D1.1 Story Lines of Four Different Showcases For Media Production

FRAMEWORK PROGRAMME 7,
THEME 3, OBJECTIVE 1.6

ICT – INFORMATION AND COMMUNICATION
TECHNOLOGIES
COORDINATING ACTION
FP7-ICT-2009-5
D1.1 - STORYLINES OF FOUR

DIFFERENT SHOWCASES FOR
MEDIA PRODUCTION
STATUS: VERSION: FINAL, SAVED: 07 MAY 2012
The four different showcases will be developed to represent innovative uses of

Future Internet in Smart Cities. They include pilot projects, ideas, experiments
and proposals related to Smart Cities, Future Internet and Living Labs. This report
presents how storylines of for four different showcases are developed and also
illustrates storylines of each showcase. Storylines are visualized in the WP4
ABOUT FIREBALL ATTRIBUTES OF THIS OBJECT

The over-all objective of the FIREBALL Project Type Coordinating Action
project is to coordinate and align Project name FIREBALL
methodologies and approaches in the Project ID FP7-ICT-2009-5
domains of Future Internet (FI) Deliverable D1.1 (M20)
research and experimentation testbeds Deliverable name Storylines of Showcases
and user driven open innovation Work package WP1, Task 1.1
Object type
towards successful innovation in smart
Object title
city environments.
Version 1.0
Status Final
In doing so, and in covering the whole
Responsible org. University of Oulu (UOulu)
FI research and innovation value chain
Creators Esa Posio, UOulu (editor)
driven by smart cities being the users
Anna Kivilehto (IBBT)
of the FI, FIREBALL aims to establish Veli-Pekka Niitamo (CKIR)
effective forms of cooperation across Alvaro Oliveira (Alfamicro)
the FI innovation value chain, creating Joana Fernandes (Lisboa E-Nova)
synergies and cooperation practices Ger Baron (AIM)
among different research and Adrian Slatcher (MCC)
innovation communities related to the Jean Barroca (Alfamicro)
FI. Submitted 22.12.2011
Approved date
www.fireball4smartcities.eu Approved by Jean-Pierre Euzen, EC Project
Officer
STORYLINES OF SHOWCASES
STATUS:FINAL. VERSION:1.0, SAVED: 07 MAY 2012
Dissemination
SECT. CONTENT PAGE

1 INTRODUCTION 3
1.1 OBJECTIVE AND CONTEXT 3
1.2 OVERVIEW 4
2 CREATING A STORYLINE 4
2.1 SHOWCASE OBJECTIVES 4
2.2 STORYLINE KEY FEATURES 4
2.3 STORYBOARD 5
2.4 SCRIPT 5
2.5 STORYLINE SKETCH 6
2.6 SHOWCASE PRODUCTION WORKFLOW 7
3 THE STORYLINE OF THE HELSINKI SHOWCASE 8
4 THE STORYLINE OF THE BARCELONA SHOWCASE 18
5 THE STORYLINE OF AMSTERDAM AND LISBON SHOWCASES 31
6 THE STORYLINE OF THE MANCHESTER SHOWCASE 46
7 CONCLUSIONS 52
8 REFERENCES 52
Framework programme 7 Coordinating Action FIREBALL

Challenge 1 Page: 2 (52) FP7-ICT-2009-5
www.fireball4smartcities.eu
1 INTRODUCTION
The four different identified showcases will be developed to represent innovative

uses of Future Internet in Smart Cities. This report presents how storylines of for
four different showcases are developed and also illustrates storylines of each
showcase.
As Director Campolargo in his presentation on January 2012 states Smart Cities
framework is on the frontline in Horizon 2020 and on open innovation
environment. This document supports how to put the Future Internet
Technologies “in context” and to take advantage of the new EU policy approach,
with tighter integration between Research, innovation and regional deployment1.
1.1 OBJECTIVE AND CONTEXT
The over-all objective of the FIREBALL project is to coordinate and align

methodologies and approaches in the domains of Future Internet (FI) research
and experimentation test beds and user driven open innovation towards
successful innovation in smart city environments.
In doing so, and in covering the whole FI research and innovation value chain
driven by smart cities being the users of the FI, FIREBALL aims to establish
effective forms of cooperation across the FI innovation value chain, creating
synergies and cooperation practices among different research and innovation
communities related to the FI.
Identification of the common assets (e.g. facilities, methods, communities) that

can be made available by different constituencies related to Future Internet open
innovation is essential for potential future showcases that are developed by
Smart Cities. The common assets include technical infrastructures, test-beds,
know-how, technologies and applications, methodologies and tools, and user
communities.
Showcases will be developed representing innovative uses of Future Internet in
Smart Cities. The showcase candidates will be collected from the cities
represented in the FIREBALL consortium.
The 4 showcases identified includes pilot projects, assets, ideas, experiments
and proposals related to Smart Cities, Future also Internet and the Living Labs
domains. These will be combined in the FIREBALL Showcases that will gather,
analyze integrate and distribute also relevant case studies, trends, news updates
and industry and academic highlights. These showcases will be supported by
user-generated content, desktop research and other monitoring activities.
The showcases descriptions will be created in the format of storylines to be
presented in this document and visualized in the FIREBALL work package 4.
GA of FIREBALL project has agreed that the 2 first showcases will be collected
from the cities represented in the FIREBALL consortium. Those are Helsinki and
Barcelona. The 4 showcases elicit the future needs of cities from the perspective
of user driven open innovation and create requirements and demand for
common assets (resources).
1
http://www.slideshare.net/openlivinglabs/mcam-eurocities-25-january-2012-final, referred on
23.4.2012

The decision for the remaining two showcases will be based common assets
available and learning from Helsinki and Barcelona showcases. Review comments
will be taken in account in planning of coming showcases.
1.2 OVERVIEW
This document describes how storylines are developed. Needed process is

illustrated with workflows and scripts. The aim of this document is also to
describe the methodology implemented to create the Showcases.
2 CREATING A STORYLINE
A storyline is like a script for actors in a movie. A storyline functions as a guide

to what you wish to accomplish during a session, or several sessions. Many
times certain parts will be edited, left out, or just changed to help movie go
along.
Look at the storyline you want to create, based on the type of assets you want
to be involved. Establish a basic plan, and begin to flesh it out by adding what
you know has to be accomplished based on showcase objectives.
2.1 SHOWCASE OBJECTIVES
Decide the topic of the showcase based on assets available or given thematic
landscape.
- Success cases, Technologies/Platforms, Policies, Business models, Urban
planning, infrastructures, eHealth, Wellbeing, Smart energy, education
etc.
Define what to show (director influence needed)

- Service in use (operator). Show devices, etc, Interviews (Citizens,
technologist, policy makers, opinion makers), Practical developments.
Impact (Quality of life), Personal emotional stories, Something more?
Think about future of the showcase topic (service etc)

- What can be done better – how FI looks like for this particular topic, gaps
What the citizen would like to have, Technology trends, Future?
Plan Awareness dissemination

- Go beyond the existing – Future Internet scope – users involved, Link to
the showcase Web 2.0 platforms, Create competitions for young people
(Schools), Stimulate contents creations for users/Citizens, Agree in which
event showcases will be presented
2.2 STORYLINE KEY FEATURES
In order to follow the showcase objectives, key features of storyline have to be

identified.
In each of these features, the main issues are that the storyline should address a
common vision for the showcase and the values it should disseminate were
reached.
The key features could be following as are in Helsinki showcase:
-‐ Services
-‐ Organizations
-‐ People
-‐ Future
-‐
Having reached a common base about the objectives and vision of the showcase,
the following step is to establish a first draft of the timeline of the storyline, in
order to have the necessary inputs to prepare and deploy the logistics needed.
2.3 STORYBOARD
Storyboard describes the timeline and skeleton of showcase. Storyboard can be

used as a visual representation of showcase script. It helps in visualization of the
storyline.
Storyboard of Amsterdam/Lisbon Smart Energy City video showcase as an

example.
Objective: present Amsterdam’s and Lisbon’s context for dealing with smart
energy, as similar cities, with similar challenges, common guidelines and
complementary projects in the energy efficiency area through the use of ICT and
the widening of the smart city concept.
*Images and estimated time are only for guidance in order to identify the main
topics.
1 -‐ Presentation
Time Content Images /graphic design
Introduction Fireball
Showcases for SMART Cities Generic images of Amsterdam and Lisbon
Innovation nowadays (images from pre existent
The talking head is still to be Lisbon’s and Amsterdam’s joint municipal videos)
1,5 min
decided goal to have a smart energy city Similar projects among Amsterdam and
– the common bases (Covenant Lisbon, the Apollon project, etc
of Mayors initiative and the
goals)
2 -‐ Working towards a smart energy city

PEOPLE
Interview with Graça Fonseca, Lisbon’s
Municipal Councillor for Innovation,
Administrative modernity and decentralization

Images: videos of the process (available at
Picture etc. here 1 min The Participatory Budget Initiative
http://lisboaparticipa.cm-‐
lisboa.pt/pages/orcamentoparticipativo.php),
the lisboaparticipa,pt website platform for the
initiative, the meetings, participants statements.
INFRA STRUCTURE
Interview with a SWC user.
1 min Smart work centers
Images: SWC in day use
Interview with Miguel Águas, Lisboa E-Nova’s
Picture
Director

Images: the open data platform, the applications
1 min Open data available, public lighting projects, Baixa
Pombalina solar map, electric vehicles network.
(some images are available and probably some
will have to be captured)

2.4 SCRIPT
A film script with the objective to clearly present the different themes and
important aspects of the video was written to be narrated during the showcase.

The film script must have the following characteristics:

Introduction
Headings
-‐ Master scene headings which includes
o Overall Timing
o Scene location
o Filming location
Narrative
-‐ Action
-‐ Characters and settings
-‐ Sounds
Dialogue
-‐ The speech
-‐ The name of the speaker
2.5 STORYLINE SKETCH
Here is shown one example of Helsinki storyline sketch. Sketch shows one phase
of storyline development.

2.6 SHOWCASE PRODUCTION WORKFLOW
This workflow shows basic principle of creating a storyline for showcase.

Workflow is dependent on the case and objective.
Showcase Team
Showcase
Objectives and
key features
Services and
Interviews
Planning
Story Boards
Script Writing
Logistics and
Schedule
Showcase
Production

3 THE STORYLINE OF THE HELSINKI SHOWCASE
The Helsinki showcase description has been created in the format of storyline
and has been visualized in the WP4 into the DVD format. Video is available in
FIREBALL web page http://vimeo.com/16425674.
FIREBALL, Helsinki Smart City Show Case

Introduction for Innovation strategy of Helsinki smart city region.
COLLABORATION: THE ONLY FEASIBLE WAY FORWARD FOR THE

HELSINKI METROPOLITAN AREA
To succeed in a competitive world Finland and the Helsinki Metropolitan Area

must be able to create new innovations and exploit them more effectively.
The first innovation strategy for the Helsinki Region shows the way forward for
collaboration that will more efficiently harness the huge innovation potential of
the metropolitan area. Regionally, nationally and internationally there is a
pressing need for collaboration to generate added value. The future competitive
strength of the Helsinki Region and its appeal as a strategic partner for the
world’s other leading knowledge hubs will depend on the Region’s record of
effective collaboration.
THE HELSINKI REGION WILL DETERMINE THE COMPETITIVENESS OF

THE WHOLE OF FINLAND
The public policy of developing Finland’s other regions has diverted too much
attention away from the Helsinki Region in recent years. Revenue transfers and
the continuing debate on relocating various public functions away from the
Finnish capital indicate that the Helsinki Metropolitan Area has not been the
focus of national policymaking.
Radical new partnerships, not least between the Helsinki Metropolitan Area and
the State, will be needed to restore the leading national and international status
of the Helsinki Region. National innovation policy must acknowledge the principle
that the future competitiveness of Finland can be based only on pre-eminence,
specialisation and reinforcement of strengths. As the leading national expertise
cluster, the Helsinki Region remains the strategic core of Finland’s international
competitiveness
A four-pillar strategy for Innovation:
I. Improving the international appeal of research and expertise

II. Reinforcing knowledge-based clusters and creating common development
platforms
III. Reform and innovations in public services
IV. Support for innovative activities

High educational standards, a fi rm grounding in science and technology and a

long track record of cooperation between the private and public sectors have laid
the foundations for developing innovative products and services in the Helsinki
Region.
As open environments for development, learning and interaction, development
platforms reinforce strategically important areas of expertise and
competitiveness in the Helsinki Region. Designing, implementing and developing
such platforms is an excellent objective for the common business development
policy of the cities.
IV. Support for innovative activities
DEVELOPMENT PLATFORMS AT THE CORE OF FUTURE CLUSTER

BUILDING
Helsinki Region seeks to become an internationally interesting and commercially

competitive, versatile development platform based on cutting-edge expertise
with a unique competence profi le. This platform will foster the development and
exploitation of innovative products, services and operating formats.
By combining the powerful expertise clusters of the Region, these world class
development platforms may also increase the appeal of the Helsinki Metropolitan
Area to foreign investors.
The Helsinki Metropolitan Area must build its future competitive edge not only on
its own areas of expertise, but also on the strengths of Finland as a whole. The
Helsinki Region has both a unique opportunity and a national duty to evolve into
an international attractive innovation environment that will ensure that the
entire expertise portfolio of Finland is displayed and marketed.
Action proposal for Living Labs: A national Living Lab Finland
Forum should be established to serve as an open idea platform and co-ordinating

body between all of the various living labs in Finland.
The cities should convene a high level enterprise-led steering group to direct the
further evolution of existing development platforms and collaboration between
them, to supervise implementation of projects at the planning stage, and to
design entirely new platforms for the Helsinki Region.
The development platform is still a fairly new and therefore little known
operating format. Open and interactive follow-up work will be needed to confirm
the common objectives, functions and evolutionary requirements of development
platforms both in the Helsinki Metropolitan Area and nationally. Mutual synergy
and interaction between various areas of expertise and development platforms
must also be enhanced by combining projects into dynamic packages using the
structures that have arisen in the work of centres of expertise.
National funding of research and innovation must allow for the evolutionary
needs and prospects of the Helsinki Metropolitan Area as a nationally and
internationally important development platform environment.
The conventional format for project financing will be unsuitable when
establishing and maintaining development platforms in practice.

