urbana smart city magazine - november december 2015 edition

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A Smart City’s Smart Magazine

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VOLUME 1Issue # 5

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Design Editor : ABHISHEK JAIN

Source : IBM

INTERVIEWExclusive Interview

WithVishal Agarwal

MD, Avaya India & SAARC

Smart City - An Opportu-nity To Transform Indian Cities

SMART CITY

Tapping Into Social, Economic Value Of Government Data

What Goes Into Making A Smart City - Pune Case Study

Financing Smart Cities In India

Smart Transportation

The Mobile App That Brings Public Trans-port In 21St Century

INTERNATIONAL

Old Paris is no More

24

18

Electric Vehicles: A Sustainable Solution To Air Pollution In Delhi

20Smart

Transportation

CONTENT

09

13

27

4654

Powering Smart City Transport With The Smartphone16

INTERVIEWExclusive Interview With HONEYWELL

INTERNATIONALIndian Smart Cities: Drawing Inspiration From Europe

Envision America

ICT Pillars Of A Smart City

42

Greater Copenhagen – A Test bed for LED-Lighting And Smart City Solutions

Smart Infrastructure

Priyanshu Singh Country Manager

Anoop Vijaykumar Strategic Marketing Leader

Smart ENERGYFIPC: A boon for Smarter & Future Ready Power Distribution10

30

52

0638

Smart Cities News

56-7337

Contributing To A ‘Green’Make In India Movement

Smart Energy

The Industrial Internet Of Things The Evolution From Devices With Sensors To Machine Consciousness

Smart IT34

Protecting Morelos’ Citizens Via Enhanced Situation-al Awareness50

URBANA WORLD Nov.-Dec. 2015www.UrbanaWorld.com 6

INTERNATIONAL

Indian Smart Cities:Drawing Inspiration From Europe

rban models with smarter approaches to planning and manage-ment, which are able to leapfrog and transform India’s cities, are critically needed. Giving impetus to this, smart cities have started to become a serious buzzword in India ever since Prime Min-ister Narendra Modi outlined his ambitious vision for creating 100 smart cities. However, for smart systems to truly work for complex urban scenarios – the right mix of technologies, service delivery innovation could be a deal maker or breaker. While India is on the path to create smart cities, the country has the opportu-nity to learn from Europe’s long history of urban initiatives and experiences.

U

Experts predict that the worlds’ urban population will double by 2050 – which means we are adding the equivalent of seven New Delhi cities to the planet every single year. As we continue to flock to cities, it is imperative that cities become more liveable, sustainable, smart and efficient. Focusing onthe optimum use of space and resources, the ‘Smart City’ trend is gathering momentum. This agenda is largely driv-en by the diffusion of innovative technologies and solutions.

How is the population of the world’s top 15 megacities expected to grow from 2001-2025?

Source: UN Population Division, World Urbanisation Prospects 2011 Revisions; figures for 2025 are projections

- By EBTC

www.UrbanaWorld.com URBANA WORLD Nov.-Dec. 2015 7

INTERNATIONAL

The European Business and Technology Centre (EBTC)recently signed a Memorandum of Understanding with the Navi Mumbai

Municipal Corporation (NMMC) which means that it will provide access to real time solutions and best practices from Europe for Navi Mumbai’s Smart City project. Through this MoU NMMC has mandated EBTC as the “Handholding Agency” for the Navi Mumbai Smart Cities Project. EBTC will support the Navi Mumbai Smart City Project in the areas of capacity building, access to EU policies and frameworks and introduction to EU funding agencies. EBTC has further signed a MoU with the Lucknow Municipal Corporation with much interest from oth-er municipalities following these events and more potential MoUs in the coming months.

EBTC also launched its ‘EU-India Smart Cities Knowledge and In-novation Program’ which will provide a practical platform of support

for Indian municipalities, empanelled Smart Cities consultants and oth-er involved stakeholders.The Program has received exceptionally good response from European companies since its launch in early December 2015.

This is an opportune time for European companies to get involved in the Smart City Projects in India by registering to the ‘EU India Smart Cities Knowledge and Innovation Program’ and leverage on the already created relationships by EBTC in India, as well as, Indian Smart City players to directly engage with the companies belonging to this pool of knowledge and innovation from Europe. EBTC will continue to be extremely involved in India’s Smart Cities agenda and will be scaling its efforts in assisting the Central and State Governments in their efforts by involving relevant Smart City solutions from Europe.

Europe 2020 is the EU’s strategy for boosting growth and jobs across the region to create a smart, sustainable and inclusive economy.

Amongst other targets, Europe 2020 incorporates a commitment to pro-mote the development of smart cities throughout Europe and to invest in the necessary ICT infrastructure and human and social capital devel-opment.

Some general short to medium term solutions implemented in Eu-

rope include mobility solutions such as smart cycling plans, integrated multi-modal transport and smart traffic flow systems. Building technol-ogies including Net-Zero solutions (zero energy, waste and water) are common, as well as smart governance initiatives such as open service platforms, single access points for government services, and local in-tegrated sustainability initiatives. A few examples of initiatives from across Europe are illustrated below.

Launched in 2009, the ASC innovation platform stands out as a collab-orative effort between the cities inhabitants, businesses, and govern-ment. This is a formal channel through which projects can be catalysed, funded and implemented. The project follows a 50:50 public-private model and since 2009, ASC has grown to comprise of more than 100 partners engaged in more than 72 projects.

In one of many projects, the‘City-zen’ project consists of several innovative solutions demonstrated in the field of smart grid, heat net-works and sustainable housing in actual urban districts. Proving the real value of solutions makes scaling up and replicating possible in the city and possibly other countries.

In an endeavour to discuss issues faced by the public, every month on a Tuesday, the alderman for the environment and the cities ‘eco-advice’ unit organises an information evening followed by a debate concern-ing varied environmental issues. Topics are as diverse as urban noise, green bonuses offered by the city, sustainable food consumption and renewable energy.

With a long history of addressing environ-mental and sustainability issues, the Danish capital is rapidly heading towards a zero car-bon future. By 2025 it intends to be the first capital in the world to become carbon neutral.

The CPH Climate Plan 2025 outlines spe-cific goals and initiatives in areas such as energy production and consumption, mobili-ty and City administration. The plan aims to reduce the city’s CO2 level from around 2.5 million tonnes to less than 1.2 million tonnes in less than two decades. The plan is holistic and in 2011, 44 initiatives were launched in areas such as integrating climate into energy supply; greener transport Initiatives; energy efficient buildings; a Copenhageners and cli-mate initiative; urban development initiatives, and adapting to future climate initiatives. To achieve their target, Copenhagen is undertak-

ing a range of actions such as energy efficien-cy in new buildings. Today, more than 97% of allCopenhageners have district heating. Suc-cesses are also seen in public transport with a vast public transportation system, and nearly 40% of Copenhagers riding bicycles.

The municipality has launched two flag-ship urban development projects to create ‘carbon neutral neighbourhoods’ comprised of low energy buildings, sustainable ener-gy networks and environmentally friendly transport.Inone such project in the district of AmagerFaelled, it is expected that 300,000 square metres of residential and commercial buildings will be built. Prior to this, a thor-ough analysis will decipher if the infrastruc-ture will be able to successfully operate on a carbon neutral basis.

EU India Smart Cities Knowledge & Innovation Program

European Smart City initiatives

Amsterdam Smart City (ASC)

Brussels ‘Environment Tuesdays’

Copenhagen Carbon Neutral by 2025


INTERNATIONAL

► Barcelona was the first in Europe to introduce a solar thermal ordi-nance making it compulsory to use solar to generate 60% of hot water requirements in residential and commercial buildings.The city launched the live EV project to promote theadoption of EV’s and charging infra-structure.

► Berlins ‘Solar Energy Promotion Campaign’ led to Europe’s largest photovoltaic system on a residential building. Berlin is also a leader in European buildings with residential buildings using just 556.9 MJ of energy per square metre (compared to an index average of 909 MJ).

► Helsinki houses the world’s largest heat pump which uses heat from wastewater and seawater. This plant is projected to cut CO2 emissions by 80% compared to alternative forms of production.

► In Madrid, the €14 million ECOBARRIO (Eco neighbourhood)project aims to revitalise run-down neighbourhoods. This will include a thermoelectric plant using biogas from urban waste treatment, and buildings that capture solar power amongst other initiatives.

► Aéroports de Paris’s intra-company car sharing network can save around 4000 tonnes of CO2 emissions if a mere 5% of employees use the network regularly.

► Stockholm’s buildings are exemplary of building standards and in-centives.It is also a leader in transport with 68% of the city’s workers commuting via foot or bicycle. A further 25% use public transport.

► Dublin’s ‘bike to work’ scheme allows employers to divert up to €1000 in wages on behalf of employees to purchase of a bicycle. This money is not taxed, leading upto a 47% saving on the price for the employee.

► Tallinn is fitting buses with electronic equipment to alert traffic lights to their approach and give them speedier passage through inter-sections.

► Ljubljana introduced a ‘lottery’ in 2008 to encourage recycling whereby a household or office recycling bin is randomly selected to win money if it contains the correct type of waste.

With India investing heavily in smart cit-ies, and Europe’s long history of sustain-

able and smart city experiences to date, it is a win-win situation for knowledge sharing and technology transfer. Bringing European and Indian businesses, researchers, policy makers, innovators and entrepreneurs together is made

simpler with one-stop-shop portalssuch as the European Business and Technology Centre (EBTC) with its’ strong network of partners, many of whom havesmart and sustainable city verticals.

EBTC is a unique platform to share, lead and represent EU-India collaborations in the

‘Smart Cities’ domain. The platform attracts government officials, investors, industry lead-ers and experts from around European cities to discuss and exchange ideas, information, project reports, etc. on opportunities and fu-ture requirements for developing smart cities in India.

Intrinsic tomany of Europe’s successes have been:

► Inspiring, proactive leaders with a dedicated office for smart cities that communicates, develops relationships and ensures that activities are implemented.

► Targeting low-hanging fruit first for quick results.

► Collaboration that is inclusive of civil society, business, the private and non-profit sectors, knowledge institutions and so on. User centric and bottom-up initiatives empower citizens to create much needed sup-

port for the success of any initiative.

► Information and data transparency.

► Local coordination to identify, adapt and deploy solutions effec-tively.

► Sharing knowledge and best practices through networks and living labs.Examplesinclude the smart cities innovation network; Apollon liv-ing labs network; Eurocities; European smart cities network, and Dig-ital cities network.

Highlights from other EU countries

Bright opportunitiesfor collaboration

Basic good practices identified in Europe

The UK capital is well recognised for its many well planned sus-tainability programmes. London offers a glimpse of how a smart Capital could work in the future. For instance with initiatives in transport such as the congestion charge, the Oystercard, and London’s cycle highways coupled with the cycle hire scheme.

A highly citizen powered approach to smart cities, the RE:NEW programme is a pan-London home retrofitting scheme to promote energy efficiency in homes to reduce fuel bills, tack-le fuel poverty, and reduce the environmental impact of heat-ing. The programme has completed the trial and demonstration stages to effectively show a reduction in energy bills and CO2 emissions.

The London Array is a planned 1000MW offshore wind tur-bine project in the Thames estuary. When completed, it will be the largest offshore wind farm in the world, and aims to contrib-ute as much as 10% to the UK’s renewable energy targets.

London’s innovative initiatives


TICKEY – The Mobile Application That Brings The Public Transport In

21Th Century TICKEY is a Bulgarian startup company which provides a mobile ticketing ser-vice for the public transport. According TO Forbes, TICKEY is UBER for public transport”.The company aims to increase the attractiveness of the public transportation and therefore its usage.

To accomplish that, TICKEY developed a mobile app which makes the journey more convenient and exciting.

► For passengers - buying and validating tickets becomes much more convenient, easier and faster. The payment of the ticket is mobile so there is no need for coins or plastic cards, waiting in lines for tickets, and there won’t be problems with vending machines that are out of order. With TICKEY buying and validating a ticket takes only a few seconds and a single tap through push notifications. TICKEY provides several features like news feed, feedback for the service and a route planner, which lets you plan your optimal travel through the city. We believe that the route planner and the news feed would be extremely useful for the tourists. It will give them information about the easiest

and fastest way to get from one place to another and the most interesting places in the city. For the tourists this would be more convenient and easy way to travel across the city and decide where to go and what to see next.

► For municipalities and transit authorities - TICKEY provides real time monitoring, personalized profiles, analytic travel data and fleet telematics. In order to make the implementation and the monitoring of the service as much convenient as possible for the municipalities and the transit authorities, there is no initial investment and the maintenance of the new service is covered by TICKEY.

art of the technology of TICKEY – proximity sensors, al-lows providing reliable and convenient real time analysis and reports of the passenger flow and public transport ve-hicles data. The analysis of the information about the time of descending of users can be used for loyalty programs, promotional tickets and personalized approach. Data can

be transferred to the municipalities; therefore, knowing the customer usage of public transport in a current area, the transport network can be optimized. One more advantage is that TICKEY uses smart fare collection engine for flexible ticketing.

TICKEY’s business model allows you to implement our solution without any initial investment and reduces operational costs. We are not selling software license but we want to resell tickets, issued by your transport authority via our platform.

The difference between TICKEY and the other mobile application for smart ticketing is that with TICKEYyou don’t need to input your destination, the price, location etc. All you need to do is to install the app, login with your facebook or mail account, register your bank ac-count and with one tap you have ticket in your phone for the vehicle you are in. The proximity sensors /the other advantage/ recognizes your location and sends you notification, which is asking you to buy ticket for this exact vehicle, with the right price, without any other details.

TICKEY is a single platform that can be implemented in differ-ent areas like bus, train, boat transport, parking, bicycle rentals and museums.It works with all existing systems without replacing them completely. TICKEY can be installed in any city in the world, and that is the main idea – to work the same in every spot in the planet.

TICKEY provides benefits for both passengers and municipalities/transit authorities.

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SMART TRANSPORTATION


INTERNATIONALFiber Integrated Power Cables (FIPC):

A Boon For Smarter And Future Ready Power

Distribution- Pranav Vasani, Brijesh Mehetre and Anupam Aggrwal, Sterlite Technologies Ltd Haridwar, Uttarakhand, India


SMART ENERGY

n the present power distribution scenario, data acquisi-tion is increasingly gaining importance to enable smart-er and reliable performance. We present advantages of placing optical fiber as a sensing and communication el-ement inside the power cable (MV grade.) Power cables are widely used in power transmission and distribution networks. Although overhead lines are often preferred for power transmission lines, power cables are preferred for ensuring safety of life, aesthetic appearance and secure operation in intense settlement areas. Recently, there has been increased interest in the medium and high voltage power cable with integrated optical fiber cable assemblies. As a matter of fact, modern power networks are enabling the development of smart grids and future proof energy systems. Optical fiber placed inside the power cable can be used for Optical Distribution tem-perature sensing, SCADA, preventive maintenance, communication, smarter operation, load optimization, health monitoring and a lot more.

As the substations are connected with OFC, status of load etc can be measured by CTs and then sent across using

a A/D convertor to a central command or measuring centre.This again can enable control of relays from the command

centre and control the various substations in a similar man-ner. This is a major requirement aligned to the road map of a smarter grid.

Establishment Of Control And Monitoring Center2

It not only eliminates the need for a separate OFC network making the network simpler but also provides a robust data

connection that is underground and is secure in the protection of the power cable.

It also eliminates the separate ROW issues and reduces the cost. It thus has a longer life span and negligible cost addition to power cables.

Robust Data Connectivity3

The OFC is placed inside the power cable and is very close to the current carrying core. As it is made of glass and is

immune to any type of electromagnetic radiation, it is ideally suited for communication

Immunity To Electromagnetic Radiation.4

• It establishes data connectivity between substations.• It leads to a simpler network as need for separate power

and OFC network is eliminated• Paves way for smarter operation as A/D convertors help

operate relays of multiple substations from a Single lo-cation establishing a clear master command centre

• It transfers voice, data & video for SCADA• Can act as fall back data network in case of emergencies• Additional lines can be leased out to ISPs to earn reve-

nue for utilities.

Advantages Of FIPC1

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A quality SCADA solution is central to effective operation of a utility’s most

critical and costly distribution, transmis-sion, and generation assets. As communi-cation infrastructure is setup with power cables network, proactive problem detec-tion and resolution is possible for higher reliability.

By providing Real time data exchange, strategic decision making is easier and can increase revenue.

SCADA8This can work as a con-

tingency network to fall back on in case the major data network fails because of natural or other calamities.

Contingency Data Network9

Cost of FIPC compared to a traditional power cable

has a marginal difference, which is offset by the elim-ination of additional laying cost of OFC in ducts along the cable.

Little Or No Additional Investment11

CEA conducted a series of meetings with State/UT

utilities reference for fibre optic connectivity between substations. CEA is support-ing utilities for implementing the same alongwith PFC and REC.

CEA’s Grid Standards Regulations 2010 mandate also points out all Transmis-sion / Distribution Licensees to follow industry best prac-tices in respect of equipment operation and communication.

CEA Recommendation12 FIPC with its advantages

listed above is a future ready tool that will help make the Grid smarter and more reliable. Whether or not the utility decides to go for DTS and other features as of now, it is always recommended that OFC should be an integral part of the Power Cable. As in the near future; when the utility decides to have these features, a fiber infrastructure would readily available and FIPC will help it execute its decision.

Conclusions13

Spare fiber capacity can be leased to private ISPs gener-

ating revenue for the utility mak-ing it an ideal investment with a continuous pay back option

Revenue Generation Tool10

Being very close to the cur-rent carrying core makes

it an ideal sensing element to detect the hot spots along the length of the cable which it does by the Raman effect.

Varying heat affects the re-fractive index of cladding and it is then made possible to detect the temperature and distance with a sensitivity of 1 deg/m

Various placements of OFC in the power cable are as shown below

Increased Proximity To Cable Core5 Traditionally underground power cables once laid and installed are never

maintained except in case of breakdown. Moreover these are never utilized as per their capacity as exact derating can never be known over a large route.

Optical DTS, which can be carried out with the presence of OFC inside gives a signature of the whole route as shown below

Good Preventive Maintenance Tool 6

It is also possible to monitor the loading with respect to

conductor temperature with an option to trigger scalable alarms. This not only makes optimum use of the current carrying ca-pacity but also predicts issues in route wide cables by detecting hot spots and having an effective preventive maintenance.

Optimal Load Balancing7

It thus becomes possible to identify the ‘hot spots’ along the length of the cable, which may have been caused either by variation in depth of laying, joint detoriations, variation in soil’s thermal resistivity etc. Cor-rective action can be taken to ensure that these are kept under control.

SMART ENERGY


SMART CITY

Tapping Into Social, Economic Value Of Government Data

his is when the opacity of government operations gave way to accountability and transparency – widely appre-ciated by the tax-paying citizen. Although the informa-tion was made available in a “pull” mode (data released based on screened requests), it clearly indicated the im-pact of government data on the society at large.

It does not require remarkable intelligence to see the higher sig-nificance of government data, if one could access “relevant” datasets

without a need to log requests. What if the government made its data available on an easy-to-access platform to government and non-gov-ernment stakeholders? In 2012, India implemented the National Data Sharing and Accessibility Policy that establishes the procedures and governance around identification and hosting of open datasets from all government agencies. The “push” mode of making data available drove further transparency with government agencies sharing non-sensitive and non-personal data at regular intervals.

Similar Open Data initiatives have been taken up successfully by gov-ernments in mature markets and are picking up momentum in other emerging markets across the world. With time, more and more datasets will be identified and made available on these Open Government plat-forms for public consumption. With such vast volumes of data readily available and growing through Open Government platforms, how can

these datasets be used to generate economic and social value? What is “value” in the context of the varying maturity levels of Open Data ini-tiatives by individual governments? What roles can government agen-cies play to drive data consumption at a rate that (at least) matches their rate of data provision?

The Right to Information (RTI) Act was implemented in India providing its citi-zens with a powerful tool to promote transparency and hold those in pow-er accountable. The citizens enthusiastically harnessed it (almost four mil-lion queries each year) to know more about what happens behind the opaque walls of the government.

