urbana world jan-feb 2016

URBANAA Smart City’s Smart Magazine

www.UrbanaWorld.comVolume # 2 Issue # 1 Jan-Feb 2016 Rs.1/-

LAUNCHING THE SMART CITY PROJECTS

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ECONOMiC ViTALITY Prosperity and public engagement in the data-driven economy

European Project Ecim Uses Integration As A Means To Address Contemporary Mobility Challenges

The Living And Non-Living Testing Grounds Of Smart City Technologies

Role Of Data, Technology And Training In Improving Urban Water Utility Performance

INTERNATIONAL

59Financing Smart Cities : Addresing The Elephant In The Room

FINANCESMART ENERGY & WATER STORAGE

FINANCE

INTERNATIONAL

07Smart Cities Technology Dependency: Is Technology the enabler or driving force ?

SMART IT

Spies In The City

SMART TRANSPORTATION


Better Airport Solutions

10 Things Citizens Except From India’s 20 Smart Cities

CONTENT

24 31SMART CITIES 10

INFOGRAPHIC BY URBANA WORLDINSIDE FRONT COVER

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Extending the Vision, Mission of the Indian Smart Cities Eco-System via Intelligent

City and Community Transformation (ICCT)

Programs and Initiatives

Revenue Assurance For Smart Cities

Smart City Needs Smart Data Needs Smart Government

NEED FOR MORE INNOVATIONS IN WATER & WASTE WATER MANAGEMENT PROJECTS IN INDIA

HALIFAX WATER Drying up water leaks with the PI System

ENERGY & WATER STORAGE

SMART CITIES

FINANCE

SMART CITIES

56UK First As Satellites Are Used To Identify Community Energy Opportunities In Milton Keynes

INTERNATIONAL

ENERGY & WATER STORAGE

CONTENT

16THE IDEA OF SMART PARKING


VOLUME 2Issue # 1

CEO

ANAND GUPTA [email protected]

EDITORS

SAUMYA [email protected]

ARPITA [email protected]

PUBLISHER ANAND GUPTA

PRINTER ANAND GUPTA

PUBLISHING COMPANY DIRECTORSANIL GUPTA & ANITA GUPTA

SUBSCRIPTIONSPIYUSH [email protected]

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SALES & MARKETINGPIYUSH [email protected]

Owner : FirstSource EnergyINDIA PRIVATE LIMITED

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CONTENT Naidu Launched The Smart City Project For Indore On Friday

POLICY

iT

FiNANCE

Us Trade And Development Agency, Andhra Pradesh Government Ink Pact To Develop Visakhapatnam As Smart City

CiTYCity Of Surat To Improve Citizen Services With Ibm Smarter Cities Program

GOVERNANCE

23 Cities Participating In Fast Track Competition Informed Of Gaps In Their Smart City Proposals

Government Announces First Batch Of 20 Smart Cities From 11 States And Delhi

Oracle Ceo Discusses Smart City Solutions For Maharashtra

Smart Cities Will Require Huge Fund Mop-Up Via Ppp: Experts

Internet Of Things (Iot) In Smart Cities Market Worth 147.51 Billion Usd By 2020

Over $150 Billion Investments Required For Smart Cities: Deloitte

Mahindra Genze And At&T Bring Iot Capabilities To Two-Wheel Transportation

Black & Veatch Report: Utilities, Planning Critical To Success Of Smart City Efforts

Rs. 173-Crore Desalination Plant Under Smart Cities Mission

TRANSPORT

ENERGY & WATER

SMART CITY NEWS 63-73

www.UrbanaWorld.com URBANA WORLD Jan-Feb 2016 7

CONTENT

Smart Cities Technology Dependency Is Technology the enabler or driving force ?

Smart Cities’ is being talked in every circle today, especially in India. Though this concept has been there for few years now, it was only in last 1.5 years, this has gained un-precedent momentum thanks to the government backing and focus. In the last few months, there has been a lot of traction in industry around Investment, Planning, Design and solutions. Thanks to industry forums and think tanks, Smart Cities have become the number one discussion point across all conferences and industry events.

Author: Ravinder Pal Singh, Director: Solution BD, Dell India

URBANA WORLD Jan-Feb 2016www.UrbanaWorld.com 8

he word Smart itself is not-Smart enough and does not do justice to describing what exactly it encompasses. This has given way to many self- made definitions and half-baked theories on exactly what will constitute a Smart City. The different theories and different versions are bound by one common factor: Technology.

Now, is Technology the only thing which makes a city smart?Is Technology the enabler or the driver for a Smart City? This debate is definitely worth spending time on. But before that, lets de-cide on what exactly this technology constitutes.

When referring to technology in a Smart City parlance, we normally use two key acronyms: ICT and OT. ICT (Information and Communica-tion Technology) is what we commonly have known as IT. And OT (Operations Technology) is everything beyond IT – the sensors, the auto-mation, the controls and what not. In last few years the distinction between ICT and OT is narrowed to a large extent.

Most of the ICT technologies used in a smart city can be categorized into 3 distinct functions:

a. Connectivity b. Communicationc. Compute

Connectivity is the building block which enables different systems and processes to connect to each other. In technical terms, this layer makes commu-nication easier so different systems can share data and information with other systems and process-es. Commonly used technologies in connectivi-ty are Passive (Fiber/Copper) and Active (Rout-ing-Switching) and forms the base foundation of a Smart City.

Communication systems make communication easy. It serves as the key layer for system and peo-ple involved in talking to each other / view and monitor. Both Audio and Video communication makes it effective for process operators to remote-ly connect, share and perform tasks easily.

Compute systems help in data processing which then create outcomes used for making systems smart. Compute resources like servers, end de-vices, storage systems and applications make data management, integration and analysis possible.

T ICT in Smart City

Operation technologies used in Smart cities can be grouped as below. OT uses ICT as a base to enable processes.a. Monitorb. Controlc. Manage

Monitoring systems mainly use remote processes and automated algorithms to keep a watch on various operational tasks so as to automate them and ensure a timely response. A good example of a monitor system is the CCTV, where instead of keeping human guards at every entry-exit point, we rely on cameras to ensure we are covered. This not only eliminates manual errors but also makes response much faster and reliable.In case of any issue it in-cludes both Monitoring and Control processes and helps Smart City opera-tors to manage various city processes end-to-end.

Control technologies help process owners respond and maintain systems using monitoring as the “eye”. This reduces dependency on humans, thus saving cost as well making processes much faster. This in turn makes oper-ations more reliable with virtually no downtime. Most of the Smart systems are Control systems with high degree of automation in-built.

Management technologies make the end-to-end process effective. A good example of Management technology is an Integrated Building Management System (IBMS).

OT in Smart Cities

To explain how all above technology systems are stacked against each other, here is a symbolic representation of the same:-

SMART IT


Some new technology systems which incorporate both IT and OT features and are often used in tandem are called IOT (Internet of things) systems. IOT is the new buzzword which takes process automation to next level thereby enabling a Smart aspect. Smart Cities rely on IT and OT to connect, collaborate, Compute, Monitor, Control and Manage. The IOT layer helps taking the output of these systems and analyze the same to take decisions which make things really Smart.

SUMMARYLooking at stack above and depen-dency on various technology systems in a city, it is clear that technology is no longer an enabler. It drives operations and tasks with a high degree of precision, flexibility and reliabil-ity which concerts “Automation” to “Smart”. Smart Cities need Smart Systems and Smart Processes to make ICT-OT technologies really smart.

SMART IT


ThingsIndia’s 20

Smart Cities

Citizens Expect From

The buzzword ‘Smart Cities’ has gained a lot more meaning now after the selection of the 20 top cities as Smart Cities out of a total of 98 through a competitive process of selection. It bears mentioning that the selection process for the ambitious 100 Smart Cities mission is the first of its kind in India.

SMART CiTiES


his fact clearly evidences firm intent and inter-est of the involved city managers and citizens to have their cities included in the Smart Cities program. All cities participated with proposals to develop better infrastructure in terms of assured water and power supply, sanitation and solid waste management, efficient urban mobility and public transport, IT connectivity, e-governance – and, most importantly, citizen participation. In the Smart Cities selection process, Bhubaneswar tops the list, followed by Pune and Jaipur in the second and third places. JLL India’s Strategic Consulting team was instrumental in preparing the proposals for two of the 20 selected cities, namely Bhubaneshwar and Chennai. Over the next two years, the Government will identify 40 and 38 more cities respectively through anoth-er round of competitive selection. India’s Smart City Mission marks the country’s next phase of urbanisation, and will contribute to the growth of the nation in a big way. The Smart City Propos-als and Vision of the top 20 cities clearly focus on what citizens want, and the various issues prevailing in most of the cities. From the initial stage till implementation, one underlying ques-tion will dominate - what can citizens expect from these Smart Cities?

The following deliverables are part of most of the Smart City proposals:T

Also, the selection timelines were met without any extensions. This is quite signif-icant, since most Government-related submissions usually tend to get extended for various and sometimes no reasons.

Access To Better Public TransportGrowing urbanisation has increased the number of private vehicles on public roads, leading to massive traffic con-gestion in almost all Indian cities. All selected Smart Cities have undertaken to develop or strengthen their public transportation networks to encourage their increased use and thereby reduce the use of private vehicles. The Smart Cities propose to provide easy access to public transport and enhance mobility by use of ICT (Information & Commu-nications Technology) solutions. Public transport will aid faster, easier and cheaper commuting, and the modal shift from private to public transport will be instrumental in significantly mitigating inner city congestion.

Of the 20 selected Smart Cities, the ones which are focusing on ICT solutions for urban mobility are Pune, Jaipur, Surat, Davanagere, Indore, Belagavi, Udaipur and Chennai.

Putting Pedestrians First‘Pedestrianisation’ and Non-Motorised Transport are integral factors in the proposed ‘smartening up’ programme of cities like Pune, Belagavi, Udaipur and Chennai, the latter also being the first city to implement a Non-Motorised Transport Policy in India. Citizens will enjoy wide footpaths with public seating at regular intervals and easy mobility for the differently-abled. Car-free Sundays will make streets available for citizens to interact and engage in street activities. Since pedestrians are the victims in a large number of major road accidents, on-street parking will be managed and organized to increase their safety. Also, cycle sharing and feeder systems will help citizens achieve better Last Mile connectivity, which is the major hurdle for the successful functioning of public transport. Citizens will have the option to use cycles to commute to their destinations from the public transport mode.

Availability Of Adequate ParkingIntelligent parking management, a part of many of the winning Smart City proposals, will help citizens find parking with ease and even pre-book their parking slot along with online payment modes. On-street parking management will be a reliable revenue source for the cities, and can be used to further strengthen their public transportation systems. Managing on-street parking will reduce traffic congestion, increase the effective carriageway width avail-able for vehicles and reduce fuel consumption and pollution, among other benefits. The cities which have identified this as a prime winning proposition in the Smart City contest are Bhubaneshwar, Davanagere, Indore, Udaipur, Guwahati and Chennai.

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Author- A Shankar National Director, Head - Urban SolutionsStrategic Consulting, JLL India

SMART CiTiES


Hassle-Free Civic ServicesAnother big initiative that the identified Smart Cities are targeting is e-governance, meaning a single platform from where citizens can access all and any details and also help them get all services done. Most importantly, this will enable citizens’ engagement in all aspects of city functioning, as the data sharing or transparency between government and citizens will act as a forum for citizens to understand exactly how their city is functioning. Some of the smart solutions such as integrated fare cards, smart unified city governance, ‘one city one website’, GIS (Geographic Information System) mapping and Wi-Fi hotspots have been considered by Bhubaneshwar, Kochi, Ahmedabad, Vishakapatnam, Davanagere, New Delhi Municipal Council (NDMC), Belagavi, Ludhiana and Bhopal.

Safety Against Natural DisastersNatural disasters are, almost by definition, impossible to pre-vent; however human interventions in terms of precautionary measures can help in minimising losses to life and property to a great extent. The coastal areas are often badly affected by cy-clones and flooding, so cities like Chennai and Vishakhapatnam will concentrate on ICT-based disaster management techniques like sensors, weather forecasts, zero flooding zones, storm water management, etc. to make them safer places to live in.

Neighbourhood SanitationSolid Waste Management through smart solutions for clean roads and a healthy environment is considered as an important factor by cities of Jaipur, Jabalpur, Indore and Kakinada. Recycling of waste will produce renewable energy, ensure safe disposal of solid waste, prevent soil and environmental pollution and reduce depletion of resources.

Easy Access To All Basic InfrastructureSmart Cities aim to maintain basic infrastructure with best quality and 100% efficiency. The efficiency of the utilities in our cities has been an elusive factor till date, thanks to inadequate monitoring and responsiveness. Elec-tricity, sewerage, storm water drainage and water supply will be strengthened in the Smart Cities with a smart layer of ICT applications. Citizens in Pune, Kochi, Solapur, NDMC, Kakinada and Belagavi will benefit from ICT-enabled initiatives such as zero loss monitored by Smart Meters, LED street lighting, 24x7 water supply by source augmen-tation, waste water recycling and sensors to detect sewer system leakages. Pune is focusing on healthcare for low income households and providing training in digital liter-acy, and Solapur is incentivising conservation of water. Chennai aims to create water sources using desalination plants and recycling water to use for various purposes.

City BeautificationAll identified Smart Cities are focusing on developing more ‘lung spaces’ within the city. Smart components like cycling, street furniture, jogging tracks, designated spac-es hawkers, etc. will enhance the aesthetics of the city. Green spaces will get a new dimension with new soft and hard landscapes equipped with Wi-Fi hotspots, providing ideal areas for citizens to relax, exercise and interact. All this also plays a major role in creating a healthy and a sustained environment.

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Reduced Traffic CongestionIntelligent Traffic Management Systems to manage city traffic via various ICT solutions have been considered by Bhubaneshwar, Surat, Ahmedabad, Davanagere, Indore, Udaipur and Chennai. Citizens will enjoy easier transport modes and routes, and also have smart phone access to estimated travel time to their destination by Passenger Real Time information on arrival of buses, trains and e-rickshaws. Traffic Signalling Prioritization of BRTS buses and video surveillance will further ensure safety and prevent traffic violations.

Safer LivingSafety of residents is another aspect that has been assured in Co-imbatore, Kakinada, Udaipur, Guwahati and Chennai. Initiatives such as LED street lighting will boost pedestrians’ safety, as will video surveillance via a Common Control Centre – which will simultane-ously help reduce traffic violations and ensure efficient on-street parking management.

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In Short…Smart City citizens stand to benefit sig-nificantly if the smart cities initiatives are implemented effectively. Implementation through the formation of SPVs is integral to success of these proposals and will determine the success of Smart Cities Mis-sion as a whole; failure to consider this route seriously can prove to be a major stumbling block.

Smart City citizens can expect their city authorities and the involved nodal agen-cies to work efficiently towards finalizing and implementing the committed propos-als, keeping them involved through the citizen’s engagement process, and to see their respective cities compete successful-ly with others in attracting investments.

SMART CiTiES


SMART CITIES TO ADDRESS RAPID URBANIZATION

WHERE IS THE MONEY?

More than half of world’s population i.e. 3.7 billion people now reside in cities and it

is expected to double by 2050. City governments across the world have now began to plan for the future to accommodate the needs of growing cities to ensure uninterrupted supply of utility services for a better quality of life for citizens.

Apart from investing in modern infrastructure facilities, the cities are now tasked with the challenge of adopting clean and green technolo-gies for a sustainable urban eco-sys-tem. Thankfully these technology elements like rooftop solar, LED lighting, electric vehicles, ubiqui-tous connectivity, IoT (Internet of Things), etc., are now becoming more mature, common place and affordable leading to a smart city revolution around the world.

Widespread deployment of intelligent infra-structure across the cities needs sustained

investments. Local bodies need to spend a lot of money to bring it to life and then to continue maintaining it. Banks, financial institutions and even the governments are willing to fund such projects, but they need an assurance that their money is well spent and also recoverable. Munic-ipal corporations have to prove that they mean business by demonstrat-ing fiscal discipline, project monitor-ing, accountability, transparency and above all revenue management.

Local bodies generally have numerous sources of revenue from provision of metered and unmetered utility services, different types of taxes, duties, fees, penalties, rentals, etc., spanning multiple departments, multiple ways of raising demand, multiple payment channels and so on.

Revenue Assurance for Smart

Cities

The term revenue assurance generally refers to the conventional revenue management followed by use of data analysis and process improvements to realize more revenue, profits and better cash flows without influencing demand. Revenue assurance practices and tools are more prevalent in telecom and other utility services companies like power, water and gas. Though a bit complex, revenue assurance can be applied even more successfully to urban local bodies where myriad revenue streams pose innumerable challenges to plug revenue leakage and improve cash flows, so that municipal corporations can confidently invest in smart city initiatives to serve their citizens better.

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Illustration : Ankit Pandey


Obviously it is quite difficult to accurately raise demand for ser-

vices delivered, track dues and ensure 100% collection efficiency due to challeng-es like inaccurate data, inability to generate and serve bills on time, lack of easy payment channels to citizens and so on. This usually results in a sce-nario where most utility services go unbilled, bills are unpaid and tax dues are either under reported or unpaid, leading to finan-cially weak local bodies.

REVENUE ASSURANCE LIFE CYCLE

START WITH COLLECTION EFFICIENCY

Municipal revenue assurance encompasses ensuring 100% effi-ciency in metering, billing and payments collection processes

to plug all possible leakage to ensure good cash flows.

Ensuring 100% collection efficiency is an ideal starting point for a municipality. They should reach out to long term defaulters for a one time settlement or agree for deferred payments or even resort to legal action to bring down arrears

to a large extent. The local body shall provide access to multiple channels of payment to citizens through collection counters, mobile vans, web and mobile apps, kiosks, bank payments, etc., Field staff to be empowered with mobile apps to pursue defaulters and take neces-sary action to increase compliance.