Living labs Development
Some living labs or pilot communities are already operating in the Helsinki
Region, and their status as future environments or “real life laboratories” for
research, development and learning has yet to be confirmed.
Collaboration between various living labs should also be increased. Noteworthy

examples of current living labs include Helsinki Virtual Village in the city’s
Arabianranta district (part of the European Union IntelCities programme seeking
to reinforce the information society), the joint New media culture centre of M-
Cult and HIIT, and the Maunula project focusing on local community
development.
Future living labs in the Helsinki Region include the Suurpelto initiative in Espoo,
the Kolmiosairaala hospital project in the Meilahti district of Helsinki, and the
Well Life Center in Espoo co-ordinated by Laurea University of Applied Sciences,
which forms a living lab in combination with the senior citizens’ centre in the
Kustaankartano district of Helsinki. The cluster project for digital content and
services in Pasila also includes a living lab.
The Dimes association – Digital Media
Service Innovations Finland Dimes is an association founded by Nokia,

TietoEnator, TeliaSonera, Elisa, Finnet and the Finnish Broadcasting Company –
YLE to promote the conversion of Finnish technological expertise into services
and successful business operations combining expertise in the Oulu, Tampere
and Helsinki region.
“Dimes offers a way of finding, developing and testing service innovations. We

are constantly on the lookout for signs of market upheaval and focusing
development projects on exploiting the opportunities that these provide. Broadly
based collaboration ensures that due consideration is given to regional strengths
and our sights remain focused on international competitiveness,” explains Dr
Yrjö Neuvo, Senior Vice President and Technology Advisor, Nokia Plc.
Forum Virium coordinating Helsinki Region Living Labs
Forum Virium Helsinki is a business-based and –driven cluster of actors whose

mission is to promote the development of digital services. It is also an impartial
test bed for ideas and actors, collecting large companies and growth companies,
leading development projects and opening connections to international markets.
The cluster actors closely participates in real test environments in the Helsinki
Metropolitan Area and designs Lansi-Pasila and Forum Virium Center to be built
there. The aim is to create better services and increasing business on the basis
of solid competence.
CASES from the Helsinki Metropolitan Area
Helsinki Energy
Eco-efficient computer hall (Helsinki Energy)

The computer hall situated in a cave under Uspenski Cathedral is cooled by
district cooling, and the heat generated by the computers is piped as district
heating to buildings in Helsinki – the heat generated by the full computer hall is
sufficient for heating 500 single family houses. The aim of the joint project of
Academica and Helsingin Energia is the world's most eco-efficient computer hall.
Eco-efficient city energy by co-generation (District heating, district cooling in
Helsinki)
Smart Energy Solutions in Kalasatama distrikt
Helen, ABB and Nokia Siemens Networks create smart energy solutions for
Kalasatama project in Helsinki. Future energy solutions in Kalasatama will be
based on individual services and options available for customers. The information
system solutions supporting these services make possible a breakthrough in
smart grids as we move on into an energy-efficient society. Housing
construction will start this year.
Future aspirations in the project: Developing a service platform “energy
internet”, with info on energy consumption, sensors, end user service on
consumer profiles, consumer/producer models, eMobility, security etc.
Interview:
Juha Sipilä, Project Manager for Eco-Efficient Computer Hall as well as
Kalasatama Smart grids-projects, Helsinki Energy
Arabianranta
Arabianranta district is a home for 10,000 people, a workplace for 5,000 and a
campus for 6,000 students and know-how professionals and a hub for creative
industries Arabianranta is a home to 300 enterprises and 4,000 employees.
Common features for this district are innovation, courage and communal spirit.
Arabianranta district has formed a “laboratory” for housing and since the year
2007 there has been made testing for services and products called Helsinki
Living Lab together with the residents. Besides the local information network,
one of the most important services for the residents is the housing association’s
own web site, which is being updated by a named moderator from each
association. Arabianranta’s virtual village, Helsinki Virtual Village, was founded
already in the beginning of 21st century and has functioned as the number one
brand for this web site ever since.
Loppukiri 2.0
Loppukiri is a new kind of housing arrangement for aging citizens based on
neighborly and self-help developed by the Active Seniors Association. The
Loppukiri community consists of the residents of the building organized in
working groups that take care of different activities: a week’s working shift
comes for each group of approximately ten persons about once in six weeks. The
community is a true living lab environment where ideas are developed,
implemented and tested collaboratively.
For example, working in collaboration with the architects and construction
company, residents played an important part in designing their own flats and
common areas with solutions appropriate for their needs. The aim of the
community is to share their experiences and encourage and help others to build
on similar projects.

Loppukiri 2.0 – as lead user community on co-design by elderly for better and
more sustainable living. ADC Services company idea with house moderators…
Interview
Kari Halinen, CEO of Art and Design City Helsinki Oy,
Venue: Arabianranta district, ADC, Loppukiri house, Arabiankatu 19, 00560
Helsinki
Well Life Center

Caring TV Laurea University of Applied Sciences, as a Service Design with and
for Elderly People, by LAUREA University of Applied Sciences. The increasing
number of elderly people and decreasing number of employees challenge us to
seek for new solutions in the field of health care and social welfare. Also the
changing structures of welfare organizations and service processes demand new
approaches in order to respond to future challenges. CaringTV aims to design
virtual, interactive service concept with and for elderly people in order to support
the wellbeing and the quality of life in the elderly. In this article the concept of
quality of life will be defined and described as a client driven method based on
the findings of two research projects; Coping at Home and Home. They, in turn,
are based on the development of the Caring TV – concept at the Well Life Center
Laurea University of Applied Sciences.
Background and R&D&I of CaringTV

- Principal Lecturer , PhD Paula Lehto
- Bachelor student, Socionom Elina Koivula
- Master of Health Care Student, RN Sara Asteljoki
- Bachelor student, ICT Ville Nieminen
Discussion with Elderly people in CaringTV

-Bachelor student, Socionom Elina Koivula
Fishing Stories - Discussion with Disabled persons and Voluntary

worker Liisa Helenius
Active Life Village
Active Life Village is a unique centre of welfare competence with the goal of
promoting the creation and commercialisation of competitive innovations
together with users. The non-profit-making Active Life Village Oy functions as a
catalyst for welfare service innovations, and provides companies with an
inspirational environment, development activities and business support.
Innohub,

Innohub, the Espoo, Finland – Royal Philips Electronics and VTT owned an
InnoHub in the city of Espoo, close to Helsinki. Aim to generate innovative ideas
and translate these into profitable businesses. Focus areas for the InnoHub are
health, life-style and well-being. The centre is a melting pot of people from
different backgrounds and experiences, who work closely together in an inspiring
and real-life setting that includes a hospital room, a nurse’s station as well as a
home environment.
Interviews:
Lauri Repokari & Rob Kommeren (on Active Life Village, Innohub),
Screeshots: Aalto University “Campus”.
Forum Virium Helsinki

Forum Virium Helsinki coordinated pilot Helsinki Region Infoshare-project.
Thedatabases now opened up by the Helsinki Region Infoshare project have so
far been available only to the cities’ management and staff. The databases will
be available through a new portal. The project encourages application developers
to utilize the databases to build, for example, new web applications. The project
will be implemented over the next 2.5 years. A test version of the portal will be
launched in the beginning of 2011, and by the end of 2012 the portal will include
a broad range of public databases.
Stadi.TV marks the beginning of a new content production model wherein city
residents and professionals can collaborate on programmes together. Stadi.TV -
a New Media Channel for the City project aims to produce a multichannel
audiovisual service that will share memorable stories about different places in
Helsinki. The service is available through the internet, mobile telephones and
Welho cable television. The objective of the project is to ﬁnd a functional
equilibrium between media content produced by professionals, semi-
professionals and amateurs. Training is an important aspect of this project.
Additional research topics include the copyrights of user-generated programme
content, participatory media and interactivity. The project starts in 2010 and is
planned to continue for three years.
City Loyalty Card (combining transport services with other services in the city),
one of Helsinki Smart City-projects at Forum Virium Helsinki.
Interviews:
Pekka Koponen, Development Director, Forum Virium Helsinki
Jarmo Eskelinen, CEO Forum Virium Helsinki
jarmo.eskelinen@forumvirium.fi, pekka.koponen@forumvirium.fi
Helsinki Region Transport
Demand responsive public traffic (Metropol-project)

Demand responsive public traffic (joint research project Helsinki Region
Transport, TEKES, TKK, Ministry of Transport and Communications, duration
2007-2010).

The project aims to investigate whether demand responsive-based transport

service is possible to carry out in the metropolitan area, so that 1) journey can
be ordered in real time (just shortly before the intended travel time) 2)
Passengers receive service that is competitive with now offered by private
vehicles and 3) service system is economically and technologically feasible. In
addition, the project will develop IT-solutions, which form a basis for feasible
functional applications. Piloting an automatic and real time demand responsive
public transport 2011-2014
Future projects and pilots for Helsinki Region transport
-Travel card and new information system
-Mobile services (upcode, real time info)
-Automatic metro built in the “old infrastructure” piloting a new platform in

Vuosaari(July)
-Bus traffic developed together with the citizens (HSL social media project)
Culture tram of HSL combines the opportunity to stimulate public transport
users' daily life, promote cultural awareness and to provide the known and
unknown artist/developers a forum for show case their work. In addition to
artistic and cultural values it is possible to test different technical applications for
example passenger information related to the development of technical
solutions, where the actual field trial would otherwise be difficult. There is a
direct link with the Culture tram wirth HSL's development of basic services.
Interview:
Ville Lehmuskoski, Planning Director at HSL. Interview to take place in front of
the "culture tram" (“Kulttuuriratikka”) built for the Helsinki Design Capital 2012
(in traffic in October 2010).
Varma/Process Vision building, Smart office
Smart office solution on excisting building and extending to mobility of creative

individuals. Home-Office smart metering concept showing how SMEs provide
lead market piloting cross border,,references to ISA, Plugwise, Kyab/Luleå etc.
Interview:
Simo Makkonen, CEO Process Vision
Save energy-project Helsinki Schools at Malmi on pupils making change.
The city of Helsinki owns about 1200 public buildings including 200 schools, 350
kindergardens, 7 hospitals, office buildings and libraries. For several decades the
city of Helsinki has done a great effort to save energy and to achieve better
energy efficiency in the buildings. The Helsinki pilot for the SAVE ENERGY project
consists of two schools, owned by the municipality, which represent different
levels of required activities and investments.
Interviews:

Asko Kippo, Metropolia telling the overall story and interviews of few students
and either a cook or a science teacher. References to 4 other cities, serious
games and first meetings at Lisbon schools, also Helsinki plan to scale-up
developments to other schools.
Airport / Technopolis site on RFid LL
SME centric LL for RFID solutions and big local plans.