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SOURCE : https://data.gov.in/ (As on 23/11/2015)

- Anveshi Gutta, IBM


SMART CITY

Data has been dubbed as the new natural resource and the possibili-ties it creates are numerous. Its economic value is being tapped into

by enterprises worldwide. Private enterprises are leveraging the data to bolster their bottom-line through advanced analytics and generating

customer insights. On the contrary, governments have been very late to jump on the bandwagon because of the closed environments in which they operate and the notion that “all” government data is sensitive.

Government to Government (G2G) – It is imperative that gov-ernment agencies have to communicate to each other during the course of their operations. This, at most times, involves exchange of informa-tion between agencies that is contextually relevant. Traditionally, this has happened through physical paper, phone conversations or emails, at best. For example, the Ministry of Labor (MOL) will need a regu-lar feed of the commercial permits issued within a jurisdictional area by the Ministry of Urban Planning (MUP) and commercial registra-tions approved by Ministry of Commerce (MOC) to check and ensure regulatory compliance to labor laws by all commercial entities. The time spent by the government agencies in fulfilling these requests is substantial considering the repetitive nature of the requests. This is an

ideal scenario to identify such datasets and make them available on a Government Data Exchange (GDX). Each agency exposes the datasets from its in-house databases and makes them available as web services on the GDX. The GDX can be accessed through a portal user interface by any agency to receive latest data that is relevant to their context from other agencies. This will potentially result in operational efficiencies and better utilization of the limited government resources.

The progression to Open Data needs a methodical approach and each government agency needs to scrutinize its data to identify datasets that is sought by other agencies and identifying non-sensitive datasets that can be opened up between each other.

There are a range of different arguments for open government data. It could be used to facilitate government transparency, drive account-ability and public participation, support technological innovation and economic growth. The possibilities are immense and the society, at large, can benefit by making the “right” datasets publicly available. The

stakeholders who would be interested in these datasets are other gov-ernment agencies, private entities and/or general public. Depending on the stakeholders in the equation and the level of maturity of the Open Government platform, there are various usage scenarios that are viable.

Data - The New natural Resource

Open Government Data Usage Scenarios


SMART CITY

Government to Business (G2B) – The inherent po-tential of data is only limited by the number of use cases that can be defined. Governments are being forced to “do more with less” in in a challenging economic environment worldwide. With constrained resources, the governments can deliver a limited set of services, thereby cap the poten-tial of Government data. This is where the evolution to the next phase of Open Data initiatives kicks in. A further level of scrutiny of Government datasets is required to identify the subset of data that can be exposed to non-government city stakeholders (private entities, general public).

In today’s world, having a strong API strategy isn’t just good software practice; it’s a powerful business practice. The volumes of data provided through government sys-tems can be leveraged through APIs by various business organizations that will benefit from the information to run their operations. This will be facilitated through exposed APIs that can be consumed by the individual organizations and drive their business-specific use cases by leveraging the data from various government agencies. This doesn’t just create value for business establishments. The govern-ment wins as well by expanding the ecosystem, increasing retention, and driving up the value of the data platform. As an example - The student transportation industry de-pends heavily on real-time traffic conditions to ensure that the students are transported from their homes to schools and back. They can combine and correlate the traffic data, weather data, and planned events data from the various government agencies to plan/adjust their routes. Another example is the 3PL providers who can also leverage the same datasets to deliver their supply chain management functions.

Governments can potentially develop models where they can enrich datasets and make them readily consumable by business entities. Such high quality datasets can potentially be used to generate revenue on an ongoing basis by selling them for a nominal fee to business establishments while the raw datasets are still made available without any fee.

Government to Citizen (G2C) – The digital move-ment has infused a plethora of rich mobile apps into the cit-izen’s lifestyle. From finding an ideal road route based on real-time traffic to pay your utility bills – mobile has had a significant impact on our lives and enhanced our living ex-perience. Citizens interact with multiple government agen-cies as part of their routine and are best equipped to identify challenges that they face during these interactions. Some of them also have potential solutions to these challenges, that when implemented to have a widespread impact on the society. They are however constrained by the limited ac-cess to government data. As was done in the case of G2B, government agencies can potentially make data available to the Citizens. This is when the social value of data could potentially be tapped into by the citizens themselves. As an example - Mandi Trades is a Location based F2S (Farm to Shop) Trading Platform for agricultural products. The App provides the daily agricultural commodity prices as updat-ed by Open Government Data Platform in India. There are many such citizen-centric applications of open data in the emerging markets, developed by the citizens themselves. This drives engagement of citizens and more importantly, it drives social uplift. In conclusion, governments need to approach their open data strategies with an open mind. They need to take up planned initiatives to tap into the potential of locked up data. The data needs to be pruned and polished to make it more relevant and ease consumption. The potential that Open government data holds is immense – no two ways about it.


Powering Smart CityTransport With The Smartphone

- By James Gooch, Marketing Manager, Masabi

t is hard to think of a mode of transportation that hasn’t utilised smart-phone technology to its benefit. From mobile-based boarding passes for air travel to applications for bicycle hire, car hire, parking, ride hailing, and across all modes of public transport; the smartphone is at the heart of moving people more efficiently around urban ecosystems by providing users with unprecedented levels of information and con-venience.

Mobile ticketing benefits cities, transport operators, authorities and passengers alike. No longer does paying for a journey need to involve queuing and fumbling for cash or ticketing media. Gone are the days of waiting to get to the station, bus stop, or ferry pier only to find out your train, bus, tram, subway or ferry is delayed or isn’t running. By putting the means to purchase tickets to travel and access up-to-the-minute service information literally at the tap of a screen, the smartphone has redefined the urban travel experience. Mobile Ticketing also provides operators with a previously unimaginable wealth of ridership insight including revenues, rider usage and density; enabling better network planning and capacity optimisation on a daily basis and providing con-tinuously updating live data that previously took months to gather.

This is not a technology of the future. Mobile ticketing is deploy-ment-proven in cities around the world. In Boston, where mobile tick-eting saved the MBTA $70m, as opposed to upgrading existing ticket-ing sales architecture, more than a third of the ridership already utilise the mobile sales channel with overwhelmingly positive feedback on user experience. In Athens, where the authorities introduced mobile ticketing across all modes of public transport, the process of travel has been revolutionised. Where previously passengers had to visit a metro station to purchase tickets, even if riding the bus, now they can be ready to turn up and travel with a few taps of their device.

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Smart Cities are all about im-proving city life through the implementation and adoption of technology, and there is no better example than the impact that the smartphone is having on urban transport systems.

With the accelerating shift toward urbanisation, there are ever greater demands on transportation networks. However, increasing capacity is often not an option as build-ing more subway tunnels, buy-ing additional buses or add-ing more ticket machines are all expensive options, often prohibitively so, and require more space than some cities have to spare. Cities around the world are instead turn-ing to technology – and in par-ticular the smartphone – to provide a solution; improving network utilisation, while at the same time dramatically improving the trip experience for the end-user.

Mobile ticketing is just one of a range of mobile apps and services being developed

to help people move around cities. Each one of these does a fantastic job in the niche they are designed for, be it parking, bike share or route planning. Masabi believes the next step in the development of the Smart City is to create an ecosystem of apps for seamless, frictionless, door-to-door journeys. By utilising a common set of APIs and standards it is possible for vari-ous related applications to interact allowing the user to surf between services in the same way they would on the web. The result is stress free, frictionless travel using your smartphone. The company is working with major partners to de-fine and build the Smart City app ecosystem. We already provide links within our ticketing apps that connect with route planning services to help make journeys better, but this is just the start. We believe over the next two years ecosystems will be built around the specific needs of individual cities, helping make Smart Cities a reality.

It is changes such as these – improving the efficiency of the entire transport network, with minimal capital expenditure and no disruption to services for users – that illustrate the potential that the smartphone has to improve everyday urban life.


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OLD PARIS IS

NO MOREToday, cities all over the world are engaged in a quest for identity that is arguably unparalleled in contemporary history. This can hardly come as a surprise. In a time where both societies and individuals are connected at pre-viously unimagined levels and local cultures tend to merge into one global melting pot, nationalism and other forms of collectivism could only thrive as a response.

- Alberto Martín TorrasHead of Asia Pacific, Smart City Expo World Congress

(Fira Barcelona).


INTERNATIONAL

hus, just like the early 19th century witnessed the coin-ing of the German term Volksgeist (literally, the spirit or character of the people) to refer to the supposedly dis-tinct, uniform, immutable traits of a nation, we may now be facing the emergence of the Stadtgeist (the spirit of the city) – for the lack of a better term. However, while

both ideas may be interesting and fertile from a cultural and intellec-tual perspective, they are extraordinarily worrisome on a political and economic level and represent a major hurdle to progress. After all, the Volksgeist was first a central concept in German Romanticism, but it eventually became the seed of some of Europe’s totalitarian ideologies which had one thing in common: the pursuit of a pure, idealized, ata-vistic identity.

It is perfectly understandable –and sensible– that cities make efforts to protect their identities and prevent them from being watered-down. I do not pretend to advocate for the opposite. But I do intend to invite cities to reconsider what it is that actually constitutes their identity, all the more if their economies are largely dependent on tourism. Street food parades, traditional dancing festivals and flag-filled demonstra-tions surely cannot be the answer. What is it, then?

To begin with, cities are such changing entities that not even their names remain the same over time. Take the example of modern-day Istanbul, which is only known as such since the Ottomans ended the Byzantine Empire in 1453. The city was previously called Constanti-nople – a name which in turn replaced that of Byzantium in 330. Like-wise, a man who lived in Saint Petersburg for the most part of the 20th century would have witnessed the city first become Petrograd, then Leningrad and eventually Saint Petersburg again – all in his lifetime.

It seems thus clear that the names we give to cities are not stable enough to embody their identity. But what about their location? We tend to take for granted that any given city has always been where it is today, but that is actually inaccurate. Cities do expand, merge, spread; what once was a vibrant urban center may now just be an abandoned district in the outskirts; coastal cities constantly redefine how they in-teract with the sea; and –what is more– even great cities may cease to exist (Troy and Pompeii stand out as significant examples).

Lastly, we may ask ourselves if a city is defined by its people. However, the ugly truth is that people in Mumbai are likely to be very similar to their fellow citizens in Delhi – a lot more similar than their respective cities may be, in fact. The same goes for people of Barcelona and Madrid or even Sydney and Vancouver. As a matter of fact, a blue-collar

worker from Vancouver probably has more in common with a fellow worker from Sydney than he does with, say, a lawyer from his very own city. In other words, each and every individual has a separate, unique identity that is seldom primarily defined by the city he or she lives in, all the more so in an age characterized by massive migration and unparalleled labor mobility.

A city’s identity is thus not determined by its name, nor by its lo-cation, nor its people. What is it, then? The question remains unan-swered, and I will try to make an educated guess.

Cities, like men, are made of time. It is therefore the history that has unfolded under their feet what first and foremost determines what they are. Cities are living entities indeed; to paraphrase Coleridge, Byzantium and Constantinople are the father of Istanbul, and we will only understand the latter if we understand the former.

But identity is a misleading word. It is derived from the Latin iden-titas, meaning sameness, identicalness: the quality of being the same. One is thus tempted to think that change must be avoided for cities to safeguard their identity. However, one must return to Heraclitus and remember that no man ever steps in the same river twice; if the river were not to experience an ever-present change, it would cease not only to be a river, but to be that river. Cities must therefore learn to embrace their dynamic nature and elude the trap of a self-indulgent, change-averse narcissism.

Needless to say, change is not good per se nor should it be uncriti-cally assumed. Every city shall reflect on the kind of change it needs, be it redrawing the streets, investing in public transport or rethinking

migration policies. Precisely because change is inevitable and can take infinite forms we must play an active role in deciding how it is going to shape our cities, as opposed to just fighting it. And so, for change to be sensible, we must cease to rejoice in the present; instead, we must adopt a Janus-like perspective that looks both to the past and to the future. We must understand the nature of our cities as much as we need to imagine what we want them to become.

I believe there is one exercise that proves the point I have tried to make. I invite the reader to think of a handful of cities that, in his or her opinion, happen to have a strong identity, whatever meaning we choose to give it. The reader will quickly realize that those cities have something in common: they have experienced major transformations over their history, they are substantially different from what they were a thousand, a hundred or even just fifty years ago. In the mid-19th century Baudelaire famously wrote: Le vieux Paris n’est plus (la forme d’une ville / Change plus vite, hélas! que le coeur d’un mortel). That is: Old Paris is no more (the form of a city / Changes more quickly, alas! than the human heart). But Paris would live some of its most splendorous decades in the late 19th and early 20th centuries.

A smart city is a changing city.

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Electrification of transport sector is gaining popularity and congested cities are taking bold steps in this direction - hence the mushroom-

ing of metros, electric trams, BRT corridors with EVs and promotion of EV adoption in general in several countries. Emphasis on low carbon development and clean air is becoming the central theme in infrastruc-ture planning. Successful and widespread deployment of EVs and its supporting infrastructure is key to reducing greenhouse gas emissions, and mitigating the effects of climate change. Realising the importance of EVs in reducing the intensity of emission, Ministry of Heavy Indus-tries (MoHI), Government of India (GoI) launched National Electric Mobility Mission Plan (NEMMP) in 2013 with a target of 6 to 7 million EVs on Indian roads by 2022. However, the EV rollout has not taken off

as envisaged mainly due to non-allocation of funds in the last two years for this mission. MoHI has conducted several brainstorming sessions with stakeholders in order to promote EVs in India. It is assumed that in the first phase public transport – buses, three wheelers, taxi fleet - will be given priority. NEMMP is expected to start in a big way provided Government of India allocates the approved amount of Rs 795 crores (US$ 120 million) for the NEMMP in next year’s budget. Consider-ing that the customer-adoption of EVs follow the availability of ade-quate charging infrastructure, NEMMP funds can be used to setting up charging infrastructure, technology developments, incentives and pilot projects.

Emissions from automobiles may not be the single most source of air pollution in Delhi, but it is a significant contrib-utor to the deteriorating air quality there. Transport sector accounts for about 20% of global energy use but different reports indicate that automobiles alone contribute 25-30% of the emissions globally. World over the key philosophy

gaining momentum towards transition to low carbon economy is to electri-fy all human activities including transportation and agriculture (to the best extent possible) and take electricity sector to decarbonise it through mea-sures such as dramatic increase in the share of renewable energy, nuclear power and carbon capture and sequestration from thermal power plants. Delhi has one of the most rapidly growing automobile market in India with number of vehicles having zoomed from 3 million in 2007 to 88 million in 2015! Electric Vehicles (EVs) represent one of the most promising path-ways to increase energy security, reduce carbon emissions, and improve air quality.

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Electrification Of Transportation Essential For Clean Air In Cities

- Reji Kumar Pillai- President- Akshay Ahuja – Sr. Smart Grid Specialist

India Smart Grid Forum (ISGF)

Electric Vehicles: A Sustainable Solution To Air Pollution In Delhi

The objective of this paper is to highlight the relevance

of electric vehicles (EVs) in reducing air pollution in cities and their significant

environmental benefits. The paper recommends phased

approach for rollout of EVs in Delhi on fast track. The same approach could

be adopted in other cities in India and overseas as well.


Generation of 1 kWh of energy by coal power plant emits 1 kg of CO2. In the table above it is assumed that in one litre of petrol/die-sel an average car runs ten kilometres in cities; and an electric car can run 10 km with 1kWh of electricity. Even if electricity used for charging the EV is generated through fossil fuel, still CO2 emission

is less than half the emissions from petrol and diesel cars. In the case of EVs the electricity used for charging is produced in power plants located hundreds of kilometres away from the cities that are struggling with air pollution. If electric vehicles are charged through renewable sources of energy then emissions from EVs will be nil.

The number of EVs sold each year is growing rapidly, rising from 45,000 EVs sold in 2011 to more than 300,000 sold in 2014. In

2014, EVs represented more than 1% of new car sales in four countries:

the Netherlands, Norway, Sweden, and the United States. Figures 4 be-low show the global sale of EVs and EVSE:

China has done very impressive work on electric two wheelers and electric buses in the recent past. They have developed local capabilities for production of vehicles and charging equipment. As of 2014, China had over 230 million electric two wheelers.

Carbon Emission Comparison

Global EV Outlook

Fuel Type CO2 Emission (kg per km)Petrol 0.2325Diesel 0.273

Electric Vehicle 0.103

Figure 1: Global EV Sales Figure 2: Global EVSE Stock

Know EVSEElectric Vehicle Supply Equipment (EVSE) is used to supply electric energy to recharge elec-tric vehicles which includes: Physical compo-nents, such as internal electronics, controllers, cord, EV compatible plug and telecommuni-cations devices to share data and enable net-work connections, Software applications to manage the charging, billing, driver access, and administration of an EVSE program.



California State has set the target of 1 million electric passenger cars by 2020 and 1.5 million by 2025. Many other states in USA and several cities around the world are seriously considering aggressive targets for EVs. Today there are over 50 EV models to choose from.

All public transportation bus-es shall be converted to Elec-tric Buses starting with those plying on most congested routes where traffic is mov-ing slowest resulting in most emissions and high fuel use

From April 2016 only elec-tric three wheelers shall be registered in Delhi. All existing non-electric three wheelers shall be phased out by 2020

From 2017 only elec-tric motor cycles, electric scooters and electric mo-peds shall be sold and regis-tered in Delhi/NCR. All ex-isting non-electric scooters, mopeds and motor cycles shall be phased out by 2025

All new taxis and buses (all categories) shall be electric and existing buses and tax-es shall be phased out by 2020

Three wheelers and four wheelers may be allowed to charge only from standard EV charging units equipped with EVSEs

10% of the new cars regis-tered (4-wheelers) in Delhi shall be electric vehicles from 2016 and to be in-creased to 100% by 2020; and all existing non-electric vehicles to be phased out by 2025

Direct current fast charging (DCFC) and Level-2 charging stations may be installed in locations such as: bus stands, railway and metro stations, BRT stops, malls, IT parks, commer-cial centres, colleges/school campuses, hospitals, courts, petrol pumps, government buildings, parking lots, res-idential colonies, etc.

All electric vehicles (2 wheelers, 3 wheelers, cars and buses) shall have lithi-um ion batteries which can be charged with fast char-gers (DCFCs) or Level-2 charging stations. Lead acid batteries will lead to severe environmental degradation owing to its recycling by small scale industries locally

(This is not an exhaustive list - there may be many more players in EV market in India which are not mentioned in this list)

EVs in India is still in its infancy and require policy intervention by government to kickstart the rollout to meet the NEMMP goals. There are few manufacturers for electric two wheelers and three wheelers. But when it comes to four wheelers it is only Mahindra Reva who manufacture

EVs in India. There are no established electric bus manufacturers yet. List of some of the existing manufacturers of Electric Vehicles in India is given below:

Several business houses and entrepreneurs are planning to start man-ufacturing facilities for electric vehicles and associated infrastruc-

ture and components in the country, but they are not sure of the market potential. When the government will take bold decisions to make EVs mandatory in cities in a phased manner, the industry will have the con-fidence to invest in production facilities. For example Tata Motors make EVs in Europebut not launched those models in India. Several international car mak-ers presently operating in India such as Mercedes Benz, BMW, Toyo-

ta, Honda, Nissan, Ford, GM, Audi, Volkswagen, Mitsubishi etc., have EVs and they can quickly launch EVs in India provided a market is created through policy interventions.

ISGF has conducted several brain storming sessions with various stakeholders to formulate the recommendations on appropriate EV charging infrastructure and policies for India. This was submitted to MoHI in August 2015 which is under active consideration of MoHI. Standardization of charging equipment will help interoperability and facilitate faster adoption by industry and EV users.