Figure: Different Sources of Revenue in a Municipal Corporation

Figure: Typical Revenue Assurance Lifecycle

Move Closer To Citizens

Clean Up Data

Aim For 100% Billing Efficiency

Integrate Disparate Systems

It is important that the local body takes its citizens into confidence for successful implementation of revenue

assurance measures with the promise of multi-channel citizen engagement. Widespread access to brick and mortar citizen helpdesks, web portals, mobile apps, information kiosks and so on bring the municipality closer to its citi-zens for seeking information, grievance handling, making payments, etc.,

Most of the problems in a city’s commercial operations are the result of inaccurate data on households or

commercial properties and citizens. A onetime exercise of family and property/assets survey, indexing and mapping would help the local body clean up its records to identify and eliminate most of the anomalies with a direct bearing on revenue management.

Having cleaned up all the base data and brought all the systems to a common platform, it becomes much easi-

er to aim at achieving 100% billing efficiency by plugging all loopholes.

Bringing together all the municipal systems across all the departments onto a common platform through

enterprise integration would not only offer a single view of operations, but also

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REVENUE ASSURANCE SYSTEM

Revenue assurance system as a whole is a combination of conventional revenue management applications like enrolments, metering, billing, payments, collections (also known as CIS ap-plications) and accounting coupled with the latest multi-channel citizen engagement tools (also known as CRM applications) with the addition of a robust revenue protection system (also known

as RPS applications) to identify and plug revenue leakage as well as to scout for new sources of revenue.A revenue protection system is primarily meant for maximization of revenue realization by the utilities

by combating the anomalies cropping up in their enrolment, metering, billing, payments and revenue ac-counting functions. It also stands guard against any potential revenue leakage by continuously monitoring real time events and applying machine learning algorithms.

RPS employs big data analytics and machine learning algorithms to identify anomalies which are then converted into actionable exceptions. Each exception is routed through a pre-defined workflow until clo-sure. Field force can access the workflow tasks assigned to them and take actions like physical verification of premises and meters, capturing photographs, serving notices on the spot and so on to prevent multiple trips to the site thereby speeding up issue resolution.

Figure: Typical Smart City IT Environment with Revenue Assurance System Components Highlighted

Empower Field Personnel

Analyse For Better Insights

Equip the field per-sonnel with fully

loaded mobile devices that can accept pay-ments, print receipts and bills, capture evi-dence, track field work and communicate with control room so that the field personnel can be effectively de-ployed for multi-task-ing taking advantage of their location on the field at any given time.

By digging through the revenue

data gold mine, the municipality can gain better insights into lost revenue, potential for improving cash cycles, increasing profitability and even scout for new sources of revenue.

Ratna Prasad Kakani is Principal Solutions Architect at Fluentgrid Limited. He has extensive experience in consulting and implementing large scale system integration projects for revenue assurance and customer management for energy and utility companies and cities across India, Nepal and Afghanistan.

CONCLUSION

ABOUT THE AUTHOR

Certainly revenue management and citizen engagement are the first steps for all smart city aspirants before they embark on any major infrastructure or instrumentation projects. Revenue assurance is of utmost importance to local bodies to have a handle on expected revenue stream so that they can take informed decisions on future investments with as-

sured sources of revenue. Implementation of revenue assurance projects will also help the munici-palities to clean up their records and have an accurate inventory of households, businesses, assets, properties and all forms of revenue sources.

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The idea of Smart Parking

The ‘100 Smart Cities Mission’of the Government of India identifies smart

parking as one of the core infrastructure elements for a Smart City . The increasing pace of motorization within Indian Cities

in the last decade has led to an urgent need to address both on-street and

off-street parking.

recent global study of parking in big cities across the world suggests that the average city driver spends an average of 18 to 20 minutes searching for parking , resulting in driver stress, wastage of fuel, increased emissions, congestion on city streets and decrease in productivity. The study by IBM points out that “drivers in Nairobi averaged 31.7 minutes in their longest search for a parking spot, and commut-ers in Bangalore, Beijing, Buenos Aires, Madrid, Mexico City, Paris and Shenzhen all reported means significantly above the worldwide average. Seventeen percent of drivers in Milan and Beijing and 16 per-cent of drivers in Madrid and Shenzhen spent 31 to 40 minutes looking for park-ing”.

Parking problems are turning out to be ubiquitous and growing at an alarming rate in every major city in India, causing challenges for city administrations and traffic authorities and lack of technology in parking ecosystem keeps on elevating this problem on a daily basis.Absence of real-time parking information for drivers has emerged as key problem for approx-imately 30 million Indian commuters across major cities.

ABY- Jaijit Bhattacharya Partner, Government & Infrastructure Cities & Innovation KPMG Advisory Services Pvt. Ltd.


As per a study done by Frost & Sullivan (2015), a commuter in Delhi spends an extra

HOURS

Hours more in traffic congestion every year

driving more than 150 miles more every year looking for parking spaces. This in turn has a cascading effect such as wasting more than a million gallons of fuel during peak hours, burning more CO2, spending around

80+

250ities are providing information related to real-time status of every parking spot, helping drivers find a free one, pay directly from their phone and all of these through mobile apps. Given the increasingly high us-age of mobile applications in India, smart parking solutions based on mobile app can emerge as a key solution for Indian Smart Cities as part of their larger goal to improve urban mobility and explore dependable reve-nue generation models.

C

Increasingly, Cities across the world are effectively adopting innovative strategies that promote ‘value for money’ by ‘doing more with less’ and address-ing parking challenges by leveraging technolog-ical advancements.

The Frost & Sullivan Study suggests that ‘smart parking’ is going to be increasingly associated with various modes of travel and “involve multiple stakeholders from the automotive, telecommu-nication and infrastruc-ture industries”.

Smart Transportation


The sensor-based smart parking initiative employs a simple con-cept where individual sensors are placed in between the parking slot. Whenever a car gets parked in

the parking slot (both on-street & off-street), it is detected by the sensor. The information from the sensors are relayed to wi-fi receivers, which in turn stores it in the server regarding the current place occupied by the car. This is same in the case when the car leaves the parking space.

The information relayed from each sensor is sent to a mobile phone app, which provides drivers with a real-time map of free spaces. The mobile app also allows a driver to re-serve a parking spot in a convenient parking lot, based on their preferences, traffic con-ditions and availability of public transport. Subsequently based on the parking tariff, the payment of parking fees is facilitated through the mobile app, thereby reducing the need for cash payments.

As a result, this significantly cuts down the amount of time spent searching for parking spaces and, crucially, reduces environmental impacts resulting from congestion and emis-sions in urban areas.

Concept of sensor- based parking management

“Westminster is one of the busiest areas of London where on average drivers spend 15 minutes looking for a parking space, all the while adding to congestion and contributing to air pollution on Lon-don’s roads. It is es-timated that around

half a million vehicles enter the City of Westminster each day, an area of around eight square miles and 30% of all traffic is motorists looking for a space. With only 12,000 parking bays, around 15% of spaces remain unoccupied because drivers are unaware of their location.

It all started with a successful trial involving installation of 189 sensors in five streets of West-minster - including Savile Row, Jermyn Street and St John’s Wood High Street. The trial demonstrated that the sensor based smart parking initiative facilitated drivers to find spaces quickly and easily and in optimis-ing available space.”

Source: www.smartparking.com Source: www.pparke.in

The sensor-controlled parking management system provides citizens with statistical and real-time data to effortlessly locate the current parking space availability or availability at a certain time of day. The driver gets detailed

information about occupied and free spaces available in the parking area through a mobile application and thereafter is able to book the desired parking slot by making a payment using the mobile app. The parking rates and standard policies for each location can be accessed by the driver through the mobile app.

The principal benefit of a sensor-based smart parking initiative for city administration is provi-sion of better parking management and its impact on traffic management and public transport management as a result of improved traffic flow, less congestion, and better mobility. The City

administration is expected to play the role of an enabler of infrastruc-ture such as sensors and Wi-Fi equipment and also act as the key entity for deciding the governance and implementation of the infrastructure required for the sensor-based smart parking framework within its area. The privacy and confidentiality of public information and its usage is also regulated by city administration. The initiative empowers city administra-tors to track payment and overstay violations, get instant information on parking occupancy, revenue generation and provide

They are responsible for developing the software and technology architecture for provision of parking spaces.Service providers are also able to generate detailed descriptive reports and also forecast informative insights that aid in the

development of future parking management strategies for city adminis-trators.Reliable application programming interfaces (APIs) need to be in place so as to offer services to consumers through a variety of mediums (web/ mobile phone apps).

The introduction of sensor-based smart parking systems has potential win-win scenarios for all stakeholders in the urban parking ecosystem within Indian Cities:

Citizens-

City Administration

Service Providers

“PParkE, a BANGALORE based Smart parking start-up has been able to address the issues of revenue leakage, lack of visibility into parking trend etc. by deploying Smart Parking solution in Private garages and Street thereby helping customer to improve parking operations and boost revenue. Full stack Technology Solution of PParkE has a) Smart sensor, b) Apps, c) Analytics that allows connecting parking ecosystem.



The fundamental objective behind sensor-based smart parking is about augmenting service levels for citizens, thereby improving the urban environ-ment, optimizing parking space usage, enhanced revenues through dynamic pricing and promotion

of intermodal travel for citizens.

Key Outcomes of a sensor-based smart parking management

Smart Parking is one key tool in mitigating the transportation issue by optimizing usage of the parking assets in a city. In the process, it makes the city more efficient and less pol-luting, as it reduces unnecessary movement of vehicles which are searching for parking and also reduces random parking that leads to roads being blocked which in turn reduces the average speed of vehicles. Any modern city that is desirous of transforming into a smart city, must adopt Smart Parking, as part of its overall transportation solution.

IN CONCLUSION

ECONOMiC ViTALITY

Prosperity and public engagement in the data-driven economy

e are currently witnessing a new wave of techno-logical advancement that promises to radically transform how “value” is co-created within the global economy. The convergence of technologies such as cloud, big data, analytics, mobile and social collaboration — along with the Internet of Things —, is being called “The 4th industrial revolution.” This revolution is credited with enabling organiza-tions to be more intelligent, more agile, and bet-ter able to scale their operations, optimize supply chains, shift to new business models or even create new industries with unprecedented speed.

Leaders in government, education and health-care should view the transformative potential of new technologies and changing demographics as catalysts for growth, translating them into econom-ic and societal value to improve our cities, regions and nations in the years to come. To realize this opportunity, public sector leaders must continue to address the ongoing challenges of the digital era, creating secure digital networks, safeguarding the privacy of citizens and organizations, setting appro-priate standards and establishing a suitable regula-tory environment. At the same time, public sector leaders must reconsider how they respond to the impacts of the economic changes; facilitating trade and commerce, managing natural resources and developing the workforce skills needed to enable organizations of all sizes to create new value.

In this new era of the 4th industrial revolution, marked by exponentially increasing sources of data and information, ubiquitous digitization, and new expectations for citizen engagement and person-alized services, public sector organizations must challenge and change their traditional organiza-tional mindset. The new economic equation favors transparency and collaboration enabled by growing volumes of available data and a population that is increasingly seeking to shape the services they receive. Government, education and healthcare leaders must embrace opportunities for collabora-tion with ecosystem partners who can expand the resources, skills and expertise necessary to succeed in the data-driven global economy.

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The data-driven economy Paradigm shifts for the public sector

Key consideration: security

In an increasingly competitive global economy, global forc-es are affecting changes in the supply of and demand for goods and services with very real, very

visible impacts on local economies. The adoption of technologies such as social collaboration, mobile applica-tions, analytics, cloud computing, 3D printing, nanotechnology and intel-ligent robots, is rapidly shifting the competitive landscape in almost every industry.

These changes constitute a dra-matic shift towards a new industrial revolution, sometimes referred to as the “4th industrial revolution,” which is transforming the way services are delivered and products are manufac-tured; in fact, they are changing the very nature of “value creation” within economies.

Enabled by interconnected devic-es and the seamless flow of data, the mashup of these emerging and disrup-tive technologies is creating business and social environments that are con-nected and open, simple and intelli-gent, fast and scalable, innovative and reimagined. The results are improved operational efficiencies, optimized supply chains, new business models and the transformation of entire in-dustries. As demonstrated throughout this paper, the results are not limited to industrial firms or even the private sector; innovative leaders in educa-tion, healthcare and governments at all levels are seizing the tools of this new industrial revolution to build their “brands,” creating an atmosphere of innovation and optimism essential to sustainable economic growth.

Harnessing the power of data has the potential to transform whole sectors of our global, national and local economies.

This enables leaders in the public sector to rethink the business of gov-ernment, education and healthcare and their strategic approach to helping communities achieve a high quality of life.

To enable this transition towards a new data-driven economy, the public sector has a critical role to play. While the value cre-ation potential of the 4th industrial revolu-tion and associated technologies is tremen-dous, there are fundamental requirements which must be addressed and for which there are no partial solutions, in particular security and privacy.

While regulatory frame-works are fundamental to protecting sensitive information of all types, frameworks alone are

not sufficient to address both privacy and security risks at the enterprise level. Government, education and healthcare or-ganizations must move beyond traditional security approaches to adopt intelligence to automatically monitor, analyze and priori-tize their risk landscape and address anom-alies in real time. Unlike traditional security approaches, security intelligence combines advanced threat analysis and continuous monitoring to proactively highlight risks

and help identify, track and address threats throughout the organization.

Equally as fundamental to this para-digm shift is the ability of leaders at all levels in the public sector to rethink their own roles and the manner in which their institutions deliver on their mandates. Rather than viewing the data-driven econ-omy merely as a challenge, public sector leaders must move quickly to embrace new opportunities for improving the de-livery of services, optimizing infrastruc-ture and enhancing the quality of life for citizens. This will require a willingness to explore new ways of operating and adopt-ing innovative solutions. However, the re-

wards are significant, with many examples emerging of the transformative potential that the technologies have for bringing value to individual public sector organiza-tions and wider society. Evidence ranging from research studies to case studies to articles in the popular press suggests that this is indeed beginning to occur. Leaders are leveraging the new technologies asso-ciated with this new era to alter their ap-proach to service delivery and contribute to economic vitality.

Indeed, it is increasingly recognized that the public sector can act as a key ac-celerator for a shift towards a digital da-ta-driven economy by leading by example.

FiNANCE


For example, many governments are reviewing their pro-curement policies in order to align these with their inno-vation and digital agenda. As such, the public sector can spur demand for innovative solutions by deliberately pro-curing these before a mature commercial market has been

established. A concrete example of this is the HAPPI project (Healthy Ageing — Public Procurement of Innovations). This program works

to establish long-term collaboration between healthcare purchasing organizations across Europe to identify “ageing well” and innovative health products, services and solutions, and put in place procurement contracts for the benefit of healthcare organizations. This supports the work of the healthcare organizations and improves the services they can provide, but also stimulates demand for innovative healthcare solutions within Europe.

Key consideration: citizen-centric services Projects designed to innovate service delivery and user interactions for public sector organizations must be coupled with data capture and analytic tools. It is no longer feasible to separate an organization’s “front office” system from its “back office” system. Every front office interaction with a constituent—whether that’s a patient, a student or the citizen-customer—can generate data needed to serve the public more effectively, enabling citizen-centric services.

Foremost in many policy con-versations today is the need to ensure that the growth potential associated with the next industri-al revolution does not exacerbate

social exclusion, but rather acts as a catalyst for further inclusion and opportunities for all. The public sector must ensure that the required digital and physical infrastructure is accessible to all, and establish appropriate regulatory frameworks and address concerns about privacy. Moreover, governments and the wider public sector must play a key role in ensuring that all citizens are equipped with the skills required for active participation in a digitally enabled data-driven economy. Since

the current economic transition is taking place within a context shaped by persistent problems of long-term unemployment or underemployment in several countries, ad-dressing the skills and employment challenge must remain a key priority.

Around the world, government leaders are beginning to adopt innovative new ap-proaches for helping the long-term unem-ployed or workers at risk of exclusion from the labor market. For example, in the Neth-erlands, UWV is an autonomous adminis-trative authority commissioned by the NL Ministry of Social Affairs and Employment to support employment, social medical af-fairs, benefits and data management. As part

of its mission, the UWV created The Work Profiler. This is a digital diagnostic tool that evaluates a job seeker’s probability of return-ing to work within a year as well as obstacles which might prevent them from returning to work. The Work Profiler was developed through a three-stage research process (a lit-erature review, a cross-sectional study and a longitudinal study) in order to identify the best predictive factors for work resumption. The Work Profiler continues to evolve. The evaluation tool recently expanded from 20 to 55 items and a digital questionnaire contain-ing these items will be offered online to all clients at 11 unemployment offices scattered throughout the Netherlands.

FiNANCE


Re-imagine what’s possible The examples above highlight the opportunity of complementing many professions with ‘cogni-tive assistants,’ where cognitive computing capabilities are used

to mine data and information to support work and decision making. Such cognitive assistants can offer tremendous help across multiple professions, ranging from health-care and education to legal, finance, media and many more. This will transform the world of work, with improved performance and quality as a result.

The paradigm shift in the public sector is a journey that organi-zations of all sizes around the world must undertake in order to improve the well-being for

citizens and support economic vitality in the long term. When taking the steps toward the creation of successful ecosystems, public sector leaders must therefore be guided by the following principles. Fostering new and creative approaches to addressing problems requires an open

environment based on mutual trust. An excessive emphasis on short-term targets and individual accountability may hamper the innovative potential of employees and partners across the public sector. Leaders must seek to encourage new thinking and experimentation with alternative approaches, regardless .

Principles to create a successful ecosystem

Create a culture of innovation and experimentation

Public sector leaders across the world need to think ‘outside the box’ in efforts to address the challenges and grasp the opportunities of a data-driven economy. As they do so, they need to seek answers to the following pressing questions:

• Does my organization have the right man-date to support economic growth in a da-ta-driven economy? • Are we leveraging the complete knowledge and capabilities of our organization? What can we do with what we know? • Are we prepared to act on what we know? If so, what kind of impact would we have? • What knowledge, capabilities and insight are we missing that would better enable us to meet our desired mandate?