Airport Cluster Finland Showroom
RFID Lab Finland Showroom (www.rfidlab.fi)
Interviews:
CEO of Technopolis Will Caldwell or Mikko Punakivi
Mikko Punakivi D. Tech., Programme Director, Centre of Expertise for Logistics
Future Learning Finland
The high quality of Finnish education has been duly noted around the word. Now
the Future Learning Finland project led by Finpro is making the famous Finnish
educational competence widely available on international markets.
CKIR-workshop in Helsinki (Aalto University)
The Center for Knowledge and Innovation Research (CKIR) of Aalto School of
Economics organizes the workshop on INNOVATING FOR TRANSFORMATION in
collaboration with the Finnish Innovation Fund (Sitra) and the Finnish Ministry of
Employment and the Economy (TEM). The workshop engages thoughtful
practitioners and leading scholars into a discussion on the phenomenon: Renewal
through Collective Entrepreneurial Action in the context of innovation networks,
companies, public sector, public-private partnerships and academia. The
conference provides an opportunity to elaborate the benefits of open, demand
and user-driven innovation paradigm for the value creation in the arenas and
forums of human life.
Competitiveness Strategy for the Metropolitan Area
There are two priorities in the competitiveness strategy:
1) Building good quality of life as well as a pleasant and secure living

environment (diversified and sufficient well-being services to its residents,
High-quality living conditions meeting the residents’ needs, an ecologically
sustained community structure and a transport system based on efficient
public transport services are the prerequisites for a competitive metropolitan
area)
2) T3 –strategy of the Greater Helsinki Metropolitan area

Espoo's T3 strategy plans Otaniemi (research) will be integrated into the
neighboring Keilaniemi (business) and Tapiola districs creating a unique
campus that combines research, art and business. Innovation strategy

pursued by the Greater Helsinki metropolitan area can be summed up by
“T3”, which symbolizes the alliance of science (Tiede), art (Taide) and the
economy (Talous), a concept strongly promoted by the Aalto University
Examples: T3, Kalasatama, Helsingin energia, smart transport...
3) Strengthening user-driven innovation environments and developing public

procurement (Actors in the public sector, too, pay more attention to the
needs of the customers and citizens when developing their services.
Demand- and user-driven innovation activities are dynamically emerging to
figure side by side the conventional supply-based (eg. technology based)
development work. It is important that innovation and development
environments exist for innovation activities based on the users’ needs in
which novel or existing services and products can be developed and tested.
The brainstorming, development and piloting take place together with the
suppliers, developers and end-users. The cities can contribute, more actively
than today, to the advancement of services and markets by opening public
service markets and allocating their procurements so as to support the
development and take-up of innovations.)
Examples: supporting the regional thematic innovation environments:

Regional thematic innovation environments:
• Digital services: Forum Virium (Helsinki)

• Well-being and health care services: Active Life Village (Espoo)
• Logistics: RFID Lab Finland and Anturikeskus Sensor Center (Vantaa)
The cities encourage the advancement of demand- and user-driven innovation

activities in regional and thematic development environments. With their own
public procurements, the cities create encouraging markets and support the
common innovation processes of both the users and the developers (PreCo-
project).
Helsinki- Green Challenges, Covenant of Mayors, Green Digital Charter
Local, Regional and International Representatives and Partners

contributed to the Showcase filming:
Pekka Sauri, Deputy Mayor, City of Helsinki

Eero Holstila, Director of Economic Development, City of Helsinki
Markku Markkula, Aalto University, Committee of Regions Member, rapporteur of
Digital Agenda
Tuija Hirvikoski, Director, Laurea University of Applied Sciences
Seija Kulkki, Director, Center for Innovation and Research (CKIR), Aalto
University
Mikko Kosonen, President, Finnish Innovation Fund (SITRA)
Petri Peltonen, Director General, Innovation Department, Ministry of Employment
and the Economy

Ikujiro Nonaka, Professor Emeritus, Hitoshubashi University; Visiting Professor,

CKIR, Aalto University School of Economic

4 THE STORYLINE OF THE BARCELONA SHOWCASE
This storyline aims at reflecting the work done in the city of Barcelona to become
a Smart City, including its own conceptualisation and followed by several city
examples. These examples have served for the creation of a video showcase,
visualised in the WP4 of this project.
Smart City concept
The conceptualisation of the Smart City is on the crest of the wave regarding
innovation in cities. The Smart City concept has been lately introduced in cities
as a strategic tool to encompass modern urban production factors in a common
framework and, specifically, to highlight the importance of ICTs to foster the
competitive profile of a city.
But, what is a Smart City? The label of the Smart City is still a blurry concept.
Some definitions have appeared in the past. Just to mention some, in 2000 the
paper “The Vision of a Smart City”1 expounded that the vision of “smart cities” is
the urban centre of the future, made safe, secure environmentally green, and
efficient because all structures – whether for power, water, transportation, etc. –
are designed, constructed and maintained making use of advanced, integrated
materials, sensors, electronics, and networks which are interfaced with
computerized systems comprised of databases, tracking, and decision-making
algorithms.
More recently, the working paper “Smart Cities in Europe”2 offers another
approximation to the idea explaining that any city can be defined as “smart”
when investments in human and social capital and traditional (transport) and
modern (ICT) communication infrastructure fuel sustainable economic growth
and a high quality of life, with a wise management of natural resources, through
participatory governance.
In the city of Barcelona, we believe that a Smart City could be defined as a high-
tech intensive and advanced city that connects people, information and city
elements using new technologies in order to obtain the following benefits:
- Increase quality of life
- Having more competitive and innovative business
- Make management and maintenance easier and cheaper
- Having a more sustainable greener city
The Barcelona Model
1
“The Vision of a Smart City”, Robert E. Hall (Brookhaven National Laboratory, USA), 2nd International Life
Extension Technology Workshop, Paris, 28th September 2000
2
"Smart cities in Europe", Andrea Caragliu (Politecnico di Milano), Chiara del Bo (Università degli Studi di
Milano) and Peter Nijkamp (VU University), Research Memorandum 2009-48

The main outputs of the Smart City model in Barcelona are Smart Services.
Services of different nature and for different purposes that will include municipal
advanced public services targeted to citizens and business, services for citizens
made by citizens and business, and new city management tools. These services
should serve as a boost for cooperation between the Council, civil stratum and
the professional arena.
To accomplish the aforementioned objective, the Barcelona Smart City model

foundations lay on three pillars, namely:
- Ubiquitous infrastructures
- Information
- Human Capital
Nevertheless, the city’s main investments in modern ICT infrastructure are

devoted to cover the aforementioned areas, as it will be further exemplified in
the next chapters.
Ubiquitous infrastructures
The city needs to be equipped with advanced infrastructures to evolve the Smart
City concept from pure theory to reality, providing citizens and enterprises with a
powerful platform to connect city elements and let them interact effortlessly with
each other and with their administration through electronic means. Stable sturdy
infrastructures, from optical fibre networks covering the city acting as a
backbone to the installation of sensors, are the key for the development of
intelligent solutions in cities.
Information
Information is the raw material to fuel innovation factories. Information coming

from daily activity in the city is an invaluable asset that needs to be collected
and interpreted, creating a Smart City information space that acts as the basis to
deliver smart tailored services and a better city management. Several sources
have been identified being the following the most important ones to construct
the concept of the Smart City:
- Information coming from the city:

- Sensors and city elements
- Open Data = Public Sector Information
- Information coming from the citizens:

- Digital footprint
- Social media
- Crowd Sourcing
-
Human capital
Actors actively participating in the daily activity of the city are the ones that
really could make a city smarter. The implementation of the Smart City is not
only a concern of public administration but also it should involve population,
innovation centres, companies and entrepreneurs.
Faculties and society are knowledge producers, while companies and

entrepreneurs generate new business opportunities. Moreover, public
administration can generate growing environments that should push a growing,
sustainable and progressive dynamic. In this sense, cooperation between these
actors seems to be the key for the development of a suitable environment for
talent development.
To sum up, a Smart City should be able to “activate” smart ideas generation
itself in an open environment, may it be through, for instance, fostering clusters
or developing proper living labs directly involving citizens in the co-creation
process of products or services.
Smart Services. Cases from the Barcelona Smart City video showcase
As stated before, the main output of the Smart City model in Barcelona are
Smart Services for the citizenship and smart tools to better manage the city.
Those advanced services can be grouped according to its target and producer:
- Internal Government services: services aimed at making public

workers tasks easier and giving useful information to city managers that
can help taking better management decisions and evaluate policies.
Services that would boost the cooperation between the several stratums
of public workers in order to acquire efficiency and efficacy.
- Government to Citizen/Business services: services aimed at making

the citizens daily life easier and more comfortable, offering more and
better services, offering updated information in a proactive way and
fostering citizens’ participation in the city management daily life.
- Citizen to Citizen services: tailored services created by citizens for the

citizens, including also the professional arena, boosting cooperation
between the several elements of civil life. Services based often on public
open data representing the real social innovation and the real openness
of a city.
Several representative examples of the three aforementioned areas have

been carefully selected for the video showcase released in WP4. In the
next paragraphs there is an enumeration of all the cases appearing on the
video accompanied by a short explanation of the outstanding
characteristics that have made them worthy of showing.
SMART GOVERNANCE
Citizen’s attention: municipal kiosks
Citizen’s attention is one of the central axes in taking the administration

closer to the citizens. In this sense, one of the most outstanding
initiatives has been the installation of self-service kiosks (called Punt
BCN) to allow administrative procedures with the Citizen Council and to
access information about the municipal services of the city.

The 8 most demanded procedures (city map, agenda, registry - direct

printing of cense documents - , treasury – fine and tax payments – or
library searches) can be performed directly in the kiosk. The devices are
equipped with ID and eID reader, digital certificates reader, printer and
credit card reader.
The foreseen 45 kiosks will be installed in several municipal facilities, such

as libraries, malls, civic centres or citizens’ attention offices like the one
appearing in the video. Its installation will end in early 2011.
Interviewees:
- Emili Rubió, Director of Attention to the Citizen, Barcelona City
Council.
- Ignasi Lamarca, Director, Focus on Emotions
Internal eGovernment: goal-oriented management, strategic

maps and indicators
The goal-oriented management project is one of the key internal projects

of the Council aimed at visualizing the results at different levels of
executive organization. This observation allows a better responsibility
dissection in the obtained results. This project directly implies the
establishment of objectives for each management unit and monthly goals
for several indicators that show the consecution degree.
The goal-oriented management project has meant a 180º change in the

management of the city of Barcelona, allowing a better comprehension of
the overall functioning of the city at managers’ level and an improvement
in the efficiency and efficacy of public workers.
Interviewee:
- Juan José López, IT-PMO, Barcelona City Council
The Open Data project
The project of public datum opening of the Barcelona City Council consists
in making available, for everybody, the information that the council
possesses in digital formats, standardized and open following a clear
structure that allows its understanding, facilitating, at the same time, the
access to these informative resources in order to foster their reuse. They
are resources of information that the society has the right to use, whether
to brief themselves or for creating new services, increasing the social
value and perhaps, also the commercial value. Five types of data will be
offered: territory, population, management and procedure indicators,
urban environment and documental datum.
The project will be implanted in two phases, during 2011 the service will
start off with the creation of the Open Data portal that will be disposable
with the first services the next month of February. Afterwards it will be
consolidated and it will broaden. From 2012 the phase of enlargement
and consolidation of the services will start with more informative
resources and the progressive study of new resources to be opened.
An interview to an entrepreneur talking about the Open Data initiative is

offered in the video.
Interviewees:
- Lluís Sanz, Cartography and Corporate Information Director,
Barcelona City Council
- David Comas, Nexus Geografics
The Barcelona 3D project
Barcelona 3D is an initiative to visualize the city of Barcelona in a three

dimensional perspective, based on the 2D geographical information
system (GIS) from the Council, lead jointly by Barcelona Media
Innovation Center and the Barcelona City Council.
This new project was born from the necessity of evolving the current GIS
systems betting for the introduction of a third dimension to the
bidimensional cartography with a two-fold objective: to unify the
territorial information structuring it spatially and to improve the
understanding of the city through ultimate visual tools.
The Barcelona 3D model is of great value for companies devoted to urban

planning or municipal services, since they will have at their disposal not
only the visualization of a land plot but also all the information linked to
that plot.
Interviewees:
- Lluís Sanz, Cartography and Corporate Information Director,
- Vicente López, Vicepresident, Barcelona Media Innovation Center
INFRASTRUCTURES
The 22@ innovation district
22@Barcelona1 project transforms two hundred hectares of industrial

land of the Poblenou district into an innovative district offering modern
spaces for the strategic concentration of intensive knowledge-based
activities. This initiative is also a project of urban refurbishment and a
new model of city providing a response to the challenges posed by the
knowledge-based society.
When the 22@ Barcelona plan was approved, the infrastructure network
in the Poblenou industrial area was clearly insufficient. For this reason, a
new Special Infrastructure Plan was created in order to allow urban
improvements on 37 kilometers of streets in the 22@Barcelona district
with highly competitive utility infrastructures.
1
http://www.22barcelona.com/

The new Infrastructure Plan calls for an investment of more than 180
million euros and allows for the implementation of a modern network of
energy, telecommunications, district heating and pneumatic refuse and
waste collection systems. The design of these new networks gives priority
to energy efficiency and responsible management of natural resources.
The Special Infrastructure Plan is run by the 22@Barcelona municipal
company, which coordinates the different utility companies participating
in the process.
These new set of infrastructures provide an sturdy platform on which

utility companies can consider the creation of new advanced services and,
thus, new business models, like the case of Districlima, the centralized
heat/cold water generation system, which is explained on the video.
Interviewees:
- Ramon Sagarra, Infrastructures Manager, 22@ Barcelona,
- David Serrano, Managing Director, Districlima SA
Corporate Fiber Optical Network
Late in the 80s, the Barcelona City Council decided to construct a

corporate fibre optical network to connect the main municipal buildings,
using pre-existent channelling such as subway tunnels or the sewer
system. Up to 2010, the network connects 144 buildings and has a total
length of 325 km offering connection speeds between 100Mbps and
1Gbps. It also proves to be a sturdy infrastructure to foster the municipal
telecom projects deployment since it acts as the perfect backbone on
which to deploy the actual wireless telecommunication projects.
Later on the new millennium, the Council started the construction of a

corporate dark fibre network aimed at fostering competitiveness and
opening the market for advanced services. This new network is mainly
concentrated in the 22@ innovation district and is now being extended to
other business agglomeration areas such as Sagrera or Zona Franca.
WiFi mesh network
The municipal WiFi mesh network adds capillarity to the municipal fibre
optical network by providing wireless connection to those municipal
services and employees working at street level. Nowadays, it has 479
nodes that support 20 services, among others: police PDAs, parking
meters, traffic light control or surveillance cameras. This WiFi mesh
network is until now covering 30% of the city.
Sensors network
Barcelona has also started to deploy a concept platform in order to better

define the specifications for the city sensors networks and information
and management systems. This network’s main aim is to manage a
multivendor multipurpose sensors network configured to be used by
several providers. A pilot has already been done in the 22@ technological
district testing critical areas such as: car parking, traffic flow, pollution,
noise and lighting.