Considering the severe situation in Delhi, it is recommended that electric vehicles may be promoted in Delhi on fast track as recommended below:

EV Scenario In India

ISGF Recommendations For Promotion Of EVs In Delhi

S.No. Organisation Products1 Hero Electric EV-2Wheelers2 Mahindra Reva EV-4Wheelers3 Electrotherm EV-2Wheelers4 Avon Cycles EV-2Wheelers5 Ampere Vehicles Private Ltd EV-2Wheelers/3Wheelers6 Lohia Auto Industries EV-2Wheelers/3Wheelers7 Ajanta Manufacturing Ltd EV -2Wheelers8 Sehgal Elmoto Ltd EV-2Wheelers9 Fusion Power System EV-Components10 Tunwal Electronics EV-2Wheelers/Components11 Ather Energy EV-2Wheelers

1 2 3 4

85 6 7



In the interim, hybrid vehicles may also be promoted as emissions from hybrid cars like Toyota Prius are 10% of that of petrol cars. With hybrids rollouts can be faster as they do not require charging stations.

EVs will be the only lasting and sustainable solution for controlling the vehicular pollu-tion in cities. Government need to take policy level interventions to make this happen immediately. In the budget for 2016-17 funds may be allotted for the NEMMP to setup charging infrastructure in Delhi. Acceler-ated action on development and deployment of EVs will not only improve energy security, lower GHG emissions, and improve air-quality, but also enable new economic devel-opment opportunities and technology innovation in the transportation and electricity sectors.

For next 5 years all large organizations (both pub-lic and private) should allot half of their CSR funds for creation of EV charging facilities near their facilities and stra-tegic locations within the city

Battery swapping mod-el may be introduced for 3 wheelers and such charging and battery swapping stations may be setup near metro sta-tions

All new commercial buildings and muti-sto-ried residential buildings may be mandated to in-stall EV charging units in their parking spaces

Registration number of all EVs should have a clear-ly recognizable number-ing series – for example: DL-EV-1234567. This will make recognition of EVs easier for differen-tial treatment for several incentives

All cars owned (or leased) by central gov-ernment, state govern-ments and PSUs in Delhi shall be replaced with EVs in 2016

Concessional taxes may be offered to EVs and its parts. Sev-eral states have already offered lower registration charges and road taxes. This may be relooked and appropriate tax conces-sions may be offered to promote EVs on fast track Document Number: ISGF – 2015 Version 1.0 Dated December 2015 9

In other busy districts of the city a congestion fee may be levied on non-electric vehicles (could have implemen-tation challenges) during peak hours

Other incentives such as free (or concessional) parking, reserved park-ing lots, free ( or conces-sional) toll fee etc., may be considered

Duty free import of EVs may be allowed for a limited time (or limited numbers) for the buses, taxis and government vehicles

Certain exclusive lo-calities (for example Connaught Place, Karol Bagh, Chandni Chowk, Pragati Maidan, Sports Stadiums etc.) should al-low only EVs from 2017

To enable different ownership and operation models and interoperability of the charging infrastructure with differ-ent EV manufacturers and electric grid infrastructure, they should be supported by open standards such as Open Charge Point Protocol (OCPP), IEC/ISO 15118 etc.

All fuel pumps shall be mandated to install fast charging stations (DCFCs)

Separate electricity tariff shall be introduced for EVs. Two wheel-ers may be allowed to charge from ordinary plug points and no special tariffs to be introduced. For EV charging stations, time of use pricing should be introduced which could help balance the load on the electric grid and also help optimal use of the electric-ity distribution network. Concessional EV charging tariff at night hours could promote EV rollout as well as help improve the plant load factor of power stations

Conclusion

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INTERVIEW

ExclusiveInterview With

Vishal Agrawal

What are the kind of tenders are you participating in? Have you won any ?

Avaya is responding to a number of RFPs from various government organizations focused focused on Healthcare / Emergency Health Response System, Emergency Response System (Police Dial 100), Cit-izen Welfare and Citizen Security Services. These services are the foundation of a safe and secured ‘Smart City’. Avaya currently operates Emergency ‘Dial 108’ for Health related services for 15 states in India. Additionally, Avaya leads in Police Emergency ‘Dial 100’ where Avaya has approximately won more than 70% of the RFPs on City or State basis.With respect to the smart cities, the RFPs are still work in progress and no RFP has been released so far. Our aim to enable the effortless creation of mobile engagement environments across key government services that are tailor made to deliver on the specific outcomes required by the government.

UW

VA

What is the size of revenue the company expects to fetch from this mission? In other words, what is the business opportunity that you expect ?

Industry estimates suggest that India’s digital transformation will generate billions of dollars in revenue in the next few years and we believe it well. However, we look at India as making history today. In a recent visit to India, Mr. Kevin Kennedy, President & Chief Executive Officer, Avaya addressed India’s CXO community and said that India is undergoing a digital transformation and ensuring last mile con-nectivity in a country with population of more than 1.7 billion people is a humongous task. It’s a large scale transformation which not only requires support from the government and its initiatives, but also from every individual and organization, to make this transformation a success.

UW

VA


- Managing Director, Avaya India & SAARC

Avaya is working with a number of gov-ernment and private sector organizations across the world to achieve their digital transformation and deployment of smart solutions across healthcare, hospitality, banking, service providers to name a few. What we have been successfully delivering in the last two years is integrating IOT with enterprise and governments processes to deliver truly unique smart solutions, built to deliver specific smart outcomes. In India, for example, we have worked with a number of universities to build smart applications that enable delivery of edu-cation and collaboration between students and teachers anywhere, anytime and on any device. We are deploying smart class-room applications that transforms the use of smart devices in classroom environments by integrating new IOT devices such as bea-cons technologies to control the use of smart devices in class rooms and ensure content is managed in an optimized manner. Recently, our R&D team has developed a breakthrough in CCTV deployment where-by multicasting is becoming smarter than we have ever seen. There are many other examples but the key aspect to consider is that with smart solutions, the sky is the limit. Because our technology and solutions are open and fit for purpose, we are able to build different solutions depending on spe-

cific outcomes. Our work with a leading Healthcare pro-vider in the Middle East to build what the industry now refers to as the Smartest Hospital in the Middle East, is yet another example of this integration. Here, we inte-grated existing engagement solutions such as video-communications, call center tech-nologies, and networking infrastructure to deliver a paper-free environment, where healthcare services are almost completely automated to minimize human error while delivering telemedicine anywhere, anytime and on any device. This healthcare provider is the only entity in the Middle East today using Google Glass to deliver remote emer-gency capabilities by linking remote staff to central hospitals and emergency contact centers. Similarly, in China, we have successfully integrated IOT with the banking industry services to deliver what we call the “vir-tual branch” anywhere in the country. A bank today can extend its end to end ser-vices anywhere in China through what we refer to as the Video-teller machines, that have evolved to deliver anything from cash deposits to credit card and debit card issu-ance, all linked to a bank’s call center ser-vices via two-way video communication. In China, we are working with the top 9 banks on similar initiatives.

What solutions by the company are already in use (in India or overseas) ?UW

VA


What smart solutions can the company of-fer? Please explain the solutions ?

Technology is progressing as we speak and similar-ly, we, in our Bangalore and Pune R&D labs are also making progress every day, achieving new levels of success and taking our capabilities to greater heights. Our team is creating new mobile engagement scenari-os every day, exploring the limitless opportunities that you could have to bring the digital transformation to life. In fact, the Avaya R&D team in India is today in charge of not only building the solutions by integrat-ing technology together, but also, being part of the In-dia fabric and transformation, understand the needs and are engaged with the creation and realization of the vision through a number of solutions. Our team creates for India from India.Only recently, our R&D team has concluded testing a safe cities solution that revolutionizes the way emer-gency service is delivered to citizens. Using our En-gagement Development Platform and running on our latest networking capabilities, the team has developed a solution that enables state government with help-lines and emergency numbers to instantly and accu-rately identify the location of the caller. Other features like initiating app-free call link, and help the caller in a number of ways either through voice instructions, or by pushing images to their smart devices, or even vid-eo instructions are also provided. The caller can even transmit live footage of the scene to central command if required. Look at security in a digitally connected city. Lean-staffed police departments, for instance, can use effec-tive video surveillance solutions as a force-multiplier. Consider a police station where officers are counting currency or examining drugs they have seized. Reli-able video recording is of the essence here. Making use of efficient surveillance cameras, backed by a powerful broadband network that supports tens of thousands of simultaneous data streams, police offi-cers can instantaneously call up and review video data from multiple locations. These videos will provide a broader field of view, so the police can cover a larger area using fewer cameras. They ensure the sensitive video evidence is protected against data corruption – an unacceptable scenario in law enforcement. This system will present officers with the information they need in an easy-to-use format, so they can fight crime, demonstrate expeditious responsiveness, and enhance citizens’ trust in the force. Not just this, we take pride in our existing technol-ogy in India and our government customers inspire us to deliver more innovation and help advance their services anywhere, anytime, and on any device. This is what we call at Avaya the ability to create Mobile Engagement Environments in any sector. The govern-ment can engage the citizen along voice, video, and data channels, and no matter what device the citizen works from – mobile, tablets, kiosks. The citizen can make her identity known to the government agency simply by keying in her unique identification number (Aadhar) or pressing her finger against a biometric de-

vice. Under Pradhan Mantri Jan-Dhan Yojana (Prime Minister’s People Money Scheme), every household will get a bank account, debit card, and accident cover. This will make use of cloud and mobile technologies to take banking services to the needy on mobile phones or via tablet-wielding banking agents who turn up at the doorstep of the customer. The customer doesn’t need to make that tedious journey to the bank in the city while benefiting from all the “regular” features of a bank branch and more. Using video features, bank staff can even make eye contact with the customer. We are working on similar solutions for the education sector whereby we enable students to still carry and use their smart devices in a class room environment, however, give the professor or teacher the power to block content like Facebook or YouTube, and allow educational content either to be pulled by the student or even pushed to his or her own device.Widespread Internet and cellular coverage will now enable healthcare providers to deliver care via tele-medicine. A woman with, say, breathing difficulty can visit a temporary clinic in the village equipped with a videoconferencing system and connect with a doctor at the government hospital in the city. The doctor can perform a remote diagnosis; the patient is relieved to learn it is after all a very treatable condition. The doc-tor from the city can treat her during her next visit to the village.With videoconferencing, the doctor can capture and share high-quality images of the med-ical condition with colleagues in the city hospital or medical college and collaborate to solve the “case.” Leveraging a high-speed broadband, telemedicine can achieve almost anything a small physical hospital typ-ically does, though it is unlikely to replace our neigh-borhood physician any time soon. We firmly believe that digital engagement brings tre-mendous value to our new generation, the work-force to be and the individuals who will ensure that the transformation continues. The key is to extend the value creation chain to drive fundamental change to the way basic education is delivered in India, provided we put the full force of a network behind the effort. Taking this route, we could realize a vision of pro-viding, say, the vast majority of students in 924 gov-ernment schools in East Delhi district, with a diverse quantity of personal devices.This will help them access broadband Internet, discover a world of knowledge, learn and be ready for a digital future. This is the true transformation that mobile engagement solutions can bring to a sector that has strategic importance in the digital transformation of our country.There is no limit to how far we can create value when we engage, as private and public sector players, to-wards achieving a national, strategic goal that will secure the future of our children, our business, our society and ultimately, our nation. The foundations we build today is the DNA of our future success. We, as private sector IT vendors, are determined to live up to our national responsibility in helping the government deliver the vision of “effortless engagement” to citi-zens and pave the way for the governance of the future that is transparent, efficient and convenient.

UW

VA

INTERVIEW


What Goes Into Making A Smart City?

India, as a country has awakened to the potential of what digitaliza-tion has to offer. A new way of citizen engagement, their participation in urban and rural development with citizen led services more easily available-all this and more form the driver behind the “Smart City” initiative launched by the Government last year.

he main objective is to improve the overall quality of life and the economic growth of people by leveraging various digital tools and technologies to make it smart-er and more effective. Under this ambitious scheme, many cities across the country have embarked on a never before attempted action plan.

Various cities have engaged in implementing var-ious schemes and initiatives focused at improving certain aspects of city life like water and sanitation, power supply, hygiene, transportation and much more. In a recent update on this initiative, Pune, one of the most significant cities in Western India was shortlisted in the Phase 1 for showcasing all the initiatives that have enabled Pune based citizens to connect with the local authorities faster and through various social me-dia avenues.

The Pune Municipal Corporation (PMC) under-took this vision ahead via actual implementation, as it sought to transform citizen engagement and services by embarking on a comprehensive plan to streamline information capture and build multiple platforms for

citizens to connect with the authorities. In 2015, the PMC launched multiple citizen-oriented initiatives that includes a robust and responsive social media presence, an updated online system for citizen specific complaints and e-newsletters. Pune went digital and this is where our team of digital experts stepped in to help craft this new avatar.

The process involved getting Pune city and the PMC socially active on popular engagement channels like Facebook, Twitter and a dedicated website where-in people could express their challenges, or make suggestions to improve the services across the city. To this end one needed experts to first reach out to citizens and understand on what is it they are looking for. Zensar’s best in class digital solutions helped them to reach almost 40 percent of Pune citizens through social media channels. While this was a good starting point, the next step lay in having insights into what they were thinking or feeling about the current state of the civic facilities, gauge the gaps which would lead the PMC to integrate it in its Smart City strategy.

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- By Zensar Technologies

SMART CITY


To this end, one of the most effective way adopted by the team was leveraging our state of the art social listening solution that monitors and captures all the conversations taking place across these social media channels. This process involved implementing digital technology and big data analysis to gain insights into what the Punekars were discuss-ing on the Smart City outreach, the PMC’s initiatives, issues and chal-

lenges. This is where the proprietary tool from Zensar, “ZenSocial” and its partner Aikon Labs stakeholder engagement platform “Verve” were integrated and implemented with great success. Using this tool and our data analytics capabilities, we were able to share in-depth insights and extract actionable insights to drive meaningful conversations. This set the stage for the PMC towards enabling a smart framework.

-32% want better public transport facilities

-31% want clean roads

-30% want clean water

-30% reduction in traffic congestion

-30% want better road safety measures

Some of the interesting insights that came about (explained more in detail in the infographic)

SMART CITY


SMART CITY

These insights formed the stepping stone for the civic body to plan the Smart City initiative focusing on addressing these issues. One of the other interesting highlights included engage-ment with 0.4 million households and analysis of 3.5 million inputs. The city was already shap-ing its digital smart avatar.Zensar’s digital team also supported the creation of a bank of ideas by leveraging digital plat-forms and multiple ways of engaging with citi-zens across the length and breadth of the city. An encouraging amount of more than a lakh citizens shared approximately more than 13 lac ideas on making Pune a smart city. Our team was able to generate this level of engagement by newer

ways of working with digital tools. All of the above initiatives have helped Pune in making its candidature for the Smart City shortlist a strong one. All these strategic activ-ities were supported by the digital enterprise expertise within Zensar that consists of capabil-ities across the converse, context and the conve-nience approach. This approach is designed to enable entities to engage and listen to what is be-ing spoken across social media networks; build a context by leveraging the latest tools like analyt-ics to derive insights; leading to convenience on anytime and anywhere access.It has resulted in a success oriented model for transforming a city like Pune into a smart city.

SMART CITY

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SMART IT

The ICT Pillars

Of A Smart City- By Bipin Pradeep Kumar, Founder, Gaia Smart City

Chairman, Smart City WG, TEC& Sushil Kumar, Deputy Director Genral (IoT),

Convener M2M / IoT WGs, TEC

Introduction

Background

Pillar 1. Integrated Management and Command Centre

On November 20, 2015, the TEC, DOT, Ministry of Communication and IT relased its curtain raiser document to complement the Ministry of Urban De-

velopment’s effort to the Smart Cities Mission. The curtain raiser document describes the need for harmonization of the Information and Communi-cation Technologies (ICT) effort in Smart Cities and is available on TEC website www.tec.gov.in/technical-reports/. ICT has been recognized as a true enabler of the smartness in every aspect of the smart city paradigm. But there is a need for

consensus among city administration, consulting companies, service companies and technology companies on what ICT components are necessary and how cities should approach this agenda.

To address this and other ambiguities,the Smart City Working group identified 5 important ICT areas for detailed study and recommendations. It also included a high level overview of the ICT pil-lars of a Smart City determined by the group. This article seeks to outline what the ICT pillars of a Smart City are.

Smart technologies and City scale ICT are part of a new and emerging market where many of the products - both hardware and software, across sectors and services in a

multi-vendor environment, are still being devel-oped. But this, almost nascent smart technologies market suffers from a number of barriers - interop-erability, technical and institutional know-how in this new domain, diversity and fragmentation that need to be overcome if the market is to grow and mature. We attempt to organize the different ICT needs, requirements and eventual solutions into clearly distinguishable areas or layers that can in-teroperate and share data and control information

between them.With the characteristics and purpose of ICT as

the underlying guiding principles, the group iden-tified the different technologies and systems that are involved in the Smart City construct. This was used to determine the main methods and means in which each of the functions in cities can be made smarter and the systems and technologies then organised as foundational areas in a structured manner. As such, it can be broadly classified into 7 overarching areas of Information and Commu-nication Technologies as foundational pillars for ICT in a Smart City. These are depicted in Figure 1 below.

An Integrated Management and Command Centre for a city will provide a single inter-

face to view all city level information. At its very foundation, it will integrate with and ingest data from all possible sources; this includes data from all services across all departments and all locali-ties that generate and can share information. The Ministry of Urban Development has identified 24 ‘features’ that are necessary in a Smart City.

The Command Centre will integrate informa-tion from all these ‘features’ and present them in an easily actionable manner to aid in the smooth functioning of the city. Subsequently it will apply various data models, algorithms, processes and tools and ensure quality with an aim to provide insight and intelligence on various city resources and services while at the same time establishing a

sharing and serving mechanism for all information resources and services in the city.

Different sources of information can blend to-gether, in some ways compensating their own de-ficiencies, enriching the larger information pool and therefore providing the ability to offer services more efficiently.

Setting such an integrated Command Centre, may require policy level decisions, but that is be-yond the scope of this document. Ideally only one Command Centre should be available for a city with another one set up and primed for Disaster Recovery. However, there could also be smaller instances of Command Centres at a more local, granular level, that could feed requisite informa-tion along various other instances along nodes in a holarchical fashion.


SMART IT

Pillar 2. Services and Applications across various verticals

Pillar 3. Communications Network

There are several functional services that con-tribute to the city’s functioning and all these

will require applications that enable citizen’s en-gagement and interaction with them or govern-ment/institutional bodies engagement with other

bodies. For the sake of consistency these can be classified according to the segments identified by MoUD, namely Institutional Infrastructure, Phys-ical Infrastructure, Social Infrastructure and Eco-nomic Infrastructure.

Communication systems are an indispensable part of the infrastructure in a Smart City. The

telecommunications infrastructure is the basis for data generation, exchange of data, control infor-mation and their transport that provide intelligence to the city. The reason for this is that many of the

requirements of a smart city, including creating systems to reduce the environmental load, revi-talization of corporate activities, and the achieve-ment of comfortable living can only be realized by seamlessly coordinating everything.

• Smart Mobility – ITS, Vehicle telematics, Insurance, Fleet management, Connected cars,

• Smart Healthcare,• Smart Living - Home automation,• Smart Utilities• Smart Governance - the software and solutions that can be used by the various

departments for Smart Governance• Smart Manufacturing - Predictive Maintenance,

Figure 1 - ICT Pillars of a Smart City

It covers vertical solutions or applications around and are not restricted to:


Communication Networking technologies provide the infrastructure in the smart cities to make all the devices, computers and people have convenient, reliable, private communication paths with another. Several network can co-exist in a city and data could traverse all of them in the fulfilling its objectives. This includes, but is not restricted to

• Wired networks• Wireless networks, • Satellite networks, • Transmission protocols (MQTT), M2M connectivity; • Networks that can be called MAN, WAN, PAN, HAN. • Dedicated resources that could be allocated for critical communication or commu-

nication during emergencies or disasters.

• Sensors, Actuators, HMI’s and HCI’s• Chipsets, Modules, Boards, PLC’s• Computers, Servers and Networking LAN infrastructure• Mobile phones, Tablets and other Handheld devices• Core Routing Switches & Access Switches• Wireless Networking Gateways and Routers• Firewalls and Network Routers • OSP, Base Stations and Towers

Devices / Gateways having direct connectivity with PSTN / PLMN should have static IP (IPv4 / IPv6). As IPv4 are going to exhaust, early adoption of IPv6 will be better.