In answering these questions, public sec-tor leaders have access to various tools and methods that can be used.

For example, the city of Philadelphia or-ganized a City Engagement Innovation Sum-

mit to explore the role of technology, citizen empowerment, and academia in transforming Philadelphia. Similar consultative approach-es to foster new perspectives and engage cit-izens and stakeholders in defining the future of their communities and public services are used elsewhere in the world. Moreover, public sector organizations must identify the areas where the application of analytics can improve services and performance. As the example of UWV in the Netherlands shows, analytics can be used to improve the way we tackle many of our societies’ most pressing challenges, and enable public sector orga-nizations to address problems preemptively rather than reactively.

Dr. Martin Fleming, Chief Economist and Vice President, Business Performance Services, IBM

Dr. Jacob Dencik , Senior Managing Consultant for Business Analytics & StrategyIBM

Anne-Rivers Forcke, Marketing Manager for Global Government Industry IBM

About the Authors

FiNANCE


Traffic is the main problem in a city which aspires to be completely Smart and man-aging it efficiently must be our top priority. Cities must be able to link the different technologies that provide data (mobility, issues, noise level, pollution...) and manage them efficiently.

in theSpies City

his smart method of managing traffic can be provid-ed by Sensefields. Its technology of traffic monitor-ing based on magnetic sensors placed on the pave-ment enables us to detect all types of vehicles by means of managing travel times, speed, length, oc-cupancie levels and gaps on each road lane in order to manage traffic in real time. Once this information has been processed and saved, it is sent to the con-trol centers, where it is analyzed in real time or it is used locally by traffic controllers for the adaptative management of traffic lights´ plans.

The magnetometers´ technology is not affect-ed by the type of energy source the vehicle uses, whether oil, gas or electric energy, because the sys-tem enables us to detect the changes caused by fer-romagnetic material on the Earth´s magnetic field. Technology know-how consists of developing the right algorithms to adapt to any environment and be able to detect all types of vehicles in motion.

The ability to manage information enables us to make the right decisions regarding the proper mo-bility management of pedestrians, bicycles and ve-hicles among others, aiming at turning our city into a Smart Mobility City.

It is worth mentioning that in a world with in-creasingly smart cities, many of us ask ourselves how the links between the different Smart technol-ogies will be. That is why it is important that all of us come up with statistical patterns, fix faults and detect patterns in order for the data merge to be nat-urally done. We must value the standardized proto-col and open data format, as well as the emerging standards for the interconnection of infrastructure and Smart Services.

T

Illustr

ation

: An

kit Pa

ndey


In 2015 Barcelona City Council and Management Mobility Centre (CGM), also relied on Sensefields’ products for traffic management. The main objective of this solution was the implementation of dynamic selection systems of traffic plans in two of the main ave-nues of the city: Gran Via de les Corts Catalanes y Avenida del General Mitre.

Dynamic selection systems of traffic lights plans require an important number of traffic data from the specific/crowded area (in real time). Thus, the CGM is able to make the best decision about traffic plans that fully adapts to each situation. That is why, it is very important to get high quality data in real time and keep those levels of accuracy over time.

The selection of Sensefields to face this challenge was not only due to its low associated costs or its fast system installation, but also the need of managing traffic plans of these roads at rush hour, or when there are traffic jams of low and medium levels, the algorithm adapting itself accord-ing to each situation’s needs.

For instance, one of the projects we developed for the Colombian District Secretary of Mobility (SDM) in Bogotá consisted of merging vehicle traffic data (vol-ume, traffic flow level, classification, speed and travel time) with data regarding the mobility of bicycles and issues reported by the platform users and traffic officers (accidents, demonstrations, works...). This data merge enables us to improve each city´s mobility and reduce CO2 emission levels, since users are informed about the condition of their mobility area via VMS (Variable Message Signs) and notified to use alternative roads as the data merge contributes to regulating traffic lights in affected areas.

This is one of the advantages of sending data in real time, data processing and merging patterns.

Another example of symbiosis of data processed by different types of sensors is Glories Rotary Remodelling Project in Barcelona (Spain) where traffic data, counting people, sound level meters, environmental pollution and vibrations are integrated in order to be presented in an open platform for citizens’ information.

In this case, Barcelona´s city Hall wanted to integrate different types of sensors into Barcelona Council’s Sens-ing Platform (PSAB).

Due to the use of an open protocol and the ability to send data via WIFI in real time, the integration of Sense-fields into the platform was quickly enough to begin the monitoring of mobility in the area when the counting devices were installed.

This was good news for the city Hall, which asked for a research on traffic impact before, during and after the remodeling of “Las Glories” using a quick system, which also allowed for relocating the monitoring points.

VEHICLES PER DAY from more than 40 control centers reaching 9,000 vehicles per hour

at rush hour.

Nowadays, at Sensefields we monitor a traffic flow of-

50,000

SMART TRANSPORTATiON


SMART TRANSPORTATiON

Sensefields equipments are connected to the tele-communications network switch that resides within traffic light controllers,

making them accessible from the CGM with the intention of integrat-ing it into databases of traffic man-agement. Meanwhile, the project offers the possibility of extracting manually operated data (through wifi), due to the integrated man-agement platform inside the equip-ment, making Sensefields’ solutions the most appropriate to meet all the requirements.

The General Mitre Avenue is one of the most important roads that crosses the city from north to south. Its connection to many entrances and exits of business districts make it a crucial road with high levels of traffic jams. This avenue converges with other major roads of the city near Ildefons Cerdà Square, The Gran Vía de les Corts Catalanes.

In this case, Gran Vía crosses the city from west to east gathering all the traffic flows that are using the same path.

Lastly, a field on which we are actively working is the traffic mon-itoring of access and exits service areas, such as open-air parking lots. In this case, key areas are mon-itored (access and border areas) aiming at providing data regarding free parking space in real time and including those details in the Vari-able Message Signs (VMS).

This way, due to the open solu-tions provided by Sensefields, the municipalities and parking Manag-ers who have installed this solution, have seen an improvement on traf-fic mobility in their parking lots as well as in the vicinity zones. This has reduced waiting times, help-ing users find available parking space more quickly, reducing CO2 emission and decreasing noise pol-lution.

The big challenge of traffic management solutions is to maintain the data quality standards in any environment, whether it is an urban environment, a long-distance one or a parking lot.

Our premise is that “detecting vehicles is not the problem, our goal is to process the information properly under any circumstances”.

when it comes to detecting vehicles and managing traffic flow

The development of technology based on magnetic sensors is highly reliable, over

98%& over in speed control and distance measuring.

In my opinion, the challenge for future cities is to be able to manage mobility efficiently in real time, while adapting to the different traffic regulation patterns.

95%

Author-Juan Campos, Projects & Operations Director

SENSEFIELDS


SMART CITY needs SMART DATA needs SMART GOVERNMENT

Milton Keynes will be the first city in the UK to host CAPE- which stands for Community Action Platform for Energy, a project which uses big data, including satellite imagery, to

help communities take charge of their own energy needs. This will provide an opportunity for the citizens to reduce their carbon footprint, whilst also cutting energy bills.

Author- Anveshi Gutta Smarter Cities ConsultantIBM(Views expressed in this article are strictly personal and do not necessarily reflect IBM’s point of view)

UNITED KINGDOM A web app, Illustreets, launched in September 2013 allows users to see detailed information about a particular area of England, including average property prices and rents, schools, public transport, census data and crime rates. It is based almost entirely on publicly available data and sources include Ordnance Survey, the Department for Education, Ofsted, Office for National Statistics, Police.uk and the Environment Agency.

England’s police.uk and data.police.uk sites publish open data about crime and justice in the UK and make it accessible and comprehensible to the public. Police.uk has received over 60 million visits and 675 million hits and has generated an improved public perception of the Police.

SINGAPORE An app called ‘The Great Singapore Rat Race’ won the Most Innovative Award. It visualizes labor and income data, using data sets released by the Ministry of Manpower, Ministry of Education, and the Department of Statistics.

he most significant outcome of a smart city (and the key indi-cator) is to provide citizens of the city alternatives and oppor-tunities to lead a better life. Each of the examples above (and there are many more) have generated value from what is usually tagged as staid government data and resulted in an enhanced liv-ing experience for the urban dweller.

The city experience can be made better through various means - efficient and effective public transportation, proactive traffic monitoring and easing, automated monitoring of utility services, weather management, emergency management, pub-lic safety and more importantly an amalgam of these services through correlations. Each of these Smart City services (and please note that the above list is not exhaustive) is data-inten-sive and results in reams and reams of real-time data, that when leveraged can generate meaningful insights, further driving an enhanced experience for all city stakeholders.

Data has been dubbed as the new natural resource and the possibilities it creates are numerous. While City agencies and governments have been spending effort through various initia-tives (Ex: Share-PSI) to tap into this data and generate value, they are also limited by the resources (time, money, labor) at their disposal. What if the reams of data generated through the city/government initiatives are made available to private enti-ties and general public, at large. Of course, this needs a careful scrutiny of what data can be shared beyond the boundaries/fire-walls of the agencies. However, that should be a small hurdle to overcome considering the immense potential of the data that will be tapped into by these external stakeholders further en-hancing the city ecosystem. This needs governments to open up – open up between themselves and open up to external world. This needs OPEN DATA.

T

SMART CiTiES


The progression to Open Data needs a methodical approach and each government agency needs to scruti-nize its data to identify datasets that

is sought by other agencies and identifying non-sensitive datasets that can be opened up between each other. A further level of scruti-ny is required to identify the subset of data that can be exposed to non-government city stakeholders (private entities, general public).

The United States and other national governments have committed themselves to making government data “open by default;” that is, to make it open to the public unless there are security, privacy, or other compel-ling reasons not to do so. However, not all data that can potentially be opened up. Some of the data may be in a very crude form and will not help the data consumers since they cannot leverage this without extensive effort and investment. For example, scanned (ano-nymized) application forms are of little val-ue until the data is actually digitized through some OCR mechanism or manually. This discourages the consumer (more specifical-ly, the technical community) to tap into the data even if it is made available. During this era of devops and agile, the idea with Open data is to provision datasets that can be easily tapped into and generate value quickly and with ease. There have to be attributes of data that will define its applicability in a certain context and hence, the onus is also on the data consumer agency to have prudent due diligence in choosing the data that is Smart in its context. How to identify high value data sets....the datasets that can be tagged as Smart Data?

While there cannot be a binary method of identifying Smart data, some very detailed parameters have evolved from the discussions at The Open Group. One such discussion has arrived at the following 9 dimensions of quality that should be applied to data:

While these 9 quality parameters are important, one needs to look into the specific business requirement and the corresponding datasets to assign weightage factors to each of these parameters suiting the context. It is also to be noted that each parameter will have further level of detail that has to be studied before declaring it be of high quality. For example, is Credibility defined only by the trustworthiness of sources – what if the data has undergone some transformation in the interim before being made available?

Another example - the Processability parameter mentioned above can also be studied further using the 5 star data definition provided by Tim Berners-Lee.

What does Smart Data mean?

SMART CiTiES


Most government agencies will have a mix of these different segments of rated data with a heavy leaning towards one-star and two-star data. While one-star and two-star data is fairly easy to generate, this limits data usage on the consumers’ side, when exposed and made available as Open Data. Generally, there are very few consumers willing to invest and/or competent enough to refine the provider data further to make it more consumable. And hence, the uptake of this kind of data will be

low. Provider agencies will need to invest in progressing further on the maturity roadmap – make data non-proprietary, add semantics and link to related data/content and more importantly, adopting these new methods for all data generated till date and in the future. As a data provider agency progresses on this maturity roadmap, it will start seeing a corresponding adoption and value-generation from the larger city ecosystem. It is to be noted that the progression towards 5-star data will involve a change in organization practices and culture but once that becomes business-as-usual, the effort required is fairly low compared to the uptake one gets to see on the consumer-end.

Most governments worldwide have opened up to the idea of Open data and the ones who have not will only delay but eventually

get there. The question is no longer whether government agencies will open their data, it is when and how will they open their data. It re-quires strategic planning by the governments to execute initiatives of this nature and drive collaborative execution of the same across agencies. Substantial focus on adoption en-ablement to ensure governance and adherence to standards is essential.Exchanging data between agencies does not come naturally to most government organi-zations and when they do share data, they rely on very manual or archaic methods – pa-per-based, phone requests, email requests etc. Initially, the agencies have to move to an oper-ating model where data is made available on a

data exchange platform through a single win-dow (Ex: a portal). Data can be requested and procured through the same window – either in real-time or in batch mode depending on the nature of the request. At minimum, this will ease government operations and make them more effective and efficient. Also, it makes life easy for the citizen so that he/she does not have to share the same data multiple times with different agencies.This is best implemented by encapsulating the data sharing services as APIs since it can po-tentially foster further innovation within the government ecosystem.Once the data has been opened up between agencies, it makes it relatively easy to progress to share the non-sensitive data with non-gov-ernment stakeholders. The API-approach can be leveraged further to encourage innovation in the digital economy.

How can governments be smart?

SMART CiTiES


Governments 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. This data once tapped into by the city ecosystem can be applied in daily-life scenarios that impact the community and thereby, deliver a signature city experience.

The possibilities are immense. All that is required is to take the initiative and tap into the value of the new natural resource – data. The sooner the better.

The next level of progression will be to link open government data (LOGD) and use this as a revenue stream. LOGD can demonstrate value in a wide range of use cases that were not thought of earlier. As an example, imagine the impact of accessing re-al-time public transport services data (from the Transportation department) to an event in the city (organized by Tourism department) that links up with the weather data (gathered from Meteorological department) and helps the citizen plan their journey.

SMART CiTiES


Better Airport Solutions BY Honeywell International, Inc

SINGLE LAMP CONTROL& MONITORING

(SLCM)

SERVICE MAINTENANCE& ON-SITE

TECHNICAL SUPPORT

DIGITAL VIDEOSURVEILLANCE& MANAGEMENT

(DVM)

PERIMETER INTRUSIONDETECTION SYSTEM (PIDS)

Honeywell’s airside solutions promote balanced utilizationof airside infrastructure, enabling optimized flow of traffic tothe terminal. From lighting to control and from monitoringsystems to taxi guidance systems for ground traffic management,Honeywell’s airside solutions maximize precision and safety.Situational awareness empowers airports to increase thecapability of existing airside resources — Inspiring Better Airports.

Optimized Airside Operations

AIRFIELD GROUNDLIGHTING CONTROL

& MONITORING SYSTEM(AGL)

SYSTEMS INTEGRATION

FIXED ELECTRICALGROUND POWER &RUNWAY LIGHTINGPOWER SUPPLIES

PERSONNELSAFETY PRODUCTS

RADAR VIDEOSURVEILLANCE (RVS)

TAXIWAYGUIDANCE SIGNS

27- 09D1

®SMARTRUNWAY

37R

®SMARTLANDING

SMARTPATH GROUND-BASEDAUGMENTATIONS SYSTEM

(GBAS)

®

ELECTRONIC TAXIWAYNAVIGATION SYSTEM

VISUAL DOCKINGGUIDANCE SYSTEM

(VDGS)

GROUND TRAFFICMANAGEMENT / ADVANCED

SURFACE MOVEMENTGUIDANCE &

CONTROL SYSTEM

PRECISION APPROACHPATH INDICATOR

RUNWAY / TAXIWAYTRAFFIC SENSOR



As the leading global provider of integrated building management solutions, Honeywell’s fully-integrated solutions promote safe, efficient and comfortable passage throughoutthe airport terminal. We enhance the passenger experienceand promote a secure and comfortable environment – Inspiring Better Airports.

Efficient Terminal Management

COMMAND &CONTROL CENTERS

DIGITAL VIDEOSURVEILLANCE& MANAGEMENT

(DVM)

REMOTE MONITORING& TUNING

ENVIRONMENTAL CONTROL

NETWORK SERVICES& SECURITY

RFID, BARCODESCANNING & MOBILITY

LIGHTING CONTROLAND RETROFIT

INTERNAL & EXTERNALPUBLIC ADDRESS &

VOICE ALARM

BUILDINGMANAGEMENT SYSTEM

ENERGY SUPPLYMANAGEMENT

ENTERPRISE SYSTEMSINTEGRATION

BIOMETRICS& SMART CARD

ACCESS CONTROL

SERVICE MAINTENANCEAND ON-SITE

TECHNICAL SUPPORT

FIRE DETECTIONAND ALARM

With the ever increasing growth of population, the city limits keep on increasing at the same time to accommodate the populace, throwing a

constant challenge to urban planners who are responsible for ensuring the safety and well-be-ing of the people living there. The challenges come in many forms – natural disasters, terror-ism threats to any anti-social activity that threat-ens everyday life of the common people. And in situations like these, it becomes extremely per-tinent to devise a strategy and solution to keep a vigilant eye and keep the threats at bay to lay the foundation of a thriving metropolis.

In the present day world, most cities are equipped with standard security surveillance

technologies but they also have their limita-tions. Limited police force often falls short to meet the demands, whereas fewer monitoring stations, limited coverage and lack of informa-tion and resource exchange between regions or sectors are some of the potential issues that jeopardize the security surveillance operations of any given area.

The study and analysis of this situation worldwide has given rise to the need of a cen-tralized surveillance management system that would help urban planners adopt a more inte-grated approach towards designing and plan-ning the perimeters of a city. In the long run what becomes essential and crucial is to main-tain the quality of life which cannot be achieved without maintaining a stable surveillance sys-

tem which needs to be constantly upgraded to meet the changing demands. A centralized man-agement system will not only enhance the com-prehensive management of public security but will also improve response capacity and ability to handle emergency in a scientific way. Hence, a faster response mechanism to every possible kind of distress call, be it accidents or a natural disaster.