The company Abertis Telecom has collaborated with the Council in the
definition and implementation of the network and talk about their
experience in the video.
Interviewees:
- Mariano Lamarca, Network Manager, Barcelona City Council
- Raül Gonzàlez, Strategic Marketing Manager, Abertis Telecom
Public WiFi network
Barcelona WiFi1 is a free of charge service that allows the Barcelona

citizens to connect to the Internet through WiFi Access Points, or
hotspots, located in various municipal amenities, such as civic centres or
parks like the one appearing in the video. The service lets its users carry
out simple browsing on the Internet enabling access to content through a
browser. It also allows public access to City Council information and
online processing.
The Barcelona WiFi Service is provided with the aim of encouraging city
access to the Internet and helping the public incorporate technology into
their daily lives.
The company BT Global Services has collaborated with the Council in the
definition and implementation of the service and talk about their
Interviewees:
- Francisco Rodríguez, Telecommunications Director, Barcelona City
Council
- Eduard Laffitte, Mediterranean Area Director, BT Global Services
SMART LIVING
New technologies use by the Guàrdia Urbana police
The Guàrdia Urbana city police agents, who carry out their activities in
the street, do an important job for citizens. Furthermore, their activities
have a direct impact in the Council internal systems. This is the reason
why optimizing their street jobs allows to speed up the Council’s internal
processes. It also reduces management time and offers the possibility to
provide a better service to citizens. Two related projects are presented in
the video.
PDAs use by the municipal police
The introduction of workstations (PDAs) that will ease the policemen’s

activities in the city is aimed at improving the efficiency and the service
level of the Guàrdia Urbana. The main reason to carry out this project
was to improve the response capacity of the Guàrdia Urbana when
finding any incidence on the street. This collective required faster and
error free actuations as well as access to more information, such as
situation of vehicles, City Council documentation, licenses, sanctions or
1
http://www.bcn.cat/barcelonawifi/

the property register. These requirements meant that a more efficient

and adaptable treatment circuit was needed.
Thus, the PDAs provide more security to the street-level actuations of the
police force and open a portal to communicate with other information
systems, such as the Department of Motor Vehicles or other security
forces like the Fire Brigade.
New incidents and communication tool in vehicles
The City Council started in December 2010 the installation in of a new

incidents and communication management system for the municipal
police and firemen, which will available in up to 110 vehicles. The system
allows actuation alerts to be received directly at vehicles, access
information for the services and direct communication with the
Emergency Common Room, where municipal police, firemen and regional
police work hand by hand.
The benefits of this new tool are: time and resources saving,
computerization of the tasks assignation and consult and management of
incidents directly from the equipment on the street. With this new
system, patrols are now transformed into mobile work stations.
Interviewees:
- Juan José Vilanova, Intendent Major, Guàrdia Urbana de
Barcelona
- Xavier García, Caporal, Guàrdia Urbana de Barcelona
Intelligent environment solutions
Urban environment needs to be considered a key factor to become a

Smart City. Building a future for Barcelona implies not only making it
competitive, managing it with an innovative, agile and efficient
administration but also caring for the environment, increasing the
citizens’ quality of life and making its day-to-day management more
sustainable.
Examples of small intelligent solutions can be found in all environmental

spheres. In energy management, examples include energy saving street
lights or the dozens of solar energy installations, from the huge solar
panel in the Fòrum to the many smaller installations in schools. In urban
green spaces, new types of grass have been identified that require less
water and can adapt better to climate change. In public spaces, examples
are noise reduction surfacing or waste collection containers designed
especially for Barcelona and that are adapted for people with disabilities.
In water cycle, examples are complete system water recirculation in
fountain or managing system storm tank regulation designed for
Barcelona that meant the end of the overflows in the city. A special visit
to one of these tanks can be seen in the video.
Interviewees:
- Román Llagostera, Water Cycle Services Director, Barcelona City
Council
SMART ECONOMY
The 22@ innovation district: the 22@Network
The 22@ innovation district in Barcelona, is a real implementation of the

Triple Helix concept: companies, innovation centres, faculties and citizens
living there have the opportunity to interact among them.
The 22@Network association1, currently made up of 101 companies, is

dedicated to the success of district 22@Barcelona, the district of
innovation. This means facilitating the integration of companies and
institutions that are set up here, as well as that of their employees, and
explore the relations between them and the Poblenou neighbourhood with
its rich social fabric.
Formed on the 29th of July 2004, the Association of 22@Barcelona

Companies and Institutions is an initiative of civil society to actively
participate in the process of developing and consolidating district 22@ as
a dynamic area, that is both transformational and in the technological
vanguard.
Interviewee:
- Josep Maria Vilà, 22@Network President
Barcelona Activa
Barcelona Activa2 promotes quality and future oriented employment and

businesses through several activity lines included in its Action Plan:
entrepreneurship, businesses, human capital, employment, Cibernàrium
and innovation promotion.
Created in 1986, this municipal company was born as a business

incubator with 16 projects installed. Today, Barcelona Activa has become
a local and international reference in the support for entrepreneurs,
innovation, professional improvement and creation of employment.
Barcelona Activa offers responses to the more than 100,000 participants

who annually come to its premises, coaching more than 1,000 new
projects a year, with more than 115 companies installed in its Business
Incubator and Technology Park, more than 30,000 participants have
received attention in Porta 22, around 50,000 participants have entered
the world of new technologies in the Cybernarium, while more than 1,000
unemployed have been contracted to learn a trade while working.
Barcelona Nord Technology Park
Barcelona Nord Technology Park is an innovation cluster in the north of

the city, an urban technology park of 10,000m2 that has a large
concentration of companies managed by Barcelona Activa. It offers
advanced services of support for innovation, consolidation and growth of
businesses, and technological skills acquisition and diffusion:
1
http://www.22network.net/
2
http://www.barcelonactiva.cat/

- Business Centre of technology-based companies: spaces prepared

to accommodate small innovative companies. It is host to 46
technological companies.
- Platform of business services: Logistics and business services of
added value, available for the companies located in the Park as
well as for other innovative companies of the city.
Deneb SA is a company specialized on GIS and Mobility applications that

has recently landed in Barcelona Nord Technology Park and explains its
Interviewees:
- Yolanda Pérez, Barcelona Nord Technology Park, Barcelona City
Council
- Guido Gómez, Joint Director, Deneb SA
Urban Lab
One of the aims of the 22@Barcelona municipal company is to consolidate

the role of Barcelona as an innovative city. In this framework, a specific
line of action is to foster the use of the city as an urban laboratory with
the 22@Urban Lab project1, set up in the 22@Barcelona district as a
testing ground for innovative solutions for companies seeking to
implement tests in any field: urban planning, education, mobility, etc.
The aim of this project is to provide companies that are developing

innovative projects and that are in the pre-commercialisation stage with
the possibility of testing them in the district through pilot trials.
Since the start of the 22@Urban Lab project in 2008, more than 20
innovative initiatives have been run in the 22@Barcelona district in
various fields. The following is a brief description of the pilots appearing in
the video:
- Implementation of 12 outdoor public street lighting points Eco

Digital with LED technology in the 22@ district (6 on either side of
the street). The lighting points will be fitted with presence,
vibration, temperature, humidity, sound and pollution sensors, GSM
aerials, Wifi Mesh access point and webcam for video surveillance
functions.
- Implementation of 2 charging points for electric cars and
management and analysis of the system from a centralised control
point in Barcelona City Council.
Interviewee:
- Josep Miquel Piqué, CEO 22@Barcelona & Strategic Sectors
Director, Barcelona City Council
Metropolitan Strategic Plan
Promoted by the Barcelona Town Council, the Strategic Metropolitan Plan

of Barcelona (PEMB)2 is a private non-profit association that brings
1
http://www.22barcelona.com/content/view/698/897/lang,en/
2
http://www.pemb.cat/

together the 36 municipalities that make up the Metropolitan Area of

Barcelona (MAB).
The PEMB was created to identify and promote support strategies for the
economic and social development of the MAB. As a result, the
association's main tasks involve analysing and identifying potential in
traditional and emerging activities, and anticipating problems and
providing their solutions ahead of time.
Thus, the Strategic Metropolitan Plan of Barcelona is an instrument

designed to: anticipate future challenges, provide the necessary changes
to meet such challenges, promote the participation of all the agents
involved, enable a consensus among differing interests and prioritise
decisions.
Given the diversity of the institutions and administrations that make it up,
the PEMB is a neutral body that serves as a forum for the comparison and
contrast of information, the debate of criteria and the study of
alternatives, until agreements are reached regarding the different policies
to be promoted.
The essential foundation of the PEMB's work method comprises the

consensus, shared leadership and cooperation of all the participating
agents in the design of the strategies to be pursued.
Interviewee:
- Francesc Santacana, General Coordinator, Strategic Metropolitan
Plan of Barcelona
SMART PEOPLE
Cibernàrium
The Cibernàrium1, whose main offices are placed in the MediaTic building
at the heart of the 22@ innovation district, is one of the most popular
municipal training centres in Barcelona. Its main offices offer more than
1200 m2 of innovative facilities. Other training points are also located in
Barcelona Nord Technology Park and throughout the network of public
libraries.
Cibernàrium is also the program of digital literacy of the Barcelona City

Council. It offers training for professionals and enterprises, and it also
offers learning initiatives for non-trained focused on all the citizenry.
Thus, Cibernàrium us the meeting point of Barcelona for all those people
interested in learning how to use technological tools, acquire the needed
professional competences in knowledge society and keep abreast of the
latest technological solutions or learn how to get started in the use of the
Internet tools.
Interviewee:
- Jordi Roca, Cibernàrium Director, Barcelona City Council
Citilab Cornellà
1 http://www.cibernarium.cat (not available in English)

/

Citilab Cornellà1 is a center for social and digital innovation in Cornellà de

Llobregat, Barcelona. It exploits and spreads the digital impact on
creative thinking, design and innovation emerging from digital culture.
Citilab is a mix between a training center, a research center and an
incubator for business and social initiatives.
This project started with the idea that digital technologies, specifically
Internet, are a way of innovation much more focused on citizens. Their
methods of work are basically design thinking and user-centered creation.
In Citilab, the Internet is considered a way to innovate more
collaboratively integrating the citizen in the core process.
Interviewees:
- Artur Serra, Research and Innovation Director, Citilab Cornellà
- Francisco Javier Iglesias, i2cat Foundation Researcher, Musiclab
Citilab Cornellà
- Raymond Rothwell, Seniorlab Teacher, Citilab Cornellà
SMART MOBILITY
Intelligent transport solutions: augmented reality apps

TMB2 is the metropolitan authority for the development of public transport
guaranteeing the mobility of the Barcelona citizens. In order to keep
updated with the latest technological trends and, thus, aimed at providing
services for citizens through the tools that they use, several mobile phone
apps are being developed.
In the video the TMB Virtual is presented, which is an augmented-reality

application for iPhone and Android aimed at making access to the city's
public transport easier. Via mobile a citizen can locate all of the closest
bus stops, metro stations, trams and trains, and if turning in circle, which
direction and at what distance they are located. If the mobile is held in
the horizontal position, the arrows will lead you to the selected spot.
Interviewee:
- Jordi Guitart, TMB (Transports Metropolitans de Barcelona)
Intelligent transport solutions: Smartphone apps
Barcelona has a mobility plan which goals can be summarized on

achieving a safer, more efficient, equitable and sustainable mobility. To
attain these goals is basic to promote the use of public transport and non-
motorized modes (this is bicycles and walking).
With this intention some tools have been developed to bring over the
citizens the information about mobility. That’s the case of some
applications for smartphones as ibicing, TMB virtual and Transit.
1
http://www.citilab.eu/
2
http://www.tmb.cat/

