sanitation, route planning, resource optimization, efficient asset manage-ment, efficient maintenance management, vis-ibility of waste bins, route planning for waste management, segregation planning, air quality measurements etc. City needs to redefine the waste management process based on circular economy concepts to reduce impact on envi-ronment and leverage waste to generate value.Technology can also help involving citizens in city sanitation using mobile and web channels.

How technology can bring in change the way City is GovernedSmart Governance(City Command & Op-erations Center, Citizen involvement in City Management)City government depends on various public and private agencies to delivery multiple ser-vices to citizens. So governance, collaboration and integration of this network become very important to achieve objectives.Currently most of the cities depend on manual processes to govern, collaborate and integrate these agencies which leads to lots of ineffi-ciencies and untapped potential.

Technology can play an important role by aid-ing in improving governance, collaboration and integration of these agencies to signifi-cantly improve the city services. City com-mand and operations centers can become the central hub for governance, collaboration and integration. Technology can also help in in-volving citizens by leveraging model and web channels for city management

How technology can bring in change in Ur-ban PlanningUrban planning is key pillar for predictable growth and quality of life in any city. Tradi-tionally cities have been focusing on infra-structure plans based on future projections to plan for city infrastructure like road, transpor-tation, land use etc. But considering the role Technology can play now its time to create and integrate ICT Master plans with city ur-ban plans.Technology can also aid in urban planning to effectively plan for city expansion, land use, building permits etc.

How technology can bring change in Cit-izensSmart Citizen(Public Wi-Fi Internet, multi channel Citizen Services)Shaping behavior, educating citizens and re-ducing digital divide is important to achieve India objective to create Smart and inclusive Cities.Providing access to information and internet at no/affordable cost to citizens via a channel which is accessible anywhere from any devic-es can be achieved by Public Wi-Fi. Respon-sible of use of internet can be achieved by leveraging internet security tools, restricting free usage and affordable charge back mech-anisms.Citizens access to city services can be im-proved significantly by providing multi chan-nel(Web, Mobile, Kiosks, Face to face) citi-zens services facilities.


A Pragmatic Strategy For The Realization And Sustenance Of Smarter Cities

Cities across the world have been provid-ing its unique services to its constitu-ents with all the alacrity and astuteness

through multiple yet interconnected agencies. There will be a paradigm shift in the geogra-phy of the world that the forthcoming smarter world will be a dynamic collection of cities in the years ahead. Considering the brewing trends and transitions, there will be beneficial cooperation among cities rather than the na-tions in near future. Cities are bound to play a sparkling role in significantly shaping up ev-eryone’s life in this planet. However the het-erogeneity and the multiplicity-induced com-plexities of worldwide cities come in the way of meeting the evolving aspirations of city residents. There are several city-centric chal-lenges getting widely articulated in the media. Therefore there is a clarion call for refurbish-ing and remedying cities across the globe for deftly tackling city’s internally as well as ex-ternally imposed constrictions. There are ways and means being bandied about for resolutely resolving the sickening and sagging city prob-lems. At different layers and levels, competent strategies, approaches, frameworks and solu-tions are being prescribed and promoted by luminaries and visionaries to elegantly erad-icate all kinds of bottlenecks and barriers to smoothen and brighten the city life.

Powerful information, sensing, vision, com-munication, perception, knowledge engineer-ing, and actuation technologies, tools, plat-forms, and infrastructures are being highly recommended to enable cities to be right and relevant for their citizens. There are a few promising and pioneering technological in-novations and inventions in the happening and hot ICT domain and it is expected that by smartly leveraging them, the people expec-tations out of their own cities can be solidly and simply met. In this short write-up, I would like to put forth a few factors and facets for empowering our cities to be smarter in their operations, offerings and outputs.

Smarter cities are being increasingly con-ceptualized and concretized across the world with all the deserving grandness through the cognitive leverage of all sorts of delectable advancements being duly accomplished in the ICT field. Smarter cites are very much futuris-tic and professionals are at work to accomplish the long-term goals of establishing livable,

lovable, and sustainable cities for providing enhanced care, choice, comradery, comfort and convenience to citizens. The digital and connected living will become the common and casual thing for people. The potential techno-logical paradigms and developments include the software-defined clouds (the technologi-cally optimized and organized IT infrastruc-tures), the realization of real-world, real-time, context-aware, and knowledge-filled services through the extensive usage of diagnostic, predictive and prescriptive insights getting extracted through and emitted by standard-ized analytics platforms out of big, fast and streaming data, the digitized, connected, and service-enabled sentient materials / smart ob-jects through a string of edge technologies for precisely and concisely capturing and commu-nicating every moment of our walks, works and wanders, the trendy yet handy and multi-faceted smartphones, wearables and portables, the steady accumulation of people and social data through social media and networking sites for people empowerment, etc. There are a variety of game-changing things substantially impacting us in our everyday personal as well as professional lives.

The cutting-edge technologies for establishing smarter cities are

• Micro Services Architecture (MSA) (service-based anything-to-anything inte-gration and orchestration (sensor, device, service, application, data, infrastructure, digitalized objects, etc.) for Container-ized Workloads

• Software-defined Clouds (IT infrastruc-ture optimization)

• Enterprise Mobility (All kinds of web, enterprise, and cloud applications are mobile-enabled to access them on the move)

Typically smarter cities are the grand accu-mulation of several modules such as

• Smarter Homes and Buildings• Smarter Drainage, Wastage & Garbage

Management• Smarter Transportation• Smarter Grid and Utilities• Smarter Healthcare & Education• Smarter Manufacturing• Smarter Security and Safety for

People and Properties• Smarter Government

The state-of-the-art social, physical, life, cyber, and connectivity infrastructures are the main-stream ingredients for smarter cities, which are typically the systems of engagements and comprising multiple yet instrumented and intertwined departments. The principal objectives for smarter cities include

1. People and environment friendly, 2. Processes synchronized with and powered by technologies and tools3. Optimal utilization of resources4. Strategized and managed leveraging data-driven insights5. Elastic, efficient and sustainable Infrastructures (Social, cyber, and physical)6. Service-oriented, event-driven, accountable, sensitive & responsive and transparent systems 7. Enabling entrepreneurial spirit, creative mind-set, and transformative ideas, etc.8. Smart and sophisticated software applications and services

A smarter cities transformational strategy is as follows.

• Leverage Data Assets Insightfully • Optimize Infrastructure Technologically • Innovate Processes Consistently • Assimilate Architectures Appropriately • Choose Technologies & Tools Carefully• Ensure Accessibility, Elasticity, Simplicity & Consumability Cognitively

SMART CITY

Pethuru RajCloud Infrastructure ArchitectIBM Global Cloud Center Of Excellence, India


• Big, Real-time, & Streaming Data Analytics (Data to information and to knowledge transition)

• The Internet of Things (IoT) / Ma-chine-to-Machine (M2M) Connectiv-ity for Context-awareness & Cognitive Computing

A well-defined ICT framework for smarter cit-ies is therefore involving the following.

1. City Infrastructures

• Physical, Social and Life Infrastructures• Virtual / Digital and Connectivity Infra-

structures

2. City IT-enablement Platforms, Middle-ware and Databases

• Unified City Planning, Enhancement, and Management Platforms

• Service Integration, Orchestration, and Delivery Platforms

3. City and Citizen-specific Data, Services and Applications Repositories

A sample list of services for smarter cities is given below.

• Smart Homes – Energy management, ambient assisted living (AAL), Remote monitoring and management, etc.

• Smarter Buildings – Security and Safety enablement,

• Smart parking - Monitoring of parking spaces availability in the city.

• Structural Health - Monitoring of vi-brations and material conditions in build-ings, bridges and historical monuments.

• Noise Urban maps - Sound monitoring in bar areas and centric zones in real time.

• Smartphone detection - Detect smart phones and in general any device which works with Wi-Fi or Bluetooth interfaces.

• Electromagnetic field levels - Measure-ment of the energy radiated by cell sta-tions and Wi-Fi routers.

• Traffic Congestion - Monitoring of ve-hicles and pedestrian levels to optimize driving and walking routes.

• Smart lighting - Intelligent and weather adaptive lighting in street lights.

• Waste management - Detection of rub-

bish levels in containers to optimize the trash collection routes.

• Smart roads - Intelligent Highways with warning messages and diversions according to climate conditions and un-expected events like accidents or traffic jams.

• Image and Video Analytics: Traffic management, security and surveillance, homeland security, smarter healthcare, etc.

• Context- aware and physical services

On concluding, our cities need to be subjected to a bevy of technologies-sponsored disrup-tions and transformations in order to excite residents, travelers, investors, professionals, etc. The role of the ICT capabilities and com-petencies in devising and delivering highly sophisticated and sustainable cities is on the consistently climb. This document has thrown some light here about the challenges and how they can be adequately addressed through the delicate usage of the fully matured and stabi-lized technologies and tools.