And this is where Honeywell steps in to help realize the emergence of smart cities across the nation. Honeywell’s technological innovations are designed to add an edge to the urban living experience. From transport, building solutions to city surveillance, Honeywell is playing a de-fining role in the growth of the smart cities of tomorrow by virtue of the comprehensive solu-


A safer and more secure air travel is on the offering when airports are powered by Honeywell’s security solutions. At major airports across the nation like Delhi and Kolkata, Honeywell joined hands with stakeholders (govt. and private) and implemented surveil-lance measures that range from Airfield Ground Control and Monitoring (AGL), Master Supervisory Monitoring System, Inte-grated Building Management, Digital Video Surveillance and Management, Access Control and Visitor Management, Fire Safety Systems, Public Address and Voice Alarm Systems to Design and Service Support.

» Airport serving India’s National Capital, Honeywell’s integrated building manage-ment ensures comfort for passengers while reducing operating cost for the operator. Honeywell’s CAT 3B compliant lighting ensures that planes take off and land even in dense fog . 24*7 security for passengers and critical assets are assured using Hon-eywell’s video surveillance solution while PA/VA technology ensures passengers don’t miss critical communications.

» Airport located in the heart of India’s fi-nancial capital is powered by Honeywell’s PA/VA system , which helps passengers get to their boarding gates on-time and hear critical information about their flights and baggage. It also helps with safe evac-uation of people in case of fire or other emergencies

» Kolkata’s International Airport handles more than 10 million passengers annually. Honeywell’s FAAST technology detects fire much before combustion ensuring the safety of the passengers and their baggage.

» Airport located in India’s city of pearls is powered by Honeywell technology Hyderabad, making it the first airport to receive a Silver Rating for LEED (Leadership Energy and Environment Design) and be an integrated, modern

airport facility. Honeywell’s Enterprise Integrator (EBI) was used to provide IBMS Solution that integrated the Access Control System (ACS), Building Automation System (BAS), Fire Automations System (FAS) and CCTV Surveillance System with redundancy on a single user interface.

» EBI provided a single access Central Control Monitoring System and innovatively enabled the integration to be web-based which allowed for remote monitoring and control. By integrating

Energy Management technology with-in the context of the overall BMS solu-tion, the airport was able to reduce 15% of their energy consumption and save on operating cost right from commissioning.

» Airport in India’s Pink City got safer with the help of Honeywell’s CAT IIIB light-ing technology that enables the airport to operate in a CAT IIIB operation. This would enable the aircrafts to make a safer landing even in poor visibility period.

tions they offer.Honeywell’s technological innova-

tions are driven by the needs of the cus-tomer which involves an early and thor-ough engagement with the customer to identify the needs and then developing a tailor-made solution to meet that require-ment. As an experienced system integra-tor, Honeywell has a dedicated task force for supply, installation, commissioning and testing of integrated building man-agement systems which drives forth the timely execution of the projects, cement-ing Honeywell’s credibility as one of the world’s best.

Transport remains a vital part of the Smart City initiative and Honeywell has been making it comfortable, affordable and usable by virtue of their security surveillance solutions. From metro rails, airports, railways to road transport, Hon-eywell has come up with a multitude of comprehensive surveillance strategies that has given rise to a more consolidat-ed approach towards keeping an absolute control over the security of millions of people on a daily basis.

» Delhi Metro Rail Corporation (DMRC) has been one such project which has seen successful implementation of Hon-eywell security surveillance systems. Through integrated building manage-ment systems (IBMS), Honeywell was responsible for digital video surveil-lance and management, fire detection and suppression along with heating, ventilation and air conditioning

» system. At the same time, it ensured access control, asset management and design and service support.

» At Delhi Metro Rail Corporation (DMRC), Honeywell delivered a num-ber of Tunnel Ventilation Systems (TVS), Environmental Control Systems (ECS)-Building Management Systems. These systems ensure that more than 2 million passengers are safe, secure and comfortable every day. Honeywell delivered on time, met all the stringent project requirements and played a vi-tal role in DMRC obtaining rail safety

certificate and DFS (Delhi Fire Service) occupancy certificates within scheduled time.

» When the financial capital’s metro want-ed a full proof solution to be delivered in a stringent timeline they choose Hon-eywell’s Fire Alarm, BMS and Access control solutions. Honeywell’s solutions are installed in more than 7 metro sta-tions and are backed up with a strong service support to ensure that passen-gers are safe, secure and comfortable at all times.

» A leading division of Indian Railways required knowledge/awareness of pas-senger related incidents on platforms. Honeywell helped them deploy CCTV solution, able to monitor vantage points across 11 stations with Station level & centralized monitoring capabilities. This meant improved situational awareness for Station master, reduced workload for Police and a safe environment for passengers.

SMART RAIL

SMART AIRPORT TERMINALS AND AIRSIDE



The context of increasing urbanization and depleting natural resources like water and energy seems to go hand in hand which is a serious matter of concern to the citizens as well as the government.Depleting resources have serious impact on the economy as a whole as well as play a dominant role in increasing budget deficits of the municipalities through increase in cost of resources. Hence understandably in the ‘100 Smart Cities Mission’ of Ministry of Urban Development, Government of India, utmost importance have been given to water and wastewater management. We have seen almost all the top 20 cities have come up with plans of water and wastewater management.

BY- Jaijit Bhattacharya,Partner, Government & Infrastructure Cities & Innovation, KPMG Advisory Services Pvt. Ltd.& Arghya Paul, Senior Consultant, KPMG Advisory Services Pvt. Ltd.


of India faces high to extremely high water stress.

millionIndians suffer through water borne diseases

every year

Still only 30% of waste water generated in urban areas get treated in India

54%

million+people in India live in areas of poor water quality

100

37 30%

While the cities will gradually start to implement the projects as outlined in the smart city proposals submitted to MoUD, the following issues must be addressed with the help of innovative solutions being supplemented with the conventional methods of water and wastewater management.

• Unavailability of 24 X 7 water supply in many municipalities due to ever increasing demand, supply gap due to increased urbanization

• Increasing concerns on the quality of water in urban areas• Non-revenue water, leakage, technical losses leading to loss of

revenue to the municipality• The amount of wastewater being currently treated in conventional

STPs is much less compared to the total urban waste water generation• Increased costs being undertaken by the municipalities due to

inefficient water and wastewater management.

Key Issues in Cities in India with respect to Water Management

Source: World Resources Institute

Source: WATERAID Source: CPCB

Smart Energy & Water


Sewage Treatment Plants have been c o n v e n t i o n a l l y

used by Indian munici-palities for water treat-ment in India. However most of these plants are

old and equipped with outdated technology. With

the current smart city mission it is expected innovative solutions equipped with ICT should play a role in water and wastewater management in Indian cities to address the persisting issues pertaining to water management in Indian cities.

One of solutions could be installation of smart mini sewage treatment plants in various areas of a munic-

ipality. This solution of installation of a smart STP involves the feature of the in-telligent water system which improves the efficiency of water resources in a particular region by combining the aspects of Infor-mation Technology, data analytics, smart energy management, storm water treat-ment, grey-water treatment and re-use for horticulture purposes with various different water treatment systems to make effective use of recycled water. In the current context of development of smarter cities, this solu-tion of smart mini STP could be much more contextual and efficient for the municipali-ties in India.

ENERGY OPTIMIZATION • Low-tech treatment system will not need any aerators or blowers thereby lowering the energy demand for the system• 100% of the energy consumption can be through renewable energy• Energy for the plant can be provided through utilizing solar panels with battery storage. DATA ANAYTICS • Integrated with simulation software to predict effluent quality in real time and manage quality risks throughout its lifecycle• This software would help in minimizing • Operating and maintenance cost by predicting the performance of the plant, ensuring manage-ment of energy and chemicals • Providing real time data and feedback for in-spection and operations STORM WATER MANAGEMENT• Equipped to handle both storm water along with normal sewage• Storm and sewage water can be isolated using a new sewage system operating in parallel to the existing sewer

The operating model involves creation of a decentralized “Zero Discharge” smart mini sewage treatment plants

that can serve a community of approxi-mately 1000 houses. Treatment plant will be of low energy consumption type that can be powered by renewable energy. These plants will reduce the sewage load on treat-ment systems and potentially aid to restore ground water table in the region..

• Collection Line: The sewerage would be collected from service area and would then be diverted to the treatment facility.

• Vacuum Sewers: In case, sewerage doesn’t exist and trenching is required, vacuum technology can be used to collect sewerage. The installed vacuum sewers

would make use of small trenches and not manholes. Vacuum sewers can also be used for collecting only the sewers instead of combined sewers (storm water and sewer water together). This would, in turn, reduce the footprint on the sewage plants.

• Treatment system: A low-tech sewage treatment plant such as recirculating Gran-ular Media can be used. Avoiding the use of aerators and blowers can reduce the sys-

tem’s energy demand.

• Drip irrigation: The treated effluent from the treatment system would be reused using drip irrigation system. This can provide ir-rigation and or ground water discharge too.

• Renewable energy: Energy for the plant can be provided space permitting utilizing solar panels with battery storage to provide for the requirement for the pumps.

Upcoming innovations in the methods of Water Management in India

“Smartness of the solution”The key innovations which also contributes to the “smartness” of this solution are:-

Smartmini Sewage Treatment Plant (SMARTMINI STP)

Operating Model of SMART MINI SEWAGE TREATMENT PLANT

Enabled

with ICT, Data Analytics And

Energy management

• WATER OF HIGHEST QUALITY

• GREATER AVAILABILITY TO CITIZENS

• MINIMAL ENERGY

FOOTPRINT



SMART IT

Water scarcity, increasing costs of water management, energy savings, and increasing demandfor best qual-ity of water will be pushing the Indian municipalities in future to explore more new technologies such as smart mini STP, which will help them to reduce cost

and increase efficiency of water and wastewater management.

Reduce, reuse and recycle equipped with technology still continues to be themain mantra for water management and the key “to-dos” from the point of view of the Indian municipalities will be to:

• Assess the potential economic cost impact on the municipality due to inefficiencies in waste water management

• Identification of more and more outcome based solution through key evaluating parameters like

• Sources, quality and amount of waste water to be treated

• Quality and amount of output water required

• Energy consumption and sources of energy for water treatment

• Economic rate of return of the solution to be implemented

• Building general awareness among all the sectors like industries, ag-riculture and residents of increasing use of new technologies for water conservation and treatment

CONCLUSION

While the municipalities assess the current state and get ready for new solutions, it is expected advanced au-tomation enabled with data analytics, ICT expertise ad-vances will help India’s mu-nicipalities meet public re-source demands at reduced economic cost thus facilitating sustainable development of Indian cities.


Drying up water leaks with the PI System

Halifax Water serves nearly 350,000 people in central Nova Scotia, delivering clean water from nine water supply plants via 1,600 kilometers of pipeline. In early 2000, rising water costs pushed water losses to the top of the company’s priority list. Water loss is nearly always the result of a leaky pipe somewhere in the system. The challenge is to find the location of the leak, and to do so quickly with minimum staff time, before significant water is wasted. Halifax Water used its already installed PI System to support water leakage reduction by 40 million litres per day, saving more than C$600,000 on an annual basis.

By HALIFAX WATER


- Carl Yates , General Manager

Halifax Water

“Looking for water leaks is like looking for a needle in a hay-stack. The PI System helps us break that single haystack in to 70 piles.”

Today, the Halifax Water network operates under one organization, but before a region-al merger in 1996, the system was managed by three separate municipal water utilities.

As part of the consolidation, Halifax Water faced the enormous task of integrating three different business-es’ ways of processing, filtering, monitoring, deliver-ing and billing for clean water. Among the first tasks was bringing a new filtration plant to the previously underserved eastern region. The new plant was com-pleted in 1998, at substantial cost to the utility. While it improved the water quality for customers it also raised the utility’s marginal cost of water.

By early 2000, water costs had become a sig-nificant issue for Halifax Water. New, higher costs for delivering water were compounded by leaky pipes throughout the eastern and western regions of the utility’s territory. Now leaky pipes weren’t just wasting water — they were wasting expensive water. Identifying leaks isn’t an easy task. It’s data-inten-sive and requires monitoring of pressure and flow system-wide. But the newly-integrated utility had limited access to data. Each of the former municipal water utilities had its own solution of hardware and software systems but few of these systems talked to one another – leaving data fractured among several databases. This disconnect made water leakage con-trol (and other company-wide mandates) even more challenging. Finding leaks was becoming a slow and costly process. The longer it took to identify, locate and fix the leaks, the more water, staff time and money was wasted.

Halifax Water began bringing the PI System online in 2001 as a central repository for all of the pressure, flow and process data from its formerly fragmented regional components. When the company shifted its atten-tion to the problem of water loss, operators turned to the PI System to see

if the existing infrastructure could help them address the new issue. To detect leaks, operators needed a clear view of both baseline and real-time data. The PI System connected Halifax Water’s many system data sources, giving operators access to a variety of data. With a rapidly accumulating volume of historical data, it was easy for Halifax Water to set expected (baseline) levels for water pressure and flow. The PI System also provides operators with needed real-time information and can flag unusual variations from baseline for the operators to review (saving them time). Initially detecting leaks is challenging, but isolating the exact location of the leak can be onerous. Because it was easy to connect new meters to the PI System, Hali-fax Water was able to expand its number of District Metered Areas (DMAs), which helps operators hone in on the precise place in the system where water is being used or, in the case of leaks, lost.

SITUATION SOLUTION

- Graham MacDonald , Superintendent of Technical Services

Halifax Water

“We’ve developed new tools and practices to address leakage problems; the PI System is a centerpiece of those efforts.”



Breaking the haystack down into manageable, searchable units has paid off for Halifax Water. The new approach to leak management saves 40 million litres of water daily, which adds up to hundreds of thousands of dollars in annual cost savings. Halifax Water now extends detailed leak monitoring services to its large industrial customers, as well. But efficiency gains aren’t the only benefit Hali-fax Water has realized through its use of the PI System:

• Water Quality: The PI System integrates water quality data from both the treatment plant and the distribution system to create system wide visibility. “We can see the turbidities and chlorine levels at the plant — and also out in the distribution system. That’s a beautiful thing,” says MacDonald.

• System Planning: A detailed data archive allows planners and engineers to use real, accurate, data for reporting, regulatory compliance and planning issues. Planners can base recommendations on actual data—not assumptions.

• Regulatory Compliance: Granular, accurate real-time and historical data allows for better perational planning and design to meet regulato-ry compliance. By demonstrating that current operating practices meet regulations, Halifax Water saves time and re-sources by avoiding unnecessary upgrades. Overall, Halifax Water has realized significant savings and efficiency gains through its use of the PI System and improved the quality and scope of its services to customers. Its efforts have gar-nered several regional and national awards for sustainability excellence. “The PI System has changed the way we do business here,” MacDonald says.

BENEFITS



European Project ECIM Uses Integration As A Means To Address Contemporary Mobility Challenges

European Cloud Marketplace for Intelligent Mobility (ECIM) is an EU-backed, cloud-based solution that provides a space for co-creation of mobility apps and services that cities

and citizens want and need. As a meeting place of service providers, data providers and developers, ECIM links different elements of the mobility supply chain, creating win-win

opportunities for all parties involved, including citizens. From parking to public transport and mobile payment, ECIM platform provides a range of web services that make it easy to

share, create and enjoy smart mobility solutions across Europe.

iNTERNATiONAL

By - Zsuzsanna Bódi, Project & Business Development Manager, European Network of LivingLabs


ransportation systems are undergoing a funda-mental transformation. New technologies and business models, socio-demographic develop-ments, changes in the production and use of en-ergy have all played a role in the way transport services are packaged and delivered to end users. As a result, the latter’s preferences have evolved considerably in the past decade, so much so that it has become difficult, if not outright impos-sible, to satisfy them without providing, in the app-based form, real-time traffic information, open access to timetables and booking and pay-ment options for services such as parking, pub-lic transport, car rental and bike sharing, among others.

Modern transport systems are also getting in-creasingly crowded as more and more companies keen to exploit and experiment with new busi-ness models, products and services are vying to

enter the lucrative market that transport is today. In turn, the growing number of market players and new user preferences focused on seamless travel experience present additional challenges in the form of technical integration that need to be overcome if transport is to become the engine of sustainable growth and a source of joy for many.

It is precisely these integration challenges that ECIM aims to address with its flexible cloud platform. Built on a scalable architecture, the platform facilitates the migration of web services to the cloud and provides a mechanism for ag-gregating them with a range of other services and datasets. Once a service has been transferred to the cloud via RESTful API, a data plug-in is pro-vided by the platform to allow any business, pub-lic authority or developer to interact directly with all ECIM services available on the Marketplace.

T

iNTERNATiONAL


Transport providers that join the Market-place can expect to see their customer base expand as developers use their web and data services to build inte-grated mobility applications for today’s tech-savvy mobility consumers. Providers of non-transport services, such as pay-ment and single sign-on, benefit from the opportunity to connect to multiple other providers and their data without much development effort. For cities ECIM can become a source of valuable insights thanks to all the information aggregated on the platform. In fact, by joining ECIM public administrations can become an integral part of the ecosystem in which interaction with diverse actors can lead to the creation of innovative mobility services for citizens.

Finally, benefits to developers and start-ups include simplified access to mobility services through common APIs that ECIM promotes voluntarily through its smartmobility.io initiative.The end users, who experience ECIM not so much through the platform as the app, also benefit from the integrated solution it provides. In the three pilot cities where ECIM is currently active – Brussels, Issy-les-Moulineaux and Barcelona – ongoing efforts are being made to further improve city-specific web applications.

iNTERNATiONAL


ECIM Brussels app is actually the first app that was developed for the capital that allows citi-zens and tourists to find the nearest available parking space, pay for the parking session, access public transport data and view a variety of PoIs all with one app. The other beneficiary is, of course, the environment – the faster the motorists can find a free parking space, the less congested the city’s roads will be.

The same logic was extended to Issy-les-Moulineaux. In January 2016 the French pilot started testing the latest version of the app that now integrates data from the city’s Open Data portal and allows users to access Pay-ByPhone (on-street) and BePark (off-street) services with a single login through their PayByPhone account. As well as benefitting from the single sign-on function-ality, ECIM Issy app users have a host of other options available to them that can make their travel experience more enjoyable and decisions more informed. These include real-time bike availability, locations of public transport stops and car sharing stations and the visual-isation of transport related information of their choice. Further improvements to the app and the citizens’ travel experience are expected in the coming months following the results of the API contest that was launched by the city in the same month and whose aim is to encourage developers to use ECIM services to address transporta-tion needs of Issy-les-Moulineaux.