Ibicing provides information about the bicing service, which is the public
bicycle system of Barcelona. This application has a menu that allows you
to consult the availability of all stations from your current location
(number bicycles available and the free parquing spots). You also can
create a list of your favorite stations, and visualize them in a map with an
interactive navigation, and with links to information of interest.
Transit is a new application that allows the user to consult the state of
traffic in real time and see the live images of traffic cameras. There is a
map in colors indicating the level of service of the main streets of the city
(this is if they are congested or not), another map with the cameras
location and a service of alerts that informs of all kind of incidents that
may affect the traffic, as accidents or works on the street.
Interviewee:
- Beatriz Huarte, Mobility Department Engineer, Barcelona City
Council
Barcelona, hub of innovation for the electric vehicle
Electric mobility is a route for innovation and competitiveness on a global

scale. Its implementation means that, in the medium and long term, we
will all benefit: it contributes to reducing pollution emissions, improves air
quality and reduces noise pollution, and it drives industrial development
and transformation.
In addition, in an global context, where the search and the development

of electric mobility solutions has become fundamental, cities emerge as
potential test environments to extend these new technologies. The urban
setting thus becomes a key environment for industrial activity whose
nucleus and motivation for expansion is electric mobility.
The Metropolitan Area of Barcelona constitutes one of the European

centres in the automotive industry, holding 20% of the industry within the
Spanish state. Supporting the development of electric mobility solutions is
a key element for the global competitiveness of the automotive sector of
Barcelona, as well as contributing to improving environmental
sustainability and the quality of life in our city.
Live1 (Logistics for Implementation of Electric Vehicles) is a public-private

platform that was conceived with the aim of giving support to and
promoting the development of electric mobility in the city and
metropolitan area of Barcelona. The development partners of this project
are Barcelona City Council, via the areas of Environment, Mobility and
Economic Promotion; the Government of Catalonia, via the Catalan
Energy Institute; and the companies ENDESA and SEAT.
Thanks to the LIVE initiative, the Barcelona City Council has started the
installation of up to 119 charging points all around the city in cooperation
with the company MobecPoint.
Interviewees:
- Lluís Gómez, Strategic Sectors Director, Barcelona City Council
1
http://www.livebarcelona.cat/

- Jordi Ventura, Commercial Director, MobecPoint
Other representatives that contributed to the video showcase:
- Ramón García-Bragado, Deputy Mayor for Housing, Urbanism

and Internal Administration, Barcelona City Council
- Jordi William Carnes, Deputy Mayor for Treasure and Economic
Promotion, Barcelona City Council
- Andreu Puig, City Manager, Barcelona City Council
- Joan Mas, Business Manager, Barcelona Digital Technology Centre
- Esteve Almirall, Professor, ESADE Business School1
- Miquel Oliver, Vice-Rector for Quality Assurance and Institutional
Strategy, Pompeu Fabra University2
5 THE STORYLINE OF AMSTERDAM AND LISBON SHOWCASES
“The Smart Energy City” – Amsterdam and Lisbon example
Smart City – the holistic approach

Vision: Cities will stay the center of prosperity and innovation.
The percentage of people living in a city will continue to grow. Currently almost
50% of the world’s population are living in cities and in the western world this
percentage has already reached 80%3. There is a strong correlation between
higher standards of living and the percentage of people living in a city. Cities
have always been the place where innovation has happened: in the field of
Health Care, Education, Leisure and even in the field of Religion. A recent book
named Triumph of the City written by Edward L. Glaeser gives a whole list of
reasons why this will was and will be the case4.
Since most of the people live in a city and most economic activity can be found
there as well, the city and its inhabitants has a big role to solve social
challenges. Cities are in that perspective the solution for healthcare issues, the
aging society in the west or the rapidly growing one in the third world, the need
for economic growth to support a growing world population, and the need for
more knowledge.
What is a Smart City?

In essence the starting point is pretty simple: use available information as good
as possible. This sounds very logical and it is. The big difference between now
and earlier is tremendous though. The amount (and quality) of information and
the possibilities to make use of data has increased the last years exponential.
Where 30 years ago a personal computer was a scarcity, nowadays everybody
has one and 25% of all people in the Netherlands use a smart phone.
1
http://www.esade.edu/
2
http://www.upf.edu/
3
Data from The Guardian,
https://spreadsheets.google.com/ccc?key=tY7GTuivONTNuoceJKe-qTg#
4
Triumph of the City: How Our Greatest Invention Makes Us Richer, Smarter, Greener, Healthier, and Happier,
Edward L. Glaeser , 2011

Bottom-line: There is more information generated then we scan store nowadays

and we can access it anytime and everywhere.
This gives great opportunities to improve our way of living: improve our
HealthCare system, our Education sector, our Transports sector and get less
traffic on the road, and ultimately take the chance to foster the whole
governmental system to become more energy efficient. Cities become more
resilient and can coop with the growing needs of people.
It is not easy to give a proper definition of a Smart City, but the one given by
Nijkamp c.s. in 2009 has most components in it:
“We believe a city to be smart when investments in human and social capital and
traditional (transport) and modern (ICT) communication infrastructure fuel
sustainable economic growth and a high quality of life, with a wise management
of natural resources, through participatory governance.”1
It seems to be missing the user centric part we pointed out earlier. In the end it
is all about people, so the following definition is proposed:
“We believe a city to be smart when citizens and visitors have the opportunity to
make smarter choices. Investments in human and social capital and traditional
(transport) and modern (ICT) communication infrastructure thereby fuel
sustainable economic growth and a high quality of life, with a wise management
of natural resources, through participatory governance.”
The pillars for a smart city
Cities face new challenges. The traditional work forms and organizations are no
longer the most effective, its’ essential to join efforts and resources to take the
most out of the existing data and information systems as we are entering the era
of social inclusion through social and digital innovation.
Within these challenges, both Amsterdam’s and Lisbon’s smart city concepts
assume the same fundamental pillars:
-‐ People;
-‐ Infra-‐structure, and
-‐ Information and Intelligence.
Being both the Capitals’ of relatively small countries, Lisbon with 550.000
inhabitants and Amsterdam with 740.000 inhabitants, both city’s deal with a
fluctuating population of 2 million people and increasing social and economic
needs.
a. People
The most important part of the city is the people that live in a city.
1
, Smart Cities in Europe, Andrea Caragliu, Chiara Del Bo, Peter Nijkamp, 2009

We live in a changing society; new technologies give us the opportunity to

organize ourselves in different ways. We used to organize ourselves in small
geographical units for things as education, healthcare and the production of
food. Then came the era where we started to organize ourselves more in groups,
with strong influences of religion, unions or other organisations. In the 70 and
80 this “individualism” was the key word for society and after that we came into
the 21st century: the century of communities. Everybody is part of several
communities and can switch when needed. There are communities for
healthcare, education, but even for finance matters: the first peer to peer banks
have been launched. The high point of these communities is the easiness how
information can be shared in many different ways.
b. Infrastructure
Cities have a tremendous infrastructure of roads, buildings,
sewer systems and more. This is the static part of the city:
bricks and asphalt. Energy and Connectivity are the more
dynamic part of a city, providing the infrastructure for
products such as lightning, vehicles, cell phones and
everything else that moves.
The development of new advanced infrastructures enables us
to generate and use information in a very intensive way. The
combination of smart energy-‐networks with broadband
connectivity, mobile and fibre, is an excellent starting point for
innovation.

c. Information and intelligence
In 2008 we have reached the point when the quantity of digital information
produced surpassed the storing capacity. Nevertheless, the amount of data
created grows every day. This gives us more insight in all types of activities.
Where supercomputing was used for Mathematics, Physics and Life Sciences
nowadays human behaviour is part of this as well.
Complex sets of data can be used to make things more efficient: e.g. by
compressing data, or based on analysis from data-streams. A very tangible
example of the use of complex dynamic data is dynamic traffic management,
where car drivers get real-time information on the best routes according to infra-
structures, circulation, etc. The handling and analysis of data is thereby a third
key element in Smart Cities.

The smart energy city – Amsterdam and Lisbon example
Recent years have brought into the political realm the question of sustainable
development. How humans activities are responsible for world’s climate
evolution (revolution) and how new strategies have to be designed and put into
action to attenuate and reach new balance between economy and ecology.
This is the main core of the Covenant of Mayors initiative, a challenge that both
cities have embraced in 2009, aiming to contribute and reach the common goal
to meet and exceed the European Union 20% CO2 reduction objective by 2020 at
the local level.
This common goal is the motor for the local definition of strategies and setting of
targets.
Lisbon set the Local Energy and Environmental Strategy, a document that
establishes targets for energy efficiency and energy consumption reduction, by
2013 (baseline 2002), in a robust attempt to set goals to be reached by the
same local government that set them. The main targets are to:
-‐ Reduce the city’s primary energy consumption by 8.9%;
-‐ Reduce the city’s water consumption by 7,8%;
-‐ Increase water reuse for non-‐potable uses up to 3.1 m3/hab.year
-‐ Reduce the consumption of materials/goods by 10%
-‐ Increase in the percentage of selective material recycling by 29%
In Amsterdam’s Metropolitan Area climate goals with challenging deadlines were

set in cooperation with the local grid operator Alliander. The targets are:
-‐ 40% CO2 reduction in 2025 from 1990 baseline;
-‐ 20% energy reduction in 2025 from 1990 baseline;
-‐ Municipal organization CO2 neutral before 2015;
-‐ 15.000 electric vehicles in 2015.
These strong commitments in the energy field are further enhanced by the clear
need to evolve to a more dynamic energy supply/demand system, a process
where both cities are putting much effort towards the transition into smart
energy grids.
The City of Amsterdam and the grid operator Alliander together recognized these
challenges and opportunities and initiated a program to have substantial impact
on the energy transition need. The program focuses on four areas (sustainable
living, working, mobility and public space), corresponding with the largest CO2
sources (which can be customized for other cities), all enabled by intelligent
technologies like smart meter or smart grid technology.
In Lisbon, the national grid operator EDP is developing R&D projects focused on
smart grids operationalization, much on the grid bio directionality, adequacy to
renewables and their increasing role in the total energy production system and
the system’s integration with the electrical vehicle charging platform.

The integration of the electrical vehicle into the city’s mobility system is another
challenge both cities are facing, focusing efforts on the deployment of an electric
vehicles charging network and supporting platform that interacts with users and
allows the grid maximum exploitation potential. In Lisbon the electrical mobility
project is based on the MOBI.E network. This platform is available all over
Portugal, is accessible to all users, and will allow an optimal exploitation of the
electric grid, as in a near future it will allow grid managers to control the electric
vehicles charging process, transferring consumption from peak to low demand
periods. The platform is open to any electricity provider and the payment is
based in the common public transportation card, Lisboa Viva. Besides the
innovative payment system, MOBI.E allows users, among other services, to
know the location of each charging point, its status in terms of occupancy, select
charging locations and define plan routes according to this network.
In Amsterdam there are several new ways to challenge the issues on mobility;
there is a very ambitious EV programme, just like in Lisbon, including the focus
on Smart Grid development and demand response systems enabling peak
shaving and other services. But there is also the realization that only EV will not
be the issue to solve the mobility problem and takes this as an opportunity to
focus on new ways of transport. Or possible solutions as car sharing, resulting
to a situation nowadays that most inhabitants of Amsterdam state that the
possession of a car is not mandatory, but the availability of a vehicle is.
Transportation in own vehicles is now getting more and more to mobility
challenges, where real time information about traffic and (electric) vehicle
sharing are leading to a total concept op mobility. Very bottom-up driven and
leading to Smart Traffic Solutions.
Buildings energy consumption and the key role played by users is also one of the
issues being jointly addressed by Lisbon and Amsterdam. Within the Apollon
project, both cities, together with other partners, have actively engaged end
users into change their behaviour towards energy use, focusing on the adoption
of more energy efficient actions. This is a project dedicated to leveraging current
experiences and on-going investments to supplement cross-border pilots with
best-of-class methods for setting up, developing and operating sustainable
networks of Living Labs. In Lisbon and Amsterdam several households were
equipped with smart meters to access the home’s total electrical consumption in
real time and dynamically promote changes in dwellers behaviour towards the
adoption of more energy efficient actions. This is to be achieved using the living
labs methodology where users share experience, supported by the technical
experts and having access to the most up to date technologies.
The installation of smart meters and active engagement of users with
information and dissemination campaigns will promote users behaviour change
and allow the definition and presentation of categorized energy demand profiles
per typologies of users/households. The experience is running in parallel and the
results will be comparable in order to define categorized energy demand profiles
that will enable the creation of new business models, promoting SMEs innovation
and market reach in the ICT enhanced energy efficiency domain.
Bering in mind these compromises both cities defined action plans based on
distinct projects that base their set of action in the smart energy concept pillars
and cover a wide range of areas dealing with energy in the urban environment,
where end-users are the ones that will ultimately have to make the energy
transition change, driven by two complementary paths:
1. application of innovative technology results in a technology push to sustainable
behaviour ;
2. stimulation of behavioural change creates a demand pull for more sustainable
technology.
This paper will describe the projects in course as case studies, where the goal,
the political commitment, the results and replication potential are analysed.
Within the people’s participation pillar the Lisbon Participatory Budget initiative is
presented, a highly success governance model that is in force for three years
now and has assisted to the exponential increase in the number of participants.
Regarding Infrastructure, Amsterdam’s Smart Work centres project is detailed.
This is in fact one of the projects Lisbon is eager to learn on, as the Amsterdam
SWC quality assuring experience revealed to be the strong point that allowed the
wide spread of these structures all over the Netherlands. Still on this area,
Lisbon’s Open Data project was set in 2011 and is now assuming a crucial asset
in the innovative approach to entrepreneurial based open innovation business
models in the energy sector and several other areas.
The information and Intelligence pillar is the one that glues all of this together
and somehow closes the loop that should exist between users, information, feed-
back and innovative developments that meet users’ needs. Amsterdam’s Smart
Living and Climate-street projects are innovative approaches to end-user’s
interaction with the energy demand system that have successful proven results
based on users empowerment and engagement regarding energy use.
The goal of this presentation is to report on successful existing projects
implemented towards the creation of a city’s ICT deployment strategy in the
energy field, from which lessons can be learned at all levels, including which
challenges to embrace and upon which assure rigorous and valuable execution.
From the political statements, to global governance models and technological
challenges evolved in the creation of innovative, economic viable infrastructure
concepts that are scalable to have impact in the city’s energy profile.
Working towards a smart energy city
People
Participatory Budgeting
Lisbon has a strong tradition in the participatory decision making processes and
much has been learned through European research projects. The most visible
initiative is the Participatory Budgeting, which allows the population to decide
the activities in which the municipality should invest 5 million euros of its yearly
budget.
Implemented in 2008, Lisbon was the first European city to organize the
Participatory Budgeting, a new governing model, not only about listening to the
population but to give the population the power to decide on a significant part of
the investment that will be made in Lisbon. With the Participatory Budgeting the
Lisbon citizens have the power to propose projects, analyse the candidacies and
vote for the projects they believe comply with the city’s needs. The total budget
in this participation model is 5 million euros, 5% of the Municipality’s total
annual budget for investments. The projects are analysed and put into the
population evaluation, being the Municipality responsible to the implementation
of the most voted projects up to this amount.