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Organizations will soon be creating a new wave of transformative digital services driven by the convergence

of the Internet of Things (IoT) and shifting consumer expectations, finds a new report from Accenture (NYSE: ACN). The re-port, titled “The Era of Living Services,” predicts a new era of highly sophisticated “living services” that can learn and tailor themselves in real-time to meet the chang-ing needs of consumers, workers, patients and citizens.

Their emergence will create change in ev-ery industry while presenting brands with tremendous opportunities for growth and differentiation, and marking a radical de-parture from today’s dominant approach of companies creating generic and static services designed for mass consumption, according to the report from Fjord, which is the design and innovation group within Accenture Interactive.

The concept of intelligent services that adapt and change based on consumer pref-erence isn’t new, but the technology that enables living services has recently ma-tured enough for brands to create and de-liver them at scale, the report finds. The services will start to grow on a new layer of connected intelligence formed by sensors, the cloud, connected smart devices and re-al-time analytics, also known as the Inter-net of Things. “We call them ‘Living Services’ for three

reasons,” said Brian Whipple, senior managing director, Accenture Interactive. “They will change consumer experienc-es such as travel booking and shopping in real time around us. They will be driven by things that are very proximate to us such as wearables and nearables. And, at the human level, living services will affect our lives in a much deeper and more positive way than mobile and web services have. In effect, living services breathe life into what is rapidly becoming a vast network of connected machines and objects, enabling branded services to flow through and utilize this connected environment.”

Giving Rise To Living Ser-vices

“The emergence of living services is being driven not only by the digitization of every-thing but also by ‘liquid expectations,’” said Mark Curtis, chief client officer at Fjord, Design and Innovation from Accenture In-teractive. “When consumers engage with a brand today, such as an airline or a bank, they compare their experience not only with other airlines or banks but also with any service company, such as ride-sharing providers. Take the seamless and largely invisible payment systems these providers offer. Now consumers want payment ex-periences like this in every industry, con-sciously or subconsciously. We call these expectations that bleed from one industry to another ‘liquid expectations.’ In effect,

Advances In Design, Cloud, Connected Devices, Real-Time Data And Analytics Will Enable New Digital Services That Can Learn And Evolve To Meet Consumer Expectations

Ground-Breaking Report From Accenture Interactive Finds Internet Of Things Driving New Era Of “Living Services”

SMART IT

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expectations will rise across every industry as innovation increases in any industry.”

The Impact Of Living Ser-vices On Brands And The En-terprise Living services will profoundly affect design and brands and unleash new competitive forc-es in business and the public sector, requir-ing all organizations to rethink their business structures and practices in the same way they did at the introduction of desktop web and mobile services.

According to the report, enterprises and their marketing leaders will need to strengthen their understanding of customers through data and analytics; maintain a services platform and technology that is flexible enough to recom-bine products, services and information in many different contexts, experiences and sit-uations; and concentrate on one or two aspects of user experience delivery and make these as “living” as possible. Design too will be im-pacted as organizations seek to deliver impact-ful yet consistent services using challenging new interaction types such as voice, gesture and location across a range of new devices.

The Impact Of Living Ser-vices On Consumers According to the report, living services will affect people in almost all areas of their lives, including their health, home, shopping, travel and money:

• Health: Living ser-

vices will help prevent health issues. For example, given the high correlation between diabetes and de-pression, the app Ginger

IO can predict signs of depression up to two days before outward symptoms manifest. It taps into data from a patient’s smartphone to record everyday behavior and can provide early warning signs. Living services will also enable personalized medicine. Proteus Digi-tal Health’s digital medicines feature a stom-ach-activated sensor that provides information on how the patient is taking and responding to medication.

• Home: The home will become a hub for a range of automated adaptive services that take over time-consum-ing and reoccurring tasks. Most services to date are related to energy consumption and security. Nest and Ecobee identified that consumers needed a thermostat that can learn and adapt to preferred temperatures. Wallflowr is a fire-prevention system that constantly moni-tors the status of electricity and gas supplies to a home. The next stage is for these disparate elements to connect and communicate with each other.

• Shopping: Living services will allow retailers to offer less intrusive experiences and move away from the in-dustry’s standard scenario of

bombarding shoppers with offers on arrival at

a location. By working with Pinterest, a par-ticularly rich trail of taste and visuals, fashion retailer Nordstrom is determining store mer-chandising on a weekly basis, as well as pro-viding staff with an iPad app to make it easy to show customers trending products and mer-chandise live.

• Travel: The broader sphere of travel and hospitality will be transformed in the next five years, driven by the rein-vention of cars, initially con-nected and then autonomous. If drivers are no longer required, and cars can become places where you sleep or are enter-tained in during long journeys, they will in-troduce a new level of experience competitive with trains, buses and airplanes.

• Finances: A bold vi-

sion for living services in the financial arena is a service that links peoples’ financial status directly to other areas of their life. For a traveling

customer, the bank could proactively negoti-ate better currency rates from ATM providers and seek and negotiate the best fuel prices as a customer is driving and prepay the bill. If the customer’s bank account “knows” a custom-er’s power consumption, it could also predict his or her future financial state. Israeli compa-ny 24me is already heading in this direction: its app automatically syncs with utilities and other services to remind and enable users to pay their bills. More examples of living services and their impact on business and society can be found in “The Era of Living Services” report.


Designing Smart Cities For Tropical Climates

So hot in summer your head throbs wait-ing to cross the street. Rain so heavy you’re up to your ankles on the street in minutes. Colours so intense they make

your heart sing. The most gorgeous winters imaginable. Cyclones and monsoons! Those of us who live in the tropical regions of the world understand that designing and develop-ing cities for the tropics is fundamentally dif-ferent from designing cities in other climates. India’s Smart City program highlights the need for urban design that enhances economic opportunity and environmental sustainability. As pressure to urbanise rapidly within con-densed geographic areas is driving the creation of very dense urban form, intense pressure can be placed on natural systems and energy sources. Queensland, Australia shares a sub-tropical and tropical climate with many Indi-an cities, which are characterised by profuse vegetation growth and benign temperatures for many months of the year. These are ide-al preconditions for the creation of buildings that are designed for low energy use and are integrated with landscape to create green and resilient cities at high densities.

Through a highly integrated approach to ur-ban design, natural climatic advantages can be leveraged to create open, cool and green high-density communities that are healthy and low in energy demand. Buildings can be designed to be porous to air movement upper and street levels, and shaded with green to lim-it urban heat island effect. The incorporation of living green in buildings and the urban en-vironment can strengthen the health of natural ecosystems, filter water for re-use and filter air, while also enhancing the life experience of urban dwellers. This article presents two urban design plans for tropical cities which embody these principles. Many of these design princi-ples can be applied to the design of Smart Cit-ies in tropical and subtropical regions in India.

A Tropical City Master Plan: Cairns, Queensland, Australia

In preparing master plan for the City Centre of Cairns, Queensland ’s northern-most trop-ical city, Architectus developed a highly sus-tainable urban design approach to creating the urban setting for the city. The master plan contains a holistic and comprehensive set of strategies and guidelines covering built form, planning, public space, landscape, furniture, economic development and cultural develop-ment.

The Great Tropical Living Room. The mas-ter plan envisaged the City Centre streets and spaces as the living room for the city – and as such it included strategies to create spaces which will be welcoming, beautiful, cool and shady in the daytime and festive and lively at night. Priority was placed on large scale medi-an plantings that would cool the road surface, and continuous, deep street awnings for shel-ter from sun and shade

Fantastic Tropical Gathering Spaces. The master plan provides for new cool and shad-ed public spaces deep in the centre of the city connecting key destinations. This includes a new green space in the heart of the city with a large roofed space and shady green spaces around existing large figs, with play spaces for children and grassy areas for seating and re-spite; as well as a series of new urban parks in the centre of a busy pedestrian shopping street that creates more intimately scale green public spaces

Rainforest Landscapes, Green Buildings, Verandahs and Cool Laneways: The ‘trop-ical city in a rainforest’ is a strong element of the design which we sought to promote by: encouraging urban plantings throughout the City – not only in streets but as part of the buildings, upper level terraces and skyline; en-hancing the existing cool laneways network; building on the existing pattern of verandahs and colonnades in new architecture; and cel-ebrating the heavy rainfall by incorporating rainwater elements in public spaces.

Focusing on greening the city centre while

SMART CITY

Caroline StalkerDirector, ArchitectusAdjunct Professor, School of De-sign, QUT Creative Industries.

Caroline is an architect, urban designer and a highly skilled de-signer, communicator and leader of teams for complex architectur-al and master planning projects. Her career spans 27 years and a range of project types, including new communities, city and town centres, universities, public spac-es, public buildings, mixed use and multi-residential buildings.



it continues to develop and densify is help-ing Cairns to create a sustainable city which makes the most of its tropical climate through urban design.

Tropical University City, Townsville, Queensland, AustraliaJames Cook University Townsville is in the process of being transformed into a Knowl-edge City: a vibrant, interconnected and more densely populated living, working and learn-ing community. Architectus has prepared an Urban Plan for this city as well as precinct plans, design guidelines and designed the first building of the new town centre.