A similar contest will be launched in the third pilot in March 2016. Barcelona is a popular destination not just with tourists but also major events like the Mobile World Congress, Smart City Expo and La Mercé festival, to name just three. Ensuring smooth travel ex-perience is therefore a top priority for the city, and one which ECIM is well-placed to help achieve. Just like in Issy-les-Moulineaux, developers who enter the Barcelona App Challenge will need to use the Marketplace to create an integrated mobility solution that can benefit tourists and citizens alike.

Those with the best ideas will be rewarded with a cash prize and the finalist with also get access to the co-working space and e-founders meetups at the ESADE Entrepreneurship Institute.

The one for Brussels, for example, was recently updated to include off-street parking locations managed by BeP-ark, peer-to-peer parking service of MyFlexyPark, on-street parking payment option provided by Mobile-for, public transport data from STIB, a local transport authority, as well as taxi ranks, bike sharing stations, car sharing stations and other points of interest (PoIs) that cover a wide range of topics, from tourism to health and shopping.

iNTERNATiONAL


THE LIVING AND NON-LIVING TESTING GROUNDS OF SMART CITY TECHNOLOGIES

Future life is urban. The United Nations has predicted that cities will grow apace and, by 2050, will be home to an estimated 70 per cent of the world’s population. Hence,cities around the world are working toward improving their systems to manage growth and some, like Manchester, have implemented sustainability practices into their policies.

s technology companies continue to develop products and ser-vices designed to optimize traditional municipal services and in-crease the sustainability of urban areas, cities around the world are embracing the uptake of these technologies. With products ranging from smart thermostats and electric meters to traffic lights that have sensors to accommodate traffic volume, cities are doing all they can to maximize efficiencies and to make their operations more user friendly for their citizens, green for their environment, and energy efficient.

Some of these technologies are being tested in innovative new Smart City platforms which have taken people completely out of the equation, such as the CITE (Center for Innovation, Testing and Evaluation, pronounced ‘site’) in New Mexico in the US. However others are taking a different approach, under-taking testing in what have been dubbed “Living Labs”. Cities like Manchester, in the UK,are currently in the process of testing future Smart City technologies in real life scenarios.

ABy - Greater Manchester, UK


The U.S. State of New Mexico is soon to be home to a ghost town, designated to become a center of research for cities of future tech-nologies. The new city, to be built

this year in the southern New Mexico desert, is called the CITE.

Planned for a population of 35,000, the CITE will feature a modern business district downtown, and rows of terraced housing in its suburbs. It will be master-planned with pristine streets, parks, shopping malls, and places of worship. No one will ever call it home.

The CITE project is a full-scale model of an ordinary American town that will be used to develop new technologies that will shape the future of the urban environment. By removing the human element from the testing scenario,

the non-living testing environment of CITE removes legal, cultural and budgetary imped-iments as are prevalent in most urban testing environments.

The USD $1 billion scheme, led by tele-communications and tech firm Pegasus Global Holdings, will see 15-square-miles dedicated to ambitious experiments in Smart City technolo-gies in areas such as transportation, construc-tion, communication and security.

CITE will include specialized zones for developing new forms of agriculture, ener-gy, and water treatment. An underground data collection and sensor network will provide de-tailed, real-time information across all aspects of CITE’s infrastructure and operations. It will truly be a Smart City testing ground.

The town, which will be built over a period

of 40 months, will represent the single larg-est municipal technologies test facility in the world; a true prototype for the city of the future.

CITE will be a catalyst for the acceleration of research into applied, market-ready products by providing “end to end” testing and evalua-tion of emerging technologies and innovations from the world’s public laboratories, universi-ties and the private sector.The services offered by the CITE are intended to provide a seamless transition from proto-type technology or system to fully vetted and tested commercial technology.• Smart Grid Technologies• Telecommunications• Resource Development

(e.g. Desalinization)• Security

The Non-Living Lab

iNTERNATIONAL


While the CITE will undoubtedly lead to some major findings, there always stands to be problems in taking such an ambitious ap-proach to Smart Cities research.

That’s why some cities, like Manchester, are engag-ing in a more hands-on investigation, testing new systems in live scenarios.Manchester’s prominence in the Smart City line-

up is gaining ground as the city broadly supports the uptake of efficiency technologies. Designated Europe’s City of Science for 2016, some of the milestones and policies Manchester has imple-mented include:• Established Smart City Innovation Zones, and

working toward securing grants and funding to lead its pioneering efforts to integrate technology into the daily lives of its citizens;• China and Manchester -Manchester has been se-

lected as one of 15 European cities to collaborate with China on smart city development;• Corridor Manchester - Working with the cities

of Eindhoven, Netherlands and Stavanger, Nor-way, Manchester will share EUR 24 million to demonstrate leading green technologies in a city environment. Known as the “Triangulum Consor-tium”, Manchester’s portion of the project will focus around Corridor Manchester and include programs in electric vehicles, renewable energy, energy stor-age, energy efficiency, and intelligent energy man-agement;• Corridor Manchester is at the heart of Manches-

ter’s knowledge economy, with an area of 243 hect-ares and a workforce of 58,000, generating £3bn GVA per annum. It is home to two of the UK’s lead-ing universities (The University of Manchester and Manchester Metropolitan University) and the Cen-tral Manchester University Hospitals NHS Founda-tion Trust – making the Corridor not only the largest academic campus in the UK but also the largest clin-ical academic campus in Europe. The next 10 years sees committed and planned investment of the major

institutions estimated at £1.5billion.• The CityVerve - Manchester’s CityVerve Project

was the winner of a £10 million, government-led technology competition. The project’s goal is to im-prove services across the city by using the Internet of Things technology. The program includes initia-tives such as talking bus stops, which let bus driv-ers know when commuters are waiting, lamp-posts which monitor air quality, and networks of sensors in park benches that encourage people to engage in more physical activity;• NOMA, a 20-acre mixed use redevelopment proj-

ect that combines culture and commerce in a sus-tainable way. One of the district’s landmark build-ings, One Angel Place, is one of the highest scoring BREEAM buildings ever developed;• Metrolink - Manchester’s environmentally-friend-

ly tram network, which connects the city and trans-port hubs. There is currently a £15 billion expansion enhancement project underway;• Manchester’s universities - All four of Manches-

ter’s universities are currently involved in projects focusing on sustainable solutions:

» University of Salford – Researchers at the University’s Energy Hub are working on is-sues around energy use behaviors and clean and renewable sources.The Center for Sus-tainable Urban and Regional Futures (SURF) is also based at the University and focuses on a range of themes of ‘sustainable cities’, includ-ing the Urban Retrofit 2050 Project;

» University of Manchester – Is leading on an initiative called ‘EcoCities’ which focuses on the urban impact of climate change;

» Manchester Metropolitan University – Future Cities is a priority research theme focusing on the issues around urbanization, population growth, ageing of populations, and resource and environmental pressures;

» University of Bolton – Research into renew-able energy generation and how advanced materials can be used in sustainable buildings.

The Living Lab

Manchester is committed to keeping people in the equation and ensuring that the technologies it invests in benefit its citizens as well as cost and sustainability objectives. There are cases to be made for both Living and Non-Living Labs, but the net result and the net rationale remain the same. Sustainability is an urgent issue facing most of the world’s cities as their popula-tions climb, municipal management costs climb and resources dwindle. The future of the built environment is evolving, and as such cities need to have the knowledge in place to prepare for what lies ahead. The work being carried out in both the Non-Living Lab of New Mexico and the Living Lab of Manchester is sure to prove invaluable in adapting global cities for the generations to come.


ROLE OF DATA, TECHNOLOGY AND TRAINING IN IMPROVING

waterURBAN

UTILITY PERFORMANCE

- Darrell Smith , Director of Facilities and Energy, Microsoft

“Give me a little data and I’ll tell you a little. Give me a lot of Data and I’ll save the world”


BY- NEVILLE BHASIN Krohne Marshall


Why Data? Fact is that the greatest human migration-Urbanization is underway. In order to have Cities working effectively and contributing to Eco-nomic Growth, it is essential to have reliable Water Supply services. This is only possible through the use of technology which not only generates data from suitable Sensor devices but data which is then transmitted and formatted through relevant Software. This massive exercise of Data collation is part of a wider effort at managing ‘Smart Cities’ through suitable Business models / Public Private Partner-ships. Capacity building through training effectively utilizes this Data. Finally, the present trends in growth of Cities is a continuation of early Civilizations which all depended on management of Water resources to fuel Economic sustainability.

URBANIZATION India, as is the case Globally, is rapidly urbanizing. There are around six to eight thousand Cities and Towns where migration from rural areas is happening on an unprecedented scale. Urbanization and per capita GDP tend to move in close synch as countries develop. As per a recent McKinsey Report(July 2012-1), City growth and increased Income will boost municipal water demand by 40% by 2025 from existing levels. In India, they have indentified 12 URBAN CLUSTERS-with two or more big cities closely connected to their surrounding towns-that account for 55% of the nation’s entire urban population. The role of water in economic growth is further underscored by a report from the U.S Environmental Protection Agency Study which examined the impact of this resource on production of goods and services in many sectors.

DATA GENERATION AND ANALYTICS As stated above data can be generated from a variety of sensor devices (Flow, Level and Water Quality Analyzers). A suitable archi-tecture commencing from Raw Water sourcing, Water Treatment and Distribution networks incorporating sensors will achieve objectives of initial data flows. Accurate measurement through suitable technology such as Electromagnetic flow meters is one example compared to earlier technologies which suffered from many infirmities.Accuracy in data generation is founded on certain principles such as Linearity, Hysteresis, and Repeatability. However , there has to be a strategy in place for data collection as consumption in urban centers is ‘skewed’. 20% of consumers account for approximately 80% of the water consumption. This pattern is also observed in many U.S Cities.

Having generated and transmitted the data to a central server, the next step is to make sense of this large volume of data. The Science of data analytics is rapidly emerging as one tool to extract relevant information for decision making. Companies such as IBM, ORACLE, EA Consulting and INTEL have developed solutions around this huge volume of data generation. The ‘CLOUD’ as a tool to store data and lower legacy upfront costs in I.T. Infrastructure has attracted the attention of other companies.

‘SMART CITIES’Having collected the data and subjected the same to rigorous analysis, this information is now available to improve Water Supply Services. Benefits include New Service Paradigms, Water Conservation and Energy Efficiency.

This combination of Hardware and Software has fuelled the concept of ‘CONVERGENCE’ comprising Information Technology and Communication protocols. Data from Water resources is combined with data from Energy, Transportation and Disaster Management to facilitate overall management of ‘Smart Cities’. In fact pilots are underway all across the Globe with companies creating Eco Systems to deliver effective results.

1.

2.

3.

4.



CAPACITY BUILDINGIn order to make a successful transition to managing ‘Smartness’, it is essential to embrace technology with the appropriate skill sets. Big data is driving the emergence of the Super Analyst-an analyst who is highly skilled, highly empowered, and as a result highly productive. The example of PCMC shows that this is possible with existing human resources although Training is an integral part of this exer-cise. There are adequate institutional mechanisms available in India to impart the requisite training.

CONCLUSIONS In order to take up the challenge of Urbanization with its attendant Economic Growth, Water Supply Services have to be arranged 24x7. Singapore is a prime example for a vibrant economy and society. There is no reason why this goal of 24x7 should not be prioritized and be part of Government policy. In fact the 12th Five Year document on Water includes Water Database Development and Management as one element in a Paradigm shift. The Harappans were passionate about water management and sanitation. We should continue this tradition as we are after all custodians of their culture!

6. 7.

INDIAN EXAMPLEThe challenge then is to arrange a safe and reliable Water Supply. In order to address this scenario, a recent concept in the Indian environ-ment is 24x7 Water Supply. The main components in this type of service is to regulate the FLOW and PRESSURE in the Water Supply system.

PIMPRI CHINCHWAD undertook this journey in 2008 when the Utility invested in a SCADA System comprising a range of field instrumentation including KROHNE FLOW METERS. As per the Corporation, the system helps in knowing the raw water lifted from Pavana river, treated at the Water Treatment Plants (WTP), and sent to the pipelines and received at the Elevated Storage Reservoirs (85 numbers). The system also helps in Equitable water supply in the city. The department has set up benchmarks for the flow of water through the system. As part of the system, the Corporation has installed flow meters at the Raw Water pumping stations at Ravet, the WTP’s at Nigdi, the main water pipelines and ESR’s. If there is any deviation from the benchmarks the official concerned is sent a message on his cell phone, after which he deter-mines the reasons for the deviation and takes corrective action.

• For these initiatives PCMC received various awards under the JNNURM Program. The civic body received the first prize in the category-improvement in Water Supply and Waste Water sector in 2011.

• Emboldened by this success, PCMC next embarked on a Pilot Project to implement 24x7 Water Supply in a specified area. This project has also turned up trumps. Water demand has reduced as now there is no need to store water with corresponding wastage. The electricity bills of residents has come down as there is no need to pump the water since pressure is maintained in the system. However, the leakages in the system had to be controlled first, for which innovative Helium based technology was used.

• With confidence levels high, the corporation is scaling up this concept to all the areas under its jurisdiction with help from the fast track funding under the JNNURM Program which has been extended by a year.

• As the above example shows, improvements in Water Supply Service can be supported by technology which is readily available.

5.


Extending the Vision, Mission of the Indian Smart Cities Eco-System via Intelligent City and Community

Transformation (ICCT) Programs and InitiativesBasic Smart City Frameworks of AFE/SCC (Which can Serve as a Foundation for Intelligent Cities)

(Courtesy of ARCHIBUS Federated Eco-System Affiliates and SCC)

MISSIONThe Smart Cities Council is an advisor and market ac-celerator. We promote the move to smart, sustainable cities. We contribute to our Partners’ business success through advocacy and action.

2.

VISIONWe envision a world where digital technology and intelligent design have been harnessed to create smart, sustainable cities with high-quality living and high-quality jobs. We promote cities that embody our three core values:

>> Livability: Cities that provide clean, healthy living conditions without pollution and congestion. With a digital infrastructure that makes city services instantly and conveniently available anytime, anywhere.

>> Workability: Cities that pro-vide the enabling infrastructure -- energy, connectivity, com-puting, essential services -- to compete globally for high-quality jobs.

>> Sustainability: Cities that provide services without stealing from future generations.

1.

“SMART CITIES” MARKET SIZEEstimates of the smart cities market vary widely. The one constant is a universal expecta-tion of substantial growth. New cities will be built and existing ones will be retrofitted to create economic development and improve the lives of citizens.

• According to ABI Research, smart cities technology is an $8.1 billion market today and in five years, the market will grow to almost five times that size, reaching $39.5 billion.

• Pike Research forecasts that investment in smart city technology infrastructure will total $108 billion during the decade from 2010 to 2020.

• The Smart 2020 report is even more bullish, claiming the related technologies and industries will grow four-fold to become a $2.1 trillion market by 2020. Although projections vary as to which technologies they include under the smart city “umbrella,” they all agree there is a significant and rapidly growing market.

3.

SMART CiTiES

By Archibus


Definitions for “Smart Cities” vary widely by Country and by Smart City Product and Services Provider…

While there may be a lot of overlap and similarities, if you ask 10 Different Organizations for their Defini-tion of a “Smart City” you would most likely find 10

different descriptions.

ARCHIBUS Federated Eco-System Members have defined a “Smart City” as “a City that uses of smart technology products and services to advance and resolve issues and needs related to a City’s: Economic Development and Sustainability; Manage-ment; Performance; Human Factors; Standardization; Innova-tion; and, social, political, economic, and faith centered needs & opportunities. Smart City Technologies typically address: smart environments; smart economies; smart governments, institu-tions, business and infrastructure management; smart and dis-ruptive technologies and services; smart utilities, mobility, and transportation; and, smart living (addressing life styles, costs-of-living, life safety, education, healthcare and recreational/faith needs & expectations).”

For the last 30 years, Smart City Eco-Systems and Tech-nologies have been success-fully used as foundations, practical frameworks and/or facilitators for Intelligent City and Community Transforma-tion Programs and Initiatives.

While Many Smart City Programs have been demon-strated to be advantageous for cities, others have been less-than-successful and have often become fi-nancially challenged.…

Unfortunately, while many “Smart” city initiatives were well founded they often came up short of original expec-tations and failed to be delivered in a timely and economic

fashion. The lack of timely and adequate “Collaboration between Smart Technology Vendors, Funding, Citizen Engagement and Education/Training” has been shown to be primary weakness ar-eas…

How ICCT Programs and Initiatives help address “Smart City” challenges and weaknesses. ICCT Programs and Initia-tives enable the timely and adequate “Funding, Engagement and Education/Training” of Individuals, Technology Developers and Services Providers, Business and Institutional Representatives, Government Administrators, Consultants, Experts, Advisors, ICCT Professionals, Community Members and Eco-Systems such as those supported by SCC, ICC and AFE. Simply stated, partici-pation in ICCT Programs and Initiatives will help minimize fund-ing issues as well as bureaucratic and political challenges.

Why Mastering Urbanization and Ubiquitization challenges is Important. The Mastering of Urbanization and Ubiquitization will be two of the key areas to be addressed by ICCT (Intelligent Cities and Communities Transformation) Programs and Initiatives for thousands of years and countless generations to come. By ef-fectively mastering these areas, many political, social, economic, cultural and faith centered challenges can be addressed and re-solved.

The Rapid Rate of Urbanization has become a Central Chal-lenge and Concern for Most Cities. The pace of migration from the rural areas and towns to the cities has been and continues to be increasing and has become a significant challenge and concern for cities around the globe. Increased demands on infrastructures such as transportation, water, telecommunications, energy/electricity, environmental sustainability, healthcare, education, institutions and e-government have become economically, politically, and so-cially challenging and often overwhelming.