Figure – Communication poster of the participatory budget initiative

In 2010 the complete process involved in the participatory budgeting was
accomplished after three years when, due to administrative issues, the process
was simplified. In 2010 the principles letter of the process was approved,
maintaining the simplified procedure and including further participation means,
in person and online. The final project’s evaluation was also enhanced through
the periodical report of data on the state of implementation of the winning
projects.
The fact that the principles letter is not a closed framework, but rather an open
methodology that foresees the yearly evaluation of the methodological procedure
and consequent redefinition according to the expertise gained from the previous
editions, prints users ownership to the process, enhancing its credibility.
The principles letter defines a five stages cycle:

1st stage (January to March): last year’s edition evaluation, preparation of the
new cycle proceedings, project’s evaluation criteria and definition of the budget
to allocate;
2nd stage (April to June): public presentation of the participatory budgeting
process, wide consults for project presentation through the online platform and
other communication means;
3rd (July to September): technical analysis of the projects and presentation for
public voting;
4th (October): project voting process;
5th stage (November-December): projects public presentation, integration of the
winning projects in the annual activity plan and overall budget.
From the yearly analysis some organizational guidelines were reinforced and
other redefined. The guidelines reinforced mainly dealt with:
-‐ participants eligibility, not exclusively focused on residents but open to all people
related to Lisbon, as workers and students;
-‐ projects voting process, exclusively online, having the Municipality made available
in person voting sections with technical assistance;
-‐ the participants registration process which occurs online with web register;
-‐ the communication strategy adopted.
From the evaluation process and users feedback, the following actions were
implemented:
-‐ previous meetings with the local stakeholders, partners in the process;
-‐ a dedicated user friendly website was created;
-‐ the projects presentation period was enlarged for two months;
-‐ 8 Participatory Assemblies were organized for projects definition and discussion;
-‐ the technical criteria adopted for projects evaluation by the Municipality services
were improved;
-‐ a “guidelines manual” was develop to guarantee a more independent evaluation
process by the Municipality services;
-‐ a complaints period was imposed. All the complains were evaluated and considered
in the final projects list decision;
-‐ 4 thematic sessions were organized;
-‐ a Participatory Budget bus was created. The bus was equipped with computers that
presented the proposals and allowed the citizen to vote in their favourite projects.
In 2010 the bus was visited by 1199 citizens.
In three years the number of citizens participating in the Participatory Budget

has rose from 1000 people in 2008 to 11.500 in 2010. A participant
characterization identifies the average age of the online participants, between 26
and 45, and the participants at the participatory assemblies mainly over 65
years old. By gender the participation is very balanced and concerning scholar
degree the analysis reveals that the majority of the online participants have
university education degree and the participants at the assemblies the basic
educational degree. Most of the participants are employed and inhabits in Lisbon.
The number and variety of proposals substantially increased from 580 in 2008 to
927 in 2010, being available in a wide spectrum of action both in terms of
geographical dispersion and technical intervention areas. Public and green
spaces are the areas that received the higher number of proposals, followed by
traffic infra-structures, traffic and mobility.
Energy projects, namely investments in sustainable refurbishment of public

buildings and micro-generation systems through renewable energy technologies
were one of categories that received a high level of proposals.
In 2011/2012 the process develops itself with more tools, opening the on-line
participation model with the development of Lisbon’s participation portal and the
link to a new set of Web2.0 tools that aim at motivating and facilitate citizens’
active participation in the city’s governance model. A pilot project exclusively
open to schools, named the Scholar Participatory Budgeting was successfully
launched in 2011 and is expected to continue in the following years, in a clear
engagement process focused on youngers needs.
Infrastructure
Smart work centers

Around 2007, as part of the Connected Urban Development program, where

Amsterdam participated together with Seoul and San Francisco, supported by
Cisco, Amsterdam started to develop a smart work-strategy for the region. Main
goal: move bits rather than molecules and avoid traffic congestion.
Figure –
Amsterdam’s distributions of Smart Working Centres
The idea of the concept is very simple: together with business partners an idea
was deployed to create locations where people could work, whenever they
wanted to. At the start it was clear that the location should be very attractive for
people to work so all types of services-providers where included in the program,
varying from day care for children to banks and restaurants.
In 2008 the first Smart Working centre was deployed in Almere, a satellite of
Amsterdam. The idea was to pick a location where people normally would go into
traffic jams and now give them the choice to sit down and work first. The city of
Amsterdam was one of the first clients supporting the Smart Working Centre as
a launching customer for the first year. Cisco donated two telepresence sets so
people from Almere could contact their colleagues in Amsterdam. A local
entrepreneur was running the Smart Working Centre.
The evaluation after one year wasn’t very joyful: the experiment didn’t succeed.
After the first months the “smart workers” declined in numbers to a level that it
was not feasible anymore to keep the Smart Working centre open. After a very
intense evaluation the following lessons where defined:
-‐ A Smart Working Centre should be easily accessible by public transports, strongly
motivating users to leave their cars at home;
-‐ Quality and assistance are keys to success. This means that there always need to be
someone at the SWC who can help whenever things need to be arranged;
-‐ The use of telepresence also implies a mind and technology change in
organizations;
-‐ The right business model is hard to find. The SWC has to work as a “replacement
office”, rather than just as a costly extra facility for managers.
Based on the learning’s of this first Smart Working centre, entrepreneurs start to
find new business models for the concept. Within a year several new initiatives
deployed and the foundation Double U was created, coming up with a quality
label for Smart Working centres that guaranteed the quality and reliability of the
SWC. Nowadays the Netherlands have over 110 SWC’s with thousands of users,
which all have a certificate of the Double U foundation, thereby guaranteeing a
proper services level.

All types of companies started to develop new services for SWC, some related to
booking systems, other to connectivity and video presence but also in different
types of services like consultancy to accompany the institution on the changes
that have to be made at the administrative level when SWC are integrated in the
institutions’ everyday life.
Open data
Lisbon’s open data project was initiated in 2009. This data availability
programme is set in two stages: static data, updated in a regular basis, and real
time data. The project aims to present common assets, namely public data that
hasn’t been made available dealing with administrative processes and public
information related to the city’s liveability. Beyond the usual data about existing
restaurants, pharmacies, parking parks, the Open Data project includes also
operative data such as energy consumption of all municipality buildings, water
consumption, waste collection, etc., mainly based in raw data.
Lisbon’s Open data Hub is an API that acts as the bridge for Lisbon’s Municipality
information systems. This integration hub is based on standard “web services”
technology, a universally used solution that facilitates the integration of different
systems and applications, being the data available in XML format. Lisbon
Municipality applications resources will be available in a normalized way, through
an easy to access and established communication channel. This is a fundamental
asset in the city’s governance policy, focused on the citizen’s active participation
in the decision process and the city’s development strategy. It’s intent to
stimulate innovation, entrepreneurship and foster the appearance of
crowdsourcing phenomena in which the problems resolution participation process
is enhanced as well as in the effort to improve the city’s services and infra-
structures.
Figure – Lisbon’s Municipality Open Data configuration system

The overall goal of this open data initiative is to deploy user’s interaction with
real data, promoting business opportunities in the development of software
functionalities and new business models based on Lisbon’s reality and
experience.
Aiming to set the example and to initiate a transparency process on what is the
Municipality’s performance in terms of resources consumption, the first sets of
static data on public systems and buildings will be available for consultancy and
further development.
On static data:
-‐ Public Buildings: the National Electricity Utility monitors medium voltage
supplied buildings, making available the real data consumptions every 15
minutes. Lisbon’s Municipality buildings ran from theatres, service buildings,
swimming pools and other public installations where the analysis of this
demand profile allows the identification of energy efficiency measures that can
be adopted to improve the installation’s energy performance. The goal is,
working with the available consumption profiles define specific consumption
patterns upon which other installations can more easily identify the
opportunities in energy efficiency. This data availability is a clear impulse to the
energy market that will access privilege information upon which can develop
new business models and dynamically approach new clients presenting new
functionalities and applications that may facilitate the building’s manager
action;
-‐ Public Lighting: Lisbon’s public lighting system comprehends streetlamps, traffic
lights and publicity structures. The city’s strategy towards energy efficiency in
this area foresees intervention projects with streetlights and traffic lights.
Streetlights new LED technology is being evaluated in order to assess the
quality of light and monitor improvements in energy efficiency. In parallel a
replacement programme is under way to replace 1625 conventional ballasts by
electronic ones with flux reduction capability in selected periods of the night. In
traffic lights a progressive replacement of conventional lights for LED ones is in
force;
The projects are test beds for technology experimentation and further
evaluation of the replication potential applied to each. The availability of this
data to the professional public allow SME’s to develop and proactively propose
the adoption of innovative public light management systems based on real time
data, experienced on the field both in terms quality of lighting and security
related issues. The methodology adopted fosters SME’s active participation for
presenting and testing innovative solutions and relies on end user’s feedback
for evaluation and engagement in the final decision process;
-‐ Solar energy: Lisbon is the sunniest capital in Europe and is for the first time
assessing the potential to install solar technologies in existing buildings, in a
clear strategy to redefine urban planning policies and foster the deployment of
the most solar profitable areas in terms of Lisbon’ s built patrimony. The result
of this evaluation for Lisbon’s Baixa Pombalina area is already available. This
information is available enabling end users to access their roof’s potential to
receive solar systems and the solar market stakeholders to approach the best
investment opportunities and define new partnership models with the end
user;
-‐ Mobility: Several projects are being developed in this area, regarding public
transports, new management solutions and new energy sourced vehicles.
Portugal is implementing the first countrywide EV charging network, which
includes more than 1300 charging points across the Country (MOBI.E project),
with Lisbon having the most prominent position in it with 687 charging points.
The first set of electric vehicle charging stations was launched in 2010 and
currently more than 56 charging points are operating within Lisbon and it’s
expected that the remaining 631 are installed until the end of 2011. Within its
basics service, Lisbon and other cities charging points are interconnected on a
unique platform MOBI.E all over the country with multiple interfaces (web,
iphone, android), which presents the location and status of each charging point
(occupation and existing pre-‐reservations), distances between points,

translated into real time distance according to traffic and battery needs. The
project’s goal is to further develop and implement innovative functionalities
that mobilize the electric vehicle charging points as crucial infra structures in
Lisbon’s sustainable mobility strategy. Users will be called to identify and test
new functionalities along with the universities and SMEs, in a user involvement
strategy that relies on active cooperation between different actors.
Nevertheless, electric vehicle owners are not the ones to exclusively involve in
the project. The user involvement strategy will go beyond the early adopters,
focusing also on laggards in order to motivate their participation and engage
them in the development of services that may attract and persuade them to
adopt electric vehicles.
The next step in the Open data project is to be able to provide real time data to
the user. This project will be launched briefly with installation presenting
electricity real time consumption data in service buildings and residential
dwellings.
Information and Intelligence

Smart Energy in the residential environment
The involvement of citizens depends on where they are and what they do. There
is a difference when people are at work or at home. This is the reasons why
Amsterdam Smart City has made a differentiation between four focus areas:
Living, Working, Mobility and Public Space. This is due to the different user
perspectives and the different types of stakeholders the city wants to involve in
the project. In each of the running projects user’s behaviour towards energy use
is one of the focus areas. Involving energy end users (citizens) is essential for
Amsterdam Smart City, as the tested technologies are useless without the
acceptance and experience of energy end users. Furthermore, the stimulation of
behavioural change fosters a demand pull for the market to invest and develop
more sustainable technology.
For the Amsterdam Geuzenveld, a Smart Living project, an ‘open innovation’
method was used to obtain reactions and answers from the inhabitants of
Amsterdam on how to overcome the barriers for customers to become energy
producers. In 2010 we started the Geuzenveld-pilot, with 450 households in one
of the most vivid neighbourhoods in Amsterdam, with several ages, cultures and
educational levels. The main goals were to promote user involvement and test
the right methodologies to engage users. The lessons learned are a valuable
asset to companies and governments, for example combined with the role out of
Smart Energy Meters. For the pilots in Amsterdam Smart City we defined three
things we wanted to do, also for this project:
1. Reduce the use of Energy;
2. Involve users, at the short and long term, creating the same conditions and
monitoring the results;
3. Make a value case
a. people: what is acceptable, when do people act?
b. process: delivering the innovation: how, by who?
c. technology: can it be scaled?
d. cooperation: what project partners are essential? In what role?
Results:
1. Reduce the use of Energy
The results of the project after 6 months indicated a 6% savings. There is the
assumption that a higher rate can be reached after a year. The baseline is not 100%
clear, since Smart Meters were installed with a bit of delay due through some
technical challenges.