These can be organized as illustrated in Figure 2 below

Pillar 4. Devices and Chipsets

Pillar 5 Data

5.1 Data Centre, Cloud and Backend Platform Infrastructure

Devices needed by a smart city cover a wide spectrum of Electronics and Computational equipment. Typical devices that are part of a Data / ICT city infrastructure include:

Data and information availability are vital for the functioning of any smart solution. Access to data must be possible under any circum-

stance to enable corresponding actions that need to be taken by city officials both through the Integrated Command Centre and through

individual applications or services. Data is a huge area and includes the data itself along with what can be done with and the systems and platforms to manage the data. To manage this better, it is useful to dis-tinguish this as such

This section highlights the characteristic of systems needed for contin-uous growth and consequently the need for data storage and mechanism of immense scale. Cloud computing is a means for this scale where the delivery of computing or storage as a service rather than a prod-uct, where shared resources of software and information are provided

over a network (typically the Internet). In addition, enabling access to a common group of fundamental application services on a cloud infra-structure enables different city applications to leverage and build on the value provided by each other.

Sensors and Actuators are the cornerstone of the devices that will be used in City Management. The no-tion of having sensors and actuators on every utility pole, water line, bus, train and traffic light is steadily gaining acceptance.

Figure 2 - Communication Networks in a Smart City

SMART IT


• Service enablement solutions, Application services and Device management software,• Big Data Platforms• Middleware Platforms• Hybrid Cloud Infrastructure

• Urban Design models and tools• City Simulation tools• Capacity Building Models and tools• Testing and Certification tools

• Ensure common services throughout the state at a minimal difference• Ensure sharing of resources• Reduce the financial burden and improve cost considerations

• Analytics necessary to derive intelligence and implement it• Statistical Analysis libraries• Data Sharing protocols and best practices• Predictive Maintenance and Operations

Pillar 6. City Assistance tools

Pillar 7. Information and Digital Security

5.2 Open Data and Analytics:

This pillar addresses the common tools and methods that will aid City planners and Administrators. Besides software and hardware, there

are ICT models and processes that leverage these and complement the

creation and operation of the Smartness of Cities. The significance of this pillar is further heightened by the immense customization needed to offer these from an India specific view.

Security of Smart City is a very large area and as illustrated in the Figure 1 touches every aspect – the devices themselves, the com-

munications part, the data part, the application part and the storage and services part. Besides information security, security as a topic also en-

compasses privacy of data and physical security. This section briefly addresses the illegal access to information and attacks causing physical disruptions in service availability in a Smart City.

The ICT harmonization effort aims to provide a view on the foun-dational ICT required by Indian Smart Cities that can facilitate the

several Smart applications and verticals.There is also an opportunity for the different Smart Cities to leverage State level or National ICT Infra-

structure and schemes that have been launched by the Centre and State instead of replicating ICT infrastructure, solutions and service across multiple instances. Among other benefits, this will:

The pillars outlined above provide a very general overview of the areas that have been determined. It needs significant efforts and dialogues to detail out. We invite readers of Urbana World passionate about technology and want to contribute to India’s efforts on harmonization of ICT for Smart Cities to join this effort.

This section includes the schemas, semantics and ontology that will promote openness and accessibility to the data.One of the key enablers for Smart City applications is analytics of the data to derive new in-sights that can be used for making smart decisions that change the life of people. Analytics can range from understanding the current state of a system better (example: Water usage), predicting a future value of in-terest, do a root-cause analysis of an event (example: traffic situation) or

even perform what-if-analysis for different parameters. Enabling appro-priate data sharing protocols, standards and schema that enables such building of analytics application would also be of interest. Machine learning and other statistical analysis of data for developing predictive models over data that can reused across different applications may also be interesting to pursue.

Along with this there are numerous other platforms needed to obtain, organize and store the data. M2M platforms,

This pillar includes:

Conclusion

SMART IT


The Industrial Internet Of Things The Evolution From Devices With Sensors To Machine Consciousness

Much of the past discussion around the Industrial Internet of Things (IIoT) has been framed by the simple model of adding or integrating some form of digital sensor to machines and devices

- and then tapping into the rudimentary data stream that is generated. That may be the physi-cal reality, but it is a limited viewpoint for moving toward the bigger opportunity to drive real

positive change in the world, both economically and socially.

If we are going to reach the predicted IIoTmarket size of more than $500B by 2020, then the focus needs to go beyond adding increasingly less expensive sensors to devices to capture streams of “big data” to actually finding ways to make those physical assets smarter. I would

propose that also means giving devices “consciousness.”- By Puneet Gupta, CTO, Brillio

SMART IT


SMART IT

Machine Consciousness

Three Future Implementations of the Industrial Internet of Things

By consciousness, I mean awareness of the device or asset itself, as well as awareness of the extended ecosystem around it – the other objects, the network, and the people. Consciousness

should also go beyond awareness, that is, it must contain “context” – the ability to turn data into actionable insights based on rules, access to knowledge bases, predictability and machine learning.

Let’s not waste the valuable energy and opportunity of this par-adigm shift in just doing things with sensors because we can. Let’s focus on initiatives that make a real difference. And let’s

also be very clear by what we mean by “difference” and the important role that “value” creation has to play.

The Industrial Internet of Things can provide us with solutions to

important problems in both the developed and developing world. There will be a place in the digital revolution for both what we see as highly evolved automated technology systems, as well as those that are most certainly “lower tech” but yielding high impact. Let’s consider 3 dif-ferent examples along the spectrum of technology complexity – all with great potential for human impact.

Water is life. In many parts of India, maintaining water pumps is a significant challenge. With significant por-

tions of the population living in remote villages, the vast geo-graphic spread of areas to monitor and service makes the cur-rent well-monitoring situation very cost prohibitive to address. Yet finding a solution would have a life-changing impact on large numbers of people.

What if you could change the situation from one in which scarce maintenance resources are deployed on a set limited

schedule (once a year) – to one in which the need, or even a signaled impending need, for maintenance could be specifical-ly identified remotely?

This can be achieved by embedding low cost sensors in wells along with simple communications technology to con-nect to the outside world. The result would be wells that are “self-aware” providing information that results in more effi-cient deployment of maintenance resources to remote loca-tions, and an improved quality of life for villagers.

Energy consumption and energy inefficiencies are big con-cerns for business – both in terms of the financial bottom

line and for the social responsibility of the enterprise. In the past, the most forward-thinking companies have tried to cobble together largely manual ad hoc systems to track energy use. The impact of the results has been limited by the manual nature of the approaches and the lack of access to real-time data and actionable analytics.

What if you could automatically make all of the connected devices in your distributed offices and data centers self-aware - capable of communicating their energy use in a way that could

inform changes based on business context and rules?This is a possibility ready for adoption today with Cisco’s

EnergyWise Suite at the center. Energy consumption and waste, operating expenses, system visibility and inefficiencies, as well as an organization’s carbon footprint can be addressed with real information versus guesswork.

The ability to automatically discover how assets are using energy and then to present a real-time view to humans for de-cision-making on how to better run a building could result in 35% energy cuts. That’s both a huge economic and social win fueled by devices that have been made “smart and conscious.”

Historically, healthcare has been painted as a tenuous bal-ancing act between two opposing sides that have never

been resolved: improving the quality and effectiveness of care – or – increasing cost efficiencies. With this as the tradeoff, it seems the patient/customer is never the winner.

What if we could make healthcare both better and more ef-ficient, without any losses through tradeoffs?

Whether in a hospital facility or at home - sensors, intelli-gent devices, networks, rules with context, and machine learn-

ing could detect, capture, and translate real-time and historical behavioral and medical data into suggested human interactions and alerts. The quality of healthcare could be improved by more proactively detecting behavior that could translate into a need for a check-in or intervention. Greater efficiencies and cost saving could be garnered by knowing how and where to better focus caregiver attention and time, rather than adhering to an industry-determined schedule not based on real-time in-dividual need.

• Intelligence at the edge with an understanding of what’s important and what’s not,• Data flows that are captured, processed and acted upon with specific human-defined context, and• Workflows and management systems that are highly integrated and interconnected

With this kind of “Conscious IoT Stack”, there needs to be:

Example 1: Maintaining water well pumps in remote parts of India

Example 2: Monitoring and decreasing energy use in businesses

Example 3: Improving healthcare for the elderly


A Security Continuum for the Industrial Internet of Things

Social and Economic Impacts of the Industrial Internet of Things – Creating More, Not Less, for Everyone

Human Imagination and the Opportunity of IIoT

Cybersecurity in the world of IIoT requires a new way of fram-ing the issue and prioritizing actions. When we are connecting devices in the physical world to the Internet in a way that they

can directly act on human safety and well-being, then security needs to be defined differently from the use cases we create for credit cards and

copy-protecting movies and music.In the past, we have taken an overly simplistic view of security.

When it comes to the Industrial Internet of Things, we need a “security continuum” comprised of at least three different levels.

Smarter assets, conscious devices and secure networks will have important social and economic impacts on the global workforce – but not just in the way it is most often portrayed. I believe that

economic value and jobs will be created across the spectrum, and not be limited to the need for more programmers and data scientists.

Think about the new and significant need that will exist for managing and maintaining these new “conscious assets.” There will be the cre-ation of IIoT support infrastructure and jobs that are a direct analog to the IT support jobs of the past two decades, now extended to everyday “smart” objects.

When it comes to that which we call the Industrial Internet of Things, it is not just the estimated market size that grabs my attention – but the opportunity to use technology to truly

transform human life and potential in both the developed and devel-oping worlds.There’s still a lot we will need to learn about and experiment with when it comes to important emerging technologies around predictive analyt-

ics and machine learning, new models of security, IIoT support jobs and infrastructure, and business relationships that need to evolve from selling commodity product to engaging in service and innovation.

In the broad world of the Industrial Internet of Things, let’s focus on initiatives that will make a real difference. We have been presented with a truly rare paradigm shift around digital transformation that we should not waste.

When objects or assets are made self-aware, sharing data for better human intelligence and actions, but cannot control any actions on their own – then only a base level of security is needed.

When objects or assets cannot only sense and share data – but can also provide information to workers to act upon (but not auto-

mated action on its own), there is now the need for a higher level of

security. Security needs to be considered in the workflow to the human decision makers, but not in the control layers of devices.

When objects or assets are also given the ability to inform or direct-ly control a higher level of automation behavior, security moves

to the critical level of the continuum. This relates to cases of smart devices actually controlling changes in other machines in the physical world (from power plants to traffic lights to even more “intimate de-vices”).

Think of the extra complexity and security concern around this when

we consider how human behavior is often retrained over time to pay less attention to the signals given by some automated devices. Consider the case of something as commonplace as traffic lights. Based on au-tomated behaviors of changing colored lights, we pay less attention to others’ behaviors (assuming they respond to the lights the same way we do). But what would happen if this were not true? And if “security” was violated and automated retrained behaviors impacted?

Security Level 1 (Most Basic)

Security Level 2 (Mid-Level)

Security Level 3 (Critical Considerations)

SMART IT


SMART ENERGY

Fuji Electric Contributing To A ‘Green’Make In India Movement

Making Electricity Smarter!

These grids work together, with the Community Energy Management System (CEMS) at the center, to optimize power demand – supply while also minimizing energy costs in the area.

- Alok Chandna[Power & Social Infrastructure Initiative | Smart Community], Fuji

Electric India

1. The Energy Grid to assure a stable supply of electric power2. The Human Grid to interconnect region and community residents3. The Green Grid to enrich the global environment through greenery

s the use of new forms of power generation increase (solar, wind etc.), this tends to create instability in the power system. CEMS is the solution to this issue— through effective use of demand volume management and storage battery backups, it has the framework re-quired to correct and optimize the demand-supply imbalance that occurs as a result of power generation fluctuations from new forms

of energy. On the supply side, the CEMS system is designed to support economical and effi-

cient power generation through optimized planning and control of distributed power sources such as large-scale power generation plants, wind energy, and waste-heat based power generation (binary power) systems.

On the distribution and transmission side, it helps to cut short power outage pe-riods by effectively controlling the transmission and distribution lines, and thereby supports in achieving power quality improvements.

On the demand side, with the “visualization” of electric power use becoming pos-sible, the system uses this to provide solutions for energy-efficient usage. Also, by creating linkages to the supply side the system gives a platform for optimization of the overall power demand.

With all of the above advantages, the system furthermore makes it possible to cut down on unnecessary expenditure on infra-support systems.

A

Expanding Energy Related Businesses!

The Smart Community creation projects at India workto create three grids:

Future vision of local energy management made possible through the use of CEMS:

Demand forecasting by leveraging weather forecast information combined with legacy consumer usage dataEffective power generation planning and implementation in line with calculation of the estimated demandThis will include storage battery controls, and include real-time demand-supply control and frequency control functionsDemand-Response (incentive-based demand response/dynamic pricing) control to monitor demand; linkages with demand side systems (BEMS) and load levelling/demand-supply balancing through DRMinimizing of energy costs through holistic energy management that includes not only power, but also thermalAcross-board visualization functionality through linkages with smart meters (at demand side consumers) contrib-utes to improved billing rate Shorter power outage periods, improved power quality through the use of controls at substations and power distribution linesContribute to strong disaster management through functions that enable acquiring energy when a disaster oc-curs, minimizing wasteful use, and providing well-balanced sustained supply to designated essential facilities


City: Cambridge, MAProject Name Sustainability Metrics & Data Dashboard Sustainability Sector/Topic: Sustainability metrics & data management

Project Description

The new vision is a multimodal and multi-jurisdictional transportation plan across GPATS from Greenville Spartanburg (GSP) airport through Greenville’s urban areas to Clemson University. The vision includes a new connected, assisted, or automated LSEV shuttle services, elevated, driv-

erless car transit network system (ATN), or personal rapid transit (PRT), smarter bus transit proposed in TIGER 7 (including bus and traffic light sensors and electric buses) and more bike and pedestrian-friendly greenways with a focus on GreenVil-lages development. A new integrated, smart transportation plan will create mo-bility hubs along GreenVillages developments that connect people living along urban corridors so they would not need to own a car. This plan would deal with the issues of first/last mile transport, community health and safety, sewer and stormwater infrastructure improvements, traffic congestion, air pollution, transportation costs and traffic accidents.

While improving mobility, an elevated ATN system itself would not contribute to stormwater runoff; however, development along its path would require improved sewer capacity and a system to handle stormwater from that and future commercial/residential development. Major issues to address include hardware and software options, data collection, and management and system integration. GSP airport has already completed a feasibility study for their plan and will be issuing an RFP in 2016 for an ATN system similar to the Heathrow Airport system. In addition, GCEDC (Greenville County Economic Development Corporation) is revising an RFP for a Public Private Partnership (PPP) to build a 20+ mile ATN system connecting attractor locations along major urban corridors. Clemson University and City want an ATN system to complement their CAT bus system, when funding is available, to reduce congestion. Potential Envision Greenville partners include GE, Duke Energy, IBM, AT&T, Schneider Electric, Club Car, Clemson University as well as the surrounding communities of Clemson, Simpsonville and Mauldin for this project. Through the development of their implementation plan at Envision America, they will be working to develop a model that could scale to other cities and towns in the United States.

Project Description

The City of Cambridge, along with other partners of the Cambridge Compact for a Sustainable Future

(Compact), would like to develop a common system for collecting, an-alyzing, and communicating sustain-ability data and impacts in near real time at the building and district scale to foster greater sustainability awareness and action. Examples of the types of data the Compact might be interested in communicating include aggregated energy use, daily bike counts, waste diversion rates, renewable energy produc-tion, number of energy and climate related startup companies, wastewater treated onsite, impervious surfaces, tree cover, etc. Major issues to address include data collection and data management as well as deciding what data to make public, which data is most meaningful and will inspire action and what data analysis and dashboard tools are available and can be lever-aged. Last year, the City of Cambridge passed a building energy disclosure ordinance that requires energy reporting to the city. As a result, the City has been collecting annual energy use data on building energy usage in properties over 50,000 square feet and is now working to communicate the metrics to the public.

The building energy data will be made public by the City in 2016, however it may prove to be a good test case for de-veloping a data collection, analysis and display system and for expanding the existing data set to include monthly or real time data. The Compact was developed by MIT, Harvard University and the City of Cambridge to work in a more coordinated fash-ion and to leverage the combined capacities in research, teach-ing, innovation, entrepreneurship, and program development to tackle local sustainability challenges.

One of its main goals has been developing a framework to document progress toward the goals of the Compact. In ad-dition to members of the Compact, potential partners include energy and telecommunications firms that provide the services and products that are needed; university researchers that could help design and plan systems and state agencies such as the Massachusetts Clean Energy Center and Department of En-ergy Resources. Members of the Compact include MIT, Har-vard, Draper, Alexandria Real Estate, Boston Properties, Biogen, BioMed Realty, The Cambridge Redevelopment Authority, Gen-zyme, Novartis, Homeowner’s Rehab, Twining Properties, Whole Foods, Eversource, CDM Smith, Forest City Enterprises, Akamai Technologies, Google, and the Cambridge Innovation Center (CIC). There is great expertise in these institutions and organizations that could be brought to bear in their initiatives.

INTERNATIONAL

the 10 cities that will be pre-senting their smart city initia-tive at the Envision America workshop Jan. 12th – 14th. 2016 with their city projects are :-

ENVISION-AMERICA

City: Greenville, SCProject Name Smart Transportation Corridors and Smarter GreenVillages Development

Sustainability Sector/Topic: Transportation

Envision America, a new nationwide nonprofit, has issued a challenge to America’s cities to become smarter by accelerating deployment of innovative technologies that tackle energy, water, waste, and air challenges. City leaders from 10 winning communities will participate

in Envision America’s workshop in January in Charlotte, NC, where they will work with leading experts from industry and academia to diagnose needs, workshop solutions, and

develop new smart initiatives for their community. In addition, they will receive technical assistance

throughout the year to support the implementation of their plans.


Project Description

The Powell-Division Transit and Development project will bring more rapid and reliable bus transit to a pair of the region’s busiest thor-oughfares: Powell Boulevard and Division Street between Portland and Gresham. Portland’s first bus rapid transit line (BRT) is expected to

begin service in 2020. This allows several years to deploy instruments, such as sensors, that can measure parameters before, during, and after construction, including meteorological conditions, air quality, and noise along the Powell Corridor neighborhood test bed. In-formation about mode splits and volumes before, during, and after the implementation of the BRT will be evaluated with several physical, social, and public health measures, including several species of air pollutants, demographics shifts in adja-cent neighborhoods, and respiratory illness at household scales. The city is also deploying a smart bike system which features technolo-gy and GPS functionality on the bike within the Powell Corridor to help address first/last mile op-tions. The City of Portland has recently installed a series of air quality sensors to test and monitor activity in the Powell Corridor and is in the process of assessing various low cost sensors that are smaller and easier to deploy. The City’s goal is to assess the hardware options in the field, test the proof of concept, and evaluate the effectiveness and accuracy of deploying low cost sensors throughout the city. The results will help to create standard data collection methods, and support decisions making efforts about planning along the Powell Corridor. Other is-sues they would like to address are how to standardize the sensor data and determine who hosts it as well.

Key partners include the City, Portland State University, TriMet (the local transit agency), and technology providers. This diverse set of stakeholders is interested in using the Powell Corridor as the designated test bed for the city and the region and would also like to use the data collected to assess the socioeconomic impact of development activity in the neighborhood. The inter-connected issues of air quality, traffic, transportation choices, public health, and housing affordability are foundational urban concerns, and the Powell BRT is an unparalleled opportunity to monitor the impact of policy interventions.

Project Description

TThe City of Pittsburgh will be developing their Uptown Eco-inno-vation District plan over the next two years. The plan is designed to be environmentally and economically innovative and to enhance equitable land use, mobility, energy, and infrastructure and will

embody sustainability in all aspects of development; both people and place. The city would like to utilize the Eco-innovation District as a platform for

smart city research, design and deployment. This district geographical area will serve as a test

bed to help solidify system integration and optimization for the various projects within the zone. A variety of specific projects are launching in 2016 including smart street lights, a microgrid and district energy system and a network of smart buildings. The deployment of smart street lighting and an information technology network will

help reduce energy costs and serve as a platform for integrating information technol-

ogy networks. The ability for the city to provide WiFi and cellular access via street lighting creates

a new system of infrastructure that can serve as a host for additional smart city applications. The city also has a planned energy system within the Eco-innovation District. Integrating innovative new technologies, while minimizing disruption to existing systems is a concern. Also, the intro-duction of new building optimization technologies often requires reliable information technology networks. Matching IT infrastructure needs with building optimization technologies requires awareness and coordination. Other major hurdles to overcome include coordination between partners, such as utilities and local government as well as governance issues.