The Knowledge City is designed to be a Smart Energy and Smart Education community. It will be an integrated community of living and learning where people of diverse ages and so-cial/cultural backgrounds have ready access to education and employment. The University is at the heart of the community, which in turn connects to the nearby Hospital, key Govern-ment agencies, and planned new school. The design for Discovery Rise creates a compact community where residents can walk or cycle to their places of learning and employment on cool, tree lined streets and where public spaces create vibrant, safe spaces of informal exchange. The design and master planning creates low energy buildings through optimal solar orientation, avoiding urban heat islands, creating air flow through buildings and utilis-ing micro-climatic urban design. The campus also has a highly energy efficient Campus Dis-trict Cooling system.

Construction is now underway, with the first building of the town centre, also designed by Architectus, having been funded through a partnership between the private sector and the University. The planning work has been un-derpinned by the need to create public spaces and places which are welcoming, interactive, vibrant and enjoyable to be in. In a dry tropical climate this has meant prioritising shade and air movement throughout the public realm. The plan is founded on the following key de-sign principles:• A rich tropical landscape that is immedi-

ate and ever-present• Walking and cycling as the preferred way

of getting around• Lively, inclusive and interactive spaces • Sheltered, shady and cool streets and

public spaces• An architecture with cool shady veran-

das, layered edges, deep eaves, screens and loggias and spaces that are open to the outside

• A sustainable architecture and landscape that minimizes resource and energy use

In a dry tropics environment such as Towns-ville, it can be a challenge to get people out of their cars and turn off the air conditioning! To make a truly interactive learning and liv-ing environment we needed to be able to en-courage people to enjoy being outside, in the public realm. A focus on landscape, shade and breezes at the urban scale was considered vital in achieving this. This translated to an urban-ism with the following characteristics:The Fragmented/Perforated Perimeter Block;

In tropical cities it is vitally important to avoid urban heat island affect through shading and pro-mote air movement for thermal comfort. Tropical cities need to be designed to cope with mon-soonal inundations, and create urban environments where people can move in the shade of trees, shelter from rain, and where buildings promote the flow of air throughout the urban environment. In tropical cities trees and plants grow readily; these become the defining feature of great tropical cities – abundant green and cooling shade creates a beautiful urban setting.

Both of the projects described here create cities where buildings are more like perforated shade screens than solid volumes, where streets and public spaces become cool, shaded Tropical Liv-ing Rooms which offer respite and invite occupation – even when it’s very hot, and very wet. It’s a looser-fit urbanism than the walled urbanism of temperate cities. It emphasises landscape integration with large deeply shading trees and woven or layered shade structures, allowing the integration of green on all levels, and the free movement of welcoming breezes.

Implementing these kinds of urban design principles in the Indian Smart Cities of the future will help to ensure that Smart Cities are sustainable for generations to come.

The perimeter block is the optimal urban form for defining urban spaces and creating activity along edges. However walled urbanism in tropical cities creates heat islands. Fragmenting the perimeter block to facilitate air movement and the planting of large shade trees will avoid the creation of heat islands.Shady Edges; Buildings edges can provide important refuges from hot sun particularly as colon-nades and shaded building recesses.A Combination of Built and Planted Shade; Shade plays an important role in creating an inviting urban. Due to the low rainfall of Townsville we adopted a strategy to combine built with planted shade to create a shady network of streets and squares.Density, Landscape and Orientation; It’s important to locate denser housing forms where there is the possibility to create openness for penetration of cooling breezes into the dwelling, provide appropriate solar orientation, and offer outlook over a cool green environment. To achieve this we designed shady and green east-west connecting streets for higher density housing.

Conclusion



INTERVIEW


Aditya Vuchi

Aditya VuchiFounder & CEO

Zippr

UW : Smart city is now not a question of if, but a question of how & when. What is your vision of a Smart City? And your role in helping develop a city - Smart.

AV : Agree, Smart Cities are bound to happen with the current pace at which technology is growing. But the biggest problem is defining a standard template of what a Smart City should look like and operate.For me a true Smart City is that which uses the power of technology to crowd source citizen issues and then service these issues at minimal cost and with great agility.A ton of solutions available globally are a nice to have, but the Govts need to first focus on ‘must have’ solutions to create a strong foundation for cities to grow Smart.One such ‘must have’ is better address systems, in today’s age of inorganic and rapid growth, address formats have gone for a toss and they are generally 4 lines long with no standard structure. And when you get into unorganized ar-eas, even having an address is a prob-lem. Most of the time people spend time navigating others to their houses, and usually none of the addresses point on a map or have enough meta information for a lay-man to find an address.

We are trying to solve this very prob-lem, which can help in inclusive growth and planning for a city.

www.UrbanaWorld.com


UW : What smart city solution product is Zippr offering ?

AV : We at Zippr are trying to solve this very problem, our Vision is to get every Indian a Zippr and help in inclusive growth. Zippr is a new age address format that always is 8 char-acters long (4alpha 4 numbers eg: GTSQ4589) and is unique to every dwelling be it a slum or a flat in high-rise. Each Zippr can be accessed over the internet and SMS to get navigation info and further meta data for someone to find a dwelling without asking for directions.

We work with City Governments to make this a reality and are also integrating with Public and Private Services (Ambulances, Police, Food Delivery, Logistics, etc.), where any citi-zen can call and give a Zippr for the service to find them without a hassle. City Governments look at this as the Adhaar Card for Dwellings, where all public utility and municipal info can be tagged to a Zippr and used for better man-agement of the city.More importantly our solution is also Smart because it also generates direct revenue to the City Govt.

UW : How large do you think is the Smart City market ?

AV : The Smart City market globally is bound to cross the $1 Trillion figure and you can see that most Global giants in the tech space are in this market to get their share of the pie.

UW : What does each character in the alpha numeric code stand for ?

AV : With the penetration in mobile phones, technically every Indian is now con-nected, be it on a Smart phone or a feature phone. With this in our mind we took a que from the Adhaar card initiative where all char-

acters in your Adhaar card are at random and don’t have an underlying meaning yet their

details can be accessed with technology. Sim-ilarly every Zippr is random but when put on the internet or SMS, can give the seeker enough information to navigate themselves to the destination.

City Govts look at this as the Adhaar Card for Dwellings, where all public utility and munic-ipal info can be tagged to a Zippr and used for

better management of the city. We have GIS solutions that plot the whole city on a map and

helps City Govts take actionable decisions ba-sis Zippr info.

UW : Is it in the initial stages of work-ing or has the system been implemented any-where in/outside India?

AV : Apart from signing up service pro-viders across Food Delivery and logistics, Zippr has successfully executed pilots in Hy-derabad, Vijayawada and Guntur, with Hyder-abad City launching and planning to complete the initiative within the year.

UW : What is the operational procedure to have a city implement Zippr technology ?

AV : All that a city needs is to sign up for the Zippr technology; the Zippr team will provide necessary training and documentation for a City to use the service. The signing up formalities are minimal as Zippr technology itself is free for a city to use, the only cost incurred is for the city to hire necessary ex-ecution partners to give every house a Zippr sticker/board. These costs are also inexpen-sive and considering that there is monetiza-tion opportunity, Zippr will pay back the in-vestment within no time.

UW : What are your future expansion plans ?

AV : We are in late stage conversations with other Indian cities and very soon you will see City Govts across the country adopting Zippr as the de-facto house number.


ReimaginingMUMBAI

As The National Government Announces Its Plan For Smart Cities, Mumbai Too Needs To Visualize A Smarter Future.“ “

SMART CITY

How can Mumbai become a Smart City that the nation is proud of? The recently published Draft Develop-ment Plan (DP) for Mumbai was so poorly received by various stakeholders that Chief Minister Deven-

dra Fadnavis scrapped it on the 21st of April, 2015. It has to be reworked in just four months – an opportunity to bring in much needed change in the planning discourse.

Since the DP followed a traditional process of proposing land uses and development control regulations, it is no surprise that the plan did not deliver on the local needs, sentiments and as-pirations of citizens. This process of development planning is

mandated by the State’s Town Planning Act, a remnant of out-dated British laws, which were made when the current com-plexities of large metropolitan cities were not yet imagined.

Previous development plans for Mumbai too, have faced chal-lenges, such as prolonged delays of upto 15 years, indicating clearly that they are no longer realistic or nimble enough to respond to a changing city. These generalised plans typical-ly did not respond to local variations and needs, did not have infrastructure plans linked to them, and did not manage to im-plement several reservations such as open spaces, local roads, dispensaries etc.



“

If the future of the city is pegged on a plan that is open to comments from citizens only once in 20 years, then this is a recipe bound to back-fire. What then is the alternate that the city can explore? The answer lies in strategic spatial planning.