2. Involve users
The city district and housing agencies tried to adopt a co-‐creation methodology
with the Geuzenveld neighbourhood inhabitants by working in cooperation with
the Favela Fabric agency. Quickly they understood that energy issues were not at
the realm of citizens concerns. Further in the project a new methodology was
adopted, focused on elementary schools. The work with students was a successful
approach to involve whole families in the awareness raising process.

3. Value Case
a. people: what is acceptable, when do people act
i. People do not like being told what to do. They rather be the ones
with the initiative;
ii. Energy is not tangible enough to understand, it has to be translated
into more tangible things;
iii. Involve schools and children when possible – schools are a natural
learning environment and are very well organized.

b. process: delivering the innovation: how, by who?
i. Ownerships is very difficult, but ambitions are there;
ii. This is not a strict system. Integration and co-‐creation should be
flexible. This is hard for infrastructural parties;
c. technology: can it be scaled?
i. Not with this intensity, the investments are too high when related
to real savings. When scaled up the market deployment element
will have an important role;
d. cooperation: what project partners are essential? In what role?
i. Housing agencies, grid operators, energy agencies and
organizations that work on or to the neighbourhood and know how
to attract, work and engage “people” on adopting more energy
efficient behaviours.
Smart Energy in a commercial environment

The Climate-street project, a smart public space project, focused on ‘open
innovation’ method to obtain reactions and answers from the inhabitants of
Amsterdam on how to overcome the barriers for customers to become energy
producers. In 2009 we started the Climate- street pilot, with 140 shops owners
in a popular shopping street, aiming with this location to give a high visibility to
the project and present new solutions and technologies to the citizens in the real
environment.
The climate street project can be considered as one of the most complex
stakeholders projects executed in the Amsterdam Smart City program. To create
a complete concept of a smart shopping street, there are on the one hand
several suppliers that play an important role and one the other hand the
“clients’, who are very complex as well. Some of the stakeholders even have a
double role, like the waste company who is a supplier for collecting waste and a
client for garbage cans or electric vehicles.
The project counted with 140 shop owners and the ASC organization invited
several (>10) companies to demonstrate their energy-saving solutions oriented
to shops and also energy efficiency solutions oriented to the public.

Like all Amsterdam Smart City projects the results were assessed envisioning
the three important pillars: are users involved, is there a value case and most
important: do we save energy?
For the climate street lessons and results are:
1. Reduce the use of Energy
i. There is a big difference per shop tipology. Restaurants save more
compared to bookshops e.g. differences vary between 5 to 25%;
ii. In public space there is over 30% saving potential;
iii. In waste collecting there is a 20% saving potential by using smart
logistics.

2. Involve users
i. Shop owners are a very different group to work with, with specific
needs;
ii. Working with existing organizations, that aggregate shop owner as
memberships is a successful experience;
iii. Working with ambassadors and early adopters was a very
successful approach, 40 of the 140 shops were willing to act as
ambassadors for other shops and collaborate intensively;
iv. Design is key, ugly appliances are not adopted.

3. Value Case
i. People: what is acceptable, when do people act?
• Make insights visible, give financial advantage immediately;
• Do not send consultants, work with peers;
• Initial investments are hard for shop owners;
ii. Process: delivering the innovation: how, by who?
• Ownership is very complex in environments where
nobody is responsible for a collective strategy;
• Role of the government can be to organize this;

iii. Technology: can it be scaled?
• Organizing a test bed is a great way to design, develop and
demonstrate new technologies. The scaling up of the
business models base on the success of the initiative;
• Sometimes the business models need to change. E.g. for
lightning: LED lights represent a big investment but the
reduced energy consumption allows economically
interesting pay back periods. Led Leasing companies
started to develop propositions to support the initial
investment and have a success rate for the pay back rent.

iv. Cooperation: what project partners are essential? In what role?
• Shop owners and their organizations;
• A neutral project management organization with great
stakeholder skills.

Conclusions and lessons learned
Smart. Smarter. Smartest. In almost every city in the world business, knowledge
institutions and government are working on “Smart Solutions” to increase the
quality of life and solve societal issues. Lisbon and Amsterdam both seem to be
very advanced in this perspective, but they also work in a very organized way,
where the sharing of results is key. Energy, Mobility and Open Data have a
strong focus in the both cities. Energy transition and transparency of
government are both themes that are very relevant to other cities.
Every Smart City is different. Having its own characteristics and challenges, but
there are also a lot of similarities. The challenges around transition to EV,
increase awareness around Energy Efficient and opening up governmental data
are not exclusively relevant to Lisbon and Amsterdam, but also to other cities in
the world. Amsterdam and Lisbon both have a long tradition in travelling around
the world and trade with almost all nationalities.
Living Lab methodology seems to have taken a dominant position when it comes
to innovation and in the public domain as well. The involvement of “people” is a
key asset in all the projects and enables the active partners to steer in time
when needed.
From the experiences reported, three important lessons learned within the last
years of “Smart City” development can be systematized:
-‐ People are central in a Smart City. When you success in increasing users
engagement in the city living, products quality develop and increases faster,
services and products are deployed faster and the feed-‐back from users makes is
smarted the adoption and integration of new functionalities in the society. The
energy efficiency projects happening in Lisbon are a good example. The Smart
Working Center in Amsterdam is an example on how things can go wrong (initially)
when users are the central piece.
-‐ Themes where cities are working are very comparable and collaboration in
organization such as the European Network of Living Labs (APOLLON, Fireball),
Eurocities and others help cities becoming effective in focusing their efforts and
resources in valid methodologies, thus fostering the Smart City development.
-‐ The city government role in the field of stakeholders’ organization and cooperation
fostering, including knowledge institutions and companies is crucial for the success
of these initiatives. Stakeholders’ management is not only on the consumer side of
things, but also on the investment side and ecosystem for potential solutions.
What we have learned from the cases above is that cooperation among cities,
share of experiences, valid methodologies and projects is becoming more and
more important, and assumes especial relevance in deployment of smart cities.
A model where leading cities can assist other cities on stakeholder management
and governance is very relevant. Where peers can exchange knowledge and
build new experiences based on each other shoulders allows increasing the level
of quality and innovation of projects, fostering the market to be ambitious and
present new ideas and concepts that can be competitive and truly promote
connectivity among systems, people and cities. Lisbon and Amsterdam did take
up this glove and their results are shared all over the world.

6 THE STORYLINE OF THE MANCHESTER SHOWCASE

State of the art of Smart Cities;
“A cook book how to become a smart city”- Manchester example
Background
The FIREBALL project has undergone a process of bringing together Future

Internet, Living Labs and Smart Cities communities. The phrase “Smart Cities”
is, as Dave Carter, Head of Manchester Digital Development Agency, has said “is
a contested space.” For the cities represented by the Eurocities Knowledge
Society Forum and engaged in “smart cities” projects (see D3.1) the role of the
city in not just accepting the definition of “smart cities” provided by technology
provider, is crucial. As Jarmo Eskelien from Forum-Virium in Helsinki makes clear
“a city is an organism, not a machine.”
With the 4th showcase there was a need to place the storyline of a particular
city’s development towards a smart city (in this case Manchester) in the context
of the public and private sector agendas that are being undertaken.
From the European Level to the Local Level
Policy initiatives such as the Digital Agenda for Europe are vital in encouraging
policy-makers to engage with new technology solutions on a strategic level. It is
becoming clear, as smart technologies offer sustainable growth solutions in a
difficult economic climate, that investment in infrastructure and a strategic
approach to digital at a regional and municipality are vital to ensure our
European cities are drivers of the local economy.
By focussing on the Digital Agenda for Europe, and the adoption of a Local
Digital Agenda at a city level, cities can both learn from each other, and retain
competitive advantage. For businesses, particularly those “footloose”
multinationals, the digital infrastructure necessary for the “smart city” is
becoming as key to their decision-making on location, as transport infrastructure
and knowledge resources (such as universities).
If we take a city who is new to exploring the opportunities of becoming a “smart

city” two things become clear. Firstly, that many cities have developed, even if
haphazardly, a commitment to becoming “smarter” over a long period of time,
perhaps twent years or more; and secondly, that there are many good examples
out there whose experience can be translated elsewhere.
That is why the policy agenda, along with political buy-in, is so critical to
developing the smart city. Yet, there are limits to what public policy makers and
city administrations can do on their own. In particular, they are constrained
when it comes to innovation, however much they would like to innovate, but
having to ensure that the city itself works. As Pekka Sauri, deputy mayor of
Helsinki has said, “we would like to innovate, but we have to ensure that the city
continues to function.”

Except in “green field” developments such as are being built as “new cities” in
Dubai, China and elsewhere, the likelihood is that a city infrastructure has many
different partners, uses a wide range of existing, and emerging technology
platforms, and cannot be easily “reverse engineered” to create the city as a
“machine.” Even large vendors pushing “smart city” solutions for such things as
traffic management and smart grids, are beginning to understand that their
solution has to exist alongside other systems in the city – and the key thing is
for city contracts to enable interoperability between different systems.
Furthermore, “innovation” in a city is taking place not just (or not at all) in the
Universities, “testbeds” and “incubators” but at a grass-roots level.
This local level of engagement is critical for a number of reasons, not least
because the next generation of innovators are likely to be working in a
networked way, coming together for specific projects, or clustering in digital
spaces online, and hybrid work-live spaces (such as Manchester’s Madlab).
How then to reflect that and to illustrate this via a specific example?
MANCHESTER: SMART CITY
Manchester is undergoing another period of transformation. Over the last 15

years, the city centre has been transformed with new office blocks and
apartments, as well as signature cultural buildings such as URBIS and the
Bridgewater Hall. However, the world economic crisis, and cutbacks in
government spending in the UK, have hit the northern cities particularly hard.
But the city thrives on its innovation, and across both the public and private
sectors, the cities strengths in innovation, cooperation and collaboration – as
well as the mixed economy of the city-region – mean that Manchester has shown
a resilience during the down turn.
It is this innovative spirit that is now defining our plans for the future. We have
some high aspirations and some difficult problems. Our pledge – in Manchester:
A Certain Future – to reduce Carbon emissions by 41% by 2020 is particularly
challenging. The need to equip our residents so they can access the jobs of the
future remains an ongoing challenge. The city’s infrastructure still requires
considerable investment, such as our expanding tram network, and plans to
develop Next Generation broadband. In addition, there are governance
challenges, as the city is one of 10 local authorities that form the Manchester
city-region, and working across these new authorities, requires new structures
and new ways of working.
Despite all of this we remain optimistic about the future and one reason for that
is because of the vibrancy of the city and its various communities. Whether its
digital hackers or community activists or new artists, poets and musicians, we
see a “grass roots” excitement about the city – which flows from the cities bars
and cafes, and leads to new businesses and, as importantly, new business
models.
Manchester as a Smart City will never be a top-down or corporate, but its large
companies and its public bodies are important players nonetheless. In some
ways Manchester is a “small city” where everyone knows each other, attends
each others events, and supports each others initiatives – bringing business
people, technologists, artists and creatives, public officials and academics
together in a way that is rarely found elsewhere.
Recently examples include a “speed dating” event where everyone in the room
had to speak to a person from one of several categories including web
developers, creatives and scientists; and a very successful “smart city innovation
boardroom” where a range of invited guests – running from IBM to the
community organisation Gorton Monastery – were part of a vivid discussion on
how Manchester could become a smart city.
Yet despite the smart city being about “people” we shouldn’t ignore the physical
places where they meet. With Media City opening in Salford and the BBC moving
there; with the large work and studio space provided by the refashioned Sharp
Project in East Manchester; and with community spaces such as Madlab
(Manchester Digital Laboratory) and FABLab (The UK’s first fabrication
laboratory) there are key places and destinations where innovators meet and
work.
The “coming together” of digital innovators happens on a regular basis in the city
– through all kinds of business and technology events – but also through the
once a year “industry awards” the Big Chip Awards, run by Manchester Digital,
the city’s independent trade association.
We very much want to look at how we can maximise the city’s strengths but also
be honest about our weaknesses – that the sheer diversity of different voices
and the “freelance first” model that is being chosen by many of the city’s young
creatives, means that we are sometimes lacking in the entrepreneurial
experience to develop technologies further, and bring them to market,
particularly in the digital and environmental technology spaces.
The Manchester example should identify some key Future Internet issues or
technologies and look at how the city is adapting to use these – whether its new
programming languages and methodologies, rapid application technologies like
3D printing, adaption of new technologies (such as Wimax) in new and
innovative ways; or exploration of green technologies such as sensor networks
and energy monitors.
Implementing the Smart Cities vision in Manchester
The local vision for developing as a ‘smart city’ is based on creating citizen-
centric, user-driven approaches to the co-creation and co-production of Future
Internet-enabled services. This involves three main elements:
a) An explicit statement of the local commitment to, and experience of,
citizen engagement in defining both the vision and the implementation for
all of the elements that need to make up the ‘building blocks’ of the
‘smart city’, particularly openness, inclusiveness and sustainability;
b) Practical demonstration through local pilot projects of how those
principles are put into practice, especially in terms of usability,
interoperability, flexibility, security and reliability, and the creation of a
genuinely collaborative network to develop this practice, both locally and
in collaboration with European partners;
c) Setting out the foundations of how ideas developed locally could form the
basis for longer term planning and delivery of the Local Digital Agenda to
make the work that is generated by this more inclusive and sustainable