Key partners in their smart city efforts include local utilities Duquesne Light, Peoples Natural Gas and the Pittsburgh Water and Sewer Authority. University partners such as Carnegie Mellon and the University of Pittsburgh are key to the city’s activities as well.

City: Pittburgh, PAProject Name Uptown Eco-innovation District – Integrated Smart City Systems Sustainability Sector/Topic: Eco-district data management and Eco-district

City: PortlandProject Name Powell Corridor Sensor Network Sustainability Sector/Topic: Transportation

INTERNATIONAL

City: New York CityProject Name Neighborhood Innovation Labs Sustainability Sector/Topic: Innovation Labs and procurement processes

Project Description

New York City is establishing a new citywide network of Neighborhood Innovation Labs to accelerate the testing and deployment of new smart city technologies across all five boroughs. These labs will place a special emphasis on traditionally underserved communities. Community groups and residents will be front-and-center throughout the process, defining

sustainability, quality of life and equity problems where smart city technologies can have the greatest impact. Responding to these community needs, the City will challenge the private sector to offer new, innovative solutions, which will be tested through pilot deployments the Neighborhood Innovation Labs. Developed by the Mayor’s Office of Technology and Innovation, the NYU Center for Urban Sci-ence and Progress (CUSP), and New York City Economic Development Corporation, the Neighborhood Innovation Labs will leverage the City of New York’s significant broadband expansion and LinkNYC Wi-Fi network that is increasing access to free, high-speed Internet across the city. The labs will also build on the work of the CUSP Quantified Community research facility and the City’s develop-ment of new Internet of Things (IOT) deployment guidelines. The Neighborhood Innovations Labs will bring a comprehensive, citywide strategy to the City’s smart city work, streamline the process by which private sector companies partner with government to test and deploy new solutions, and en-sure compliance with IOT best practices. By involving the community every step of the way — from problem definition to feedback on new technologies — the Neighborhood Innovation Labs will ensure that smart city innovations are best positioned to improve the lives of all New Yorkers.

The first set of pilot projects from the City’s inaugural Call for Innovations are slated to roll out in early 2016.


City: SpokaneProject Name

The University District (UD) Smart City Accel-erator smart street lights

Sustainability Sector/Topic: Streetlights

Project Description

The goal of the University District (UD) smart and connected street lights project is to install sensors on street lights in a portion of the 770 acre University District that will address multiple

urban resiliency objectives including public safety, reduced environmental impact, cost effective operations and maintenance of public infrastructure and defining value streams across multiple owners. In addition, the project will allow the team to explore the viability of using street light based sensor technology for increasing the efficiency of parking and for traffic management. This project will also serve as a platform for related research projects at Washington State University (and other universities in the district) working with smart systems and smart environments targeted at community health initiatives. The project partners have a vision of the UD serving as a smart city technology proving ground. The smart and connected street lights project meets all of the criteria for the initial prototype of how the District will serve as a sensor rich environment for proving urban innovations. The key challenge is the disaggregated ownership of the lighting infrastructure and developing one integrated plan for the smart street light sensor deployment as well as data collection, ownership, stewardship, management and analysis. The various partners are committed to creating a unified optimization strategy and controlled research opportunity around the smart street lights. A central component of the project is further development of the open architecture, open data and open analytics platform set in the boundaries of the UD which connects the core strengths of infrastructure providers, industry leaders, universities, and the healthcare industry. The smart city proving ground planned for implementation will leverage a wide variety of public and private data sets in proximity of multiple education and research sector partners to develop continuously improving smart city applications. Spokane intends to establish a policy and regulatory innovation zone overlay in the University District to sync up the implications of policy in concert with the user applications.

In addition to smart street lights, the City of Spokane, Itron, Avista Utilities, The University District Development Association, McKinstry and Washington State University are working to: implement shared advanced metering in-frastructure, to develop microgrid projects with advanced storage features, and to apply advanced building design/materials/monitoring concepts between and among new and established buildings with occupants engaged to achieve the objectives of improving health through the built environment.

City: San DiegoProject Name Streetlights and smart poles Sustainability Sector/Topic: Street lighting and sensor technology

Project Description

The City of San Diego is working on a variety of technology-related initiatives that benefit our communities and citizens. The focus is on both operating more efficiently and thus saving taxpayer dollars, and improving the delivery of ser-vices. Complementary to this “smart” approach to running city business, the City

adopted a visionary Climate Action Plan in December 2015. The goals include achieving 100% citywide renewable energy citywide, 50% smart transportation, and zero waste as well as initiatives around energy and water efficient buildings and climate resiliency. One project that supports these goals is San Diego’s streetlight retrofits. San Diego leads the way with the largest deployment of LED fixtures with adaptive controls, and in 2015 was the first U.S. city to pilot GE’s LED lighting fixtures with wireless sensor and controls technology. The pilot focused on smart street-lighting fixtures that can provide data for parking optimization. The City is now evaluating the feasibility of deploying smart streetlights citywide with further opportunities to include sensors, wifi, and other technologies. Additionally the City will be identifying the optimal locations for deployment, services that can be provided using sensor data, resolving interoperability issues, and creating a business case for policy-makers to invest in this technology.

This project has been highly successful to-date, but was not without many challeng-es and lessons learned, primarily related to how traditional government procurement processes can often stifle the use of new technology in operations. As a result, City staff along with academic and private sector technology partners are now focused on creating a model that will allow a more nimble approach to incorporating innovative technologies into city projects, using streetlight technologies as the vehicle to explore this process. This model could include a checklist of necessary considerations, a flow chart for potential funding opportunities, and a deployment template. Other key issues to address include maximizing the use of resulting real-time data collection such as predictive analytics and sharing of the data generated.

Ultimately, the City of San Diego has a desire to pursue a cross-depart-mental strategic deployment of smart city solutions with a focus on re-thinking procurement policies. The ultimate goal of the Envision America project would be to use San Diego as a sandbox to explore and resolve challenges associated with deployment of intelligent infrastructure in a way that creates a roadmap applicable to cities around the globe.

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City: Los AngelesProject Name

Internet of trees. Sustainability Sector/Topic: Air Quality

City: DallasProject Name

Smart transit/parking systems Sustainability Sector/Topic: Transportation

Project Description

The City of Los Angeles has the largest urban tree canopy in the nation, perhaps world, and they are facing serious considerations in light of necessary sidewalk replacement and the impacts of the Califor-nia drought. Tree canopy can also be considered a proxy for healthy

communities – improved air quality and stormwater capture, and reduced urban heat island impacts. The sidewalk replacement program will likely result in the replacement of 200,000 trees that must be monitored for the first three years until they achieve sustainable growth. The City envisions pairing its com-mitment to neighborhood-level air quality monitoring with the need to establish a network of connected sensors to existing and newly planted trees across the city in order to efficiently manage the canopy in the face of such issues. This will be happening during a time of historic drought.

This project would endeavor to pair the monitoring of air quality and monitor-ing of trees together to demonstrate how the Internet of Things can deliver healthy and engaged communities. This is an unusual and interesting smart cities project that would enable such environmental data to be connected to the Internet, monitored and sustained, and perhaps even adopted by the public.

Project Description

A growing challenge in Dallas is traffic and mass tran-sit utilization and efficiency. Smart transit solutions around mass transportation that increase efficiency and the user experience could help increase ridership

and get cars off the roads. Smart parking systems will also improve the user experience and congestion downtown.

Currently Dallas is working on integrating their parking system and developing a user-friendly platform. This involves stakeholder engagement, assessment of current infrastruc-ture and analysis of existing hardware and software options as well as identifying a pilot or testbed for the project. The ultimate goal is to fully integrate multi-modal transit options, including car, bus, train, biking, bike sharing and walking. Bar-riers include the development and standardization of tech-nology around the mass transit system, buy-in from multiple parking lot owners and cost of adoption for infrastructure upgrades.

City: MilwaukeeProject Name

Eco-Industrial District and microgrid Sustainability Sector/Topic:

Energy and microgrids

Project Description

The City of Milwaukee is transforming several locations in the City into Eco-Indus-trial Districts that advance sustainability and economic development objectives. To-ward those ends, the City is interested in piloting more smart technologies around distributed energy resource systems (DERS) and demand-side energy management

in buildings. In addition, the City and the Midwest Energy Research Consortium (M-WERC) are interested in exploring how the “internet of things” technology solutions can be employed to make Milwaukee a “Smart City” that is a more attractive place to live and efficiently do business.

The City has partnered with M-WERC through its Energy Innovation Center, locat-ed in the 30th Street Industrial Corridor. M-WERC has already completed technology “roadmaps” around DERS and building energy efficiency and is currently developing a similar technology roadmap around the Energy-Water Nexus (EWN). These technologies will help the City meet its energy reduction and climate mitigation goals while helping M-WERC test and market new technologies for global export. In the 30thStreet Industrial Corridor, M-WERC has proposed an industrial microgrid project in this central city redevelopment area, to be built to promote the intersection of technology and sustainability (and possible public safety) while spurring economic growth. Aspects of the Eco-Industrial District to workshop include the integration of the microgrid into smart energy meters in the dis-trict’s building stock and of sensors and other smart infrastructure to pilot public safety applications. Representatives from the City of Milwaukee, M-WERC (a partnership between local universities and Fortune 500 companies conducting research in the energy space), and other stakeholders will participate. With the support of these partners and others, the City of Milwaukee is preparing to support development of a unique, central city microgrid demonstration project.

INTERNATIONAL


Priyanshu Singh Country Manager,

Honeywell Building Solutions

Anoop Vijaykumar Strategic Marketing Leader,

Honeywell Automation & Control Solutions

Exclusive Interview With Honeywell

Smart Cities! What is your opinion on it?

The 100 smart cities mission of the Government of India has created a lot of excitement in the country. There is a lot of action happening on this front and while we are still awaiting results on the thought, there are a bunch of cities that are being assessed through the key parameters set up by the Government to help make these respective cities smarter. We have to wait for some time to find out the Indian definition of a smart city but we do an-ticipate that quite eagerly. It is an exciting space and it is good to see the Government specifically the Prime Minster take the lead on infrastructure improvement project of such magnitude. Besides, it is tough to assess but the amount of money that has been earmarked by the Government to achieve their initial targets in the middle to long term would probably turn out to be much lesser than what would eventually be needed to develop these cities in a true scale of a smart city.

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PS

India lacks vastly in infrastructure. Are Indian buildings ready for the smart city challenge?

Buildings are an integral constituent of a city ecosystem. People spend 80 to 90 percent of their lives in buildings and that is why we are specifically looking at smart buildings as one core component that makes cities smart. We have looked at buildings’ smartness as a build-ings ability to provide green, safe and produc-tive environment to their occupants and users and it is definitely possible to work on improv-ing the smartness of the buildings irrespective of what the infrastructure outside is. However, in the long run there would be a need of the right kind of infrastructure in terms of the roads, airports etc. but our specific focus is on the way we can bring out this improvement starting at a unitary level which is in terms of buildings that we live and work out of.

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AVK

INTERVIEW


To make an existing building smart what active elements is Honeywell proposing?UW

AVK

PS

There are 15 asset groups that we have looked at which go towards defining the overall smartness of a building. These could be further classified under three parameters / outcomes: a) Green-this includes flexible cooling and heating, power consumption monitoring and control; energy efficient electrical appliances etc.b) Safe- this includes fire detection and noti-fications, access control and disaster response capabilities etc.c) Productive- this is about wireless data infrastructure, the ability to provide an indoor environment which is conducive to its occupants, something that monitors the air quality inside the buildings etc. So this is how we have defined the various ele-ments which translate how smart a particular building is.

There is an additional theme built along these elements which largely looks at the capability, the coverage and the uptime of these systems. So it not only necessary for a building to have these elements, but it is equally important for these elements to be functional across the entire building so that they operate to the best of their capabilities.

How economically feasible is it because the cen-tral government is looking to finance 100 smart cities. Smart building is an integral part of it. What are the economics like ?

Multiple elements need to be considered, evaluated with no fixed formula for assessment and it varies from build-ing to building. If one looks at the elements that make up the Honeywell Smart Building ScoreTM, according to our research across 2000 buildings which were spread out through multipleverticals like airports, hotels, hospitals, multi-tenant commercials, single-tenant commercials, residential, education etc.there were certainnuances that were specific to some verticals. For instance, while the airports on the whole especially the large ones scored very high, their focus was higher on the safe element versus green. Given that our national average stood at 33 on a 100 point scale,each of these building sassessed in our research have huge scope of improvement. However the degree to which it needs to be instituted across the elements of Green, Safe and Productive depends entirely on the owners /managers/caretakers of those respective buildings and their focus areas. The facility manager or the building owner can decide whether he wants to enhance the Safety or the Productive element of the building, in order to achieve the perfect score overall.

Therefore, in terms of affordability, it’s not a standard approach and the person could spread out the invest-ment over multiple years specifically directed at areas of improvement that he thinks is best suited for his require-ment. Affordability definitely is an important element, but one can plan the investment and choose to invest less on one element versus the other one. The score gives a very accurate mirror to look into and identify one’s current positioning and the areas of improvement to make the specific building best in the world or reach the industry’s average and then plan investment accordingly.So while the government needs to focus on macro aspects like smarter infrastructure, smarter utilities or smarter roads, safer cities;individuals, private building owners, and businesses can also impact and contribute by making thousands of private and public buildings smarter. After all a city is only as smart as its buildings are. The score gives people the opportunity to improve smartness of their buildings, depending on the money they are willing to invest in phases or altogether. We didn’t look at the score as commercial initiative but worked on it as a phil-anthropic gesture encouraged by government’s ambitious and visionary program of developing the cities. Our intent is to support the government evolve the definition and the ambition of creating smarter cities for India. The score is the result of this thinking and almost a year of diligently working towards that.

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INTERVIEW


What incentive or support would you expect from the government to support in getting the buildings smart. Any compulsory thing like all government buildings have to become smart etc.UW

PS

Since you are providing this assessment tool free of cost how does this entire implementation work?UW

AVK

When we started working on the Hon-eywell Smart Building Score TMour thought was how can we support and help the government and the citizens of the country in this forward-looking, ambitious and much needed initiative that aims to improve quality of life and make the country a smarter place to live. We have had tremendous support from industry associations and have also partnered with US commer-cial service and U.S.-India Business Council. We have also been in talks with apex industry forums like FICCI and CII and exchanged our thoughts on the initiative. However,we haven’t thought of it to the extent of Gov-ernmentcoming up with guidelines / measures that need to be implemented for making buildings smarter. Honeywell launched the Honeywell Smart Building ScoreTM in India in June 2015, a first-of-its-kind global tool to measure building smartness. The tool was subsequently launched in the United States and China in Octo-ber and December 2015 respectively, and is scheduled to be launched in the Middle East in 2016.This tool will be a success if it isvoluntarily adopted by building owners, industry associa-tions or the other forums like fire and

security association of India and even government bodies for self-assessment of their buildings and to get a broad idea of where their respective building stands vis-a-vis that particular verti-cal’s average for the country as well as the national average. It gives a very ac-curate mirror to look into and identify one’s current positioning and the areas of improvement to make the specific building best in the world or reach the industry’s average thereby providing a safer and productive environment to people.According to the survey results, our buildings in India score very high on Green elements (45)though the overall average of a building in India is 33 on a 100 point scale which is not a great number to begin with. The high green score reflectsfocus on sustainability from leading global and Indian rating agencies, as well as government incen-tives to improve building sustainability and energy efficiency. Safety scores of buildings on average were very low, at 21. In fact the poorest score was on the safety of the occupants and the operators of the building. This highlights potential risks and the need for greater investments in safety and security solutions.Our research shows

that people spend 80 to 90 percent of their lives inside the buildings, be it in homes, offices, recreation, and retail, transport, or public service facilities.It is about time that attention and resources are devoted in making these buildings safer.We would be delighted if our society voluntarily chooses to achieve this goal, rather than wait for the government to create guidelines for achieving the same. We do not preclude the possibility of government creating guidelines in the long run, however Honeywell Smart Building ScoreTM givesbuilding own-ers, facility managers and individuals the possibility of quick, comprehen-sive, easy and free assessment of their respective buildings. It can be administered across countries with minimal adaptation. It is also flexible and adaptable for future enhance-ments as applications and solutions for smart buildings continue to evolve. The score gives people the opportunity to improve smartness of their build-ings, depending on the money they are willing to invest in phases or altogether and make their contribution towards supporting the government’sinitiative ofmaking our cities safer and better place to live and work.

This is a very simple process. We have created a website called www.smart-buildings.honeywell.com. Anybuilding owner who wants to know where their building stands on a scale of 100 points, oneneeds to register on the website, fill ina simple survey which is a set of questions on Green, Safe and Productive parameters. This survey simply teststhe building for three things: • Presence or absence of a cer-tain kind of asset group: For instance does your building have a flexible heat-ing/cooling system. If your response is positive then it’s asks yoursystem’s sophistication- it could be a very basic system or it could be a very advanced integrated system that adapts to exter-nal environment

• Building coverage: How much of your building is covered by the system• Downtime: What kind of downtime has the systemseen in the last 6 months After filling in the online assessment for all identified asset groups, one im-mediately gets a score out of100. Once the score is achieved, the individual can essentially benchmark themselves against their peer groups, be it a hotel or a residential apartment or an air-port. If one further desires to under-stand the areas of improvement, the Honeywell team can be contacted for a dialogue around various elements/ parameters thatneed to be looked upon to improve the current score.Honeywell Smart Building Score TM

can provide an overall framework that looks at several comprehensive aspects / technologies that go into making a building smart, however Honeywell is not present across the entire spectrum and contributes towards 30-40%of the product offerings and solutions. While the Honeywell team can advise on the areas of improvement to make the specific building best in the world or reach the industry’s average, some of the technologies or products to improve the building smartness could be available with Honeywell and the remaining products could be avail-able with competition or some other different players. The end result of this process is to get a roadmap on how a building’s smartness could be improved.

INTERVIEW


How do you see Honeywell in the next 5 years and what is your vision for the company?

Our presence in India dates back to the 1930s, when the first UOP unit was commissioned at the country’s first refinery in Digboi, Assam. Each of the company’s global businesses – Aerospace, Automation and Control Solutions, and Performance Materials and Technolo-gies – has a significant presence in the country. Today Honeywell is well represented by each one of our SBU’s. With more than $1 billion in domestic sales and exports, India is an integral part of Honeywell’s global growth strategy. We are heavily invested in India with close to 13,000 employees including 8,000 engineers across 50 locations in India ,multiple manufacturing locations that leverage the strength of Honeywell’s 132,000 global workforce to deliver innovative technologies to cus-tomers and help them improve energy efficiency, clean energy generation, safety and security, globalization and customer productivity – all of which are key imperatives for India.

Traditionally we have had a very successful stint in the country and in the past few years we have been growing around 2x of India’s GDP which is phenom-enal for the sectors we work in. We see no reason why this should slow down and are very optimistic about the country and the exciting times ahead. If we look at the global environment, India seems to be one of the most promising destinations to look out for in the next few years and we are excited to be here with the sizeable presence that we have.

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PS

For the rest 60-70% of the products that we don’t get from Honeywell, are there some contract parties or are people free to choose or you have some suggested list of companies?

The assumption that the first 30% of the products need to come from Honeywell is an incorrect supposition to begin with. Essentially when one visits the website, fills in the requisite details, registers one’s building, the individual / building owner gets a score and knows where their building stands on parameters of Green, Safe and Productive versus their vertical score.The individual is free to decide the further course of action as they deem fit. They could contact the Honeywell team or a third party consultant or the building’sin-house capability team to make improvements in the building best suited as per requirements.