Strategic Spatial Planning separates the visioning tool from the regula-tory tool. It envisions the city’s future while formulating strategic deci-sions and projects that will help leapfrog over the current and potential challenges of the city. This tool is not legal in nature, and serves as a platform for various stakeholders to freely express opinions, conduct negotiations and arrive at agreements without the fear of repercussions. This negotiated planning method brings together various government departments (planning, physical and social infrastructure, and funding agencies) along with local businesses, religious groups, resident wel-fare associations, NGOs and citizens themselves.

While the process could be messy to start with, it results in a ‘co-pro-duced’ vision for the city. Strategic Spatial Planning provides a long term vision, alternate future options and strategic projects that are linked to clear budgets. These strategic projects bring about a collective

structural change to the city addressing the real needs of stakeholders, irrespective of the number of departments that need to be co-opted to manage implementation.

Typically anchored by a strong government agency, or a mayor in in-ternational contexts, such a paradigm shift in planning is critical to pre-vent large metropolises from succumbing to becoming diseconomies. The traditional regulatory land-use plan could continue to be used for giving out building permissions and sanctions as well as providing a legal certainty for actionable inter-sectoral projects rolling out of this visioning tool.

Actionable projects are to be realised at the smaller disaggregated scale of the Local Area Plan (LAP). These LAPs need to be mandated to ensure participation of local stakeholders in the plan making process to incorporate local knowledge, dynamism and local values. Due cogni-zance of these local area priorities, at regular intervals, should go back upward to inform the strategic plan and the regulating plan to ensure realistic planning and budget allocations.

Mumbai being the largest and most populous city in Maharashtra has a plethora of agencies helping to run the city. The instrument of the local area plan must serve as the common platform for the planning agencies and the services provisioning agencies to come together in a coordinated manner.

Agencies and experts in international cities, such as Europe and South America for example, have chosen strategic spatial planning and local area plans as a real alternative to static land use, regulatory control and statistical extrapolations. It is time Mumbai followed suit.

By Rejeet Mathews

Rejeet Mathews is Manager, Urban Planning and Economic Development, at WRI India’s new Sustainable Cities programme.



Jaijit BhattacharyaPartner, Infrastructure and

Government ServicesKPMG

100Smart citiesand500rejuvenated cities

India is facing the challenge of unac-ceptably low quality of life in urban areas. Ranked at 135 among 182 coun-tries in terms of quality of life and with

economic growth that is lower than its po-tential, India needs smarter solutions for dealing with the complexities of its urban landscape. The quality of life of the citizens essentially depends upon the quality of city services. And 40% of the Indian population lives in cities. For enabling effective city services, India needs to primarily focus on building urban infrastructure that is resilient and sustainable. This is integral not only for optimal use of the existing resources, which are limited, but also for enhancing the pro-ductivity of the citizens.

A critical dimension of urban transforma-tion, which feeds into both city services and sustainable infrastructure, is effective gover-nance. Thus, simplistically articulating the issue, cities should be designed while keep-ing in view all the three components: sus-tainable & resilient infrastructure, effective governance and efficient city services. At the heart of such a transformation, would be improved governance, wherein models such as the globally adopted Municipal Reference Model, becomes an important tool for such a transformation.

It is expected that by the year 2050, if not earlier, the urban population will double which implies that the magnitude of the challenges being faced by the country today will increase significantly. Brazil already has 80% of its population urbanized. The challenges that such an urbanization process entails, includes massive urban migration, need for infrastructure for the vulnerable

sections of the population including wom-en, children & senior citizens, cyber secu-rity, women safety, religion infrastructure, effective mass rapid transportation, reduced pollution, better governance, sanitation, proper zoning for residential, office and industrial areas, disaster management and providing basic amenities including clean water, affordable housing and electrici-ty to all. To address the challenges posed by urbanisation, there is an urgent need to design smarter solutions for managing the complexities of a densely populated urban habitats and improving Ease of Living. The cabinet’s approval for “100 smart cities and 500 rejuvenated cities”, in this direction, is applaudable and if implemented effectively, will transform the Indian economy. These 600 cities will eventually establish models of development for other cities as well. The two schemes: Smart City and Atal Mission for Rejuvenation and Urban Transforma-tion (AMRUT) cities envisage focussing on core infrastructure services including water, sanitation, urban mobility, housing, power, Information Technology (IT) connectivity, e-governance, health, education, safety and sustainable urban development.

Executing this initiative would lead to ex-ponential growth of the Indian economy. Development of such a magnitude would re-quire consumption of raw materials, skilled labour, state-of-the art technology, planning and implementation at a very large scale. This dovetails very well with the “Make in India” initiative and will in turn boost the Indian economy significantly. In addition to this, it is expected that the smart city ini-tiative will provide employment to many citizens. It is estimated that along the Delhi

Mumbai Industrial Corridor (DMIC), the job opportunities would become twice the exist-ing opportunities, the industrial production would become thrice the existing production and the exports would become four times the existing exports in the next ten years.

In order to achieve this audacious Urban transformation vision, the government will be faced with two major challenges: meet-ing the financial requirements and develop-ing the implementation capacity. The Gov-ernment of India has announced funding amounting to USD 16 billion. However, the cost of building 100 smart cities and 500 rejuvenated cities has been conservatively estimated to be USD 5 trillion at the prev-alent costs. The required capital is nearly 2.66 times the current size of the Indian economy. Apart from forging public pri-vate partnerships and encouraging foreign investments for meeting the needs, there is an immediate need for finding innovative funding schemes to bridge the gap. KPMG’s smart cities team has come up with “Smart Cities Funding Mechanism” for suggesting the financial models that can be adopted for bridging the funding gap. Some of the funding schemes that can help India garner the required capital are: municipal bonds, pooled finance development, funds, Public Private Partnerships (PPP), sector specific bonds(real estate investment trust), land use planning, linked deposits, securitization and structure finance, performance contracts, tax increment financing, user fee and subscrip-tions, central and state assistance.

For achieving the targets for the AMRUT cities, each state has been allocated a quo-ta from a total of 476 cities and towns. Out

SMART CITY


of all the states, Uttar Pradesh, with 64, has the maximum number of cities. To ensure the effective implementation of the scheme, there is need to evolve and implement transparent quality based mechanism for utilisation of funds. Channelizing the existing funds in a coordinated manner can also help, to a certain extent, in achieving the targets. This leads to an even bigger challenge which is harnessing implementation capabilities for this project. Different segments of the economy need to utilise the finances for achieving the articulat-ed target. This would require capacity building across various fields including town planning, supply chain management, quality manage-ment, public health engineering, public safety, industries, corporate leadership and project management capacities. This also implies that

skilling a large pool of people would be need-ed to meet the requirements.

Along with skill development, the smart cities must follow set guidelines and frameworks. The smart cities must have minimum ame-nities/facilities so that the citizens can lead a quality life. For achieving the benchmarked services, standards must be designed keeping in view the existing city services, the expecta-tions of the citizens and the desired outcomes. These standards are important for they pro-mulgate the procedures that are mandatory for achieving the set goals. For instance, the key indicators of a country’s economy such as unemployment rate, number of patents is-sued per 1, 00,000 population or median in-come must lie within a specified range for a

city to be called a smart city. One such stan-dard that can be used for this purpose is ISO 37120: 2014. This standard provides various metrics for the measuring the performance of the city services and quality of life. There are various other standards being developed by German and Indian governments for the same purpose. Another challenge that might seem farfetched for now, but which surely needs to be addressed is the maintenance of the devel-opments that will follow these schemes. Once the systems are in place, there should rules and regulations that ensure compliance of the same. It would be important to mention that the Bureau of Indian Standards has already initiated work on developing the Smart City standards.

In order to ensure the effective implemen-tation of the scheme, coordination among the various city services is indispensable.

Information technology will play a critical role in providing this inter-connectivity. For instance, the moment a baby is born, the newborn’s name should be automatically reg-istered with concerned authorities. The parent should be able to generate the birth certificate online with a ‘click’ and the system should then analyze the background of the parents and automatically issue caste certificate and perhaps a passport also for the newborn. Such a proactive governance system would also re-duce the cost of governance and the cost of getting government services by the citizens. ICT tools can be extremely powerful in in-terlinking the city services for increasing the performance of core systems of a city , there-by improving the quality of life of the citizens. While ICT might be perceived to be at the core of smart city, it is only a tool which increas-es the efficiency and the effectiveness of the city’s services. It can be perceived to be a tool that adds “smartness” to a city’s services. With the recent developments in information and technology, deep insights can be drawn from

the data which in turn enable quick response to critical situations. For instance, along with 24x7 supply of water for all, it is important to monitor the quality of the water that reaches the households. This can be done simply by

installing sensors at the receiving ends of the pipelines. By doing so, some precious lives can be saved which would otherwise have been lost because of water impurities.

KPMG’s “Smart City Reference Frame-work” that is based on the globally adopted Municipal Reference Model,

includes more than 30 programs and enabling services along with ICT tools encompassing all these services. KPMG provides a unique set of smart city solutions which are designed while keeping in mind the needs of the cities. The solutions reflect global best practices and can be customised as the need be.