The work on the Roadmap is developing some initial benchmarks for mapping
and evaluating progress towards this end, providing the starting point for
developing ‘smart citizens in smart cities’ applications that would, in turn, enable
the vision to be put into practice, in ways which maximise local benefit and drive
more inclusive and sustainable economic growth. These benchmarks include:
• Local leadership support at the highest level both for the development of
the vision and for local initiatives and pilot projects to implement it;
• Establishing the momentum required to support the creation of a ‘critical
mass’ of citizen, user and developer engagement;
• Buy-in from key partners and stakeholders from within the user
communities and citizen networks;
• Accessible applications and user groups which are seen as attractive, and
even “fun”, to be involved in by users;
• Future Internet technologies that are increasingly available and
accessible, e.g. location based applications, wearable systems and where
‘networked objects meet web-centric systems’;
• Identifiable progress towards co-production which begins to demonstrate
results in service transformation.
The challenge now is to link this into the immediate priorities for the Manchester
city region, in areas such as economic growth, social inclusion, improved well-
being and sustainable development, while, at the same time, providing a
platform for longer term thinking and action.
One important part of this challenge is creating a specific vision and objectives
for the concept of “Smart Citizens in Smart Cities” and the following is the first
attempt to do this:
Smart Cities will have smart citizens at their heart, enabling them to have the
capacity and confidence to use state-of-the-art future internet technologies to
transform the way they live and work and their quality of life. Future internet-
enabled smart citizens will collaborate in new and dynamic ways, co-owning new
ways of planning and delivering services and co-producing services both for
themselves and for those that they live with, care for and work with. Smart
citizens in smart cities will be part of new cross-border collaborations across
Europe and globally, using future-internet technologies to create new economic
and social opportunities for working and for living. Smart cities will enable smart
citizens to make their environments greener, cleaner and healthier as well as
more open and inclusive. Smart citizens in smart cities will ensure that smart
cities are more democratic, resilient and attractive, using future internet-enabled
services to generate and celebrate creativity, innovation and diversity.
Manchester as a Future Internet enabled ‘Smart City’
The experience gained through the delivery of local projects over the past five
years has enabled the MDDA and its partners to re-evaluate and re-focus their
work around the idea that citizen engagement, ‘smart citizens’, needs to be at
the centre of Manchester’s proposed “Local Digital Agenda”, creating a virtuous
circle whereby:
a) digital inclusion generates skills and aspirations across all sections of
society and re-engages people in all aspects of civic life, and;
b) digital industries generate new employment opportunities and
pathways into these through skill development with local people and the
institutions that support this, particularly schools and colleges, and;

c) digital innovation is the engine of this growth, with new next

generation open access digital infrastructures and services, such as smart
energy and smart health/wellbeing, underpinning this and enabling more
sustainable growth while supporting greater community engagement
which, in turn, supports digital inclusion, especially through Manchester
Living Lab initiatives.
The key to realising this, as a ‘Smart City’ strategy for the city region, is to
sustain the momentum of work done to date through:
• city leadership (continuing support from the main decision makers at
the highest level);
• investment in new digital infrastructures and services (even in spite of
the economic crisis, where new and more innovative approaches and
business models will be needed more than ever);
• exemplar projects and activities which really stimulate interest and
engagement (two examples in Manchester currently would be the
Manchester Digital Lab, MadLab, and the Future Everything Festival).
The Future Internet enabled ‘Smart City’ is about the transformation of urban
living through the imaginative use of digital technologies and ensuring that this
can make a significant contribution to sustainable economic growth both
immediately and in the longer term. At the same time these technologies also
provide opportunities to transform the lives of local residents and the
neighbourhoods where they live. This is why the focus on tackling the digital
divide and promoting digital inclusion is continuing to be seen as a priority,
highlighting the need to ensure that citizens have the capacity, skills and
motivation to take advantage of these technologies and that there is a real
commitment to focus not only on the transformation of public services in terms
of ‘business process’ but also on co-production, the direct and active
engagement of users in the design, delivery and, where needed, the ownership
of services.
Some of the policies, as outlined above, are in place to facilitate and support the
transformation process of Manchester into a ‘Smart City’, but there is still much
to be done to ensure that the opportunities that the Future Internet can provide
to a city region such as Manchester are fully exploited.
There are a number of specific lessons that can learnt from the Manchester’s
experience which will be used to inform future strategies and the proposed Local
Digital Agenda for Manchester in particular:
• Firstly the need to develop digitally enabled services that are based on
the social, cultural and economic needs of the neighbourhoods, requiring
a combination of detailed local research and real efforts to consult with
and engage local people as an essential prerequisite for capturing user
needs and involving users in the design and delivery of new services, the
start of the co-production process;
• Secondly that the stakeholders in the project, especially the public sector,
need to demonstrate a long term commitment to community engagement
and capacity building and invest as much in the development of people’s
skills, confidence and aspirations as in the technology being deployed;
• Thirdly the need to have an ongoing evaluation strategy that not only has
the ability to identify weaknesses, and even failures, but also has the role
of communicating these results directly into the strategic decision making

process so that the project can adapt and evolve as quickly and
effectively as possible, backed up by effective project management
resources;
• Fourthly the need to develop real exemplars that push the boundaries of
what people know and their expectations, so that people’s imaginations
are stimulated and horizons widened and that this is communicated with
all the power that Future Internet enabled communications can bring,
making use of all the capabilities that the most effective social media and
social networking can offer.

Showcasing Manchester
The aim of this storyline is to identify the building blocks towards a
smart city, specifically how city leaders, and other key partners need to
be involved in order to make a “smart city” a reality. It uses Manchester
as an example but should integrate with examples of more advanced
smart cities around Europe.
Manchester, in many ways, is a dynamic digital city,that for various reasons – to
do with its political and administrative make-up, and the nature of local, regional
and national policies in the UK, is not as far forward as it would like to be. The
many positives of the city’s digital development (the massive changes that have
taken place over the last 20 years, haulting and reversing industrial decline; the
city’s vibrant digital communities; the importance of Manchester as a regional
capital; cooperation between different public bodies and the private sector and
universities) are matched with some challenges (Manchester is one of ten
boroughs in the city region; there are few large corporate head offices here –
and probably none in the digital sector (e.g. IBM, CISCO etc are based here but
their UK HQ is elsewhere); a changing political landscape; weakness of UK
regional governance; the city’s continued legacy in poor health and education
and employment prospects) mean that we look to European cities like
Amsterdam for inspiration on the “how to” as well as the “what.”
Any development of Manchester as a “Smart city” is therefore a collaborative
approach with the private sector, universities and wider public bodies (including
the BBC) vitally important to this partnership. These different voices are
reflected in the Smart City symposium we undertook in 2011 which is featured
here: http://www.smart-ip.eu/2011/08/manchester-smart-city/
The film should include the Manchester example as one “model” of the
“Roadmap” a city needs to take towards a smart city including: companies,
public bodies etc.
Existing footage such as the outcomes of that day, and promotional videos for
such projects as SAVE ENERGY can be utilised to show concrete examples of the
city’s portfolio.
Filming in Manchester should concentrate on understanding the dynamic nature

of the “innovation ecology” of the city and the role that is played by policy
makers within this.
Actual Filming Schedule for Manchester

1. Interview with Dave Carter, Head of Manchester Digital Development

Agency – key topics: Smart Cities Portfolio; Manchester’s Local Digital Agenda
2. Interview with Paul Spensley, technology officer at MDDA – key topics:

bottom up broadband; wireless sensor network; free Wifi
3. Visit to Manchester Town Hall. Iconic building in the centre of the city
built in the 19th century so challenging to “retrofit” or make energy efficient.
However it’s a multi-purpose space, heavily used by the public. We’ve provided
Wifi in public spaces and in councillor sections. Filming should take place up the
clock tower where we have installed Wifi transmission capability to distribute fast
broadband wirelessly across city
4. Key city scenes: Piccadilly Gardens, only public park in centre of

Manchester; Albert Square; outside town hall; and the Northern Quarter – film
“The Wifi Tree” set up as an “intervention” in an urban space.
5. Visit Madlab – innovation space for Manchester’s digital and innovator

community. Interview Hwa Young Jung and Dave Mee who set up Madlab; and
Julian Tait from Open Data Manchester and FutureEverything festival.
7 CONCLUSIONS
Based on the Helsinki Showcase can be said that video is a powerful way of
communication with a wide spectrum of different approaches to be implemented
in order to have, with the same materials, several products that can reach a
broad range of different publics and audiences.
The working methodology that was implemented, as well as the final product
that results from all this efforts, has an important nature of small videos to
people and to the citizen communities.
As important as the final result and quality of the video, is the dissemination
strategy that lies behind it.
8 REFERENCES
[1] D4.3 FIREBALL Showcases (Alvaro Oliveira)
[ 2 ] Helsinki Smart City Show Case ; Introduction for Innovation strategy of
Helsinki smart city region (Anna Kivilehto, Veli-Pekka Niitamo)
[3] The Storyline for the Barcelona Showcase (Júlia López i Ventura)
[ 4 ] Lisbon & Amsterdam Smart Energy Showcase (Joana Fernandes, Ger
Baron)
[ 5 ] GREEN PAPER; Creating an inclusive and sustainable knowledge society:
A Local Digital Agenda for Manchester (Dave Carter)


D1.1 Story Lines of Four Different Showcases For Media Production

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FRAMEWORK PROGRAMME 7,

THEME 3, OBJECTIVE 1.6

D1.1 - STORYLINES OF FOUR

The four different showcases will be developed to represent innovative uses of

ABOUT FIREBALL ATTRIBUTES OF THIS OBJECT

SECT. CONTENT PAGE

Framework programme 7 Coordinating Action FIREBALL

The four different identified showcases will be developed to represent innovative

1.1 OBJECTIVE AND CONTEXT

The over-all objective of the FIREBALL project is to coordinate and align

Identification of the common assets (e.g. facilities, methods, communities) that

Framework programme 7 Coordinating Action FIREBALL

This document describes how storylines are developed. Needed process is

A storyline is like a script for actors in a movie. A storyline functions as a guide

2.1 SHOWCASE OBJECTIVES

Define what to show (director influence needed)

Think about future of the showcase topic (service etc)

Plan Awareness dissemination

2.2 STORYLINE KEY FEATURES

In order to follow the showcase objectives, key features of storyline have to be

Storyboard describes the timeline and skeleton of showcase. Storyboard can be

Storyboard of Amsterdam/Lisbon Smart Energy City video showcase as an

2 -­‐ Working towards a smart energy city

Framework programme 7 Coordinating Action FIREBALL

The film script must have the following characteristics:

2.5 STORYLINE SKETCH

Framework programme 7 Coordinating Action FIREBALL

2.6 SHOWCASE PRODUCTION WORKFLOW

This workflow shows basic principle of creating a storyline for showcase.

Framework programme 7 Coordinating Action FIREBALL

3 THE STORYLINE OF THE HELSINKI SHOWCASE

FIREBALL, Helsinki Smart City Show Case

COLLABORATION: THE ONLY FEASIBLE WAY FORWARD FOR THE

To succeed in a competitive world Finland and the Helsinki Metropolitan Area

THE HELSINKI REGION WILL DETERMINE THE COMPETITIVENESS OF

A four-pillar strategy for Innovation:

I. Improving the international appeal of research and expertise

Framework programme 7 Coordinating Action FIREBALL

High educational standards, a fi rm grounding in science and technology and a

IV. Support for innovative activities

DEVELOPMENT PLATFORMS AT THE CORE OF FUTURE CLUSTER

Helsinki Region seeks to become an internationally interesting and commercially

Forum should be established to serve as an open idea platform and co-ordinating

Framework programme 7 Coordinating Action FIREBALL

Living labs Development

Collaboration between various living labs should also be increased. Noteworthy

The Dimes association – Digital Media

Service Innovations Finland Dimes is an association founded by Nokia,

“Dimes offers a way of finding, developing and testing service innovations. We

Forum Virium coordinating Helsinki Region Living Labs

Forum Virium Helsinki is a business-based and –driven cluster of actors whose

CASES from the Helsinki Metropolitan Area

Eco-efficient computer hall (Helsinki Energy)

Framework programme 7 Coordinating Action FIREBALL

Well Life Center

Background and R&D&I of CaringTV

Discussion with Elderly people in CaringTV

Fishing Stories - Discussion with Disabled persons and Voluntary

Active Life Village

Framework programme 7 Coordinating Action FIREBALL

Forum Virium Helsinki

Helsinki Region Transport

2 -‐ Working towards a smart energy city