There are no numbers or targetsthat are associated with the Honeywell Smart Build-ing ScoreTM. We would be delighted if inputs from our survey post registration are taken seriously by the owners and facility manag-ers of the buildings, and they go ahead and improve their building’s smartness. Whether one utilizes Honeywell products or some other brand in the process is completely irrelevant.

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PS

And how can we make a building smart? What are the elements that need to be added?

We have essentially looked at how buildings can be made smart in two ways:a) Passive elements-by passive elements we mean the site where a building is built, overall architecture of the building, how much day light it lets in, what kind of materials go into making a building etc.b) Active elements-these are essentially technology and au-tomation related elements which go into a building once it’s constructed. In today’s scenario a lot of infrastructure already exists. So if one was to think of any given city 5-10 years down the line, only 10% of the buildings would be new while the rest of them already exist today. Hence we figured out that to make a city smart and make the buildings in that city smart we would have to do something to existing buildings. With this view point we developed the Honeywell Smart Building Score TM with a focus on the active elements. Each of the elements that we have included in the study are the ones that can go into the an existing buildings and not just in a new building, this is how we can take a 10 year or a 15 year old building, put in a few modifications and improvement, and make it smarter.

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AVK

INTERVIEW


FINANCING Smart Cities in India

- Ashish Puntambekar, The Design Lab, Mumbai

Synopsis :There is a lot of discussion about Smart Cities in India. Very few however have been looking seriously at the financing angle of these large projects. Everyone says “ Public Private Partnership ( PPP ) “ and beyond that ... its vague at best. This paper shows how, the raising of vast sums of money in possible by applying the concept of Urban Equity Withdrawal as enunciated in the World Bank concept note on the subject ( World bank PPIAF Policy paper No 7, By George E Peterson ‘ 2009 ).

This paper however sets a new benchmark by going much beyond the world bank paper to raise an enor-mous US $ 1.24 Trillion in financing, without taking a single rupee from either Central, State or Municipal budgets.

SMART CITY


Mumbai Eastern Waterfront 2025 :The Mumbai Megaproject has designed a robust plan for Mumbai Eastern Waterfront

» Given the nature of the above assets, most of this money will be available to State and Municipal / local governments. » We worked with various alternative financing options for 6 months before we settled for just three sources after con-

sulting experts to get their views. » Since the sums of money involved are HUGE, we have also specified under what conditions and safeguards this money

can to be released for development projects across 29 states and 7 union territories. The safeguards are necessary as without them, given past experience, there are likely to be large leakages. » Overall, the execution of this financial plan has the potential to double Indian GDP by 2025 through a construction

boom in India. This construction boom, will in-turn, stimulate massive “ Make in India “ activity ... to supply building materials to the construction sector.

There are three possible sources which allow this Urban Equity value to be unlocked in India over the next 10 years :

The rest of this note examines the three sources of finance in detail :

1. From Central PSU owned land in Metros : US $ 40 Billion2. Land Conversion from Agricultural to NA at city limits : US $ 300 Billion3. Planned Re-Zoning of our Cities : US $ 900 Billion

Potential Urban Equity Withdrawal from PSU Land Banks 1.

This source of financing is available in our Metro Cities such as Mumbai, New Delhi, Chennai and Kolkata. In addition, large sums can be raised in cities such as Bangalore, Pune and Hyderabad.

Central and State Government owned Public Sector Un-dertakings ( PSUs ) own very valuable land in cities like Mumbai, Delhi etc. The total value of Land Banks with the PSUs is easily of the order of Rs. 12 Lakh Crores or US $

200 Billion.

The Largest land holdings outside of the railways are avail-able with the Port Trust Of India which has over 50,000 Acres of Land, some of which is in large Urban Centers. The Railways also has approximately 10,000 Acres in cities and

towns across India.

To apply the concept, It would be necessary for Government to raise FSI’s on this land before selling it. Cherry picking & Shared Selling : It is proposed to cherry pick 3000 acres out of a total of 30,000 acres of PSU owned land for this purpose. Next, It is proposed to raise the FSI on this 3000 Acres of land from current levels of 1.5…to between 6 and 9 before putting it on the market.

50 % of the money realized from the sale can be used to finance large public education and healthcare projects after paying the initial 50 % to the PSU. We believe that doing this will raise US $ 40 Bil-lion or Rs. 2,54,432 crores at an exchange rate of Rs 63.608 / US $.

Even after the shared sale of this 3,000 acres for financing large national Education and Healthcare schemes, another 27,000 acres of prime land will still remain with Central & State PSU’s.

Of the balance 27,000 acres, another 10,000 acres can be used for earning annual lease rent-als. This will provide a fixed income for Central / State governments, thereby helping them pay for the operations costs of state education and healthcare schemes, a majority of which will be in rural areas in the concerned states.

We are assuming that US $ 8 Billion or Rs. 50,886 Crores will become available each year, starting in 2017 and it is proposed that this money be withdrawn in 5 yearly installments ( 2017 to 2022 ) and immediately be moved to a Secure Escrow Account to finance mass Education projects.

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Action Item for NITI Aayog / Ministry of Finance

2.

As the sums of money that will be realised under this Urban Equity Withdrawal plan are huge, NITI Aayog needs to issue a detailed note on pro-cedure to be followed so that money is released from the Secure Escrow Account only after project milestones are achieved.

The money should preferably be released under a high court moni-tored process to prevent Scams / Leakage as has happened in a north Indian state where large sums were reportedly withdrawn after they

were raised under a “ Securitization Transaction “.

After this withdrawal, there was no money left for the next State Govt. when it wanted to execute projects as certain revenue streams were pledged under the securitization facility by the previous government to the banks and could not be used to fund new projects.

There is a need to avoid these kinds of incidents and Government needs to specify a proper process.

New Enhanced Fee for Conversion of Agricultural Land to Non Agricultural ( NA ) Land at periphery of cities

Land Conversion is a very large potential source of revenue for state & municipal governments which is currently being ignored.

Land is a State subject and State Governments usually charge between 5 % and 9 % of the existing basic value of the agricultural land as a conversion fee or conversion tax ( as in the case of Andhra Pradesh ).

This results in a huge loss of potential revenue to the State & Municipal Gov-ernments as the conversion fee of 9 % is applied to the value of agricultural land.

Actually, maximum appreciation in the value of land happens only after its conversion to “ Non Agricultural “ status … resulting is massive revenue loss to Government.

It has been estimated (by others) that the potential income for State / Municipal governments from a 10 % conversion fee ( levied on land after conversion to NA ) could be of the order of US $ 2 – 3 Trillion over the next 20 years.

The design lab, however takes a more conservative view and estimates potential State / Municipal Govt. earnings from levying the Land con-version fee on Non Agricultural land ( i.e. after its conversion ) at US $ 300 Billion across 29 states and 7 union territories over the next 10 years ( i.e US $ 600 Billion over the next 20 years ).

This value needs to be determined when this land is sold for the first time under its Non - Agricultural status and taxed on the basis of the proceeds received by the seller. Once the sale takes place, the original conversion fee charged on the value of the Agricultur-al land can be reimbursed.

The Design Lab recommends that this money be used for the financing of large Education / Healthcare & Smart City facilities. This could lead to India entering the league of developed nations within the next 10-15 years.

We are assuming that US $ 30 Billion / year or Rs. 1,90,824 Crores can po-tentially become available each year be-tween 2017 and 2026 if the necessary legislative / legal and administrative mechanism is put in place at the State Govt. and Municipal levels.

The sums so raised from the process need to be immediately moved to a Se-cure Escrow Account to finance mass Education , Public Healthcare & Urban Development / Smart City projects.

We need to execute the “ Urban Equi-ty Withdrawal “ concept by intelligently drafting new legislation to capture revenue for the Govt while giving a substantial incentive to the private owners of land.

NITI Aayog / Ministry of Finance would need to issue proper guidelines as specified in 1.1 above, that might be followed to use this money.

New Enhanced Fee for Re-Zoning Urban Land for Development of Smart Financial Centers

India is set to see massive changes in the Urban Landscape over the next 20 years, as 400 Million people across the country, migrate from rural to urban areas. Re-Zon-

ing of our cities and the creation of Smart Financial Centers present state governments and municipal corporations in 600 districts with a huge, Once in a Century Opportunity to re-invent the urban landscape and at the same time raise an almost unlimited amount of capital to finance the re-construction of towns and cities across India.

The Design Lab , Mumbai proposes that a de-tailed Urban Planning Exercise be carried out in over 600 district headquarters and in each surburb of our Metro Cities. In this exercise certain areas in each suburb ( within metros ) and in each district, could be designated as New Commercial / Smart Financial centers by re-zoning them and increasing their FSI from 1.5 – 4.0 currently to between 8 – 12.

3.

Singapore :Good Governance is Key and 85 % of a Smart City

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Citizens / Owners of these properties could receive 70 % of the increased valuation proceeds and the State / Municipal Governments could collect 30

% in cash once the properties are sold to new buyers or re-developed by the original owner and sold to buyers.

The government share of the additional revenue will be used to finance large Education & Health-care schemes and improve the city’s infrastruc-ture. This fee based measure has the potential to raise approximately US $ 900 Billion ( Rs. 57.24 Lakh crores ) for State and Local governments across 600 Indian cities ( conservative estimate ) over the next 10 years. This means that on an average Rs. 5,72,472 lakh crores could potentially become available each year starting in 2018.

The net GDP gain from this one time re-zoning exercise alone has the potential to Double Indian GDP by 2025, besides raising large sums of capital for government to create state of the art infrastructure in Urban India. Re-deploying some of this money to rural India ( Building

Lakhs of Check Dams, 30,000 Rural Schools & 6000 Rural Hospitals ), will also Stop Rural Migration to Cities and prevent the creation of Slums in our cities. The beneficial impact of this strategic deployment of Urban Equity to rural areas will be huge.

Re-Zoning of Indian cities will also create millions of new jobs.

By bringing in various clean technologies and promoting low carbon construc-tion practices within the Re-Zoning related construction projects, Indian cit-ies can become models of sustainable growth, providing massive employment opportunities while serving as the principle base for a “ Make in India “ Plan. Startup of large construction projects in India is therefore crucial for the achievement of the Prime Minister’s “ Make in India “ plan

To fast track our smart cities programme, it is critical that all State Legislatures pass the 74th Amendment to the constitution before implementing this scheme. Passing of this amendment will lead to the shutting down of illegal State Govt. Parastatials such as

MMRDA ( in Mumbai ) and DDA ( in New Delhi ) which are working against the constitution of India . MMRDA and DDA therefore should be shut down / converted to State PSU’s and be made to compete with private compa-nies to provide services to citizens.

MMRDA / DDA’s current “ Development Authority “ status is simulta-neous with their “ Project Promoter “ status. This creates very serious conflict of interest issues and results in serious delays in project implemen-tation as can be seen from the fact that it takes 5 years to start up even minor projects in Mumbai.

After shutting these organizations down / converting them to state PSU’s, their “ Development Authority “ role should be returned to the Municipal Corporations which should have a directly elected and accountable mayor.

It needs to be understood that MMRDA and DDA have imposed an ex-tremely high political cost on the nation. They have for instance prevented India from producing the kind of political leadership that cities such as Paris (François Mitterrand), London ( Boris Johnson ) and New York ( Michael Bloomberg ) have produced. Shutting down MMRDA and DDA and a mere passing of the 74th Amend-ment to the constitution might result in the creation of nearly 60 million jobs across India as Urban development projects are speeded up tremendously. The truth is that MMRDA / DDA and the bureaucrats within them are preventing 60 million jobs from being created in India. This is an extreme price to pay for the nation.

On the 31st of October ‘ 2015, the Times of India published a report on a deal that Larsen & Toubro ( L & T ) has presented recently to the chief Minister of Maharashtra Mr. Devendra Fadnavis. Under the deal L & T is to develop 93 acres of land in Bandra ( East ) which earlier was a housing colony belonging to the Govt. of Maharashtra.

The highlights of the deal are summarized as follows : 1. Total amount L & T will invest : Rs 30,000 Crores2. Expected Sales realization : Rs 1,25,000 Crores3. Project Management Consultant Fees : Rs 5000 Crores4. Govt of Maharashtra Payout ( UEW ) : Rs 70,000 Crores

The important thing about this deal is the Urban Equity Withdrawal ( UEW ) Component. Under the teams of the deal, Govt. of Maharashtra will receive Rs 70,000 Crores in Cash after the promoter has accounted for his profit.

This essentially is an application of the first concept ( 1 ) discussed above. L & T of course has come up with this landmark deal independently which shows that the idea works and can generate massive amounts of capital for the Government. Concepts ( 2 ) and ( 3 ) above can yield even larger amounts for the Government.

This paper has shown how Rs 8,14,182 Crores ( Rupees Eight Lakh, Fourteen Thousand, One Hundred and Eighty Two Crores ) can be made available each year for Smart Cities in India Across 29 States and 7 Union Territories. Also all of this money can be raised totally independent of either the Central or State Government Budgets & without diverting any cash from existing Schemes.

Specific areas will be selected for Re-Zoning and Increasing FSI after a 100 year, detailed perspec-tive plan is prepared for each city / district headquarter. The objective of the exercise will be to turn our cities into smart cities through excellent planning and by reducing Transportation load. As India has a severe shortage of town planners currently, it will be necessary to bring in sophis-

ticated town planning skills from around the world. This will ensure that Indian cities leapfrog development cycles and deploy the latest in town planning practices.

Due to flawed policy, town planning was ignored in India for the last 60-70 years. Town planning skill sets in India therefore declined and our current set of town planners need proper training which is best provid-ed by foreign experts.

The net cost of using International talent in planning our cities will be just 2 % – 3 % of Project cost. It is therefore far more economical to use the best town planning talent from abroad. If on the other hand we use improperly trained local planners, we risk losing a large part of the balance 97 % of the invest-ment due to poor planning skills. This will be a disaster leading to a loss of Lakhs of Crores worth of GDP. Once our local planners acquire necessary skills, they will be able to take on international competition and do very well. Today they just do not have the necessary skills. The Design Lab, Mumbai therefore is of the view that all roadblocks that hamper the bringing in of world class town planning skills from foreign countries, needs to be removed by the Govt. of India.

Proposed Local Govt. Scheme Big Opportunity for Indian / Foreign Urban Planners

Re-Zoning Of Cities could Double Indian GDP

Creating 60 Million new Jobs in Urban Areas by 2025 Proof of Concept : L & T’s Bandra ( East ) Deal

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Protecting Morelos’ Citizens Via Enhanced Situational Awareness

State of Morelos, Mexico

Working with Barco Mexico improved the way we raise and coordinate security strategy

Alberto Ochoa Project Manager for Italsystems


INTERNATIONAL

The State’s C5 is an example of a cuttingedge system that offers the equipment and tech-nology to enable law enforce-ment to respond to the com-mission of any crime

Miguel AngelOsorio Chong Ministry of Interior – Mexico

o protect its citizenry and commerce in light of a recent upsurge in criminal activity, the state government of Morelos, Mexico, creat-ed a model called “Mando Unico” (Single Command), based on a system of police administration and operations that concentrates all preventive state and municipal corporations into a single enti-ty. In addition to reorganizing its public safety infrastructure, the

State upgraded its collaborative visualization technology platform to enhance situational awareness across Morelos, with a Barco solution as the centerpiece.

TBarco Solutions :

Key benefits :

• OverView OL-721 series video wall• NSL-4621 series displays• TransForm N• CMS-200 (v2.7) Control Room Management suite

• Maintenance-free video wall system saves time and money• Reliable performance and excellent image quality• Ability to share perspectives throughout the facility

Enhancing services and decision-making

Advanced visualization and management

A model for public safety and security

To facilitate coordination of all agencies responsible for safety and provide emergency services, the State developed the “C5” facility for Coordination,

Command, Control, Communications and Computing. The center boasts the latest technology platforms, such as the telecommunications network, radio net-work, information systems as well as emergency services, civil and corporate security, municipalities.

The government installed 1,000+ surveil-lance cameras which are monitored using a

5x3 Barco OverView OL-721 series video wall with the assistance of AV integrator ItalSys-tems. The wall offers innovative features such as NoGap technology, eliminating the spaces between cube screens, and Barco’s innovative Sense6 sensor capability that automatically calibrates optimal brightness and color, over time and across the entire display. Its active

liquid cooling system lowers LED temperature resulting in >80,000 hour lifetime!

For the crisis room, penitentiary surveil-lance and NOC and SOC services, the State deployed several NSL-4621 near-seamless LCD video walls, offering high brightness, lower-heat output and a space-saving design.All of these solutions are managed by Bar-co’s TransForm N controllers combined with CMS-200 Control Room Management suite

software (V. 2.7), enabling users to display and share content – including Perspectives (a grouping of sources) – among all video walls in the facility over the IP network. CMS 200 software facilitates access to video, images and data, allowing operators to connect and confi gure information in the most meaningful and effi cient way. The result: a true networked visualization platform that ensures scalability for the future.

This facility represents a common effort by the authorities as a result of a new administration, creating a new model to be replicated in other regions.

The sovereign State of Morelos, located in the central part of Mexico, has been

an economic hinterland due to its proximity to Mexico City, its excellent weather, road accessibility and strategic location between south and central areas of the country. However, in recent years, Morelos has been infiltrated by criminal groups that operate in the surrounding area, necessitating im-provements to its law enforcement system.


Greater Copenhagen – A Testbedfor LED-Lighting And Smart City

SolutionsWhen you arrive at the industrial area in Glostrup, Denmark, where DOLL Liv-ing Lab is located, you could easily misrecognise itas any other industrial area in a Scandinavian suburb. However, if you take a look at what is ‘in the air’ you might be lucky enough to get a glimpse of how a more sustainable fu-ture, with energy efficiency and services specialized to the users’ needs, can facilitate the latest path to economic growth. Only few minutes from Den-mark’s Capital, Copenhagen, an ambitious project is displaying how innova-tion, growth and sustainability can go hand in hand testing smart outdoor LED-street lighting and Smart City solutions.

- By Gate 21

ince its initiation in 2012, DOLL, which is a acronym for Danish Outdoor Lighting Lab, has been one of the world-leading proj-ects when it comes to testing smart LED-lighting in a real life environment. As a partnership between the public-private net-work organisation Gate 21, The Danish Technological University and Albertslund Municipality, it has shown how unconventional, cross-sectorial collaborations can facilitate a productive, entre-

preneurial environment.DOLL is a platform where private actors can develop new,

sustainable LED street lighting systems that will be able to meet current and future needs of municipalities. So far, 36 national and international companies have joined, applying more than 60 different products on 12 kilometres of roads and paths making DOLL the biggest outdoor Living Lab of its kind in Europe.

The potentials of using LED street lighting are big. The tran-sition from conventional street lighting to LED is estimated

to reduce energy emissions and costs with about 50 per cent. In DOLL certain areas have sensor technology applied to LED lighting so that street lighting lights up when cars or pedestrians are nearby and dim down when there is no activity in the area. Technologies like these, which combine LED lighting with smart sensors, only use 20-30 per cent of the energy that is consumed by conventional street lighting. Besides the use of smart sensor technology, DOLL Living Lab has a Sustainable Lighting Park with lightingdriven by solar panels and wind energy, which make the LED sources self-powered.

When you take into consideration that street lighting accounts for up to 40 per cent of a city’s electricity costs, as has been shown by a report recently released by Pike Research,the technologies being developed at DOLL can have a great impact – both on the environment and on cities’ electricity bills.

SHuge savings in costs and emissions

Jens Marl Christiansen


SMART INFRASTRUCTURE

However, a project of the size of DOLL intends to reap more benefits than environmental sustainability and

economic savings. With the many small, medium-sized and large companies connected to DOLL, the intention is to facilitate an innovative incubator environment where entrepreneurs can get continuous feedback on their devel-opments. Thereby, start-up companies are able to get the necessary guidance and overcome the hurdles that new companies usually face. As DOLL facilitates advice and dialogue between municipalities and companies, start-up companies are able to develop their innovations in accor-dance with the municipalities’ needs.