A comprehensive Smart cities solutions in-clude visioning and industry selection, master planning, funding master planning, economic prioritization of cities, Major Project Adviso-ry (MPA), IT master planning, legal arrange-ments, smart city reference framework, risk management, smart grid, sustainability, energy envelope,7-D planning tool, smart transporta-tion, non-tax revenue generation, business planning and financing, cybersecurity, low cost housing, education/ skilling and health-care.

In order to have a flexible city that creates sus-tainable jobs, it is critical to have the correct vision and long term plan, including identifi-

cation of appropriate industries. It is the re-sponsibility of the city leaders to ensure long-term strategic and integrated planning, while assessing the capacity and skills of the city ser-vices and maintaining infrastructure to ensure sustainable cities.

The slew of Urban Transformation initiatives of he government are absolutely exciting and is the largest such initiative in the history of the indian subcontinent. One truly hopes that this audacious vision becomes a reality in the shortest possible time.

Figure 1: What can Smart City Framework model do for you? Source: KPMG

Improved city services lead to better quality of lifeSource: KPMG


Smart Cities, WhyStrategy Comes First? ©

As an international expert in Smart cities, I travel a lot around the world and, to be honest, I haven’t seen many countries where the “smart city” vision is so clearly expressed, where the willingness of becom-

ing smart or - I would say smarter - is so strong than it is in India. Above all, in India, the vision is expressed directly at the top level of the entire country, directly by the forward thinking Prime Minister Modi. India is lucky to be on this path and the promises are thrilling.

I’ve been dealing with Smart Cities for more than 5 years now. And still, every time I speak in a conference, people ask me “what is a smart city?”. I’d like to share with you the definition we produce with my colleagues of the International Telecom Union (the organization of the United Nations dealing with ICT). The ITU Focus Group on Smart and Sustainable Cities (which I’m a member of) agreed on the following definition: “A smart and sustainable city is an innovative city that uses information and communication technologies (ICTs) and other means to improve quality of life, efficiency of urban operation and services, competitiveness, while ensuring that it meets the needs of present and future generations with respect to eco-nomic, social and environmental aspects”.

From this definition we can surely say that a smart city is full of technology, but we can also say that it’s not only that. A smart city is a city in which ICT will leverage its development because ICT can provide solutions to many problems (conges-tions, resources management, security, employment, etc…) as well as contributing to making cities more eco-friendly and economically viable. Let’s not forget the sustainability of this development and, in this sense, it is important to emphasize the role that ICTs have to solve in environmental challenges of cities worldwide. Sustainable urbanization has become a key policy point to administrations across the world - and you know that well here in India, where The Prime Minister has a vision of developing ‘100 Smart Cities’. Achieving it, along with the preservation of our planet, has been recognized as one of the major challenges of our society in the coming decades. Here ICTs have a crucial role to play by increasing environ-mental efficiency and enabling such innovations as intelligent transport systems (ITS) and smart water or smart grid, ener-gy and waste management. Information and Communication

Technologies can provide solutions to many of the problems facing cities as they become magnets for migrating popula-tions. Currently the role that ICTs play to help cities to tackle environmental issues has not been fully identified and recog-nized. It means we have great opportunities to develop here.But, at the end of the day, the right question to ask is “why are we doing this”? I organized one of the first smart cities confer-ences in France in 2011 and, at that time, I already introduced the notion of “citizen within the city” when everybody else had an exclusive ICT focused speech.

One of the right answer to: “why are we doing this?” is: “to improve the quality of life” and, what mat-ter the most is to live better lives in better cities. So, can we all agree that Smart Cities is, first of all, about people?

Technology for technology never made people happier. A cit-izen centric approach is essential. Technology is the enabler, the tool that will make things possible. And it’s important to emphasize that building a smart city does not come out of a box. It’s a journey, and it’s a long one. And a journey needs to be planned. A good plan comes out from a strong vision and a good holistic strategy. Strategy comes first. And don’t even think of copying and pasting what is made elsewhere! It doesn’t work.

A city is an organism, a metabolism… it’s fundamental to know it deeply, to think globally to better understand and man-age its systems. Instead of technology, I prefer to say “innova-tion”. Innovation can be for everything even for organisation and management and we need transformation there as well for our cities to become smarter. Innovation is the key for cities development, for cities to become modern cities, with very efficient economies based on sustainable development. Urban areas reflect the complexity of our societies, where social, eco-nomic and environmental issues are tightly interconnected.

Transforming our cities into “Smart Cities” is a challenge that needs to be seen as a real opportunity. An opportunity for an economic BUT sustainable development, an opportunity for happier citizens.

SMART CITY


SABRINA COCCIAInternational Expert in Smart

Cities - Smart Metropolis

But whilst there are many visions for smart and future cities, and many examples of proj-ects that have been carried out to achieve some elements of those visions, there is little prescriptive guidance to assist cities in defin-ing and delivering their own strategies and projects. However, it’s the key for a deep, har-monious and long-term transformation.

Cities are not systems that can be controlled, they are complex eco-systems of independent people, communities and businesses, each pursuing their own goals using the resourc-es available to them. Whilst some degree of “top-down” definition of strategy, objectives, policies and major programs is required, to a great degree the role of city leaders and insti-tutions should not be to “make the city Smart-er” but to create an environment within which smart ideas are likely to thrive and succeed, wherever they occur.

India got on board the “smart city” vessel, and it will be good and full of exciting promises for such a dynamic and developing country, India has got the compass with Prime Minis-ter Modi’s vision, make sure not to forget the map! And above all make sure you get the right one, knowing who you are and choosing the right experts to guide your city leaders in defining a bold and accurate strategy that will set Indian cities on the road to become leading global smart cities.

I wish India a successful smart city journey !

Sabrina COCCIA has been working in the IT industry for the past 20 years and is to-day a recognized international expert in strate-gy, business development and marketing for the IT

industry, specialized in Smart Cities. Besides many interventions worldwide (Qatar, USA, India, Europe…), Sabrina is also a member of the ITU Focus Group on Smart and Sustainable Cities and participates actively to the set up of the international definition, standardization, KPI and framework of Smart Cities for city leaders.

She is one of the editors of the ITU Focus Group documents:

• Master plan for Smart and Sustainable Cities• Smart and Sustainable Cities: a guide for city leaders

In 2013, Sabrina COCCIA founded Smart Metropolis, a consultant agency focused on strategy for Smart Cities. The agency guides cities and local authorities in drawing up a suc-cessful “Smart Cities” strategy and policy and implementing interna-tional innovative projects. SmartMetropolis helps corporations and innovative companies in shaping a pertinent sales approach to ad-dress Smart Cities.

We work mainly in Europe, Dubai, India and the Indian Ocean.Some of our clients: Smart Cities Council, Metropole Nice Cote d’Azur, Ville d’Aix en Provence, Cisco, Vinci Energie, Axians, Vu-log, Instant System (Dubai), Advansolar, Sopra Group, EMAAR Group...

About The Author


SURVEY OF 2,000 BUILDINGS IN INDIA DEMONSTRATES NEED TO INVEST MORE IN SMART BUILDING TECHNOLOGIES

• Brand New Honeywell Smart Building ScoreTM Evaluates Building “Smartness” Across Three Key Areas: Green, Safe, Productive

• Airports and Hotels Score the Highest, Schools and Residential Buildings the Lowest

• Results Show Greater Focus on Energy Efficiency Versus Safety and Productivity

• Score Could Provide Strategic Input for Indian Government’s 100 Smart Cities Initiative

SMART INFRA

India could save billions each year by incorporating modern technologies in buildings that drive green, safe, and

productive outcomes,” said Anant Mahesh-wari, President, Honeywell India. “How-ever, smart building technologies are still new to India and adopted primarily by large commercial buildings. With the promise of the Government of India’s 100 Smart Cities initiative, it was imperative to create a tool for assessing the smartness of buildings and establish an industry benchmark.


A new survey of 2,000 buildings across India by Honeywell (NYSE: HON) and research-specialist IMRB International shows that govern-

ment, building owners and service providers need to invest more in smart building technol-ogies to better serve India’s rapidly urbanizing population and help create sustainable cities and infrastructure.

While the country’s airports and hotels are leading the way with smart building technol-ogies, the survey found that in general the

smartness of buildings in India is low.

The survey marks the debut of the new Hon-eywell Smart Building ScoreTM, a first-of-its-kind global tool that evaluates buildings based on each facility’s use of technologies to make the building green, safe, and produc-tive – three key aspects of smart buildings. The survey findings were accompanied by a white paper from Honeywell and Ernst and Young, “Smart Buildings Make Smart Cit-ies,” which details how targeted investment in smart buildings can be used to drive economic

and environmental benefits, protect human life and building assets, and support India’s goal to develop 100 Smart Cities. Honeywell leaders presented the findings at an event including government dignitaries and public policy ex-perts, building owners, architects, and build-ing consultants.