SMART CiTiES

Worldwide, urbanization is becoming a primary concern to most politicians and business executives. For instance, in July 2014, India’s Finance Minister stated :-

This statement reinforces what in 2009-

“As the fruits of development reach an increasingly large number of people, the pace of migration from the rural areas to the cities is increasing. A neo middle class is emerging which has the aspiration of better living standards. Unless new cities are developed to accommodate the burgeoning number of people, the existing cities would soon become unlivable. The Prime Minister has a vision of develop-ing ‘one hundred Smart Cities’, as satellite towns of larger cities and by modernizing the existing mid-sized cities.”

“Based on urbanization trends and the anal-ysis of “Smart City” track records thus far, it is only through Smart City’s evolution and/or revolution into an “Intelligent City with Intelligent Communities” will a City be able to create best-of-class livable and productive environments for its citizens and visitors. Such changes will enable increasing a City’s and its country’s Gross Domestic Product Levels while enabling for its citizens and visitors increase in the quality of life and the simultaneous reduction in their costs-of-liv-ing, regardless of their education, skills or income levels… Intelligent Cities fortunately will be able to utilize Intelligent-Enterprise Information Modeling… (i-EIM…) as an enabler for the creation and sharing of Ubiquitous BIG Data… and Quad-directional Connectivity which makes data, information, knowledge and wisdom readily available and understandable for anyone who wants and needs them. Thus enabling “Intuitive Business Transformations…” (IBT…) and “Intuitive Institutional Transfor-mations…” (IIT…) and Intuitive Government Transformations… (IGT…) to become economical, timely, successful and evergreen in nature. It has become apparent that the facilitation of successful urbanization migrations has been limited. As a result, Programs and Initiatives such as those related to “Intelligent City and Community Transformations”

(ICCT), (which address thousands of urbaniza-tion related challenges and concerns such as those related to gainful employment, health-care, education, social advancement, political justice, economic advancement and an individ-ual’s or community’s quality of life) are en-abling cities to address “limitation-related-is-sues of urbanization” in a timely, effective and economic manner.

Mr. Bruce K. Forbes, A Keynote Speaker at the

Intelligent Cities Conference in Mecca, Saudi Arabia

Mr. Arun Jaitley, Minister of Finance,

INDIA


Institutional, Political, Business, Physical, Faith, Social and Economic Practices, Policies and InfrastructuresThe advancement and mastering of the integration and interoper-ability of Institutional, Political, Business, Physical, Faith, Social and Economic related Practices, Policies and Infrastructures are critical to the success of Intelligent Cities and Community Trans-formation Programs and Initiatives.Practices, Policies and Infrastructures addressed by ICCT Programs and Initiatives typically address thousands of areas such as:1. Gainful and career enabling employment that enables high-qual-ity living and high-quality jobs and helps Gross National Product Growth and Sustainability at the local, regional, national and global levels2. Timely And Economically Optimized Physical, Social, Faith And Institutional Practices, Policies And Infrastructure Advance-ments Related To Areas Such As:• Affordable High Speed Telecommunications And Information

Technology• Dependable Security And Life Safety Eco-Systems• Economically Supported Sports And Recreation Activities

And Facilities• Energy And Electricity Supply And Management• Entertainment And Faith Related Community Enablement• Environmental Sustainability And Risk Management Includ-

ing Areas Such As Pollution Control• High Quality Housing Which Is Affordable, Accessible And

Reasonable• High Quality, Affordable And Accessible Education• Peer Mentoring And Advisory Services• Readily Available And Affordable Healthcare• Sanitation And Waste Management• Water Purification And Distribution• Timely, Fast and efficient urban mobility and transportation

ICCT Programs and Initiatives Address a City’s Challenges of Ur-banization and Co-opetition with other Cities via Competitiveness & Best-of-Class Positioning, High Quality Ways-of-Life and Risk Miti-gation & SustainabilityMastering Urbanization requires Best-of-Class Social, Politi-cal, Faith and Cultural, and especially Economic Development are typically empowered by ICCT Programs and Initiatives.

Urban areas typically contribute a higher share of a City’s or Nation’s GDP than do Rural Areas. As urbanization occurs, GDP in Intelligent Cities should be positioned for sustain-

ability and growth. Such positioning should reflect the needs and opportunities identified, with appropriate input and governance, through a wide variety of Best-of-Class Social, Political, Faith and Cultural, and Economic Development programs and initiatives that need to be continuously facilitated through the participation of “in-telligent” individuals, communities and organizations.

According to ARCHIBUS Federated Eco-System (AFE) Mem-bers and Affiliates, from over 190 countries around the world, such facilitation is optimized through the use of “Intelligent City and Community Transformations™” (ICCT™) Programs and Ini-tiatives. Because the “Facilitation and Mastery of Urbanization” requires a balance between individual, institutional, business and government activities. ICCT Programs and Initiatives enable re-markable enhancements of capabilities, timely responses and have become primary engines for economic and GDP growth and sus-tainability. ICCT Programs and Initiatives are typically empowered by Intelligent-Enterprise Information Modeling™ (i-EIM™) Apps, Frameworks, Extensions, and Activities.

ICCT Competitiveness & Best-of-Class Positioning refers to a city’s ability to: create intelligent employment, best-of-class prod-ucts and services, and high quality ways-of-life opportunities; and, attract and universally sustain intelligent city and community trans-formation interest and participation by Individuals, Technology Developers and Services Providers.

ICCT High Quality of Ways-of-Life includes the optimal facilita-tion of safety and security, community inclusiveness by interested individuals, entertainment, sports and recreation programs, faith and religious programs, ease of seeking and obtaining public ser-vices, cost efficient and high quality healthcare, quality and ready availability of education and training, Ubiquitous BIG Data™ ac-cess and transparency, accountability & opportunities for participa-tion in governance policies and administrations.

ICCT Risk Mitigation & Sustainability includes social sustainabil-ity, environmental sustainability and financial sustainability and enables economic, political, social, faith, and intelligent individual/community eco-system growth.

SMART CiTiES


Intelligent Evolutions for Cities: From a “Traditional City” to “Smart City” to “Intelligent City”… Mastering City Infrastructures with Intelligent-EIM™ Solutions

ICCT Institutional Infrastructures refer to the activities that relate to governance, plan-ning and management of a city. The older technologies associate with “Smart Cities”, such as ICT and IOT which provided limited transparency, accountability, efficiency and citizen-centric interfaces, have been blended into and expanded upon with more compre-hensive, financially self-funded and robust/powerful ICCT Technologies such as In-telligent-Enterprise Information Modeling. I-EIM enabling Ubiquitous BIG Data and Quad-directional Connectivity to become available for both the most casual users and the most advanced users. ICCT Institution-al Infrastructure Solutions include the par-ticipatory and crowd sourcing systems that enable best-of-class standards, governance, e-government, and many other institution frameworks the ensure best-of-class life styles, the sense of safety and security and the opportunities for creativity and innova-tion as well as contributions to a city’s GDP monitoring.ICCT Economic InfrastructuresHelps Intelligent Cities attract investments and to create and utilize appropriate ICCT economic infrastructures that address areas such as employment opportunities, job ad-vancement, and productivity growth that yield growth in a Cities GDP areas. The ICCT Economic Infrastructure identifies ICCT Programs and Initiatives core compe-tence areas, facilitates comparative perfor-mance metrics, balanced scorecards, bench-marks, and best-of-class standards, identifies areas of weakness and excellence, and en-ables us to analyze the Intelligent City’s po-tential for generating economic and GDP growth. Once that is done, the weaknesses within the City’s economic infrastructures can be identified and effectively and posi-tively addressed in a timely and economical-ly justified way.ICCT Physical Infrastructures refers to

physical infrastructures such as the urban mobility system, the housing stock, the ener-gy system, the water supply system, sewer-age system, sanitation facilities, solid waste management system, drainage system, etc. which are all integrated through the use of integrated and interoperability technologies.ICCT Social/Faith Infrastructures relate to those components that work towards devel-oping the individual and community centric programs, such as the education, healthcare, entertainment, faith, etc. It also includes recreational programs such as performance and creative arts, sports, the open spaces, children’s parks and gardens. These togeth-er determine the quality of life of citizens/visitors and the communities in which they participate within a city and a city’s sur-rounding towns and rural areas. ICCT Social Infrastructures also proactively bring disad-vantaged individuals and their communities to the forefront of areas to be addressed in a positive and productive manner.Financial Frameworks for the Extended Funding Intelligent Cities Councils and InitiativesCities which desire to participate in the ICCT Transformation Programs and Initia-tives should develop financing plans along with their smart city financial development, deployment and sustainability management plans. With ICCT Programs and Initiatives multiple levels and types of government agencies and departments should be asked to be involved with the various short-term, intermediate and long term/ evergreen finan-cial planning frameworks. The city should develop a strategic and operational investment and financing strat-egy that identifies projects, programs and initiatives which are amenable to innovative and sustainable financing such as accessing bond markets or structuring Public Private Partnership (PPP) projects as vehicles for

obtaining additional resources from the a variety of sources In some cases ICCT Pro-grams and Initiatives will enhance the finan-cial resource pools via the following actions:• Levying user fees and charges for

utilities to reflect O&M, OPEX, TCO, ROI and capital investment costs.

• Property, building and/or asset value based taxation and surcharges.

In addition to the budgetary resources available with various levels of government, resources would need to be leveraged for the sector from both do-mestic and overseas investors. This is especially important when evaluating, designing, deploying and managing programs designed to increase GDP and Bond Ratings and reducing interest rates on monies obtained via development loans.

The pooling of monies from commercial and non-commercial sources would allow for reduction in borrowing costs and enable the lengthening loan durations.

» Pooled Municipal Debt Obligations (PMDO) are sometimes utilized for ICCT Programs and Initiatives.

» Real Estate Investment Trusts (REITS are sometimes utilized for ICCT Pro-grams and Initiatives.

» Infrastructure debt funds (IDFs) are sometimes utilized for ICCT Programs and Initiatives.

» Tax-free municipal bonds by credit-worthy governments are sometimes uti-lized for ICCT Programs and Initiatives to help reduce the cost of borrowing.

» PPPs are sometimes utilized for ICCT Programs and Initiatives to help lever-age private sector financing.

SMART CiTiES


UK First As Satellites Are Used To Identify Community Energy Opportunities In Milton Keynes

Milton Keynes will be the first city in the UK to host CAPE- which stands for Community Action Platform for Energy, a project which uses big data, including satellite imagery, to help communities take charge of their own energy needs. This will provide an opportunity for the citizens to reduce their carbon footprint, whilst also cutting energy bills.

iNTERNATiONAL


- Geoff Snelson, Director of Strategy

Milton Keynes Council

“We will be bringing contacts and guidance to the team

to ensure it delivers better energy projects for all of

Milton Keynes. Another great addition to the MK: Smart

programme.”

he problem communities’ face is that ener-gy efficiency and generation initiatives are sub-optimal in their ability to target, scale up and build momentum. CAPE’s aim is to unlock this market and give a fillip to the UK Government’s 2020 energy target plans. CAPE is a community-led urban energy initiative that puts advanced urban data analytics into the hands of communi-ties to enable social action.

CAPE will empower communities to reduce energy bills, environmental impact, alleviate fuel poverty and realise new busi-ness opportunities (e.g. income from ener-gy generation). The project would generate significant local employment and training opportunities by the use of a local supply chain.

CAPE combines various data sets, in-cluding satellite imagery, energy ratings, user energy data, social economic data and demographic information so that commu-nities identify opportunities of highest need and impact for councils and community groups to act upon. By doing this, expertise and scale are socialised to allow citizens to address fuel poverty and sustainability goals without needing to become a lone expert, in order to successfully join the energy revolution. Suppliers (especially local companies with local know how) can then engage with a much larger group of customers with aligned needs, many times more cost effectively, without having to undertake mass marketing that has thus far failed.

The aim is to create a local internet marketplace for green energy products, which brings together providers and buyers in a competitive and easy-to use system. The free-to-use online platform, in phase I, would help household and communities understand the benefits of green energy initiatives like renewable energy, low emission insulation etc., by creating a business case, based on ROI model fol-lowed by a marketplace where local suppliers can bid for community generated green energy projects. The communities and households can exploit economies of scale by combining several energy projects into one bigger project – ‘Groupon’ model. The proven product is then proposed for replication in 10 other local authorities in the UK.

TBUIDING DATA

Author-

Prajakt Deotale Head - Europe Consulting Services Tech Mahindra

iNTERNATiONAL


- Robbie Macpherson, Chief Operating Officer

Community Action, Milton Keynes

“We’re delight-ed to be involved with this exciting

pilot, which will engage

our citizens in getting cheaper,

greener power under

their control. This pilot initiative in Mil-ton Keynes will show what’s possible where citizen power is con-cerned”.

POTENTIAL SOLAR YIELD

HEAT LOSS BECAUSE OF POOR INSULATION

The platform would go live early 2017.

iNTERNATiONAL


Financing Smart Cities

Addressing The Elephant In The RoomCITY TRANSFORMATION: THE WAY FORWARD FOR ‘SMARTER’ ECONOMIES

Economies globally are increasingly aiming to become smarter, by way of transforming all spheres of urban systems. In light of the above, structured interventions to transform Indian Cities, such as the Smart Cities initiative, arebeing rolled out in mission-mode. The

mission, while accommodating scaling up efficiencies, is envisaged to equip cities to address evolving complex social, economic and political issues. Optimally utilizing IT and digital technologies in improving the ‘Ease of Doing Business’ and the ‘Ease of Living’ in cities, has given shape to the concept of Smart Cities.While Infrastructure, investments and implementation will constitute the core pillars of urban evolution, efficient gover-nance systems and infusion of sustainability will enable the transformation. Hence to achieve such a transformation, it is critical to also transform the administration, governance and citizen engagement radically.

FiNANCE

By - Jaijit Bhattacharya Partner, Government &

Infrastructure Cities & Innovation KPMG Advisory Services Pvt. Ltd.


The estimated costs and investment requirements throw light upon the macroeconomic magni-tude, scope for complex-ities and challenges. In-tegrating smarter cities and societies would be a delicate task consider-ing the amplifying ef-fect Smart Cities might have on economies and industries. Thus, innova-tive hybrid mechanisms to address financing, planning and implemen-tation are imperative, along with frameworks and standards in place to maintain quality and diligence.

Financing the Urban Transformation Agenda: Easier said than done

Making projects bankable: Alleviating risks and infusing bankability crucial

The following table provides a comparison of estimated costs, over the next five years, vis-à-vis other macro figures in order to highlight the scale of investments required.

The requirement of significant initial funding and continual capital infu-sion over the next five years will pose considerable challenges for all stake-holders. The traditional infrastructure financing companies may be insufficient to cater to the scale of requirements, and the Central govern-

ment will now have to make fiscal space to finance mammoth urban transformation projects, in light of lack of appetite for PPP based financing.

Stressed assets in the infrastructure sector have been acknowledged to be a concern, deterring PPP based investments. Infrastructure companies are battling stretched balance sheets.The financing challengesth us warrant addressing issues that are critical, every step of the way, of urban transformation projects.

Large projects need funding at acceptable cost of funds. While bankabili-ty of the project helps determine the financing vehicle, reduction in risk associated with the project helps manage the projects’ ratings, maintain standards, there by leading to time and cost-effective delivery.

MITIGATING RISK: Extenuating associated risks for investors is among the priorities all through the course of a project and its stages ― feasibility, implementation, completion and post completion.

Sources: www.smartcities.gov.in, Ministry of Statistics and Programme Implementation, Union Budget Document FY15

Particulars Estimated Figures

100 Smart Cities

CentralGovernment

INR1 billion (per city per year)INR480 billion (over 5 years)

State/ULBsINR1 billion (per city per year)INR480 billion (over 5 years)

Total Approx. INR1000 billionIndia GDP INR106,500 billion (at constant

prices, FY 15)Union Budget INR17,774 billion (FY 15)

FiNANCE


Roadmap to innovative financing schemes

Tapping into New-age Financing Strategies: Amalgamation of the existing and the new

The three parameters – Risk, Rating & Revenue Assurance, as shown in the above figure, might be the most crucial ones, for evaluation of projects. While we see that Revenue Risks are safeguarded by partial risk guarantee funds, it is

the Project Completion Risk that is yet to be mitigated. It is miti-gation of this risk that demands the set-up of a central third-party

organization such as the Project Completion Risk Guarantee Fa-cility (PCRGF).A PCRGF, would be a ‘Special Office’ that would guarantee against specified (and subscribed) risks, beyond the gamut of project developers.The facility would be seen as a development mechanism to bring relief to stake-holders of delayed PPP projects. It should be recognized as a lender in future loan agreements.

In addition to existing state and private funding mechanisms, i. a thorough assessment of possible factors/approaches must be undertaken to constitute an encompassing resource pool available for cities to finance their smart agendas and projects. In addition, ii. activities to ensure effectiveness of costs and time of implementation, such as a high-level budget estimate and a cost benefit analysis are necessary. Specifi-cally for private sector participation, evaluation of existing financial reforms can help make recommendations of necessary institutional reforms.iii. Acomprehensive question bank, consisting of questions addressing all urban spheres and aspects sustainability and reinvention, might be invaluable towards augmenting the Cost-Effectiveness Quotient of projects. In order to ensure the implementation of cost effective financing mechanisms, there is a need to create a iv. High Power Committee with representation from all stakeholders including the Central and State governments, ULBs, development authorities, financial institutions and industry experts, who shall review all the proposed/shortlisted financing mechanisms.

In addition to the formulation of financing mechanisms, sustainability will have to be addressed continually. The figure below, indicates as to what might be, a possible future roadmap to unlock innovations in formulating break-through financing strategies.

Smart cities would ideally aim to be ‘next-generation’ habitations, capital-izing upon information, intelligence and technologies to integrate urban systems and mechanisms like never before. Not enough emphasis can be laid upon the need for innovation in addressing their financing and

planning requirements.