Meanwhile, it is not only small companies that have noticed the benefits of being able to test their products in a real urban environment. Some of the leading companies in IT and lighting technology, such as Cisco and Zumtobel, have seized the opportunity, invested the necessary capital in the project and are also using the unique testing area.

Although different, smart LED solutions are being developed by different producers at DOLL, this does not hamper the project from getting an integrated overview of lighting in the area. As every LED solution in the area features a distinct IP-address, the lighting sources can be controlled from the central DOLL Visitor Center. Furthermore, the lighting sources are able to send information back to DOLL Visitor Center where the information is graphically displayed. Such technologies can help municipalitieswith urban planning and maintenance as it can offer real-time information, helping to detect how the city is used and make sure that everything is running smoothly.

The advances made by DOLL so far have not gone unnoticed. In September 2015 alone DOLL had visits from China, Taiwan, Canada, Croatia, France, Korea, Bosnia and Herzegovina. Just as DOLL itself is a heterogeneous entity composed of various private and public actors, the visitors that come to DOLL both representprivate companies, municipalities and institutions of higher education.

DOLL has now moved into the second phase where the infrastruc-ture outdoor street lighting in DOLL Living Lab has moved be-

yond only supporting LED solutions. The technological infrastructure in DOLL Living Lab is at a stage where it can be the backbone of new and smart urban services.

As CTO of DOLL, Kim Brostrøm, says about the expansion of the technological scope of DOLL: “We will in the coming years demon-strate and test some of the Smart City solutions that everybody is speaking about, but few have seen. This is e.g. parking solutions, sen-sors in the sewerage system that can detect if the sewer is about to become flooded, or sensors that sense whether the trashcans need to be emptied. The ambition is that we will demonstrate some of the ten to twenty most well-known cases within the next couple of years.”

Besides these solutions, the plan is that DOLL Living Lab will also apply air sensors to track air pollution and sensors in lampposts will be able to tell car drivers where they can find a free parking space, which has the potential of saving gasoline and thus CO2. However, if such an infrastructure is to be truly smart, it should not be reduced to mere hardware – it is important that the hardware innovations are fol-lowed by parallel developments in software. Software developments,

which in this case will be provided by the Danish Technological Uni-versity and some of the partnering companies, should make the data that is gathered by urban sensors easily accessible for citizens and decision-makers – e.g. smart parking solutions should be followed by apps that display the nearest available parking lot on the driver’s smart phone.

By adding further smart urban services to the DOLL project, DOLL promotes its mission, to make Smart City developments con-crete rather than abstract. Having concrete Smart City solutions is what has made DOLL interesting for visitors from around the world. Due to the growing demand for visiting DOLL and other living labs in Greater Copenhagen, Gate 21 and three Danish municipalities in Greater Copenhagen have arrangedan international Smart Cityconfer-ence, ‘Copenhagen Smart Solutions 2016 – Living Labs for Liveable Cities’, that will take place on the 7th and 8th of June, 2016 in Copen-hagen. During this event, the attendees will have the opportunity not only to see the applied technologies at DOLL, but also to learn about the larger processes that made DOLL and other testbeds for smart solutions possible in Denmark.

Smart City as a Business Case

Infrastructure for Smart Urban Services


An Opportunity to Transform Indian Cities into Global Destinations

Smart City

Today’s cities face significant challenges – increasing populations, lack of physical and social infrastructure, environmental and regulatory re-

quirements, declining tax bases and budgets and increased costs – at the same time identifying new and smart ways to manage the complexity of urban living; and ways to target problems ranging from pollution, over-crowding and sprawl to inadequate housing, high unemployment ,resource management, environmental protection and rising crime rates.

The challenges of urban housing, especially for low-income popula-tions, infrastructure provision, and the delivery of a variety of urban ser-vices including (among others) water, sanitation, education and health are long-standing.

With a view to modernizing India and accelerating the process of urban-ization, Narendra Modi, Prime Minister of India had envisioned creation of 100 smart cities in next 5 years. The idea was to develop satellite towns of larger cities and modernize existing midsized cities.

As per Smart Cities Council, a smart city is the one that uses in-formation and communications technology (ICT) to enhance its

liveability, workability and sustainability. Smart city works in three simplest processes i.e. first, a smart city col-lects information about itself through sensors, other devices and exist-ing systems, next, it communicates that data using wired or wireless networks and third, it analyses that data to understand what’s happening

now and what’s likely to happen next.Smart city in developed countries is perceived as more of augmen-

tation to the existing infrastructure through application of IT including sustainable development. However, in Indian context, the approach is different, since many cities lack basic infrastructure, institutional framework and proper governance, Smart Cities initiatives will have to focus on providing basic needs through IT enabled solutions.

Recently, Cabinet approved two flagship schemes on 30 April 2015 i.e.100 smart cities Mission and Urban Rejuvenation Pro-

gramme for 500 towns and cities to make the urban areas liveable.As per this mission, Smart city is aimed to promote adoption of smart solutions for efficient use of available assets, offer economic activities, investment and employment opportunities, and quality of life to wide range of residents with the following parameters:

- By JLL

Challenges in cities

What is Smart City?

Smart CityMission in India

Smart City

Competitiveness refers ability of the smart city to create employment opportunities, attract investments and people. The ease of being able to do business and the quality of life it offers determines its competitive-ness. Sustainability includes social sustainability, envi-ronmental sustainability and financial sustainability.Quality of Life includes safety and security, inclu-siveness, entertainment, ease of seeking and obtaining public services, cost efficient healthcare, quality educa-tion, and opportunities for participation in governance.

SMART CITY


Smart City will help in developing all infrastructures, human resources, industries, technologies, educations, health and medical, banking and finance, retails, tourism and heritage places, art and culture, natural resources utilizationIncrease opportunity for domestic investors, foreign investors, developers, buyers, industrialists, employers etc.Investor friendly policies will help attracting huge FDI Increase in investment, rise in tourism, rise in employment, expansion of industries/ corporates will lead to higher GDP contribution from smart citiesCost reduction by approaching smarter initiatives in sectors such as transportation, energy, water, security etc. Crores of jobs will be created around the India in Smart CitiesRevenue generation to state and central government in every year

Success of these smart cities will depend on the efficiency of the following components which are considered as pillars of smart city.

The concept of smart cities has its challenges, especially in India. For instance, the success of such a city depends on residents, entre-

preneurs and visitors 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 tech-nology, but a high percentage of the total energy use is still in the hands

of end users and their behaviour. The real challenge before the Govern-ment is to build inclusive smart cities for all its residents, irrespective 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.

Four Pillars of Smart City (Infographic)

Conclusion

Project Advantages

Physical Infrastructure

Multimodal Public Transport24x7 Power SupplyZero Emission: Solid and Liquid WasteAssured and Metered Water SupplyHigh-Speed Broadband Connectivity

Social Infrastructure

Inclusive Development: Affordable Housing, Night Shelters etc.Quality Education in all NeighbourhoodsHealthcare in all Neighbourhoods: Tele-medicineEntertainment & Recreational FacilitiesCultural, Sports and Fitness Centres

Economic Infrastructure

Skill Development CentresIncubation CentresTrade Facilitation & Logistics Centres SME ClustersInstitutional Finance/BankingWorking Women Hostels and Crèches

Institutional Infrastructure

Minimum Government, Maximum GovernanceEGovernance – 24X7 Online Public Service DeliveryEase of Doing BusinessCitizen EngagementSafety, Security, EnforcementTransparency & AccountabilityDisaster Management & Resilience

SMART CITY


SMART CITY PLANS THROW UP A RANGE OF VISION STATEMENTS

SMART CITIES NEWS

The enthusiasm about Smart City Plans under preparation resulted in huge citizen par-ticipation with over 15 lakh citizens from urban areas contributing to the same with their views and suggestions using ‘MyGov.in’.15,01,417 citizens posted their comments, views and suggestions besides voting in response to various proposals of cities included in the Smart City Mission till yesterday i.e November 30,2015. Various cities have solicited citizen participation in the preparation of Smart City Plans since September this year using My-Gov.in platform.

mart City Plans for 95 cities received in the Ministry of Urban Development have thrown up a variety of vision statements ranging from becoming clean and green to being a multi-func-tional tribal hub.

A perusal of Smart City Plans of 50 cities revealed that 11 cities aimed at emerging as clean, green and sustain-able cities followed by 9 cities seek-ing to leverage rich cultural heritage legacy for stimulating development, 8

cities stating economic growth and de-velopment upfront as the core of their vision and the rest seeking to emerge as tourism hubs, port cities, education and health hubs, industrial and institu-tional centres etc., taking advantage of unique features and strengths of respective cities. Promoting economic development, improving quality of life and enabling inclusive urbanization is mentioned as part of the vision by most of the cities.

Pasighat : A well managed clean, green, environment friendly city with a character of its own defined by scenic beauty, intellectual capital, eco-friendly tourism and an inclusive capital.

Visakhapatnam : Seeks to be a healthy metropolis while Warangal in neighbouring Tel-angana is keen to emerge as vibrant regional economic hub besides being clean and green.

Kakinada : To transform from Pensioners’ Paradise to economic destination

Tirupati: A right place to live, work and visit with a high quality core infrastructure in an inclusive manner, which is intelligently and efficiently managed to con-vert the holy city into a smart city.

As required under the Mission Guidelines, each of the Mission Cities has formulated City Vision Statement based on citizen consultations. City vision statements State-wise are given below:

S

Arunachal Pradesh Andhra Pradesh


SMART CITIES NEWS

Lucknow is keen about emerging as a clean, green and efficient citizen centric city with a modern economy and outlook anchored in its tradition, heritage and culture with better quality of life.

Biharshariff: To emerge as a tourism gateway

Chandigarh: Seeks to be an ideal city which is innovative, dis-tinct and dynamic, economically vibrant, accessible and livable.

Panaji: To be transformed into a world class, envi-ronmentally sustainable and inclusive city while preserving its heritage, cultural diversity and eco-systems through innova-tion and smart solutions.

Dahod: sought to emerge as a dy-namic Dahod and a multi-functional activity hub for tribals.Gandhinagar: An institutional hub with diversified economic base that provides equitable setting for all to live and work with better quality of life and infrastructure.Rajkot: To become a sustainable, modern, affordable, resil-ient and technology driven smart city.Surat: Providing equal access to best quality physical and so-cial infrastructure and efficient mobility through state of the art technology.Vadodara: To be a sustainable and clean city with an efficient, sophisticated, skilled and people centric administration offer-ing best quality services to its citizens.

Bilaspur: To be the cultural capital of the city.

Bihar Chandigarh Chattisgarh

Goa Gujarat

Karnal: To become economically flourish-ing while embedded in culture and history.

Haryana

Himachal Pradesh

Dharamshala: To be a smart, sustainable and resilient city with a global imprint and enhanced quality of life for its residents.


SMART CITIES NEWS

Ranchi: To develop as an industrial centre through inclusive growth practices to enhance quality of life by adopting smart and sustainable methodology.

Jharkhand

Kalyan –Dombivili: To facilitate a convenient liv-ing habitat for its citizens with excellent transit fa-cilities and enable easy access to other parts of Mumbai Metropolitan Re-gion.

Maharashtra

Karnataka

Madhya Pradesh

New Delhi (NDMC)

Mangaluru: To be a clean and green port city, nurtured by a vi-brant community and educated and industrious citizens with pluralistic cultural heritage and health care services, using eco-friendly tech-nologies for affordable, safe and quality urban life.

Davanagere: Aspires to be a city where LIFE nestles. L-Livable, convenient and safe; I-Inclusive; F-Financially vibrant and futuristic; E-Edutainment, Economic prosper-ity and Environment friendly.

Hubbali-Dharwad: To be the growth engine of North Kar-nataka by unlocking city’s potential and leveraging location-al advantage and human resources.

Belagavi: A livable, inclusive and vibrant city with access for all citizens to good quality and affordable physical and social infrastructure and employment opportunities.

Indore: To enter an era of rejuvenation by envigorating city’s rich cultural and eco-nomic heritage and innova-tion in spatially restructured and sustainable urban de-velopment, mobility, environ-ment, infrastructure, gover-nance and citizen services for better living.

Sagar: Revitalize the city as a regional commercial mode creating new business op-portunities and vibrant living spaces for safe and connect-ed communities.

New Delhi Municipal Council (NDMC) in its vision statement aimed at emerging as the global bench mark for a capital city.


SMART CITIES NEWSOdisha Puducherry

Rajasthan

Tamil Nadu

PunjabBhubaneswar: To promote respon-sible governance through participa-tory decision-making and open ac-cess to information and technology.

Roukela: To develop as an indus-trial centre through inclusive growth practices to enhance quality of life of the people by adopting smart and sustainable methodology.

Oulgaret: To emerge as the most preferred tourism and green industry smart city evolved on the concept of ‘work-live-learn-play’ environment.

Amritsar: To be a vibrant heritage city with world class and eco-friendly in-frastructure leading to en-hanced economic growth through responsive re-source management mak-ing it a clean and green city.

Jaipur: Aspires to leverage its heritage and tourism, through innovative and inclusive solutions, to enhance the quality of life.

Kota: To ensure high quality life through creation of inclusive social and economic opportunities, enabled by infrastructure and governance.

Udaipur: To be the ‘Eternal Udaipur’ and world’s favourite lakeside heritage city.

Tiruppur: To be the textile and apparel smart city where enter-prise and social collaboration thrive helping its people live, learn and work better by using leading technologies.

Thoothukudi: Most preferred port based and industrial smart city evolved on the concept of ‘work-learn-live-play’ environment.

Tiruchirapalli: To be the transportation hub of Tamil Nadu with state-of-art infrastructure, enhanced inter and intra city connec-tivity and better quality of life.


SMART CITIES NEWSUttarakhand

Uttar Pradesh

West Bengal

Dehradun: To establish the city as eco-friendly knowledge hub of the region, infusing technology for providing timely and accu-rate information to citizens and authorities for decision making and improving the ease of doing business for promoting tourism.

Aligarh: Envisaged becoming an economically vibrant, environment-friendly smart city while conserving heri-tage and culture, by promoting communal harmony and sustainable urban infrastructure.

Agra: To further consolidate as a world class heritage city with increased economic opportunities for all citi-zens.

Bareilly: To be an economically vibrant city with high public safety, clean environment and eco-friendly mo-bility.

Kanpur: To enhance the identity of the city and provide better quality of life through gover-nance, social, spatial, economic and environmental impacts.

Rampur: To unleash the full potential of the city besides emerging as a clean, green and smart Rampur.

Moradabad: To make a global impression as a clean, green and smart brass city with best quality of life for citizens.

Saharanpur: Promoting and developing local art and skills by engaging citizens in smart development enabled by the use of technology in city governance and management for better living.

Bidhannagar: Clean, green, safe, socially embracing, livable and pro-gressive city attracting new age service professionals.

Durgapur: To be clean, green and smart Durgapur.

Haldia: To be the sustainable and smart port city. A city to enjoy and grow.


SMART CITIES NEWSOVER 15 LAKH CITIZENS CONTRIBUTED TO

SMART CITY PLANS USING ‘MYGOV.IN’

The enthusiasm about Smart City Plans under preparation resulted in huge citizen participation with over 15 lakh citizens from urban areas contributing to the same with their views and suggestions using ‘MyGov.in’.15,01,417 citizens posted their comments, views and suggestions besides voting in response to various proposals of cities included in the Smart City Mis-sion till yesterday i.e November 30,2015. Various cities have solicited citizen participation in the preparation of Smart City Plans since September this year using MyGov.in platform.

itizen participa-tion is given a weightage of 16% in the evaluation of Smart City Plans in the second stage of ‘City Challenge Competition’.

Bhopal topped the list with 1,14,529 citizens responding to various as-

pects of the Smart City Plan for the city followed by Indore with 1,07,628, Allahabad -1,03,152, Haldia-75,763, Jhansi-61,048, Udaipur-60,129, Aligarh-49,484, Gwalior-47,164, Sha-ranpur-45,290 and Jabalpur-38,805, making the top 10 cities in respect of citizen participation.Biharshariff (25732) in Bihar, Kakinada(22077) in Andhra Pradesh, Chandigarh(21252), Oulgaret(19427) in Puducherry, Tirup-pur(19395) and Thoothukudi(18536), both in Tamil Nadu, Raipur(14472), Bilaspur(13679), Varanasi(11790) and Faridabad (11342) were among the top 20 mission cities that made good use of MyGov.in for citizen participation in preparation of Smart City Plans.

These are followed by Chandigarh, Rourkela, Solapur, Hyderabad, Agra,Gandhinagar, Moradabad, Chennai, Warangal, Namchi(Sikkim), Bareilly, Aizawl, Karnal,Durgapur,

Kanpur, Surat and Nashik.Officials handling ‘MyGov.in’ said that this scale of citizen re-sponse and participation in preparation of Smart City Plans is huge and unprecedented and is driven by the buzz created about development of smart cities. According to them, this has far exceeded the response to all other proposal. The issue of ‘Net Neutrality’ has received 72,000 responses on MyGov.in during one month between July 15-August 15, this year. Prime Minister’s weekly ‘Man Ki Baath’ on All India Radio receives about 60,000 responses.

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MOUD RELEASES FAQS UNDER SMART CITIES

MISSIONIt is difficult to implement water and sewerage projects specific to areas as the large infrastructure needed are gen-erally created for the entire city. How to address this?

Answer –Typically, water and sewerage system are sub-divid-ed into smaller geographical areas (e.g. zones). While select-ing areas, it would be prudent to keep the smaller geographical units in view.

Will the Centre provide separate funding for the prepa-ration of Smart City Proposal in addition to the Rs. 2 crores sanctioned as A&OE charges?

Answer – Rupees Two Crore released for each shortlisted city is to take care of A&OE expenses, including the prepa-ration of Smart City Proposal (SCP). However, separate funding will be provided from the World Bank assisted CBUD Project for meeting the cost for payment to Consulting Firms.

As the Mission lays focus on convergence of various parallel programmes, what efforts are being taken by MoUD to en-sure convergence at policy level between various ministries

at GOI level?

Answer – MoUD will coordinate such convergence at the National level.

While planning for making our cities Smart, one should also address the resilience aspects. Whether the mission guidelines cover the resilience aspect adequately?

Answer – Resilience is an important aspect while making SCP and has been emphasized in the mission guidelines and is one of the criteria to evaluate the SCP (Annexure 4, criteria 5.c, page 35).

What are the institutional structures (PMUs) to be established for the implementation of Smart Cites Mission?

Answer – Comprehensive Capacity Building Programme (CCBP) has been re-aligned with AMRUT and Smart Cit-ies Mission, under which adequate human resources on ground will be placed (State & City MMUs) to pro-vide human resources to provide technical support to States/ ULBs.


What are the best practices available in the areas of renew-able and sustainable energy efficient models?

Answer –The consulting firms should be tasked to list out all such best practices during preparation of SCP.

Whether a financial intermediary at central level is being created to cater to the funding needs of various cities for the implementation of smart city projects?

Answer – Only a financial intermediary at the state level is proposed.

What are the roles of handholding agencies under the Mission?

Answer – The handholding agencies (multi-lateral and bi-lateral) will provide technical assistance to Cities/States in preparing Smart City proposals. They will also act as knowledge patners.

What will be the boundary of the Smart City?

Answer – For Retrofitting and Redevelopment options, statu-tory limits of ULB will be the boundary and for Greenfield development, it can be beyond the city limits, but within the notified planning area of the City.

The minimum area requirement for the Redevelopment model is 50 acres, which seems notfeasible in case of cities in North Eastern and hilly states. Whether the requirement of minimum area is flexible and can be reduced for such areas?

Answer – In terms of Para 5.3 of the SCM guidelines, for North Eastern and Himalayan States, the area proposed to be developed will be one-halfof what is prescribed for any of the alternative models.

For each city, GoI will provide Rs.500 crore and States will contribute its matching share of Rs.500 crore. This Rs.1000 crore will surely be not adequate for development of a city as smart city under SCM. How the convergence with other schemes be ensured for Smart Cities Mission?

Answer – While preparing SCP, cities must make con-vergence of SCM with other Government Schemes. For example, core infrastructure projects for entire city could be taken up under AMRUT, SBM and HRIDAY and then area se-lected for development as smart city could be taken up and smart solutions could be applied under SCM. Further, apart from the convergence with other schemes, there are a lot of other sources been identified for financing the SCM which can be seen in para 11.3 of the SCM guidelines.