“The Indian government’s 100 Smart Cities plan is a forward-looking initiative that aims to improve quality of life and make the coun-try a smarter place to live. We are pleased that Honeywell is taking an active role in this


Smart Cities project through its Smart Build-ing Score,” said U.S. Ambassador Richard Verma, speaking at the event.

“Implementing smart building solutions can make facilities more connected and adap-tive, reduce energy and operating costs, and improve the safety and quality of life for oc-cupants and users,” said Alex Ismail, Presi-

dent and CEO of Honeywell Automation and Control Solutions. “The Honeywell Smart Building ScoreTM makes it simple and easy for building owners and facility managers to identify the right technologies to make their buildings greener, safer, and more produc-tive. Although we have applied the Honeywell Smart Building ScoreTM first in India, we are planning similar initiatives around the world.”

The 2,000 buildings participating in the survey covered 10 key building verticals: airports, hotels, hospitals, private offices, retail, surface transport, government offices, education and social spaces, public services, and residential. These buildings are located in Ahmedabad, Bangalore, Chennai, Delhi-NCR, Hyderabad, Kolkata, Mumbai, and Pune.

Among the key findings of the survey:

• In general, the smartness of buildings in India is low. On a scale of 1 to 100, the national average Honeywell Smart Build-ing ScoreTM for these buildings is only 33.

• Airports and hotels in India have the smartest buildings overall (average Smart Building Scores of 49 and 41, respective-ly).

• Scoring the lowest were buildings in the education (27) and residential (26) cate-gories.

• Most buildings in the survey score high-est on green elements (45), potentially re-flecting the focus on sustainability from leading global and Indian rating agencies, as well as government incentives to im-prove building sustainability and energy efficiency.

• Safety scores of buildings on average were very low, at 21, highlighting poten-tial risks and the need for greater invest-ments in safety and security solutions.

• The lowest rated aspect of buildings in the survey was the safety and personal protection of workers who service and maintain these buildings, at 8.

• Both private (34) and public (29) build-ings have similar overall scores, indicat-ing opportunities and needs exist for both sectors.

• Bangalore has invested the most in smart

buildings (57%), potentially owing to newer construction, while Mumbai can do more (36%). These percentages de-note asset capability only, and not asset coverage, or asset uptime.

• The survey points out significant dif-ferences between top- and low-scoring verticals. For example, while airports score 55 in safety, the education and social spaces as well as the residential verticals score 14. Similarly, public ser-

vices, which includes police stations, fire stations, courts, passport offices, post of-fices, and prisons, have a safety score of only 18.

The Honeywell Smart Building ScoreTM evaluates a building’s use of 15 technology asset groups that make a building green, safe, and productive, based on the systems’ overall capability, coverage of the facility, and up-time.

The green asset group includes a building’s use of natural resources, flexi-ble heating and cooling systems, and control panels for monitoring energy consumption, all of which impact carbon emissions, a facility’s environ-mental footprint, and utility costs for the building occupant or user.

The safe category includes access control, surveillance and intrusion mon-itoring systems, fire and life safety systems, emergency communications, and health and safety systems.

In the productive category, technologies that help boost productivity in-clude indoor air quality sensors, lighting systems, and communications and data infrastructure such as wired and wireless networks, and backup elec-tricity systems for uninterrupted power.


SchneiderElectric Showcases Integrated Solutions At Smart CitiesIndia 2015 Expo

Schneider Electric – actively participat-ed at the Smart Cities India 2015 Expo in Pragati Maidan from 20-22 May 2015. The Company will be approaching 2015 edition with the knowhow and experience gleaned from 250-plus projects it is pres-ently working on in cities across the world, which was on show at its stand – covering settings as diverse as smart public ser-vices, enhancing the efficiency of cities or progress in optimizing energy use.

Schneider Electric demonstrated their inte-grated operations ability through the com-mand control center set up that acts as a centralised meeting point all the services from communication and surveillance to observation and allows the users to inte-grate, manage and maintain all operations from a single point. The Command Con-trol centre solution you achieve your smart city goals of operations efficiency, higher resiliency, quicker response and improved customer satisfaction in one integrated system.

Schneider also demonstrated solutions for

power and IT segments with the introduction of a new integrated system platform - Wonderware which enables production and industrial operations to synchronize with business objectives to achieve speed, flexibility and sustained profitability. Won-

derware software delivers significant cost benefits for designing, building, deploying and maintaining robust applications for manufacturing and infrastructure operations.

Mr Prakash Chandraker, Vice Pres-ident, Energy Business, Schneider Electric India said,

Schneider Electric is one of the lead-ers in management of Smart Cities. It has helped develop concepts like Smart Energy, Smart Water, Smart Integration, Smart Buildings and Smart Public Services and build faith through deft management of constitu-ents that are integral to the concept of Smart City – a dream India wants to translate into reality.

The company exhibits Its Smart City Management Ability

The company demonstrated Smart Solutions for Energy, Power and IT

The A.T.E. group participated in Smart Cities India Expo with the thought-pro-voking theme of “Ideas that impact

India”. The 76 year old group has a wide range of innovative and well-proven technol-ogies to make smart cities environmentally and economically sustainable. A.T.E. had on display its innovative IoT-based remote monitoring solution, its revolutionary FAAC (Fresh Air Air Conditioning) cooling solu-tion, a comprehensive range of wastewater treatment solutions, a range of high perfor-mance pumps and booster systems, as well as a Concentrated Solar Thermal (CST) system.

IoT-Based M2M Solutions

EcoAxis (A.T.E. group) has developed IoT-based M2M technology that enables contin-uous remote monitoring of industrial assets, facilities, energy and environmental resourc-es, wastewater, air pollution, and transporta-tion. EcoAxis’ M2M technology empowers end users by facilitating access to critical in-formation on any device, anytime, anywhere. With 5 trillion data points collected, EcoAxis is a pioneer in Big Data and in using analytics to improve productivity.

Cooling Solutions

A comfortable working environment increas-es productivity. However, the fastest growing component of power demand in cities is for cooling by air conditioners. Unless cooling efficiency is increased dramatically, cooling for comfort will not be sustainable.

HMX (A.T.E. group) designs and manufac-tures unique, energy efficient products that provide 100% fresh, clean, cool air for people and process comfort. HMX’s indirect evapo-rative cooling products have an innovative, patented (US and Australian patents granted) heat exchanger technology DAMA (or Dry Air Moist Air) at their core. HMX’s prod-ucts comprise of two broad product families – HMX-Ambiator and pre-cooling fresh air units – that improve indoor air quality inside factory sheds, office buildings, and education and healthcare facilities. They also provide significant savings in power consumption and

reduce the use of refrigerants. With more than 20 million CFM spread over 4 million square feet, HMX has the world’s largest indirect evaporative cooling installation base.

Wastewater Treatment

Proper treatment of wastewater to enable compromise-free recycling or discharge is essential to human health, agricultural pro-ductivity, and long-term economic growth. A.T.E. provides comprehensive, innovative, and cost-effective wastewater treatment and recycling solutions, including zero liquid discharge, for a wide range of applications.

A.T.E.’s experience in wastewater treatment is evident from the fact that it has over 200 installations across 10 countries!

In addition to this, A.T.E. also provides technologies from Huber SE (Germany) for wastewater screening, grit treatment and sep-aration, sludge treatment, and filtration.

Water Transfer And Distri-bution

With the rapid rise in India’s urban popula-tion, it becomes vital to ensure the provision of water to all points of use in the most ef-ficient manner. A.T.E.’s BoostStar hydro-pneumatic booster systems help maintain the desired water flow and pressure. A.T.E.’s TeraFlow vertical multistage stainless steel centrifugal pumps are designed for optimum performance for a variety of clear water ap-plications.

Energy Efficiency Solutions

With energy efficiency and renewable energy as key approaches to reduce the demand for carbon-intensive fuels, A.T.E. has developed a Concentrated Solar Thermal (CST) system that provides low-cost heat energy for various applications, such as cooking, laundries, pro-cess heat, etc.

The first Smart Cities In-dia Expo was held this year from 20 - 22 May, at Pragati Maidan, at Delhi. The expo was organized in the wake of the Indian government’s plans to build 100 new smart cities and drive infrastruc-ture development for 500 cit-ies with an allocation of $60 billion for the Smart Cities project in the 2015-16 budget.

100New

SmartCities

$60Billion

Allocation2015-16Budget

Sustainable Solutions For The Cities Of Tomorrow From A.T.E.

L&T Forms New Unit For Smart Cities; Expects Business To Reach $1 Billion Mark In Three-Four Years

Om Metals, SPML Infra JV Bags Rs 3.24 Bn Contract To Set Up Smart City

Larsen & Toubro, India’s largest engi-neering and construction company, has formed a new unit to cater to smart

cities, security solutions and communication projects, expecting the business to grow to $1 billion in three to four years, driven by the government’s push in these areas. The busi-ness unit, named Smart World and Communi-cation, will tap the resources of the conglomer-ate’s various verticals and subsidiaries to offer wholesome solutions in a first-of-its-kind ini-tiative, a company official said. “We have put together a small unit with 65 members which includes people from different verticals within the company and some people who have been especially hired for this,” SN Subrahmanyan, board member and senior executive vice presi-dent (infrastructure and construction), told ET. “It is a small business unit but with the kind of orders we expect, it can soon become a stra-tegic business unit. It can easily become a $1 billion business in 3-4 years.”