MITIGATING RATINGS: Solid frameworks for maintaining the financial standards of smart city projects will inevitably add to their bankability. An internationally recognised financial performance yardstick has been recom-mended by the ISO standard for Smart Cities – ISO 37120. The finance section of the document prescribes ‘Debt Service Ratio’ as a core indicator and ‘Capital Spending’, ‘Own-source Rev-enue’ and ‘Tax Collected’ as supporting indicators which can be implemented to evaluate smart city finances. Along with globally standardised smart city financing indicators, country-specif-ic frameworks are vital. In this regard, Working Group 8 (WG 8) of the Bureau of Indian Standards (BIS) has been constituted in order to standardise a quality and standards framework specifically for Indian smart cities. The WG 8 recommends creation of an SPV per smart city to evaluate and man-age smart city development projects. Headed by a full time CEO, each SPV will have representatives from both the Central and state governments and the ULB on the Board. The SPV will also help channelise funds through joint ventures, subsidiaries, PPPs, turnkey contracts, etc. While the Grant Fund (funds provided by the governments)will be utilised as per the conditions laid down, the paid up capital in the SPV will be very significant. Allowing the SPV to expand its equity base utilizing the ULB’s share of equity and DFTPOs and other private/international players, will prove to be vital.

In the public-private ventures, lenders mostly rely only on the anticipated profitability of the project. Additionally, loans in different currency denominations will require hedging currency fluctuations risks.

FiNANCE


Redefining Conventional Mechanisms The Need Of The Hour

Encompassing Urban Servicesand Unconventional Funding Pathways Need To Be Tapped

Leveraging Technology Solutions Warrants Focus

Foreign Direct Investment (FDI) can potentially become a source of significant investments. Financial Collaborations, Joint Ventures/Technical Collaborations, Capital Markets via Global Depository Receipts (GDRs/Euro issues), Private

Placements or Preferential Allotments and Listing on NASDAQ/NYSE/Global Stock Exchanges would enable opening up interna-tional pathways of financing.

While all spheres of urban living stand to be transformed by smart agendas, certain sectors of urban infrastructure such as Power, ICT and Integrated Townships will bear the maximum impact. Both in terms of requirement (resources) and impact, the sectors will play vital roles and thus warrant focus on conceptualisation of highly tar-geted financing mechanisms.

Partnering with Development Finance and Trade Promotion Or-ganisations (DFTPOs) that provide risk coverage and high degrees of due diligence, will help assure private investors. DFTPOs have to be explored and tapped into, to provide new pathways for public-pri-vate partnerships and constitute viable financing tools in emerging markets such as India.

Shared urban services and solutions that consider both capital and operational cost, and address infrastructure needs of several communities instead of a few, will be a highly appealing offer for transformation agendas.

Offering the various Smart City Solutions as a Service (SCSS) offers opportunities, particularly fortechnology companies to collaborate to create cloud-based offerings of smart-solutions. Solutions in spheres such as public safe-

ty, surveillance, traffic and parking management, lighting, healthcare and disaster response tend to simplify procurement and increase the dependability (thereby reducing risk) in capital expenditure deals.

Smartphones and tablet computers are emerging to be the devices of choice for connectivity. And in turn, the technology response has been the creation of cloud-based wallet services which enable ser-vice users make transactions of user fees and charges digitally. Such digital payment gateways might be a highly attractive technology of-fering, enabling the revolution of public administration and also help channelize financial resources.

Conventional methods of procurement might prove to be blatantly inadequate. While there is a need to initiate vendor-interaction much earlier in the smart project lifecycles, leveraging more tools in

the private-sector as financial sources is imperative to alle-viate stalled projects and delays. Sources such as mobilizing funds through taxes levied, such as ‘green’ tax on fuels, tax-es on purchase of new vehicles, etc. andLoan Loss Reserve Funds, Loan Guarantees and Local Improvement Finance Trusts might prove to be extremely beneficial in addressing the dearth of resources.

Sources: Financing Smart Cities, Base Preliminary Draft, Bureau of Indian Standards-Working Group 8

CONCLUSION

The transformation of Cities into Smart Cities, is expected to bring forth unprecedented challenges, especially which are financial in nature. The ‘where’, ‘how’, ‘when’ and ‘at what cost’ will have to be identified for the financing of various projects.

Analysis of the existing urban infrastructure funding

structures such as - Municipal Bonds, PFDFs, REITs, Land Use, Linked Deposit Programs, Developer Dedication Requirements, Securitisation, Performance Contracts, Tax Increments, etc. – will help plug the gap between funding requirement and availability. In addition, new-age ideas that leverage technolo-gies optimally might be the path-breakers.

MMechanisms formulated should be prioritise reducing risks associated with the transformation initiatives, and to bring down the cost of funds. To ensure discipline in funding, it is also important that Urban Local Bodies (ULBs) ensure that internal financial systems are

strengthened. Measures such as double entry system, with commitment accounting, would help monitor and evaluate each transformative initiative which is being funded.

It would be prudent to also adopt the ISO 37120 Smart City standards. In addition to the ISO prescribed ISO 37120 indicators, recommendations by the BIS WG 8 necessitate attention.

More importantly, transforming Indian cities will involve transforming foreign direct investments, public–private partnerships, assistance and collaboration between the Centre, States and ULBs. The country’s smart cities dream would be achievable only through a synergistic approach by all stakeholders.

Smart Financing Must Bring About The Conglomeration Of Existing Ideas And Path-Breaking Innovations

Addressing Bankability Every Step Of The Way Is Invariably Crucial

FiNANCE


SMART NEWS POLICY

The Government recently announced the 20 winners of the Smart City Challenge competition for financing during this financial year. Announcing the cities here today, Minister of Urban Development Shri M.Ven-kaiah Naidu said that the winners were from 11 States and the Union Territory of Delhi and the selection was totally objective and transparent based on standard-ized processes.

GOVERNMENT ANNOUNCES FIRST BATCH OF 20 SMART CITIES FROM 11 STATES AND DELHI

hri Naidu further said that Smart City Mission marks a par-adigm shift towards urban development in the country since it is based on ‘bottom up’ approach with the involvement of citizens in formulation of city vision and smart city plans and the Urban Local Bodies and State Governments piloting the mission with little say for the Ministry of Urban Devel-opment. He also observed that it was for the first time in the country and even in the world that investments in urban sector are being made based on competition based selection of cities. Informing that 1.52 crore citizens participated in shaping smart city plans of 97 cities and towns in the first round of competition, Shri Naidu said that this enthusiastic participation of people is a major positive outcome.

3 cities from Madhya Pradesh, two each from Andhra Pradesh, Karnataka, Tamil Nadu, Gujarat, Maharashtra and Rajasthan and one each from the remaining five made it to the winning list.

The Minister informed that 23 States and UTs who could not make to the list of winners will be given an opportunity to participate in a ‘fast track competition’. Each top ranking city form these left out states can upgrade their smart city proposals and submit them by April 15, this year for inclu-sion in the mission.

Shri Naidu informed that the 20 winning cities and towns have proposed a total investment of Rs.50,802 cr over five years with all the cities proposing Public-Private-Partnership as a major vehicle of resource mobilization. 10 of the 20 cit-ies have proposed to mobilise Rs.8,521 cr under PPP model while others have also indicated this option. A total area of 26,735 acres has been identified by these cities for making

Rank City State1 Bhubaneswar Odisha2 Pune Maharashtra3 Jaipur Rajasthan4. Surat Gujarat5 Kochi Kerala6 Ahmedabad Gujarat7 Jabalpur Madhya Pradesh8 Visakhapatnam Andra Pradesh9 Solapur Maharashtra10 Davanagere Karnataka11 Indore MP12 New Delhi

Municipal CouncilDelhi

13 Combattore Tamil Nadu14 Kakinada Andhra Pradesh15 Belagavi Karnataka16 Udaipur Rajasthan17 Guwahati Assam18 Chennai Tamil Nadu19 Ludhiana Punjab20 Bhopal MP

them smart through necessary interventions. Elaborating on the advantages of Smart City Mission,

Shri Venkaiah Naidu said that this leads to integrated urban planning by addressing the issue of infrastructure, land use planning, transport, urban design and architecture in a holis-tic manner unlike in the past. Stating that building a smart city is not a destination but a series of small steps in that direction, Shri Naidu said that the country has taken one such step today.

The Minister said that urban local bodies are taking a quantum jump to improve their capabilities and have resorted to SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of each city for coming out with city vision.

SThe 20 smart cities announced by Shri Venkaiah Naidu were :

Of these 20 cities accounting for a total population of 3.54 crore, 5 have population below 5 lakhs each, 4 in the range of 5-10 lakhs, 6 in between 10-25 lakhs, 4 between 25 and 50 lakhs and only Ahmedabad has above 50 lakhs.


SMART NEWS POLICY

SMART

NEWS

CIT

Y

23 CITIES PARTICIPATING IN FAST TRACK COMPETITION INFORMED OF GAPS IN THEIR SMART CITY PROPOSALS

ERICSSON PARTNERS STERLITE TECHNOLOGIES FOR SMART CITIES

hese cities are spread over 23 States and Union Territories that could not make it to the first batch of 20 winning cities announced last month by the Minister of Urban Develop-ment Shri M.Venkaiah Naidu.

Shri Naidu, while announcing the winners said that one city ranked top in each of these 23 States and UTs in the first round of competition would be given an opportunity to compete in an accelerated competition by improving their smart city proposals based on the gaps identified by the evaluation teams. In the list of first batch of 20 smart city winners, cities from 12 States and UTs were included.

Gaps identified in the Smart City Proposals of these 23 cities ranged from deficiencies in self-assessment of cit-ies, disconnect between city vision and SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis of cities, citizens’ aspirations not being reflected in the vision doc-ument, disconnect between strategic plan and implementa-tion plan of respective cities, lack of clarity and consistency in the action plans proposed, inconsistencies in costs and resource mobilization plans, weak convergence of different schemes of central and state governments, feasibility of im-plementation plans, non-submission of required Resolutions from respective urban local bodies in support of the claims made in the plans, too ambitious proposals, inadequacies in respect of setting up of critical Special Purpose Vehicle etc.

To help these 23 cities make winning Smart City Propos-als, the Ministry of Urban Development will soon organize

a day long Workshop to enable them learn from the charac-teristics of winner cities, bridge identified gaps, formulate credible resource mobilization and feasible implementation plans etc.As per the Smart City Mission Guidelines ap-proved by the Government, only 20 cities were to be select-ed in the first year and 40 each in the subsequent two years for extending financial support. Cities are selected based on the ‘credibility’ and ‘doability’ of smart city proposals which are evaluated based on a set of criteria formulated after extensive consultations with states and UTs.

Competition based selection of cities is a unique fea-ture of Smart City Mission ensuring total objectivity and transparency. Evaluation of proposals is done by three inde-pendent teams of foreign and Indian experts in the fields of urban planning and financing.

Under the agreement, Ericsson will col-laborate with Sterlite to design a road-map and deploy solutions and services required to create a fully functioning knowledge-based society.The alliance

will design, deploy, integrate and manage solutions in areas such as communications, public safety, intelligent transport and smart grid solutions, which will enable the establishment of sustainable smart cities in India.

TMinistry of Urban Development has communicated the gaps in respective Smart City Proposals to 23 cities that are participating in the ‘Fast track competition’ so that they can submit improved proposals by the stipulated date of April 15,2016.

Ericsson has signed an agreement with Sterlite Technologies to work together in driving Smart Sustainable City initiatives in India in line with government’s vision of Digital India.

- Dr. Anand Agarwal , CEO, Sterlite Technologies

- Chris Houghton , Head, Ericsson India“Sterlite is working closely with the government to drive smart sustainable city initiatives and supports Digi-tal India program. We acknowledge Ericsson’s leadership in enabling the Networked Society across the world and are collaborating with Ericsson to implement the program.”

“Ericsson is playing a crucial role in creation of the Networked Society and is also a driving force in changes that are currently taking place in the busi-ness landscape of many industries. Our partner-ship with Sterlite coupled with our globally proven competencies, experience of smart sustainable city deployments and cutting edge technological exper-tise will help attain the goals of Digital India.”

The smart cities solutions covered in the agreement include: Communications (Wi-Fi networks and fiber deployment), public safety (video situational awareness solutions and emergency response), intelligent transport (traffic management and fleet management) and smart grid solutions (smart grid communica-tions and smart metering).


SMART NEWS FiNANCE

SMART CITIES WILL REQUIRE HUGE FUND MOP-UP VIA PPP: EXPERTS

With the government naming 20 cities to be developed as ‘Smart Cities’, industry experts recently said the project will require huge fund mobilization that could be brought about by public-private partnerships.

- Sanjay Dutt , Managing Director, India,

Cushman & Wakefield

“The 20 shortlisted cities com-prise a mix of cities from all regions of India with high eco-nomic and industrial potential. Developing the project in the shortlisted cities would ensure quality infrastructure, technolo-gy-enabled services, sustainable public transport.”

- Arindam Guha , Senior Director, Deloitte in India

- Chandan Chowdhury , Managing Director,

Dassault Systemes,

- Prakash Chandraker , VP and MD, Schneider Electric Infrastructure

- Jaijit Bhattacharya , Partner, Infrastructure and Government Services,

KPMG in India

“There are no winners or losers here. The really smart cities will build on the effort already put into developing the Smart City plans and take some of the implemen-tation forward, especially those which do not require significant financial outlays like increasing walkability by improving pavements or are largely supported by private investment like wi-fi facilities in public spaces, beautifica-tion of public places through corporate sponsorships or advertisements.”

Herculean effort has gone into the elaborate evaluation process for selecting these 20 cities out of the shortlist of 98 that was drawn up last year.The sheer size and scale of the initiative is unprecedented and unparalleled anywhere in the world,” he said terming the day as watershed for the country.

The shortlisting was a culmination of intense efforts from the government and multiple stakeholders. We are confident that today’s announce-ment will further accelerate the transformation of cities into smart cities and will witness very significant investments coming in.

Building smart cities will require considerable sys-tem integration, simplification and standardisation of geo data which will be key en-ablers of building projects across India.

Mr. Dutt Added “the Smart Cities project aims to provide world-class infrastructure in Indian cities.The government’s shortlisting of 20 cities after careful scrutiny of various parameters such as feasibility of plan, effectiveness and result-orientation, etc over a period of time would result in higher quality of life for citizens,” he said.Affordable housing, which is already a priority for the government, would receive a further boost through the project.If robust IT frameworks, connectivity and digitization are enabled in smart cities, there would be a marked improvement in the quality of infrastructure. The Smart Cities Project would require huge fund mobilization that could be brought about by public-private partnerships for developing smart cities,” he said.Incentivizing infrastructure development would lead to higher private participation in the formation of smart cities, he said, adding that the shortlisted cities would require to fine-tune and detail their proposals to establish their efficacy and begin implementation.


he government recently announced the list of first 20 cities to be developed as ‘smart cities’ with Bhu-baneswar topping the list followed by Pune, Jaipur, Surat, Kochi, Ahmedabad, Jabalpur, Vishakapat-nam, Sholapur, Davangere, Indore, New Delhi, Co-imbatore, Kakinada, Belagavi, Udaipur, Guwahati, Chennai, Ludhiana and Bhopal.

While several cities have made incremental investments in smart solutions, the challenge will be to replicate these on a larger scale, he said.Ac-cording to the study, in 2016, service providers and over-the-top content providers will invest heavily in city- wide Wi-Fi networks which will be the back-bone for smart city services.”As smart solu-tions are heavily dependent on ICT, service provid-ers will play a significant role in smart cities.

In 2016, service providers will participate in (and lead in many cases) consortiums for respond-ing to RFPs for smart/ digital solutions for various city and state governments,” Sudarshan said.Reli-ance Jio is likely to roll out Wi-Fi services across over 50 cities in 2016.

Similarly, Bharti and Vodafone are deploying Wi-Fi through a joint venture company, Firefly.Facebook is working with BSNL to deploy Wi-Fi in 100 areas in rural India, while Google has an-nounced a partnership with the railways to provide hotspots in 400 railway stations by 2016.

”Over the next 10-15 years, these cities will emerge as key technology, economic, and social hubs for the country.We believe that service providers that expect to be serious play-ers in smart cities will take a center-forward position in leading consortiums in the development of smart cities.” he added.

“Even as funding for these smart cities is an area of concern, the major challeng-es remain with respect to the development of smart cities project management, government decision making and policy and regulatory framework.”

SMART NEWS FiNANCE

Mr. Chandraker added ”The announcement of 20 smart cities marks the onset of a smart city revolution in India… Not only will these cities have enhanced basic infrastructure, but they will also offer opportunities in efficient urban mobility, waste management, IT connec-tivity, e-governance and citizen participation,”

Mr. Chowdhury added “Technology innovation will be a key enabler to smart city projects, 3D mapping applica-tions, modern architecture, urban planners, power gener-ators will all help leverage technology to deliver ‘more’ using ‘less’ and create a sustainable city that improves the life of citizens.”

OVER $150 BILLION INVESTMENTS REQUIRED FOR SMART CITIES: DELOITTE

The Modi government’s vision of creating 100 smart cities will require an investment of over USD 150 billion over the next few years with private sector being a significant contributor, says a report.According to Deloitte, nearly USD 120 billion will come from the private sector. The government has already initiated two programmes with an initial outlay of USD 7.513 billion for ‘Smart Cities Mission’ and the ‘Atal Mission for Rejuvenation of Urban Transformation (AMRUT)’ for the upgradation of 500 existing cities.

T- Arindam Guha , Senior Director, Deloitte in India


SMART NEWS CiTY

SMART CITY PROJECT MONEY CAN’T BE USED FOR OTHER PURPOSES: Mr. NAIDU

e said there was no politics in choosing Smart Cit-ies as many BJP-ruled states do not figure in the list, so do the constituencies represented by many VIPs. Addressing a conference on ‘India Smart Cities Mission: Next Steps’, which was attended by senior officials from 23 municipal corporations across the country which could not make it to the first list of top 20 cities selected for the Smart Cities project, he asked for cooperation from the people for the success of the project.