What are the various institutional arrangements which the cities should plan for under the Smart Cities Mission, like SPV, etc.?

Answer – The SPVs may be formed after the selection of 20 cities in stage 2 of the challenge.

How MoUD will support States/cities clarify their que-ries during the smart city proposal preparation process?

Answer – MoUD is in the process of setting-up a Toll Free Number for all queries and clarifications. However, the States/ Cities at any point of time, feel free to contact/approach National Mission Directorate for any clarification.

There is overlapping between AMRUT and SCM. Activ-ities which are eligible for financing under AMRUT are also in SCM which is creating confusion. Clarification needed on this?

Answer – AMRUT and SCM are complimentary to each other. Cities may take up the core infrastructure for the full city under AMRUT and choose areas for development under the Smart City Mission. In due course, the City can replicate the area based development to other areas of the City.

What are the resource pool available for the cities to ac-quaint with the best practices/ smart solutions?

Answer – The Consulting Firms should prepare an exhaustive list.

Weather regional language option available in the ICT, citizen engagement tool developed by MyGov?

Answer – MyGov is a Unicode enabled site. It allows people to submit their views/ documents in any language. But, under the present set-up, the analysis of the data received can be done only in English and Hindi. Efforts are being made by MyGov to build-up the team for other languages as well in due course of time. Cities and States can also provide help in this regard through the local support.

As per SCM guidelines, minimum of 10% of energy requirement should be sourced from the renewable energy sources. This needs regulation at State levels. Whether the central government will facilitate the states to bring in these regulations?

Answer – The HPSC is expected to handle such coordinating issues.

Whether the retrofitting/ redevelopment/ greenfield development should be taken up for a contiguous areas as stipulated in the guide-lines?

Answer – Yes.

What are the procedures for selection of private partner and implementation of SPV?

Answer – The selection of the private partners for the remaining share will have to be decided by State/ ULBin a transparent and fair manner.

Can we propose tariff structuring for water supply and sewerage as part of SCP?

Answer – The SCM and AMRUT are complementary. Regard-ing tariff structuring, AMRUT Reforms given in Annexure-I of the AMRUT Mission Guidelines may be used for guidance.

SMART CITIES NEWS


According to Sebi guidelines, any municipal body issuing debt securities to public must have the bonds listed on an exchange and get a rating from at least one credit rating agency.An urban local body (ULB) making public issue of debt securities can only issue revenue bonds. The revenue bonds would have a maximum tenure of 30 years or such period as specified by Sebi from time to time. The issuer shall appoint at least one merchant banker.

SMART CITY PROJECT MAY GIVE MUNICIPAL BONDS FRESH LIFELINE

SMART CITIES NEWS

The government is making a fresh push for Tier-II and Tier-III cities to issue municipal bonds, as this would help in financing projects under the Smart Cities initiative. The starting point will be a project to issue a fresh round of such instruments in five or six months.

he finance and urban development ministries are trying to identify cities whose urban local or municipal bodies could issue such bonds to finance specific projects. Such cities must meet norms in this regard of the Securities and Exchange Board of India (Sebi) and of the Jawaharlal Nehru National Urban Re-newal Mission (JNNURM).

Under Sebi’s norms earlier this year, munic-ipal bodies need to have a strong financial record. There should been no negative net worth in any of three immediately preceding financial years and no default in repayment of debt securities or loans from banks or fi-nancial institutions in the past year.Under JNNURM (it was an important scheme of the previous government), urban local bodies to qualify needed to adopt a modern and accru-al-based double entry system of accounting; their books have to be in order and audited regularly.

T

An Senior Official Said

“A number of Tier-II and III cities have cleaned their books, switched to double accounting and have got

audited. This puts them in a position where their bonds could get invest-ment-grade ratings and be able to attract investors,” said a senior

official. Although officials declined to specifically name the cities whose names are being discussed, these

are understood to be from Gujarat, Odisha, Andhra, Maharashtra, Tamil Nadu, Madhya Pradesh and Chhat-tisgarh. The first of such issuances is expected to hit the markets in

five-six months.


SMART CITIES NEWS

VISAKHAPATNAM: REFORMING PROPERTY TAX LAWS TO BOOST MUNICIPAL REVENUES

The Problem Like other municipali-ties in India, the Great-er Visakhapatnam municipality needed an efficient system for assessing and collect-ing property taxes.

Property taxes comprise 25% to 30% of municipal revenues. The previous Urban Renewal Mission mandated that the city reform its property tax systems. Spe-cifically, the city needed to implement an online system for property tax collection through GIS mapping.

The Solution In order to im-prove property tax collection, the municipal-ity of Greater Visakhapatnam introduced new

collection practices. The city began following the Annual Rental Value System to calculate property tax on the basis of a building’s type and tax zone. To improve tax collection, the city introduced a new web-based tax assessment system. The city also created a database of properties us-ing GIS technology, and enhanced its data by going door-to-door.

The Results In 2013-14, the total number of properties regis-tered in the tax system rose to 4,14,123, a 100% coverage and

11% higher than the year before. The city was now assessing more homes and increasing its revenues. The mu-nicipality’s property tax collection efficiency rose to 85% in 2013-14. Collection of revenue from property taxes doubled from 7,785 lakh rupees in 2010-11 to 14,433 lakh in 2013-14.


SMART CITIES ASKED TO PROVIDE FOR PIPED NATURAL GAS SUPPLY AND CNG STATIONS

Ministry of Urban Development recently asked the States and Urban Local Bodies to provide for Piped Natural Gas (PNG) supply and CNG stations in the cities selected for development as Smart Cities. They were also asked to ensure convergence of various schemes of the Central Government aimed at enhancing energy supply and related infrastructure in the Smart City Plans under preparation.

hese were conveyed to States and ULBs at a ‘Smart City Pro-posal Enhancement Workshop’ organized by the Ministry of Urban Development here today.

Shri Ashutosh Jindal, Joint Secretary(Petroleum and Natural Gas), in his presentation said that supply of gas is not a constraint for enabling

PNG supply in Smart Cities and urged the urban local bodies to ensure speedy approvals for laying City Gas Distribution(CGD) Pipelines in smart cities. He informed that currently, 30 lakh PNG connections have been provided in 67 cities including 35 smart cities and the remaining Smart Cities need to be covered by piped gas supply. Informing that about 25 lakh vehicles are now running on CNG, Shri Jindal urged planning for CNG stations in smart city plans.

T

Shri Ashutosh Jindal Joint Secretary ( Petroleum and

Natural Gas )

Shri Tarun Kapoor, Joint Secretary, Ministry of New and Re-newable Energy urged Smart Cities to ensure Roof Top based

solar power generation as a part of measures to ensure that 10% of energy demand is met from solar power. Shri Kapur stressed on green construction technologies which can save energy by over 30%. He asked the cities to send proposals for their inclusion in the Solar City Development scheme of the Ministry.

Shri Tarun Kapoor, Jt. Secretary, Ministry of New and

Renewable Energy

Stating that Digital India initiative is aimed at using digital information as a utility (like Adhar card), delivering government services on demand and digital empow-erment of citizens, Shri Rajiv Kumar, Joint Secretary, Department of Electronics and IT urged the smart cities to make use of infrastructure being provided for enabling smart solutions for video-monitoring of crimes, effective management of water, power, traffic, solid waste etc.

SMART CITIES NEWSCNG


LONDON: AUTOMATING CONGESTION PRICING

SMART CITIES NEWS

The Solution In 2003, the city levied a surcharge for decreasing congestion in Central London. It began charging single-occupancy vehicles a fee to enter, drive, or park in Central London during working hours. The daily fee could be paid before or on the day of travel through various means—online, by telephone or text message, at select shops and petrol stations, and by post. For convenience, customers could also register to pay via an automated payment system. The system recorded the number of days a vehicle traveled to the congestion zone each month and billed a credit or debit card accordingly.

The Problem In the late 1990s, London suf-fered from some of the worst traffic in the U.K. In Central London, average traffic speeds would often dip below 10 mph,

the lowest since the city started collecting traffic data. Delays cost both the city and its residents time and money.

The Results Within a short time, traffic levels in Central London fell by 20% and traffic congestion by 30%. The city recorded a 16% reduction in car-bon emissions and an estimated 40-50 million litres reduction in fuel consumption. Many citi-zens switched from private to public transport,

and the city saw an 83% rise in bicycle trips.In 2007, the city extended congestion pricing to other areas of London, and now raises £122 million in fees annually. The money is reinvested in improving public transport, road safety, and energy efficiency.


tating that mobility in urban areas of the country has come to be a har-rowing experience, Minister of Urban Development Shri M.Venkaiah Naidu has called for radical changes in urban planning to ensure reliable, efficient and affordable public transport in urban areas. He expressed concern over lack of equity in the use of public spaces like roads in urban areas of the coun-try, with car owning class using them more at the expense of common man.The Minister said :”Mobility in urban areas is the key determinant of quali-ty of urban life. For many, life in urban areas is a nightmare. People move out of homes, mostly to make a living and this is turning out to be harrowing ex-

perience”.Shri Naidu elaborated that the ob-

jective of developing smart cities is not to encourage use of private cars but to see that even car owners take to public transport. Atal Mission seeks to promote non-motorised transport like walking and cycling to work.Stating that lack of first and last mile connec-tivity is affecting use of public transport, Shri Naidu said that New Delhi Munici-pal Council has been asked to conduct a study for providing such connectivity to metro services in NDMC area.

SMART CITIES NEWSSMART CITIES TO MOVE PEOPLE NOT CARS, THROUGH EFFICIENT PUBLIC TRANSPORT, SAYS SHRI M.VENKAIAH NAIDUExpressing concern over rising motor vehicle population and its consequences like congestion lowering GDP by about 3.50%, rising accidents and air pollution, Shri Naidu suggested proper integration of land use and transport planning, traffic demand man-agement by increasing the cost of using private vehicles, promotion of efficient public transport and environment protection.To address these issues, Shri Naidu suggested policy interventions like imposing deterrent congestion charges, tax measures to re-strain owning and using personal vehicles, promoting vertical construction for dense living, effective parking policies etc.

Shri Venkaiah Naidu noted that infrastruc-ture deficit in urban areas of the country is due to lack of adequate advance planning for future as the country is more used to plan for meeting shortages of yesterday. ‘’Smart City Mission and Atal Mission for Rejuvenation and Urban Trans-formation (AMRUT) have been launched by the Prime Minister to reverse this trend so that cities can begin to prepare for future” he asserted.

S


EC’s suite of transportation solutions is able to integrate multiple technologies, such as railways and buses, together with a common ticket or fare card system to serve all systems. This common ticket-

ing system enables commuters to transfer from one mode to the other easily.

As a full turnkey provider of transport solutions, NEC is able to design, build and commission rail and bus systems, with a proven track record of collaborations with local partners and authorities worldwide. NEC’s advanced transportation technologies for railways, buses and highways offers intelligent solutions in station-and-train-borne communication systems, bus telematics systems and transportation control sys-tems respectively to enhance the service excellence of the operator, making the rides safer and more effi-cient for passengers and drivers.To allow commuters to plan their journeys better, another critical part of the solution is the passenger information system on dis-play panels at the bus or MRT stations which allows commuters to know the estimated arrival times of the next service, and understand the routes easily. This data can be accessed online or on-the-go via mobile applications.

NEC MALAYSIA LAUNCHES INNOVATIVE INTELLIGENT TRANSPORTATION SOLUTIONS IN MALAYSIA

SMART CITIES NEWS

NEC Corporation of Malaysia recently announced the official launch of its transportation solutions in Ma-laysia, as part of NEC’s public safety offerings. As one of the leading ICT providers, NEC has the capability to implement cutting-edge solutions to manage key infrastructure, such as railways, bus networks and highways, which is aimed at making every commut-er’s journey safer and smoother, whether travel-ling by train (i.e. Mass Rapid Transit, Light Rail Transit, Commuter Train & Monorail), bus, or in the comfort of their own vehicles on highways.

N

“Malaysia’s economic prog-ress and rapid urbanization has brought about a need for a more efficient and reliable system to create a sustain-able transport system to support the growth of the city. Security and safety are two key areas that concern authorities, especially with the daily movement of thousands of passengers and vehicles throughout the network. With our proven expertise and know-how in the area of transportation and public safety solutions, NEC Corpora-tion of Malaysia is committed to deliver a quality and seam-lessly integrated transport system, which will provide a safer and more efficient mode of transport to the Malaysian public.”

Adre Lee, Managing Director,

NEC Corporation of Malaysia.


SMART CITIES NEWSAT&T LAUNCHES SMART CITIES FRAMEWORK WITH NEW STRATEGIC ALLIANCES, SPOTLIGHT CITIES, AND INTEGRATED VERTICAL SOLUTIONS

AT&T is building a framework to help cities better serve their citizens. They are using Internet of Things (IoT) innovations to create impactful solutions for cities and forming alliances with technology leaders and industry organizations.AT&T has formed alliances with Cisco, Deloitte, Ericsson, GE, IBM, Intel, and Qualcomm Technologies, Inc. to help sup-port the new framework, building more connected communities.

“We will bring the smart cities framework to several initial spotlight cities and universities that include At-lanta, the Georgia Institute of Technology, Chicago and Dallas.Atlanta is a great city and, thanks to our collabo-ration with AT&T, it will soon be a smarter city. Improving sustainability and increasing public safety are already top priorities for the City of Atlanta. With the integra-tion of AT&T’s Smart City solutions, we will be better positioned to support these initiatives while also enriching the lives of our residents.”

“From water system sen-sors to advanced analyt-ics and energy efficiency efforts, Chicago has already taken steps to become a Smart City. We are excit-ed to team with AT&T, a leader in Internet of Things solutions, to help us harness the power of near real-time information to create a safer, cleaner and more efficient city.”

KASIM REED, Mayor of Atlanta

Steve Cross, Executive Vice President for

Research, Georgia Tech

Brenna Berman, CIO of the City of Chicago

“Atlanta has long demonstrated how pri-vate-public relationships enabled the city to serve as an innovator in many areas of technology and society. Georgia Tech is excited to bring its research competencies to work with the city, AT&T as well as other companies, NGOs, and education organizations to set the standard for building a smart cities framework.”


SMART CITIES NEWS

Mike Zeto, General Manager Of Smart Cities,

AT&T IoT Solutions

Trey Bowles, cofounder of the Dallas Innovation Alliance

“We’ve built strong relationships with cities

across the U.S. for over 100 years. We’re continuing to be a leader in smart cities

innovation. Our holistic strategy can help cities save money, conserve

energy, improve quality of life, and further engage

with their citizens.”

“The Dallas Innovation Alliance is thrilled to work with AT&T on its smart city initiatives for the city of Dallas. The DIA was established to gather the expertise and perspectives of public, private and academic institutions. By working closely with the mayor, city manager, CIO, key non-profit and industry leaders, we look forward to building a holistic approach to smart cities beginning in the West End Historic District in Downtown Dallas.”

IoT Innovations We already help communities solve problems with solutions that connect utility meters, street lights, and water systems. The new framework adds several new categories:

Infrastructure – Cities are able to remotely monitor the conditions of roads, bridges, buildings, parks and other venues. Maintenance crews can identify slick roadways during freezing weather or de-tect bridges that may need repairs.Citizen Engagement – Mobile apps give people information to stay better prepared. For example, you can be notified in near real-time if a traffic light isn’t working on your route. You can also remotely view parking meters and reserve spaces ahead of time.Transportation – Digital signage lets commuters know in near re-al-time when the next bus or train will arrive. People can rent elec-tric bikes at stations across the city to reduce traffic.Public Safety – Cities can better manage traffic patterns of pe-destrians at stadiums, parks, and busy intersections. Gun fire de-tection technology helps law enforcement know where a shooting occurred. It also helps them determine the number of people in-volved and rounds fired.

AT&T is also developing a new digital dashboard that gives cities a high-level look at their communities’ conditions. The Smart City Network Opera-tion Center (SC-NOC) offers cities a dashboard view of how assets are performing in near-real time. City officials can keep tabs on power outages, water leaks, traffic issues, and more – all from one location. We’ve re-cently joined Envision America, a new smart cities program under Envision Charlotte, helping cities become smarter and driving technologies that tackle energy, water, waste, and air challenges. We continue to lead orga-nizations in this space such as the Dallas Innovation Alliance, the National Institute of Standards and Technology (NIST), and the Smart Cities Council.


Billion Electric, a leading networking and energy management solutions provider, an-nounces that it is in a strategic partnership with numerous LED street light vendors to de-ploy its Smart Streetlight Control Solution (LCMS) for a city-wide street light infrastructure project, providing automatic dimming and energy saving controls based on environmen-tal illumination, motion, and regional sunrise and sunset schedules. Billion is in collabora-tion with the Bureau of Energy, Taiwanese Ministry of Economic Affairs to expand its sys-tem capacity controlling up to 6,000 LED street lights for a freeway project.

illion LCMS successfully manages over 412 LED street lights at four dif-ferent street sites that are approximate-ly 20km long. The smart street light project done by Billion is the largest urban installation in Taiwan that con-nects streetlights with IoT (Internet of Things), highlighting centralized asset management, street light failure notifi-cation, and enhanced public security.Unlike other ZigBee and GSM solu-tions, Billion LCMS utilizes the BPL (Broadband Power-Line) technology

to overcome signal instability, elongat-ed installation, and system inflexibility. Billion LCMS provides a strong integra-tion flexibility that can be adopted by international LED street light partners who wish to invest their lighting fixtures in bidding for national smart street light tenders. For 412 street lights projects in Taipei, Billion has achieved an average of 78% decrease in utility consumption and CO2 emission while delivering a faster payback period.

“LED lighting market is extremely competitive and saturated with a few dominate LED light-ing companies. We are excited to see that international LED lighting vendors can leverage our technology to impose system values onto their LED commodities. We can also help the cities around the world to modernize their street light infrastructure to lower operational main-tenance costs, maximize energy efficiency and to enhance citizen safety through the open networking platform. Taipei is now given an upgrade on its public infrastructure and taking a step forward in building an intelligent, well-connect city,”

B

BILLION ELECTRIC TURNS TAIPEI INTO A SMART CITY WITH 412 CONNECTED LED STREET LIGHTS

Martin Chang, Product Manager, Billion Electric


SPACE-TIME INSIGHT, SMUD AND NEC COLLABORATE ON INNOVATIVE SMART ENERGY SOLUTIONS

SMART CITIES NEWS

Space-Time Insight, Inc., SMUD and NEC Corpora-tion (NEC) recently announced they have entered into an agreement to collaborate on technology and business model innovation to meet emerging energy industry needs. Areas of collaboration include an integrated platform for distribution grid management, energy efficiency, distributed generation and energy storage.

s the global energy landscape evolves to incorporate new technologies, more renewable resources and a greater fo-cus on customer experience and data analytics, utilities are working hard to adapt their operations and business models to continue to deliver value to their communities, customers and shareholders.

Space-Time Insight, SMUD and NEC are combining their areas of expertise to create inno-vative solutions to meet the challenges of this new land-scape. Those areas of exper-tise include:

* SMUD: Energy delivery and customer experience

* NEC: Advanced technology manufacturing and integration

* Space-Time Insight: Advanced analytics and visualization

A Arlen Orchard,CEO & General Manager, SMUD

Rob Massoudi,Senior Vice President of Business Development, Space-Time Insight

“We’re excited to help develop new technology that will make utilities more responsive, more ef-ficient, and ultimately able to deliver more value to their cus-tomers. The develop-

ment of new business models for utilities requires collaboration,” says Takemitsu Kunio, Senior Vice President, NEC. “Col-laborating with industry leaders such as SMUD and Space-Time Insight enables us to meet and exceed the needs of utilities, their end users and regulators.”

“Analytics are at the heart of solutions in the IoT economy. Our analytics informed by SMUD’s experience and embedded in NEC solutions will drive innovation for the global utility sector.”

The 3 companies have already begun collaborating, with results expected in the United States, Japan and the Asia Pacific region in 2016.


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