The new unit will focus on three key seg-ments— smart cit-ies, smart commu-nication systems and security solutions. “The government is talking about setting up 100 smart cities, even if 20 came up we will hopefully get big orders,” Subrahmanyan said. “In a way, we have been doing such projects as gated campuses for IT companies. We would now like to bid for big-ger projects such as the one planned for the Bandra-Kurla Complex in Mumbai.”

“The government is likely to give more orders for connecting defence setups through optic cable fibre through BSNL. We have bagged some orders in the past and we see more orders for cable laying, data synthesiser and commu-nication coming up. The new business unit will

aim for these jobs,” said Subrahmanyan. Source:ET

SPML Infra Ltd in joint venture with Om Metal In-fraprojects Ltd has Received

First Smart Infrastructure De-velopment Project worth Rs.325 Crores from Vikram Udyogpuri Limited, Ujjain, Madhya Pradesh. This is a part of Delhi Mumbai In-dustrial Corridor (DMIC) project being developed by Govt. of In-dia as a global manufacturing and INVESTMENTdestination. The development of Vikram Udyog-puri has been selected as one of the early bird projects under the development plan of Pithampur-Dhar-Mhow Investment Region which is one of the 24 regions of DMIC.The proposed site of “Vikram Udyogpuri” is located about 8km from Ujjain and 12km from Dewas and has a total area of 443.79 Ha (1096.63 acres).The Government of Madhya Pradesh (GoMP) and Delhi Mumbai In-dustrial Corridor Development Corporation (DMICDC) intend to facilitate development of trunk in-ternal and external infrastructure for Vikram Udyogpuri.

Under this project scheme, SPML Infra will be developing smart in-frastructures for24X7 water sup-ply with water treatment plantand pumping station, water supply conveyance from Shipra river to the site, complete sewerage network with sewage treatment and effluent treatment plants, storm water drainage system, solid waste management system, internal and external roads of 4 and 6 lanes, power transmission and distribution system, domes-tic gas distribution system, street lighting, CCTV and SCADA sys-tem, safety and security system, information and communication technology (ICT) network with peripheral boundary walls. This is first of its kind of a mini smart city project which will have all smart utility connected with tech-nology for seamless services. SPML Infra will execute this De-sign Build Operate (DBO) smart city project to be completed in 3 years’ time with operation & maintenance for 5 years post commissioning.

Mr. Rishabh Sethi, Chief Operating Officer, SPML Infra, commented, “SPML has executed a number of smart water supply system and sewerage network in different cities and working on to create smart power transmission and distribution management system. With the Govt. of India focusing on to develop 100 smart cities with an outlay of Rs 48,000 crore and another Rs 50,000 crore under the Atal Mission for Rejuvenation and Urban Transformation (AMRUT)for urban rejuvenation program for 500 towns and cities in next 5 years, SPML is sure that with the expertise and focus on development of smart services for smart cities, it will become an in-tegral partner with utilities across the country in the development of technologically advanced sustainable infrastructure for smart cities. As a first step towards that, we are happy to receive this new order to develop a mini smart city in Ujjain.”


IBM’s Smarter Cities Challenge program (@CitiesChallenge) will be sending teams of company experts to Allahabad, Surat

and Vizag to help them address city-specific challenges such as waste management, citi-zen services and disaster management. IBM’s Smarter Cities Challenge is a pro bono initia-tive that helps cities with critical issues rang-ing from jobs creation, transportation, and public safety, to healthcare, revenue, social services, and public works.

By the end of 2016, IBM will have made such Smarter Cities Challenge grants to more than 130 cities worldwide chosen from more than 600 applicants, with nearly 800 of IBM top experts delivering pro bono services valued at more than USD $66 million. Each consulting engagement has a commercial value of USD $500,000.For the first time, in addition to providing pro bono consulting services, the company will use IBM Watson Analytics Professional Edi-

tion to help take the city’s pulse, as expressed on social media. This might include studying travel patterns, public health, or the effects of man-made and weather events. The tool can understand questions posed in natural, non-technical language, and help its users col-laborate, predict and plan. Here’s how a typical Smarter Cities Challenge engagement works: After intense preparation, IBM Smarter Cities Challenge teams, made up of six IBM experts, spend three weeks working closely with city staff in each win-ning city, analyzing data about a critical is-sue facing the municipality. Team members consider diverse perspectives on the topic through meeting with local officials, citizens, businesses, and not-for-profits. Best practices used by other cities are studied. After work-ing closely with city leadership, the IBM team then recommends innovative and specifically tailored ways to address the issue it studied in that particular city, providing a road map on how the city can improve. Past recipients of the Smart Cities Challenge grant in India are Delhi, Ahmedabad, Pune and Chennai.

SURAT

VIZAG

ALLAHABAD

“The 16 winners for 2015-16 were se-lected from a highly competitive pool of more than 100 cit-ies around the world that applied for a grant of consulting services from IBM.”

Jaguar Land Rover Blends Connected Car, Smart City Tech

Automaker Jaguar Land Rover is developing technology that will use cloud-computing to push data from a vehicle to municipal

authorities in an innovative blend of connected car and smart city technology.Imagine driving along and hitting a pothole. Most of us make a face then forget about the pothole until it’s either fixed or we hit the same patch of road again.

Jaguar Land Rover has other ideas with its MagneRide platform.

Mike BELL, global connected car director for Jaguar Land Rover, said the next level of smart city integra-tion presents a “huge opportunity to turn the information from these vehicle sensors into big data and share it for the benefit of other road users.”

In-vehicle sensors will record the location and

severity of a pothole or other road hazard mis-

aligned drain or manhole covers, for instance

– and push that data into a cloud-based com-

puting platform.From there, the data is avail-

able in real time to other connected cars so

drivers can avoid making the same mistake, as

well as to local street repair authorities to help

identify and prioritize maintenance.

Allahabad, Surat And Vizag Win IBM Smarter Cities Challenge Grant In India


The Ministry of Urban Development has accepted the offer of Bloomberg Philanthropies (BP) for cooperation in

conducting the ‘Cities Challenge’ competition for selecting the cities for FINANCING under the Smart Cities Mission of the Government. A letter of acceptance in this regard was issued by the Ministry to BP.

Bloomberg Philanthropies will act as Knowledge Partner for the Smart Cities Mission. BP’s support for the Mission in-clude :

• Assisting the Ministry in the design and implementation of the process for selec-tion of cities;

• Designing and delivery of a capacity development programme for applicant

urban local bodiesfor participation in the competition based selection of cities with focus on innovation and citizen participa-tion in formulating smart city proposals; and

• Formulating and execution of effective communication and branding strategy for Cities

2015

2016

COMPETITION CYCLE ONE

2016

2017

COMPETITION CYCLE TWO

2017

2018

COMPETITION CYCLE THREE

JUNE - JULY 2015States Nominate Cities to Compete

------------------------------------------------------------

AUGUST 2015100 Cities Enter the Competition

------------------------------------------------------------

DECEMBER 2015Early Winners Announced and Short-Listed Cities Progress

------------------------------------------------------------

DECEMBER 2015 - FEBRUARY 2016Short-Listed Cities Engage in the ‘Good to Great’ Program

------------------------------------------------------------

MARCH - APRIL 2016Winners Announced

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Indian states nominate cities that meet select criteria to participate in the competition.

------------------------------------------------------------------

Cities undertake their Start-to-Smart journeys.

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AUGUST - OCTOBER 2015Cities Develop a Bold Vision and Smart Proposals

------------------------------------------------------------Each city formulates its own unique vision, mission and plan for a “smart city.” Their concepts reflect the city’s local context, resources, and priorities of citizens. Each city develops a pan-city and area-based proposal.

------------------------------------------------------------------

A small number of cities – those with exceptional proposals – are named winners. The next 20 or so best cities continue in the competition with another chance to win. Remaining cities will have the chance to com-pete in the next competition cycle.

------------------------------------------------------------------

Teams from the short-listed cities participate in a robust innovation and implementation planning program de-signed to strengthen and refine their proposals.

------------------------------------------------------------------

After the short-listed cities re-submit their proposals, additional winning cities are announced. They receive funds from the Ministry of Urban Development to bring their proposals to life. Cities that don’t win funding will have the chance to compete again in the next competi-tion cycle.