“Narendra Modi does not have an Alladin’s djin with which he can make every city smart. It requires public participation Smart cities require a smart leader in action, vision, and implementation. (How can) a city be smart if people don’t cooperate with the administration.“Everything will be observed and everything will be watched. Money cannot be spent for other purposes,” Naidu said. The minister also em-phasised on greater participation of people and local bodies.

“Urban governance can no longer be business as usual. It’s not top to bottom approach, but bottom up approach,” Mr. Naidu said.

Naidu said his own city could not make it to the first list of cities selected under the Smart Cit-ies project. “In development, there is no politics and discrimination. That is the basic philosophy of this government. I have always said that my co-operation depends upon your cooperation. Other-wise there is separation. “There is no question of politics here. BJP-ruled states like Chhattisgarh, Goa and Jharkhand could not make it. Constit-uencies represented by many important people are not there. Because I don’t expect an MP to make a Smart City. It is the duty of the mayor and the municipal commissioner,” Naidu said.

HSending a clear message that money alloted for the Smart City project cannot be used for other purposes, Union Urban Development Minister M Venkaiah Naidu today said that “everything will be watched and observed”.

GOVERNMENT ASKS 20 CITIES TO LAUNCH SMART CITY PROJECTS BY JUNE 25 THIS YEAR

Minister of Urban Development Shri M. Venkaiah Naidu today asked the first batch of 20 cities selected in the first round of compe-tition to launch respective smart city projects by 25th of June this year marking the one year of launch of the Mission by Prime Minister last year. He addressed a workshop ‘India Smart City Mission : Next Steps’ here today.

enior officials from States and Union Territories and Municipal Commission-ers of the 20 top ranked cities and 23 cit-ies participating in the Fast Track Com-petition attended the day long workshop to discuss the way forward. Shri Naidu asserted that the Smart City Competition was completely city neutral neither fa-vouring nor discriminating against any participant city. Elaborating on this, he said that the evaluating criteria includ-ing implementation framework, result orientation, citizen participation, smart-ness of solutions, city vision and strate-gy, processes followed etc do not favour or go against any city.The Minister said ‘what mattered is not where a city stands now but where it likes to go and how it proposes to go based on a vision drawn from the inherent strengths of a city and backed by a credible action plan’.

Referring to the top 20 ranked cities, Shri Naidu noted that ‘lesser known Davanagere in Karnataka and Solpaur in Maharashtra scored higher than the well known New Delhi Municipal Council. Little known Kakinada in Andhra Pradesh did much better than the mighty Chennai in terms of ranks. I see no reason why Bhagalpur in Bihar, Ranchi in Jharkhand and Dehradun in Uttarakhand could not do what Belagavi in Karnataka did in coming out with a sound vision and a credible strategy to realise it and making it to the top 20”.

Shri Naidu noted that ‘’several political leaders met me and said that the competition based selection of cities based on a set of rules is all fine but it brought pressure on them with people asking why not a single city from their states made it to the top 20. If competition could make political leadership at various levels focus on urban planning and governance, it is a positive outcome since urban governance can no longer be business as usual’’.

The Minister further said that “smart city competition is so designed to pick up the cities capable of making the smart city journey board the train first and every chosen city gets to do so after they are made worthy of such a journey over a period of 3 years”. Shri Naidu urged the 23 cities participating in the Fast Track competition like Warangal, Chandigarh, Lucknow, Bhagalpur, Dehra-dun etc., to improve their proposals by learning from the experience of the first batch of 20 cities and asked the top 20 cities to get going by operationalizing Special Purpose Vehicles and launching smart city projects.

Municipal Commissioners of top ranked cities viz., Bhubaneswar, Pune and Jaipur made presentations on various aspects of making winning proposals.

S


NAIDU LAUNCHED THE SMART CITY PROJECT FOR INDORE ON FRIDAY

he Centre hand-picked the cities without any prej-udice, he said. “Cities like Varanasi which is the Lok Sabha constituency of Prime Minister Nar-endra Modi and some other cities that fall under Lok Sabha constituencies of Central ministers too were not chosen for the project,” the senior BJP leader said.”Those state governments and urban centres who are talking about discrimination in se-lection of smart cities should retrospect why they were excluded,” he said.People have to pay taxes if they want to avail modern facilities that will be made available in smart cities, Naidu added.

Indore is one of the 20 cities that is hand-picked in the first phase of the ambitious scheme.Lok Sabha Speaker Sumitra Mahajan, who is the local MP, attended the function.

On the occasion, Madhya Pradesh Chief Min-ister Shivraj Singh Chouhan said his government wants to develop Indore as a world city while pre-serving its rich cultural heritage

T

- Shri Venkaiah Naidu , Union Urban Development Minister, INDIA

Inaugurating the ‘Smart City’ scheme for Indore, Union Urban Development Minister Venkaiah Naidu said, No dis-crimination was made in selecting ‘smart cities’ denying allegations of discrim-ination in selection of ‘smart cities’ in the first phase of the Centre’s ambitious project.”Cities like Varanasi which is the Lok Sabha constituency of Prime Minister Narendra Modi and some other cities that fall under Lok Sabha constituencies of Central ministers too were not chosen for the project.” Neither me nor BJP has any-thing to do with the selection.” “The 20 cities that have qualified to build smart infrastructure in the first phase of the scheme managed it only through tough competition and better performance.

- Shri Shivraj Singh Chouhan , Chief Minister, Madhya Pradesh

”A sum of Rs 18,000 crore will be spent from various resourc-es on development of Indore in the next five years,” he said. Chou-han said his govern-ment will convert ti-er-II and tier-III towns into “smart cities” by itself and “a plan is being readied to spend Rs 75,000 crore for this purpose”.

SMART NEWS POLICY


SMART NEWS CiTY

ORACLE CEO DISCUSSES SMART CITY SOLUTIONS FOR MAHARASHTRA

yOneCity will help citizens interact with government agencies through multiple means of communication with particular fo-cus on mobile and enable authorities to address these concerns through monitoring process.The complaint gets registered and intelligent backend engines will route it to the right department.Citizens can take pictures, which will be automatically geo-tagged, and embed them within the complaint.mHelp will pro-vide citizens and city administration a comprehensive mobile solution for disaster management. The app will ensure timely alerts and response from government for much needed co-ordi-nation between officers on the field and affected citizens.

mTourist will help tourists access information about places to visit, events to attend, maps, road traffic, weather and pol-lution levels and make bookings.Catz was conferred with the Global CEO award by apex IT body Nasscom for her role in driving business transformation at Oracle Corporation.She re-ceived the award at the 24th Nasscom India Leadership Fo-rum in Mumbai.The award recognises individuals for business excellence and technology leadership within their organisa-tions in areas such as vision, excellence in IT usage, business leadership and contribution to India.Past recipients include luminaries such as Ratan Tata, Nobel laureate Amartya Sen, Intel chairman Craig Barrett, and HSBC Group CEO Stephen Green, among others.

mOracle CEO Safra Catz on Wednes-day met Maharashtra Chief Minister Devendra Fadnavis and discussed how Oracle can provide assistance with smart city apps to improve citizen experiences.Safra discussed three mobile solutions – myOneCity, mHelp and mTourist – to help au-thorities provide multiple channels to address public grievances, be better prepared for natural disasters and improve tourism in the state.

Catz said in a statement

I am thrilled to have this opportunity to meet with the chief minister of Maha-rashtra to discuss his vision and priorities for the state and to discuss our nearly three decade’s commit-ment to India. We have 38,000 employees and 700 partners in India and we are still growing strong.

US Trade and Development Agency, ANDHRA PRADESH GOVERNMENT INK PACT TO DEVELOP VISAKHAPATNAM AS SMART CITY

The grant agreement was inked in the presence of Andhra Pradesh Chief Minister Chandrababu Naidu. “This coopera-tion is particularly timely as Vizag was recently announced as a winner in the first phase of the Government of India’s Smart Cities Challenge. “As an awardee of the Smart Cities

Challenge, financing of Vizag’s development and modernization efforts will be partially supported by the central government of the Republic of India,” a statement issued on behalf of US embassy said.

US Trade and Development Agency ( USTDA) to-day inked an agreement with the Andhra Pradesh Government to develop infrastructure, communi-cations and data systems in Visakhapatnam, in line with its goal to become a Smart City.


SMART NEWS GOVERANCE

CITY OF SURAT TO IMPROVE CITIZEN SERVICES WITH IBM SMARTER CITIES PROGRAM

MAHINDRA GENZE AND AT&T BRING IOT CAPA-BILITIES TO TWO-WHEEL TRANSPORTATION

s a successful recipient of IBM’s Smarter Cities Chal-lenge (SCC) grant, the Surat Municipal Corporation (SMC) worked with IBM to study and prepare a blue-print designed to support the city’s growth, administra-tion of its civic infrastructure and increasing demand on services.

With Surat’s population predicted to grow by 5 per-cent over the next 4 years*, the efficient management of existing and future civic infrastructure is essential to Surat’s long-term livability and sustainability. “As the

fourth fastest-growing city in the world, Surat faces a real challenge to effectively ad-minister and get maximum efficiency from its civic in-frastructure and services in areas such as payment of property taxes and utilities. At the same time, we need to fully engage our citizens to partner with us and embrace the services available,” said Shri. Milind Torawane, IAS, Commissioner of Surat Mu-nicipal Corporation.

Using the IBM Smart-er Cities grant, a team from SMC and IBM created a strategic framework and rec-ommendations for the deliv-ery of viable improvements to Surat’s citizen’s services via new and existing online

channels, in support of the city’s rapidly increasing population and economic growth.

After a successful application, the City of Surat earned an IBM grant to have a global IBM team spend three weeks with local officials to provide strategic rec-ommendations to establish and operationalize a smarter citizen engagement platform.

Mahindra GenZe, a leader in all-electric two-wheel transportation alternatives, uses AT&T’s* Internet of Things (IoT) technology to bring the first connected scooter to the two-wheeler industry. The

companies are also working with Tech Mahindra, a world leader in connected solutions helping enable GenZe’s telematics device to utilize AT&T’s network capabilities. The GenZe 2.0 is a two-wheel vehicle built for urban commuters. It works on a CANBus network. The con-nected scooter uses multiple AT&T IoT products includ-ing Global SIM and AT&T Control Center to build the GenZe mobile rider solution. The GenZe Cruise–Connect System™ monitors data through a cloud–based system and governs settings through the app.

The GenZe 2.0, designed and built in the U.S., has: » A removable lithium-ion battery: Riders can

recharge at any standard electrical outlet, for optimal freedom and ease of use.

» Smart, utilitarian design: Ample rear storage space lets riders get where they want and take all of their belongings with them. It enables device recharging in a compartment under the driver’s seat.

» GenZe was founded in 2012 to develop sustainable urban transportation solutions. The GenZe 2.0 was born in Silicon Valley. It was designed, engineered and is being manufactured in Ann Arbor, Michigan, to the highest international and federal vehicle standards.

» Build a blueprint for a digital platform using Enterprise Architecture methodologies;

» Establish a system to support data security & governance, informa-tion and stakeholder management

» Appoint a Surat Transformation leader, reporting to the SMC; » Develop a marketing campaign to promote citizen engagement and

facilitate community awareness.

AIBM and the City of Surat recently announced its plans to increase the efficiency of Surat’s services

and enhance the experience for its citizens by building a digital platform for better urban livability

in India.

To establish a smarter engagement digital services platform for Surat’s citizens for a functional, livable and socially vibrant city, the IBM SMC team delivered the following recommendations:

“The recommendations presented by the IBM SMC team will help the SMC analyse trends, anticipate de-mand, launch new services, capture feedback on a more regular basis, and measure performance. A closer online connection with users that anticipates citizens’ needs will make the city more pro-active. This will enable the SMC to offer the kinds of online services that improve citizen engagement and experience.”

- Shashi B Mal , Industry leader, Government,

IBM India

“We continue to focus on meeting the demands of today’s connected urban commuters. GenZe is redefining urban mo-bility. We deliver a fun and practical commute experience by incor-porating cutting edge technology, like AT&T’s IoT connectivity. “

“We’re changing how people live, work and get around. People can connect and monitor assets from almost anywhere. Connecting these amazing 2-wheel machines is an example how we are a leader in the connected vehicle technology.”

- Vish Palekar , CEO, GenZe

- Chris Penrose , Senior Vice President, AT&T Industrial IoT Solutions

SMART NEWS TRANSPORT


BLACK & VEATCH REPORT: UTILITIES, PLANNING CRITICAL TO SUCCESS OF SMART CITY EFFORTS

he 2016 Smart City / Smart Utility report also finds re-spondents have adopted a more balanced outlook to-wards the implementation of smart city models from one year ago. Nearly 60 percent of respondents see the widespread adoption of smart city models requir-ing six to 15 years. Public-private partnerships (70.6 percent), like Kansas City’s Smart + Connected Com-munity program continue to be viewed as the primary funding approach for future smart city programs.

» Improved efficiency/reduced costs and environmental /resource sustainability were the top drivers of smart city initiatives.

» Nearly half of respondents viewed high-speed data networks as the most important investment to begin a smart city program.

» Two-thirds of respondents view asset management as the top business area to improve from greater use of data analytics.

» Solar (72 percent) is the distributed ener-gy resource that will most impact electric utilities.

T

Governments and utilities increasingly view smart city systems as transformational tools to boost resilience and quality of life in cities across the world. This is driven by expectations that smart city programs will produce greater effi-ciency across municipal functions. But, Black & Veatch’s 2016 Strategic Directions: Smart City / Smart Utility report finds many cities are reluc-tant to begin the important work of smart city planning. Constrained budgets, lack of resources and questions about how to roadmap and imple-ment plans are viewed as top barriers.

OTHER KEY FINDINGS INCLUDE

SMART NEWS

ENERGY & WATER

“Getting to ‘smart’ is often an evolution, not a revolution. Civic objec-tives of sustainable and reliable energy, water and communications provide the mandate for smarter systems. Stakeholders at the utility, municipal, industrial and consumer levels will need to work together to ensure cities move forward with their objectives.”

- Marty Travers , President, Black &

Veatch’s telecom business

-Fred Ellermeier , chief operating

officer, Black & Veatch’s telecom business

“Utilities’ history of develop-ing and using new technol-ogy to improve operations provides a great catalyst to new innovation for munici-pal leaders. There has been real success with long-term efficiency and sustainabili-ty efforts as utilities adapt to the changing economic and regulatory landscape. Further, the steps taken to manage aging workforc-es and changing resource needs can serve as primary research for reshaping how city departments operate.”

MORE THAN

of respondents indicate the U.S. is lagging in the smart city revolution

81%

LESS THAN

of electric utility participants indicate they have completed the transition to the new NERC CIP V5 cybersecurity standard.

10%

The design factors in the require-ments that are likely to arise in the future. T. Nagar with 6.95 sq km (1,717 acres) has been shortlisted for area-based

development.The decision was taken fol-lowing a series of residents’ engagements, stakeholder consultations, online and of-fline polling. Smart solutions estimated at Rs. 206 crore would be implemented in the 6.95 sq km area of T. Nagar. The desali-nation plant is expected to cost Rs. 173.33 crore. “Information and communication technology is the key aspect of a smart city. But the government will not accept any proposal unless we offer residents wa-ter supply 24/7.

Once the project is successfully imple-mented, such proposals will be extended to all other parts of the city,” said an of-ficial of Chennai Corporation. Currently, the Metrowater supplies water to T. Nagar from Red Hills, Chembarambakam Lake and desalination plants in Nemmeli and Minjur.

RS. 173-CRORE DESALINATION PLANT UNDER SMART CITIES MISSION

Under the Smart Cities Mission, T. Nagar is expected to get a new desalination plant that would supply 41 mld and a smart metering with 100 per cent service connections that could serve 3.05 lakh residents.At present, T. Nagar has a population of 2.26 lakh. The existing water demand for T. Nagar is 30 mld. Cur-rently, the per capita water supply in T. Nagar is estimated at 90 PCD (litres per capita per day).

SMART NEWS

ENERGY & WATER

SMART CITY

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Growing concept of con-nected cities and increas-ing deployment of con-nected devices to open major opportunities. The

market smart city has considerably grown over the past few years and the emergence of disruptive tech-nologies such as IoT and connected devices has further augmented the opportunity areas for IoT in smart cities. The advancement in IoT tech-nologies, cloud-based platforms, and services are marked with increasing IoT application and has led to signif-icant investment in smart cities. The development of smart devices such as smart meters, home gateways, smart appliances, and smart plugs would also act as an opportunity for the IoT in smart cities market. Government policies, privacy and security issues, inadequate financial incentives for util-ities and interoperability and standard interface are the major restraints of the overall growth of this market. Data management solutions sub segment expected to hold the most promising potential for next five years.

The IoT in smart cities market has been segmented into solutions, ser-vices, technologies, platforms, and ap-plications. The data management and location analytics solution sub segment is projected to grow at a high growth rate and present good market oppor-tunity during the forecast period. Sys-tem integration services hold a major share in the IoT smart cities services segment. The increasing integration of ICT and IoT with different industries is considered as the primary driver influ-encing the growth of the IoT in smart cities services market.

SMART NEWS iT

INTERNET OF THINGS (IOT) IN SMART CITIES MARKET WORTH 147.51 BILLION USD BY 2020

According to a new market research report “Internet of things (IoT) in smart cities market by Solutions (Re-mote Monitoring, Data Management) Platform (Application & Device Management) Application (Building Automation, Energy Management, Transportation) – Global Forecast to 2020”, pub-lished by MarketsandMarkets, The market size is estimated to grow from USD 51.96 Billion in 2015 to USD 147.51 Billion by 2020, at an estimated Compound Annual Growth Rate (CAGR) of 23.2% during the forecast period.

The major growth drivers of this market include increasing demand for intelligent cities globally and the rising demand for IoT devices. More than 200 smart city projects across the globe provide huge opportunities in this market for IoT vendors, service providers, platform providers, and consulting companies.


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