------------------------------------------------------------------

UD Ministry Accepts Bloomberg Philanthropies As Knowledge Partner For Smart Cities Mission


The US-India Business Council (USIBC) has expressed its interest to work with Andhra Pradesh in the healthcare sector and smart city initiative in Visakhapatnam.A delegation headed by its executive vice-president Diane Farrell and with representatives of several

leading companies including Mylan, J&J, Hospira among others, met Andhra Pradesh Chief Minister N. Chandrababu Naidu, where the latter assured support in developing the State as a hub and encouraging public private sector participation.

Naidu said he was keen to develop Andhra Pradesh as healthcare hub where health and education are the Government’s priorities.“Taking medical services to people in affordable, efficient and quick way is what we want to do. And, I believe e-health concept makes it possible,” he said, according to a statement from the Chief Minister’s Office.

NASSCOM Showcases Integrated ICT Framework To Collaborate With the Government In Its Smart City Mission

New Cisco Internet Of Things (IoT) System Provides A Foundation For The Transformation Of Industries

The new Cisco® IoT System addresses the complexity of digitization with an infrastructure that is designed to manage large scale systems of diverse endpoints and platforms, and the data deluge they create.The new Cisco IoT System comprises six critical technology elements or ‘pillars’ which – when combined together

into an architecture – help reduce the complexities of digitization. Cisco also announced 15 new Internet of Things products within the six pillars.

Source:BL

National Association of Software and Services Companies (NASS-

COM), shared its vision on the role of ICT in the 100 Smart Cities Mis-sion. It also announced that a detailed report titled - “Integrated ICT and Geospatial Tech-nologies Framework for 100 Smart Cities Mission” will be launched at the upcoming Smart City Expo in Delhi on 21 May 2015..

Over a 24 week effort, NASSCOM in partner-ship with several industry members and part-ners have built a framework to highlight the role of ICT in developing Smart Cities, and categorize ways and means to make relevant ICT interventions that will enable manage-

ment of future smart cities in a sustainable and transparent manner. This effort was mounted by NASSCOM in response to the suggestion by the Ministry of Urban Development.

The ICT Framework suggested by NASS-COM will address the unique challenges faced by the Indian Cities and provide an integrated perspective across the key pillars of physical infrastructure, social infrastructure, environ-mental and institutional (governance). The framework further defines and assesses the

core of each sub system of a potential smart city, identifies ICT governance interventions, organizational require-ments, and capability development needs at city levels.

Speaking on the occasion Mr. R. Chandrashek-har, President, NASSCOM, said, “The report aims to demystify the role of ICT and enable State Governments and Urban Local Bodies to integrate ICT into their future City Master Plans. This also represents an opportunity for the industry to partner with the government, as the total ICT spending for Smart Cities can account for 10-15% of the overall budget. This would translate into as much as USD 30-40 bn over the next 10 years.

Report developed in partner-ship with Accenture with sup-port from AGI and Orkash

“

USIBC Keen To Work With AP On Healthcare, Smart City Project


AT&T HelpsCities Save Water With

New Technology

AT&T, IBM and Mueller Water Products have developed a new solution to help

cities save water. The solution uses Internet of Things (IoT) technology that can be installed quickly to help cities manage water and pre-vent leaks.Communities everywhere are strug-gling to save water. Drought, old pipelines, and limited funds for new equipment all play a part. Monitoring the water system can pre-

vent large-scale leaks. Cit-ies can get information on the

condition of their fire hydrants, underground pipes, and drainage systems which have been difficult to monitor in the past.

The solution uses Echologics sensors and sound technology from Mueller Water Prod-ucts with AT&T’s LTE wireless network to detect water pressure, temperature and leaks.

The IBM Water Management Center brings all sources of water data together. It gives a complete view of past, present and future per-formance.“A typical water pipe leak wastes almost 400,000 gallons of water per year,” said Mike Troiano, vice president, AT&T In-dustrial IoT Solutions. We’re giving commu-nities more visibility into their water supply, and helping them better manage the future operation of their water systems.”

AP To Set Up Its Own Smart Cities

The AP government has decided to set up its own smart cities even as the Centre is seized of the ambitious plan to create 100 smart cities across the

country. The AP smart cities will be indepen-dent of the Centre’s proposal to create modern infrastructure in select cities and towns.The government has appointed Pricewaterhouse-Coopers (PWC) as the overall consultant for the smart city project, which aims at creating seven smart cities.

The government is involving international agencies to prepare master plans for the pro-posed smart cities. Visakhapatnam was earlier selected under the Indo-US project on smart cities.

SC Infra Limited has shown interest for the preparation of master plan for Nellore while Yokohoma city council will fund the project for Kakinada. Surbana, which is assisting the Singapore government on the master plan for the capital city, will take care of Amara-vati. Astran Institute of Tech-nology will extend support to Kurnool. The Ispat Group has plans to take up Tirupati as the smart city.

Source:TOI


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Adress: ----------------------------------------------------------------------------------

---------------------------------------------------------------------------------------------

City/State/Zip Code: ----------------------------------------------------------------

Country: --------------------------------------------------------------------------------

Phone: -----------------------------------------------------------------------------------

Fax: ---------------------------------------------------------------------------------------

E-Mail. ----------------------------------------------------------------------------------

Web site: -------------------------------------------------------------------------------

PAYMENT

1.- My Cheque/DD in favour of “FirstSource Energy India Private Limited”

for Rs……………………………………………………………………

Drawn on………………………………………is enclosed here-with.

Date/Signature:

2.- I will pay by Credit Card

Type: ..........................................................................

Name on Card: .............................................................

Number: ......................................................................

Security Code: .............................................................

Expiration Date: ............................................................

Mail this coup on to: FirstSource Energy India Pvt. Ltd. Subscription Department. 17 Shradhanand Marg, Chawani. Indore 452 001. Madhya Pradesh. India

"


www.UrbanaWorld.com URBANA WORLD May-June 2015 87www.UrbanaWorld.com


Central assistance only for infrastructure projects which have larger public benefit

Minimum area norm for Retrofitting is

500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%

of building construction to be green

of housing in green field projects to be for EWS

Special Purpose Vehicles to be set up for implemen-tation of smart city plans with-

An Inter-de-partmental Task Force to be set up to coor-dinate all aspects of smart city develop-ment

of energy needs to be met from renewable sources

2

3

45 50:50

equity of States and Urban

Local Bodies

1

Operational Guidelines for selection of Smart Cities

Graphics

: Ankit Pan

dey

This will be 50% for North- Eastern & Himalayan states.



500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%






2

3

45 50:50


Local Bodies

1


Graphic

s : Ankit

Pandey




500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%






2

3

45 50:50


Local Bodies

1


Graphics :

Ankit Pand

ey




500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%






2

3

45 50:50


Local Bodies

1


Graphics : A

nkit Pandey




500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%






2

3

45 50:50


Local Bodies

1


Graphics :

Ankit Pan

dey




500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%






2

3

45 50:50


Local Bodies

1


Graphics : A

nkit Pandey




500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%






2

3

45 50:50


Local Bodies

1






500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%






2

3

45 50:50


Local Bodies

1






500Acres

For Green Fields

250Acres

For Redevel-opment

50Acres

80% 35%

10%






2

3

45 50:50


Local Bodies

1


Gra

phic

s : A

nkit

Pand

ey


Ce

ntra

l a

ss

is

ta

nc

e

on

ly

fo

r in

fra

stru

ctu

re

p

ro

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cts

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hic

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ave

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ie

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ed

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l-

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nt

50

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re

s

80

%3

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10

%

of b

uild

in

g

co

ns

tru

ctio

n

to

b

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re

en

of h

ou

sin

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g

re

en

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eld

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ro

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ith

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sk

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p

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oo

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ate

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cts

o

f

sm

art c

ity

d

eve

lo

p-

me

nt

of e

ne

rg

y

ne

ed

s to

b

e

me

t fro

m

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ne

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ble

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ou

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2

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qu

ity

o

f S

ta

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od

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at

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uid

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es

f

or

s

ele

ct

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f S

ma

rt

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it

ie

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Th

is

w

ill

be

5

0%

fo

r N

orth

-

Ea

ste

rn

&

H

im

ala

ya

n

sta

te

s.

Central assistance only for infrastructure projects w

hich have larger public benefit

Minim

um

area norm for

Retrofitting is

50

0A

cres For G

reen Fields

25

0A

cres

For Redevel-opm

ent

50

Acres

80

%3

5%

10%


of housing in green field projects to be for EW

S

Special Purpose Vehicles to be set up for im

plemen-

tation of smart city

plans with-

An Inter-de-partm

ental Task Force to be set up to coor-dinate all aspects of sm

art city develop-m

ent

of energy needs to be m

et from

renewable

sources

2

3

45

50

:50

equity of States and U

rban Local Bodies 1

Op

era

tion

al G

uide

line

s fo

r sele

ction

of Sm

art C

ities


This will

be 50%

for North-

Eastern & H

imalayan

states.

Infographic By URBANA WORLDR

.N.I. N

O. M

PBIL/2015/61352 | D

T OF PU

BLIC

ATION

: June 30

Documents

"Urbana World" May/June'15 Edition